Becoming an Inspirational Manager

Becoming an Inspirational Manager

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  • By
  • Adam Lacey

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Welcome to Audio Learning from Assemble You.

1 – Motivating Your Team

By the end of this audio track, you will have learned about different motivation techniques and how to implement them to inspire your team to deliver outstanding results.

In this track, we look at how you can pay people what they are worth, how to create an enjoyable atmosphere for people to work in, how to foster self-development and collaboration, setting clear and attainable goals, and how to deal with failures in the workplace.

Learning Objectives: 

  • Learn to identify different motivation techniques and how to implement them 
  • Learn how to foster collaboration between individuals and across teams

Aimed at:

  • Managers and those in leadership positions

2 – Inclusive Leadership

Building inclusive leadership skills is a critical component of being a great business leader and inspiring the best in individuals and teams. When you can use inclusive leadership effectively, the people in your organization thrive, products and services are elevated, and your business customers win too.

In this track, we highlight the impact that inclusive leadership can have and then talk through a number of different things to look out for or be aware of as a leader.

Learning Objectives:

  • Learn to go beyond ticking boxes and integrate diversity and inclusiveness into your culture
  • Learn to identify and understand your own biases
  • Learn to lead your people with diversity, inclusion and equality

Aimed at:

  • Anyone aspiring to lead, or who currently leads, who wants to be more aware of their own biases and actively seek out and consider different perspectives to inform their decision-making and collaborate more effectively with others.

3 – Managing Conflict in your Team

A 2008 survey by CPP Global found that 85% of both individual contributors and leaders agreed they experienced some amount of inevitable conflict at work. 29% of all employees said that they experienced almost constant conflict. You will run into it at work, and as a manager, you’ll be responsible for guiding reports through a dispute. In fact, 29% of respondents to the CPP Global survey cited poor leadership as a source of conflict, so it’s essential for managers to take accountability, and learn to build inclusive team cultures based on prevention.

In this track, you will understand more about conflict, and how to deal with it tactfully, professionally, and constructively. You’ll also learn ways to prevent unnecessary conflicts before they arise.

Learning Objectives:

  • Learn what burnout is, and what’s behind it
  • Learn actionable techniques to limit the negative effects of, and even prevent burnout

Aimed at:

  • Anybody in the workplace who has or is experiencing burnout, whether they suffer from it themselves or have experienced it via friends, reports or colleagues.

4 – Performance Management

The mere mention of the words ‘performance management’ can elicit a shudder. Those words trigger uncomfortable thoughts and memories of sitting in bi-annual reviews, bracing ourselves for criticism. Often, we’re just happy to get through them without feeling the sting of negative, hurtful feedback. That desire to avoid being critiqued may suggest we’re not that interested in growth. Right?

Well, no. We know that career development is essential to retention.

In this track, you’ll learn why performance management is important, some of the big challenges of performance management, pitfalls to avoid, and some best practices that can help you get the most out of your performance management practices. 

Learning Objectives:

  • Learn the benefits of performance management, when done well
  • Learn the common pitfalls for performance management, and how to avoid them
  • Learn what’s required to reap the benefits of performance management for both business and employee

Aimed at:

  • Leaders who are looking to improve their company’s performance management processes and culture, and managers who want guidance on how to implement performance management techniques day to day.

5 – How to Get the Best From Introverts and Extroverts

Swiss psychologist Carl Jung introduced the concept of introversion and extraversion in 1921. His theory supposes that no one is 100% one or the other. Instead, we all possess traits from both ends of the spectrum while tending to lean one way or the other.

In this track, we look at what the main differences are between introverts and extroverts. We then move on to a number of tips and tricks you can deploy to help you support introverts and extroverts in your team.

Learning Objectives: 

  • Learn to distinguish the main differences between introverts and extroverts
  • Learn to identify actionable techniques to support individuals on either end of the spectrum

Aimed at:

  • A manager or leader who is looking to maximise the potential of their diverse team members, as well as people who are looking to better understand how to work alongside people whose nature is different to their own.

