(c) Auth K Fairweather 08/01/14 07802 250508 1 NVQ IN
Management Session 5: Personal Development Kate Fairweather CMCAust
Marketing
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(c) Auth K Fairweather 08/01/14 07802 250508 2 Management
Programme Leadership and setting the direction Operational Planning
and managing change Working relationships and effective
communications Team performance management and development Personal
development and managing yourself
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(c) Auth K Fairweather 08/01/14 07802 250508 3 Session
Objectives By the end of this session you will be able to Seek
constructive feedback on your performance Produce a Personal
Development Plan Plan, implement and evaluate new ways of working
Agree and prioritise targets for your work Identify suitable time
management techniques Describe situations where you need to be
assertive Explain how you can deal with day to day pressure and
setbacks
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(c) Auth K Fairweather 08/01/14 07802 250508 4 Links to other
sessions Other sessions cover: Working relationships Effective
communications Operational planning and cascading objectives
Leadership Developing people Managing change in your workplace This
session looks at how you manage your own performance effectively to
meet your objectives
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(c) Auth K Fairweather 08/01/14 07802 250508 5 Getting feedback
Why is it important to get feedback on your work? Who can give you
constructive feedback? 360 Feedback Advice to managers on giving
constructive feedback: Ask the person to self assess first Give
praise before criticism Limit what you cover Concentrate on what
can be changed Give the appraisee time to think and respond Be
clear and specific not vague Important not to be defensive ask for
comments about specific behaviours and achievements, things you can
learn from, ideas on how you could improve It is a good thing to
give and receive help Note down examples of good and poor feedback
you have had and how you could seek constructive feedback. An
action plan for getting 360 feedback may be something you want to
put into your Personal Development Plan at Activity 2
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Activity 1 Complete the Learning Style assessment with this
workshop to determine what sort of development activity will suit
you best List some of the options available to you for training and
development in your organisation that match your Learning Style.
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7 Personal Development You have resources that you need for
your job knowledge, understanding, skills and time and aspirations
for yourself for the future You need to manage these resources
Evaluate your skill levels and where you need to improve Develop
your knowledge and understanding, keep up with trends and
developments to do your job better Develop your skills within the
workplace through projects and work assignments, or by in-house or
external training to do your job better Undertake development
activities for your longer term aspirations Manage your time
effectively Use the format at Activity 2 to think about your career
to date, what motivated you to take the direction you have, what
aspirations you have for the future this gives you a Personal
Development Plan that you can use as an ongoing tool to keep your
Learning and Development on track, review regularly and
update/action as you go along
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Activity 2 Personal Development Planning How have you come to
be in this job today, what motivated you to take this job? What
aspirations do you have for the next year? Where do you need to
develop yourself to do your job better? What aspirations do you
have for 5 years time? What job would you like to be doing, any
career changes or plans outside work? What training or development
activities do you need to undertake to achieve your longer term
aspirations? Complete the Personal Development Plan Form with this
Workshop or look at how you can use your organisations
appraisal/supervision process to develop a Personal Development
Plan (c) Auth K Fairweather 08/01/14 07802 250508 8
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Finding New Ways of Working Change is continuous and
unavoidable Your job your patch Pitching ideas for new working
methods Plan the change Implement the change Monitor and evaluate
Adjust and improve (c) Auth K Fairweather 08/01/14 07802 250508
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Activity 3 Provide two examples where you have or could make
changes to the way you work this may be something completely within
your own job, or things that affect colleagues: What did you have
to consider when planning this change, how were other people
affected, what support did you give them, how did you agree the
change, what was the outcome did it work? (c) Auth K Fairweather
08/01/14 07802 250508 10
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Agreeing Targets What is the job Job Description, annual
objectives, pile of stuff that arrives on your desk? Talk to your
manager what are the priorities, what are the nice to dos Agree key
targets and priorities, in writing, SMART When new things arrive
ask the question what goes? (c) Auth K Fairweather 08/01/14 07802
250508 11
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Activity 4 Provide two examples where you have agreed targets
and/or changes to priorities in your role these can be at annual
appraisal or as a result of ongoing work: (c) Auth K Fairweather
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(c) Auth K Fairweather 08/01/14 07802 250508 13 Time Management
Know what is important - write down the key goals you are working
towards. (This can apply to all parts of your life.) Consciously
plan your time : using monthly and weekly plans Choose how you
communicate for best use of time: phone, memo, meeting or e-mail.
Write in your diary in pencil, then you won't feel bad about
changing your plans. Avoid being driven by your diary. Just because
something has already been entered, doesn't mean that you can't do
something else with the time. Know when you are at your best, and
schedule work that is important but not yet urgent for that time.
