book

Inspirational Manager: How to Build Relationships that Deliver Results

by Judith Leary-Joyce

January 2009

Beginner

288 pages

5h 22m

English

Pearson

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Dedication
The benefits of being an inspirational managerThe Field of DreamsNow over to you
So you want to be an inspirational managerHow do you manage now?A word of warningInspirational manager 360-degree feedback questionnaireResultsWhat sort of manager are you?The tactical managerThe split managerThe effective managerMoving from effective to inspirationalThe reluctant managerSummaryAction planTodayNext weekNext month
What inspirational managers believe inEveryone has strengthsStrong relationships support excellenceTell the truth at all timesBe consistentThe benefits of being an inspirational managerManaging upwards in an inspirational wayOrganisational valuesManaging your managerSummaryAction planTodayNext weekNext month
Developing your emotional muscleUnderstanding yourselfUnderstanding othersWhere will I find this learning?Learning from family and friendsLearning from colleaguesLearning from chosen role modelsYourself as a role modelSummaryAction planTodayNext weekNext month
Why focus mattersGetting the balance rightFocusing attention on yourselfFocusing on other peopleWhat about my own work?Identifying your natural focusCrisis of focusExcessive focus on othersStressBurnoutExcessive focus on yourselfThe question of bullyingManaging your own behaviourExtreme upward managementCan I have balanced focus and still be ambitious?SummaryAction planTodayNext weekNext month

The difference between coaching and mentoringUsing a coaching styleThe purpose of coachingThe range of conversationsHaving a social chatA management conversationA coaching conversationWhat this tells usCoaching interventionsActive listeningOffering supportive commentsProviding creative ideasStages in a coaching session1. Prepare for the coaching conversation2. Set the agenda3. Explore the subject4. Discuss the options5. Come to a conclusion and set an action planGiving adviceWhen the coachee asks for your adviceWhen you are concerned about the ideas the coachee is coming up withSummaryAction planTodayNext weekNext month
The team’s framework1. Dream the ideal team for your work2. Set the team charter3. Build the teamAgendas for teambuildingTeam development via business goalsTeam development via personal learning4. Agree communication stylesYour communication to the teamThe team’s communication to youDeveloping your own team styleCan I have people in the team who are better than me?Can a manager be friends with direct reports?Is open plan or a separate office best?Is my place inside or outside of the team?SummaryAction planProblem teamsTodayNext weekNext monthBy the end of three monthsFunctioning teamsTodayNext weekNext month
Performance management feels very demandingValuing performance managementThe essence of inspirational performance managementPerformance management as a relationshipSetting up inspirational performance managementBuilding relationships in virtual teamsExamples of inspirational performance managementData ConnectionFreedom FinanceBoehringer Ingelheim (BI)The inspirational performance management processAnnual appraisal meetingContent of the appraisal meetingYour direct reports’ perceptions of the yearYour own perceptions of the yearStyle of the appraisal meetingMonthly one-to-one meetingsContent of one-to-one meetingsStyle of one-to-one meetingsAd hoc meetingsContent of ad hoc meetingsStyle of ad hoc meetingsLimit the number of direct reportsSummaryAction planTodayNext weekNext month
What is delegation?Assess your workloadThe process of delegationMake timeGive clear instructions and guidelinesArrange follow-up meetings at the outsetTell the truthMaking the best use of mistakesMistakes you makeMistakes other people makeHandling a mistakeSummaryAction planTodayNext weekNext month
Stages of talent managementDevelop your talent-spotting muscleKnow your people’s aspirationsBuild your manager networkExpect the bestCelebrate successHow will I fit it all in?Lack of opportunity in the organisationSummaryAction planTodayNext weekNext month
Addressing performance issuesIt’s all in the relationshipDelivering a tough messagePreparing the groundPlanning the meetingTelling the truthFollow-up meetings and planningThe final callBe clear about your decisionFind out about the legalitiesPlan the processTell the truthSummaryAction planTodayNext weekNext month
How to recruit the bestUnderstand your needsPrepare the groundThe interview processHow inspirational managers interviewHelena Moore, at Bromford Housing GroupFran Rodgers, at Northampton Borough CouncilPaul Dunmore, at Thomson DirectoriesStep 1Step 2Step 3Step 4Step 5Nic Larkin, at Data ConnectionStep 1Step 2Step 3The themes of inspirational recruitmentGiving feedback on the interviewSo you find the right person, then what?Introduction to the teamIan Martin, at DTCHelena Moore, at Bromford Housing GroupThe themes of introduction to the teamIntroduction to the workPaul Dunmore, at Thomson DirectoriesTesh Kataria, at Tower HomesFran Rodgers, at Northampton Borough CouncilThe themes of introduction to the workSummaryAction planTodayTwo weeks before the interviewOne month prior to new recruits’ arrivalOne week prior to new recruits’ arrivalIf you have recently taken on new people
Find your own limitsDo fun and work mix?Getting to grips with validationWhat you need to validateWhat will happen if you don’t validate?Who you need to validateHow to help people through the tough timesHow to celebrate successMaking recognition part of the working dayWork-based recognitionRecognition outside workInvolving family and friendsA final wordSummaryAction planTodayNext weekNext month
What is the difference between leading and managing?The management task is:The leadership task isThe inspirational manager as leaderBuilding the team’s vision for the futureHolding the daily task in their wider contextUnderstanding the strategy businessBuilding trustIdentifying market opportunitiesSummaryAction planTodayNext weekNext month
Charlotte ButterfieldBadenoch & ClarkPaul DunmoreThomson DirectoriesDella GarmoryNationwide Building SocietyOliver HicksonCentral Office of Information (COI)Tesh KatariaTower HomesNic LarkinData ConnectionIan MartinDiamond Trading CompanyHelena MooreBromford Housing GroupAllison NicollFreedom FinanceFran RodgersNorthampton Borough CouncilAndrew RothesayBoehringer Ingelheim (BI)Ben WoodMace
Inspirational managers share their sources of inspirationNic Larkin, Data ConnectionFran Rodgers, Northampton Borough CouncilOliver Hickson, COIPaul Dunmore, Thomson DirectoriesAndrew Rothesay, Boehringer IngelheimCharlotte Butterfield, Badenoch & ClarkTesh Kataria, Tower HomesUseful addressesGreat Companies Consulting (GCC)360-degree feedbackAcademy of Executive CoachingThe Greenleaf Centre for Servant-Leadership UKBooks to read

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About the author

Judith Leary-Joyce has a real passion for developing great workplaces and wants everyone to get out of bed each morning, eager to get on with their work. As CEO of Great Companies Consulting, she spends her time supporting organisations that have an appetite for delivering great results through their people. She has considerable experience of consulting plus coaching/facilitating leaders, managers and significant influencers in a wide range of organisations. Her psychology background gives her a deep understanding of the factors that drive people to make their best efforts and perform brilliantly.

Judith is also author of Becoming ...