6 – How to Develop a High Performing Team Culture

“…culture isn’t just one aspect of the game; it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.”

These are the words of Louis V. Gerstner, Jr., former CEO of IBM.

In this track, we’ll talk about the impact that team culture can have on performance. Specifically, we’ll discuss six vital areas for building and maintaining that Culture. You’ll learn about mission and values, the establishment and evaluation of goals and performance, diversity, supportive management, managing conflict, and the promotion of a culture of learning.

Learning Objectives:

  • Learn about the role of Mission and Values in adopting a team culture
  • Learn about the importance of establishing and evaluating goals and performance
  • Learn the essential part diversity plays in successful organizations and winning cultures
  • Learn about the need for supportive management in a high-performing culture
  • Learn to distinguish between effective and ineffective management of conflict
  • Learn to establish the promotion of a culture of learning

Aimed at:

  • There is a shared responsibility for culture throughout an organization, so this is relevant for everyone. Specifically, though, if you are a manager or leader, this is for you.

7 – Exit Interviews

When approached by a recruiter for a job with a competitor who promised him more interesting and complex opportunities, Matthew decided to go.

An exit interview carried out by a member of the HR Team was a missed opportunity for his employer. Rather than having an open discussion about his reasons for leaving, Matthew was asked set questions and cited an increase in salary as the determining factor.

But this wasn’t the whole truth.

In this track, we look at why Exit Interviews are so important, and we run through some best practice for how to hold Exit Interviews.

Learning Objectives: 

  • Learn what exit interviews are
  • Learn why exit interviews are important
  • Learn the six key takeaways you should aim to get from exit interviews

Aimed at: 

  • Anyone is looking to improve the culture in their team or organization and wants to know what could lead high performers to leave so they can prevent it.

8 – Spotting Talent in Your Team

Have you ever had a new employee who looks perfect on paper but whose performance is poor when they start working? Thought so.

You may also have experienced people who take on a new role or extra responsibility without a scrap of experience, yet perform exceptionally.

What’s the difference between those employees who fail and those who do extraordinarily well?

According to Claudio Fernández-Aráoz, writing in the Harvard Business Review, the difference is potential – in other words, “the ability to adapt to and grow into increasingly complex roles and environments.”

In this track, we focus on why the potential of employees is vital to talent management, what the five main characteristics of potential are, and what you can do to ensure you discover the potential of job candidates at interviews.

Before you hire your next person, listen to this course!

Learning Objectives:

  • Learn to identify the importance a talent management strategy has in modern organizations
  • Learn to discover how talent management strategies have begun to focus on ‘potential’ to address constantly shifting skill gaps.
  • Learn to uncover the 5 key elements of potential to look for in your team

Aimed at:

  • Hiring managers and HR professionals

9 – Moving from Manager to Leader

“Managers light a fire under people; leaders light a fire in people.” Those are the words of Business Coach, Kathy Austin.

You have undoubtedly developed valuable skills in your management position, such as managing people, projects, budgets, and timelines. These skills focus on detailed-oriented action points and tend to be centered around solving problems and delivering project outcomes.

In this track, we look at how to move from manager to leader. How to widen your strategic outlook and build further upon your existing people management skills.

This shift doesn’t mean that the skills you have developed and used in the past are not useful, but it might be that they are not the skills you need to focus on for the next move into a leadership role.

Learning Objectives: 

  • Learn to distinguish the main differences between a manager and a leader
  • Learn to identify ways to adapt your management style to lead in different situations
  • Learn to discover how to become a visionary thinker that inspires success in your organisation

Aimed at:

  • This is aimed at anyone who is aiming to influence or inspire the people around them. Move from someone who monitors day-to-day activities and makes sure things get done, to someone with a vision that other people become invested in.