PEOPLE MANAGEMENT FORMULA A step-by-step guide on how to build relationships in a team, with col...

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PEOPLE MANAGEMENT FORMULA A step-by-step guide on how to build relationships in a team, with colleagues, with the boss and the customer Registration opening: September 21, 2020 by Mind Map: PEOPLE MANAGEMENT FORMULA A step-by-step guide on how to build relationships in a team,  with colleagues, with the boss and the customer  Registration opening: September 21, 2020

1. Obstacles

1.1. I have no direct subordinates...

1.1.1. Shall we wait until they appear and then face difficulties?

1.1.2. Now it's easier for you - you can practice communication techniques without fatally affecting people

1.1.3. Now you have a great opportunity to prepare yourself to becoming a manager

1.2. I don't want to work with people, I like my current job...

1.2.1. You are already working with them anyway

1.2.2. Your career, money and well-being depend on these people

1.2.3. Why not learn how to manage it?

1.2.4. It will be helpful in your family as well :)

1.3. We have a specific company...

1.3.1. Everyone has their own story

1.3.2. The principles are the same

1.4. Now I will go through the whole formula...

1.4.1. The purpose of training is not to acquire new knowledge

1.4.2. The goal is to start doing something differently

1.4.3. In addition: people do not evaluate knowledge, they evaluate behavior patterns

2. Working in a team and with a team

2.1. Joining a team

2.1.1. Types of appointments From within the team From outside the team within the company From outside the company Recruiting a team from scratch Joining an adjacent team

2.1.2. Action plan Conversation scheme Conversation with the previous manager Conversation with the boss Conversation with the customer Conversation with the team 1 to 1 meetings with team members Conversation with the previous manager Reason for leaving Project status Responsibilities and powers of the manager Remaining problems Team roles What's going on with the people in the team The opinion of the team members of your appointment as a manager Boss: what kind of person is he / she? Customer Conflicts in the team Promises and agreements Allies Project documentation What can be expected in the near future? How much money was paid? Implicit agreements Why was I recommened? What else did you do? What else haven't I asked but was supposed to? Can I ask questions in the future? Conversation with the Boss Why did the previous manager leave? What does a manager do in our company? What is the boss's point of view regarding the project? Tell the boss what you have already learned about the project Say that everything is alright now, you are figuring things out, catching up with the work you are supposed to do Expectations from you as a manager, from the team and from the project How did the previous manager report? In what form? How often? What's the best way to report? What did the previous manager promise? What were the promises of the company to the team members? What would the boss like to change? Will there be any global changes? Ask about the customer Ask the boss to present you to the team and the customer Area of responsibility when interacting with colleague managers Who will you have to communicate with now? Asking about the compensation Ask for advice on what to do first Is there a dress code for managers? Ask if some management training is possible for you Ask if you can discuss ideas if they come up to you in a couple of days If you were assigned from within the team What else haven't I asked but was supposed to? Conversation with the Customer Where and why did the previous manager go Say that everything is alright now, you are figuring things out, catching up with the work you are supposed to do Make a personal appointment, if it is possible Ask if he likes the current format of work What were the agreements with the previous manager? Are there any problems - which ones and what can be changed? What are the burning issues right now? Document flow The customer’s opinion of the project - how and why is the project evaluated so? Replacing the engineer and the money issue - how will this affect the project budget? Customer contact details Ask the customer about long term plans Speak about key points What else haven't we discussed? Conversation with the team Reasons for the previous manager’s leaving Tell them about the status of the project How management sees us Team goals and management goals What management expects from us Plans, what we are going to do If you were assigned from within the team Say that everything is alright now, you are going to figure things out Talk about the changes that are going to happen Announce 1 to 1 meetings Say: I will try to figure things out and I may need your help Ask them what they expect Ask them what open questions and problems they have Collect ideas and say that problems and ideas will be discussed and solved in turn Ask them: how are we going to celebrate? Ask what else you haven't discussed yet 1 to 1 meetings with team members What do you think about this situation? If the person might have counted on a manager's position Say that you are catching up with the work and do not want any abrupt moves Ask about the format of work with the previous manager How do you currently feel about you work: is it interesting or not interesting to you? What did you like about your work? What can be improved in your work? What needs to be improved first? Are there any questions you would like to ask me? Appoint the date of the next 1 to 1 meeting Tips & Tricks Ask for advice Use the "new manager status" You need small victories

2.1.3. Building authority Small victories Borrowing authority People management

2.2. Team building and group dynamics

2.2.1. The Eric Berne model The outer circle of power Usually: team name A separate room Visual identity (attributes) The inner circle of power Leader(s) The first team leader has a semi-mythical "Team Daddy" halo Team allergy begins When crossing the outer circle of power When crossing the inner circle of power

2.2.2. The "Mammoth" concept The team must have a big goal - the "Mammoth" The whole team should like the mammoth People in the team should be able to catch and overdrive the mammoth together If a new person joins the team, the mammoth should get bigger There should be an answer to the question "Why do we need a newcommer?"

