Managing People Towards Superior Performance - Leadership Training

MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE

Session 4 Khaled Abd El Gawad

2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 1


Agenda 1. Time Management and Productivity

A. To-Do-List B. Prioritization C. Delegation D. Productivity E. Execution Techniques F. Pay Attention to Time Wasters


Unit 7 To-Do-List


To-Do-List

Simple Template


To-Do-List

More details


To-Do-List

http://todo.dj50.ro/


To-Do-List

http://www.toodledo.com/


Unit 7cont.

Prioritization


List Your Last Month Activities Activity


Prioritizing Grid Rating Scales

I have low personal Capability to do this task

It is low important

I have high personal Capability to do this task

It is low important


It is high important



Low Importance to Clients and Organization, Team or Unit Goals

High

High

Pers

onal

Cap

abili

ty

6

5

4

3

2

1

1 2 3 4 5 6


Use Prioritizing Grid Rating Scales Activity


It is low important


It is low important


It is low important



Importance to Clients and Organization, Team or Unit Goals High Low

High

Pers

onal

Cap

abili

ty

6

5

4

3

2

1

1 2 3 4 5 6




It is low important


It is low important


It is low important



Importance to Clients and Organization, Team or Unit Goals High Low

High

Pers

onal

Cap

abili

ty

6

5

4

3

2

1

1 2 3 4 5 6

Stop or Delegate ASAP

Seriously Reconsider Continue doing or Delegate

Develop or Delegate



So for any given task/activity you have always 4 options

Stop Doing Delegate Develop Doing


Unit 7cont.

Delegation


How Good is your Delegation? Activity

http://www.mindtools.com/pages/article/newTMM_60.htm


Delegation Steps

Pre-Delegation

• Define The Task

• Select the individual

or team

• Assess ability and training needs

Delegation

• Explain the reasons

• State required

results

• Agree resources required

• Agree deadlines

Post-Delegation

• Support and

communicate

• Feedback on results

SMART

Their development goals, Work load,

Personal Capability, Development Opportunity

Training material availability Subject learning curve


Delegation Steps

Pre-Delegation

• Define The Task


or team


Delegation


• State required

results


• Agree deadlines

Post-Delegation

• Support and

communicate


Gain buy-in, Connect to the big picture Check Clarity

Visualize the result Measures

people, location, premises, equipment, money, materials,

other related activities and services Commitment ,

Agree check points


Delegation Steps

Pre-Delegation

• Define The Task


or team


Delegation


• State required

results


• Agree deadlines

Post-Delegation

• Support and

communicate


Stakeholders Consultations

Constructive Feedback Structured Discussions


Delegation Steps

Pre-Delegation

• Define The Task


or team


Delegation


• State required

results


• Agree deadlines

Post-Delegation

• Support and

communicate



Delegation Levels

"Report all the facts to me, and then I'll decide what to do.“ The Report

"Identify possible actions including the pros and cons of each, and recommend one for my approval."

The Recommendation

"Let me know what you intend to do, but don't take action until I approve the plan."

The Action Plan

"Decide what to do, take action, and then let me know how it all works out." Make the Decision

"I trust your judgment and I know your decisions will match our visions, values, and strategy. No further contact with me on this

issue is required. But remember: 'No Surprises'." Full Delegation


Keeping Control While Delegation

Giving enough space for people to use their abilities

to best effect

Monitoring and supporting closely enough to ensure

that the job is done correctly and effectively


Delegation Tool

We have it So, use it


Unit 7cont.

Productivity


Productivity

Productivity (P) =

Total No. of done Items (N) X Standard time to produce one item

Actual Total time to produce (N) items

<1 We behind the best

practice We need to improve

1 We have reached the best practice

The Standard

>1 We are setting a

new standard


Productivity VS Efficiency

Productivity X Effective Production Ratio

Total No. of Items – No. of Defective Items

Total No. of Items

Efficiency =


Productivity – General Definition

Standard Time

Standard Quality

How many items/tasks are

done in standard time

and with standard quality


Unit 7cont.

Execution Techniques


Execution Techniques – Pareto Principle 20/80 Rule

The value of the Pareto Principle in management is in reminding us to stay focused on the

“20 percent that matters”

Vilfredo Pareto Italian Economist Wealth - Populations



20% of your employees cause 80% of the problems. 20% of the work consumes 80% of

the time and resources. 20% of your staff produces 80% of

the results.

By fixing the top 20% most reported bugs, 80% of the errors and crashes would be eliminated.

Human Resources Software Applications



20% of marketing messages produce 80% of your campaign results 80% of a typical company's revenue

is derived from 20% of its products or services 80% of profits from the top 20% of

customer base

Marketing

Working Smarter Be careful

It is infinite


Increasing Customer Satisfaction Activity


Chris Delacroix Service Center Manager

Chris has taken over a failing service center, with a host of problems that need resolving. His objective is to increase overall customer satisfaction. He decides to score each problem by the number of complaints that the center has received for each one.

Score No Problem Cause


21

6

51


Execution Techniques – Pomodoro Technique

http://pomodorotechnique.com/




Unit 7cont.

Time Wasters


The Top 3 Daily Time-Wasters

1. Email


2. Social Media For non business-related purposes.




3. Ineffective Meeting


Tips for Effective Meeting

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http://thumbnails.visually.netdna-cdn.com/tips-for-running-effective-meetings_514c85da88a97_w1500.jpg






















Tips for Effective Meeting

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Closure Discussion



Session 4 Thank You!


Business

Managing People Towards Superior Performance - Leadership Training