Make the most of 10 minutes - many tasks can be done in a "spare"
10 minutes, including taking a relaxation break. Periodically
review your time effectiveness against the quadrant map, and
against your goals. (The TEAL Trust)
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(c) Auth K Fairweather 08/01/14 07802 250508 14 Time Management
- The Quadrant Map Quadrant 1 Fire Fighting Urgent and important
Quadrant 2 Quality Time Important but not yet urgent Quadrant 3
Distraction Urgent but not important Quadrant 4 Time Wasting
Neither urgent nor important Urgency Importance Plan time so most
of work stays in 2!
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Activity 5 Time Management Consider these time management
problems how could they be resolved?: We always have to pick up
work from the previous shift that should have been finished by
them. This means we always have to hand work on to the next shift.
My manager comes into my office and asks me to deal with things
immediately, then I am behind on everything else for the rest of
the day. We seem to spend more time in meetings with managers
talking about how to improve what we do than actually being able to
put improvement ideas into practice. Write down what time
management issues you have in your workplace. Can you come up with
ways that you could manage time more effectively? Write down some
ideas. (c) Auth K Fairweather 08/01/14 07802 250508 15
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Being Assertive Being assertive means that you balance your
needs and the needs of others, respecting both See Transaction
Analysis section of the Communications Workshop for techniques to
maintain a rational attitude in the workplace Assertiveness is
important you have a point of view, you have your job to do, you
have the facts, no-one knows what your priorities are as well as
you If there is a problem discuss it with the person, explain your
point of view, listen to theirs, come to an agreed way forward if
agreement not reached follow grievance procedures (See Performance
Management Workshop) (c) Auth K Fairweather 08/01/14 07802 250508
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Activity 6 Describe two situations where you need to be
assertive with colleagues: (c) Auth K Fairweather 08/01/14 07802
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Dealing with Pressure and Setbacks Anything that can go wrong
will go wrong Pressure will turn to stress if you cant cope so:
Identify the problem, exactly what has gone wrong Take control of
the problem and find a solution, there will be one Learn from
mistakes, allow others to learn from mistakes Many issues come down
to better time management Talk to your manager and colleagues about
issues to get ideas for resolving them, or ask for help Take time
out to regain perspective Accept the things you cant change and
move on IF YOU FEEL YOU CANNOT COPE WITH STRESS THEN SEEK HELP YOUR
EMPLOYER SHOULD HAVE SUPPORT AVAILABLE (c) Auth K Fairweather
08/01/14 07802 250508 18
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Activity 7 Provide two examples where you have identified you
were under pressure, made a mistake or suffered a setback at work
how did you resolve these situations? (c) Auth K Fairweather
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(c) Auth K Fairweather 08/01/14 07802 250508 20 Review of this
session We covered Getting constructive feedback Personal
Development Planning Reviewing working methods Agreeing and
prioritising work Time management techniques Ways of dealing with
daily pressure and setbacks If you are taking a Management NVQ with
CMC Aust then now email your work from Activities 1 to 7 to Kate
Fairweather at [email protected] for assessment of
learning and [email protected] Places to find out
more search internet on any subject or theorist, these web sites
are useful Time Management www.teal.co.uk Giving and Getting
Feedback www.mindtools.com www.businessballs.com ACAS Model
Workplace, advice and all employment legislation www.acas.org.uk
Assertiveness
www.success-dynamics.org/assertivenesswww.teal.co.ukwww.mindtools.com
www.businessballs.com
www.acas.org.ukwww.success-dynamics.org/assertiveness
www.moodjuice.scot.nhs.uk www.moodjuice.scot.nhs.uk Stress
Management www.nhs.uk/Conditions/stress-anxiety-
depression/Pages/understanding-stress.aspxwww.nhs.uk/Conditions/stress-anxiety-
depression/Pages/understanding-stress.aspx
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Management NVQ This workshop provides the underpinning
knowledge for Units 4,11,22 of the Management NVQ Diploma at Level
5 and Units 401, 402 of the Business Administration Diploma at
Level 4 Management Option, plus NVQs at Level 3 and 2 in Management
Business Skills and Business Administration For the Units you will
need to produce for your NVQ Assessor: Your Personal Development
Plan and Learning Style assessment Evidence of your own
appraisals/one to ones and copies of team meeting notes, showing
how you have agreed objectives, monitored and developed your
performance Evidence of 360 feedback from your manager, colleagues
and your team if this is not formally in place in your organisation
you should ask for feedback on your performance, which they should
sign and date as a witness statement Answers to knowledge questions
If you would like to take a Management or Administration NVQ please
contact me, Kate Fairweather 07802 250508, email
[email protected] or go to our website
www.cmcaustmarketing.co.uk/nvq_qualifications.htm where you will
find [email protected]
www.cmcaustmarketing.co.uk/nvq_qualifications.htm (c) Auth K
Fairweather 08/01/14 07802 250508 21