2.2.3. The Bruce Tuckman Model – the Stages of Team Development 1. Forming Before hiring a newcomer, explain to the team why you need one During the interview stage, involve team members in interviewing 2. Storming Support those who do work Celebrate first team successes 3. Norming Do not interfere 4. Performing Track people's state 5. Reforming Sometimes you need to do it on purpose if there is stagnation Be prepared that the updated team might start with the Forming phase

2.2.4. Algorithm for creating a team Get it together Give it a name Give purpose and objectives MAMMOTH Set it to work Step aside

3. Working with employees

3.1. Intangible motivation

3.1.1. Start with yourself Motivation of people <- Motivation of the boss

3.1.2. Clarification tools Projective interview questions The "Interest-Competence" matrix Motivational factors surveys Semantic differential Scales Evaluate ourself and the company Take the sum of the modules by scales Interpretation

3.1.3. Discussion of goals What do you want? What for? (Why is this valuable to you?) What are you ready to give up? (Discussing obstacles) What will you do tomorrow? How will you know that you have achieved this?

3.1.4. 1 to 1 meetings

3.1.5. Fair assessment

3.1.6. Add motivators Usefulness and relevance of work Attention from the management Positive feedback from users Ability to learn new things Library in the company Courses Trainings Conferences Uniqueness Personal At the team level At the company level At the industry level

3.1.7. Eliminate demotivators Bureaucracy Explain why Automation Umbrella Discarded work How can the results be reused? Constant switching Don't pull people out of the working stream Urgent questions should be discussed by phone, not urgent ones - by mail Discuss at 1 to 1 meetings

3.2. Delegation and control of tasks

3.2.1. Why do people avoid delegation? Top-managers They do not trust employees It's faster to do something yourself than explain to somebody "I'll do better myself" Employees They don't understand why they need it Previous negative experience Micromanagement Negative reaction of the boss in case of mistakes

3.2.2. The advantage of delegation It frees up time But at first, there is less time left You can go on vacation Employees develop Employees become more loyal Your relationship with employees improve People can see that you trust them

3.2.3. Delegation process Formulation of the problem Why the task is necessary Area of responsibility Format and frequency of feedback (control) Engaging an employee in planning "How are you going to do this?" Informing others - those who may be affected In case of problems, solutions are offered by the executive

3.2.4. Delegation levels Do as you were told Explore and I will decide Explore and we will decide together Explore, analyze, suggest and I will decide Explore, analyze, suggest, and decide for yourself (just tell me first, okay?) Do it and tell me Do it all yourself

3.2.5. Types of control Final - at the end of the task If similar tasks have been successfully completed repeatedly For short tasks Preliminary control - some time before the end of the task For tasks that were successfully completed, but you would still like to make sure Be ready to redo everything yourself Periodic control - at regular intervals Example: daily planning meetings Example: weekly reports To moninor the status of work The frequency of control is determined by the frequency of changes in the project To measure the speed of task completion Phased control - at the end of a logical step of the task In case of unclear tasks In case subsequent stages depend on the previous ones Selective control - in a random place, at a random time With a high level of mistrust to the employee For cases when it is impossible to check everything

3.3. Working with employees

3.3.1. Principles Fairness of assessment Expectations Work and results Injustice = divergence of two meanings: manager's expectations and results in the employee's head Feedback Assessment Expectability: assessment should be expected for the person One-time effort - one-time reward A bonus is given for a one-time effort Salary is reviewed

3.3.2. 3 evaluation horizons Short term The 1/2 day horizon Metaphor: WHAT I DO Format: assessment of completed tasks and feedback on them Done / Not done Resultful or not What needs to be done to get the result Fast feedback Mid-term The 2-week horizon Metaphor: HOW I MOVE Format: 1 to 1 formal meetings Content Result Long-term The 6/12-month horizon Format: attestation Metafore: WHERE I GO Content Results: revision of the salary or position

3.3.3. 3 key things in the assessment process CONTRIBUTION of a person to the work of a project, team, company INFLUENCE of the results of a person's work on a project, team, company FACTS - what facts confirm CONTRIBUTION and INFLUENCE

3.3.4. Comparative assessment (Held every 2-3 months) Can be used as a preliminary assessment List your employees from 1 to N Sort them in the descending order of their CONTRIBUTION to the work of the project, team, company Compare people on the list by their CONTRIBUTION Open people's salaries / grades Analyze the state of people If a person with a low salary is at the top of the list, the person exceeds expectations If a person with a high salary is at the bottom of the list, the person does not work enough Deliver feedback to people Clarify expectations in terms of CONTRIBUTION and INFLUENCE Outline an action plan Outline checkpoints when you will analyze what has changed

3.3.5. Assessment process A person writes a self-assessment document based on the results of his work in 6-12 months 3 major achievements 3 strong points 3 things to be improved The 360 poll A person tells the manager the names of the people he has worked with most of all The manager supplements the list with the people whose opinion he is also interested in The manager asks people for feedback on the person The manager writes an assessment document on the person 3 major achievements 3 strong points 3 things to be improved A person is given one of 3 ratings Worked ABOVE expectations Worked SUCCESSFULLY Worked BELOW expectations X depends on the budget for the increase X cannot be too small (2-3%)

3.4. 1 to 1 meetings

3.4.1. Principles Regularity: once every 1-2 weeks Attention: at the meeting, all attention is given to the person Obligation: you must do what you promised to do Focus on problems: we solve problems, not people

3.4.2. How to start Explain why it is neccessary This is not a summons "I want to talk, to find out what everyone thinks about our work" "I'll tell you what I think about your work" "Let's try"

3.4.3. Meeting plan Hello! Would you like a cup of coffee? What would you like to discuss? How are you? What's going on at work? What happened since our previous meeting? Check the arrangements from the previous meeting Tell the person what you have done Ask him what he has done What do you like? What don’t you like? What do you think about the changes since our previous meeting? Positive feedback - what you like about the person's work Constructive feedback Ask what he could improve, from his point of view Express your observations Explain what you would like Ask how to make it happen Focus on the situation, not the person Attitude: "What can I do to help you?" Talk about life Sum up what you have discussed Fix your arrangements The arrangement must be verifiable A good format for recording arrangements: what, when and by whom will be done Ask the person to send you arrangements in a letter Once every 1-2 months How interesting is what you do? What do you want to do in the perspective of a couple of months, half a year, a year?

4. Working with the customer

4.1. What level of trust and transparency are you at?

4.1.1. The “Trust-Transparency” matrix

4.2. Customer expectations in the field of communications

4.2.1. The executor should see the project the same as me (the customer) Can be translated as "in the same words" Listen to the words carefully Record and review before meeting / calling Read the correspondence carefully Adjustments of the following level: "I remember you drawing our attention to..."

4.2.2. Making promises match reality Sequence: said - done Corrections not at the last moment, but on time / in advance Transparency, transparency, transparency

4.2.3. Simple and clear channels of obtaining information

4.2.4. Methods of influencing the executor. Simple methods!

4.2.5. Confirmation that the customer has selected the right executors: the project is performed better and cheaper than expected

4.2.6. The executor knows how to give the correct competent advice in the area of his responsibility

4.2.7. The executor came to the customer only when his decision was needed

4.3. First 1 to 1 conversation

4.3.1. How to ask for a conversation Say you would like to ask questions: this makes it clear what will happen Explain it by the fact that it is better to ask now than to waste a lot of extra time

4.3.2. Conversation structure The best way to find something out is to ASK :) Ask which is more convenient: will I start or will you start? The active listening technique Repeat what you think is important Repeat in your own words Write down questions: 10-20 questions You are expected to ask questions They want to explain They know what to answer Make them happy! What questions should not be asked Agree on the format of feedback delivery Personally, by phone, by mail + (!) by phone Suggest your variant Once a week Let's try, if it's not convenient, we'll make changes

4.3.3. Elevator Speech 40 seconds why I should work with your team How can we be helpful?

4.3.4. Team profile Honestly Professionally From the good point of view Interesting 1 minute each Caution! “Vanity fair” will not work!

4.3.5. Overcome the first uncertainty The uncertainty of team members in their abilities is treated by results! Dissatisfaction of working with others is treated by results Mutual distrust is treated by measurable results Prototypes Layouts Partially functioning solutions Separate solution modules NON-measurable results A website development project for 4 months. What and when must be shown? 12% of work completed Screen sketches drawn Risk: Expanding the task scope Let's draw some kind of graph... Doubts as for other participants benefiting the project are treated by results Doubts of the customer (sponsor) as for making the right choice are treated by quick results

4.3.6. Notes for the future Try to determine the profile of the interlocutor by the DISC and Adizes typologies Try to choose a comfortable speed of the conversation Try to analyze the sufficient amount of communication The amount of information that the interlocutor can perceive The frequency of communications will depend on this

4.4. Regular 1 to 1 conversations

4.4.1. Preparation for every meeting

4.4.2. Task: request feedback Most often, feedback is understood as complaints The answer to the question is perceived not as a complaint, but rather as a constructive judgement Do not encourage the customer to complain Do not encourage the customer to be silent and accumulate his emotions Do not encourage the customer to make unexpected checkups / requests Create a ritual, the time you spend to make things go well

4.4.3. Context: starting a conversation What was before What you agreed on Here's what has been done Here's what is being done Here's what will be done

4.4.4. Actions Do more than was promised! Discuss in the constructive confrontation format Say THANK YOU if the issue is resolved Ask, don't wait to be told something Expand the communication framework Can we also discuss this? Would it be appropriate? May I suggest discussing...

4.4.5. Speed It doesn't matter how quickly you transmit information. It is important how quickly it is preceived.

4.5. Selling ideas to the customer

4.5.1. The customer does not buy technical solutions

4.5.2. The customer does not buy processes

4.5.3. The customer does not buy the team

4.5.4. The customer does not buy your fantasies

4.5.5. The customer buys solutions to his problems

4.5.6. ROI - the magic of three letters

4.5.7. The more you practice, the more "lucky" you become

4.6. In case some problems appear

4.6.1. Increase your feedback

4.6.2. Increase your feedback

4.6.3. Increase your feedback

4.6.4. Increase your feedback

4.6.5. Increase your feedback

4.6.6. You are welcome! :)

5. Working with the boss

5.1. What level of trust and transparency are you at?

5.1.1. The “Trust-Transparency” matrix

5.1.2. Why do you think so? What facts confirm this?

5.2. 1 to 1 meetings

5.2.1. Principles Clarify what is expected from you while getting started Increase transparency of work Regularity of meetings: once every 2-4 weeks At the initial stages of working in the company / at a job position – once every 1-2 weeks Time of work entry - 1-2 months

5.2.2. First 1 to 1 conversation How to ask for a conversation Write / Ask when it would be convenient to talk Explain why you need such meetings Ask the boss when it would be convenient to have a talk Structure of the letter Preparation Status of your tasks What can or shoudn’t be said What else can you be asked? The day before the meeting - check if your arrangement is valid The 1 to 1 meeting plan Tell your boss what you would like to discuss Ask what your boss would like to discuss Speak about the status of your tasks Ask for feedback on your work Career questions Your ideas Summarize what you have discussed Ask your boss, "What else haven't we discussed?" Make an appointment for the next meeting Fix your arrangements Actions Do what you promised to do Ask about the things the boss promised to do

5.2.3. Regular 1 to 1 meetings Send the agenda in advance The item "Check previous arrangements" is added to the structure of the conversation Tell your boss what you have done Ask what the boss has done Normal meeting frequency: 1-2 times a week Feel free to ask for and remind about appointments When difficulties appear, and in problematic periods, the frequency of meetings may be higher

5.3. Changing the boss’s behavior model

5.3.1. General scheme

5.3.2. Collect information from those affected

5.3.3. What problem does the boss solve with this behavior? Problem - Solution - Problem How this behavior model can be checked for sustainability

5.3.4. The fan of solutions

5.3.5. "Let's try" Proposal Checkpoints

5.4. Selling ideas to your boss

5.4.1. Preparation What does the boss want The boss’s psychotype The boss’s motivational factors Argument set Who else influences the boss's opinion? The fan of proposals The "Let's try" format Checkpoints Feedback What worked out What didn't work out

5.4.2. General scheme

6. Sustainable communication structures

6.1. Advice

6.1.1. Can use the status A new manager A new employee

6.2. Pause

6.2.1. It may be an open question What do you think about this? How does it look from your point of view?

6.3. Output

6.3.1. "I can't get it... Give me time to think about the arguments"

6.4. Checking the solution for sustainability

6.5. 4 questions for criticism perception

6.5.1. What happened?

6.5.2. How is this expressed?

6.5.3. Why is it bad?

6.5.4. What do we need to do? How do we understand what we have solved it?

7. Principles

7.1. Concept

7.1.1. People are nonlinear

7.1.2. Proactivity, not hope for the better

7.1.3. Working with people in a long-term prospect

7.2. All people are different - everyone needs a personal approach

7.2.1. Psychotype The DISC typology Red (D = Dominance) Yellow (I = Influence) Green (S = Submission) Blue(C = Compliance) The Adizez typology Producer Administrator Entrepreneur Integrator

7.2.2. Motivational factors The Litvak typology Careerist Culturalist Alcoholic The Pankratov-Orlov typology Achievements Challenges Freedom Safety Balance

7.3. Any kind of event generates 3 things in people's heads

7.3.1. Expectations

7.3.2. Fears

7.3.3. Questions

7.3.4. Examples Organizational changes Appointment of a new manager Team extensions Team reductions Reorganization Change of working conditions Technological changes New technologies New projects ...

8. Conflict resolution and changing people's behavior

8.1. Priciples

8.1.1. Timeliness The problem needs to be solved when it needs to be solved Scheme First, we solve the problem in the present Then, we think how to make sure that such situations do not arise in the future

8.1.2. Targeting The problem needs to be solved with someone with whom it can be solved It’s better to solve a problem 1 to 1

8.1.3. Facts / Data / Arguments Fact check: "How is this expressed?"

8.1.4. The intention to solve a problem, not a person Dissociation Schemes Refusing manipulative techniques Light manipulations Heavy manipulations

8.2. Preparation

8.2.1. What is the problem for you? Does this affect work? What will go wrong if we don’t solve it?

8.2.2. What goal do you want to achieve?

8.2.3. Another person's point of view Has he always behaved like this? Presuppositions by Milton Ericsson 4 reasons why people don't do something We assess ourselves and others in different ways Did it start after a certain moment? What could be the reason for the person's switching to this type of behavior?

8.2.4. Facts - why is this a problem for you?

8.2.5. Facts - why might this be a problem for your interlocutor? What does he want to achieve with his behavior? What does he want in general? We attach facts and arguments to his "wishes"

8.2.6. Checking facts: for a fact, you cannot ask "How is this expressed?"

8.2.7. Ways to discuss the problem Good: personal meeting Possible: video call Possible: phone call Bad: chat Bad: e-mail In case of public conflicts Go to the 1 to 1 level After resolving the situation, write to everyone what agreement you have achieved

8.2.8. Time Ask the person when it would be convenient for him to discuss the problem Situations when it's difficult to listen to a person 1. Something is pressing on the person's mind 2. The person feels bad 3. There is an attack on the person 4. You are used to talking a lot 5. You don't respect the person

8.3. Discussing the problem

8.3.1. Voice your problem "Look what the situation is..." + FACT (why this is a problem) + PAUSE General persuasion scheme: FACT + PAUSE

8.3.2. If you run out of arguments but the person still disagrees Finish the conversation "I can't convey the problem to you right now. Let me think about it and get back to the conversation."

8.3.3. If the person voices his problem Specify What happened? How is this expressed? Why is it bad? What would you ideally want? Speak when you decide "What else?" "Can we get back to my problem?"

8.3.4. If the person says, "Yes, I agree, the situation is wrong" We proceed to the solution

8.4. Discussing the decision

8.4.1. Make sure the person agrees with the issue before discussing the decision The easiest way is to ask directly, "Do you understand why I came?"

8.4.2. Encourage the person to suggest solutions If the person says, "I don't know" Tell him about the problem in other words If he says, "No, I understand, I just don't know the solution" If he starts listening and arguing If the solution does not suit you Think what exactly does not suit you in this solution Help the person refine the solution - test the solution for sustainability

8.4.3. Fix the solution The solution must be verifiable A good format of fixing: what, when and by whom will be done

8.5. Control

8.5.1. If the person behaves according to the agreements "Thank you, I see" You cannot omit "Thank you", because in this case there appears a feeling "Why did you come to bug me?"

8.5.2. If the person violates the agreement "We had an agreement... What's going on?" Or "Do I get it right that the solution is not working?" If the person has forgotten Reinforce control If the solution is not working Why is it not working? Finalize the solution

8.6. Typical conversation patterns

8.6.1. Problem - Action - Problem Start by asking, "You are acting like this. Why? What for?" Listen and specify the problem Options to continue the conversation Check the person’s behavior model for sustainability Explain your problem

8.6.2. "Breakthrough" Problem specification Solution / Cupping "Is there anything else?" "Can we proceed to my question?"

8.6.3. Checking the current action model for sustainability

9. A step-by-step guide on how to build relationships in a team, with colleagues, with the boss and the customer Registration opening: September 21, 2020

10. A step-by-step guide on how to build relationships in a team, with colleagues, with the boss and the customer Registration opening: September 21, 2020