1

DISCUSSION What does it mean to be a manager?

Being a Manager
1

Definition:
A Manager is responsible for:

planning

directing
monitoring the work of her/his team, and taking corrective action when necessary.

Three Main Roles of a Department Manager

1

Supervisor

Coach & Trainer

Leader

Supervisory Role
1

The supervisory role involves:

Assigning tasks to team members according to their knowledge, skills and level of motivation
Checking that these tasks have been completed on time

Checking the quality to which the tasks have been completed

Supervisor

Ensuring that team members are working in a productive and efficient manner.

Coaching & Training Role

1

The coaching & training role involves:

Sharing knowledge and developing skills with team members so that they are better able to do their job satisfactorily Sharing experience and best practices Make sure staff members have in depth knowledge of their department to better serve our customers.

Coach & Trainer

Leadership Role
1

The leadership role involves:

Acting as a role model Ability to communicate own visions and perspective Ability to arouse enthusiasm in others Powers of persuasion Decision-making ability Assertiveness Ability to delegate

Leader

Ability to coordinate and integrate Willingness to engage in personnel development.

BRAINSTORMING What are the team management activities of a Department Manager?

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Communication
2

Improves motivation and competence by:

Increasing understanding Creating a transparent team spirit Building productive relationships with all employees.

Communication Techniques
2

Manage communication techniques

Non-verbal Communication

Verbal Communication

Verbal Communication
2

2 main phenomena
communication

What is clear for me, might not be for my discussion partner

There is a gap between: What I want to say and what my discussion partner receives.

Exercise: Channel of Communication

2

GROUP SESSION What is the correct order for the channel of communication?

The Channel of Verbal Communication

2

100%

What to say
How to say it What is said What is heard

What is listened to
What is understood What is accepted What is remembered
Transmitter

20%

Receiver

What can be communicated

Effective communication depends on the quality of the message.

DISCUSSION Estimate as a percentage, the relative impact of your words, voice, and body language when you communicate?

Impact of Verbal and Non-Verbal Communication

2

Welcome

Words

7%

Voice

38%

Body language

55%

Communication with Your Team

2

1. Calm down

2. Praise openly

3. Criticize privately

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Staff Planning
2

Improves motivation by:

Giving a detailed outline of the coming time period by showing responsibilities Taking care of the employees needs by ensuring a good balance between professional and private life.

Phases of a Staff Planning

2

4. Track attendance

1. Create

3. Communicate

2. Finalize

Phases of a Staff Planning

2

1. Create a first draft of the staffing plan

Estimate the workload (customer frequency within the week, Metro Mail, seasonality, etc.) Consider staff availability (holidays, illness, etc.)

Use the common template used within your store Hand out first draft to your team members.

Phases of a Staff Planning

2

2. Finalize
Make corrections and respect the needs of your team members (where its possible) Gain final agreement from the team

Get the staffing plan approved from the Floor Manager.

Phases of a Staff Planning

2

3. Communicate the staffing plan

Print the staffing plan out and distribute a copy to each employee Additionally establish a common place within the department and hang it (e.g. notice board).

Phases of a Staff Planning

2

4. Track attendance
Check the staffing plan by comparing actual working times with the times agreed on In case of irregularities apply appropriate actions Manage the staff plan proactively by maintaining efficient productivity and customer service.

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Delegation
2

Definition Hand over an assignment or task to employees who will work on it within a clearly defined area of competency and decision-making responsibility.

Delegation
2

Improves motivation and competence by:

Signaling that you believe in their ability Developing a trusting atmosphere

Providing new opportunities to learn and excel.

However, trust doesnt mean not to control!

Task Priority
2

Prioritize tasks in terms of importance/ urgency

A-task - important and urgent tasks

Importance

B-task - important but not urgent tasks C-task - urgent but not important tasks D-task - low urgency and importance.

D
Urgency

C
+

Task Control
2

What if the result is ?

Better than expected

Praise and recognition

As expected

Worse than expected

Correction and feedback

Delegation Golden Rules

2

Set clear objectives and priorities Establish an open feedback culture Expect mistakes during the early stages

Provide coaching and support when necessary

Do not delegate only the tedious and non-motivating tasks Provide enough freedom and autonomy for the employee to find his/ her way.

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Relation between Briefing and Debriefing

2

Speak with your employees after an occupational situation, e.g. a stressful situation Inform your team about an experienced situation or allow them to talk about it Receive feedback from an employee after an action has been taken.

3. Debriefing

1. Briefing
Inform or advise your team about decisions, delegate, or assign tasks Instruct your team to take action.

2. Action/ tasks
You and your team take action Support your team by fulfilling delegated tasks whenever necessary.

Briefing/ Debriefing
2

Improves motivation and competence by:

Clarifying objectives and priorities Providing a clear and consistent message to all employees Improving communication Reducing the likeliness of potentially damaging rumors or misinformation.

Briefing/ Debriefing Golden Rules

2

Set SMART objectives Share information Organize priorities Stay fact-based, avoid interpretation Be honest, open and positive Keep it short and clear by using short sentences Summarize your points Motivate Listen and respect feedback.

Team Management Activities

2 1. COMMUNICATION

5. MANAGING A STAFF MEETING

2. STAFF PLANNING

4. BRIEFING / DEBRIEFING

3. DELEGATION

Staff Meeting
2

Improves motivation and competence by:

Involving the team Define/ Agree objectives Resolving conflict and disagreements Communicating and sharing information Fostering team spirit.

A Formal Meeting is Required

2

To communicate formally to more than one To inform and increase awareness about specific topics To discuss performance To solve issues or disagreements To make decisions.

Only call for a meeting for the listed reasons, as unnecessary meetings are just a waste of time for all.

Phases of a Meeting
2

3. Follow-up

1. Prepare the meeting

2. Conduct the meeting

Performance Improvement Activities

3 1. MOTIVATION & COMPETENCE

3. TRAINING

2. FEEDBACK ON-THE-JOB

Performance Improvement Activities

3 1. MOTIVATION & COMPETENCE

3. TRAINING

2. FEEDBACK ON-THE-JOB

Employee Performance
3

Two main factors influence the Performance of an individual:

Motivation Competence
Employee performance can always be improved.

Motivation
3

Possible definitions:
A power from inside that drives people towards challenging goals.

A desire for external rewards that brings people to exceed their efforts.

What is Motivation?
3

Motivation
Power
being right status feeling in control reputation want to be in personal success

Achievement
overcoming obstacles/ barriers beating targets beating sales forecasts give clear directionfocus goals setting priorities

Affiliation
concern for people relation ship welfare family collaboration friends

people like to be in charge

people like goals

it is about them

Exercise: Motivation/ Lack of Motivation

3

GROUP SESSION By what we are motivated?

Motivation
3

Reasons for motivation:

Training & Development By seeing future benefits Challenging tasks Recognition Salary.

Low Motivation
3

Some symptoms of low motivation:

Customer complains Conflicts within team Absenteeism rate Untidy workplace I dont care Im not responsible

Probable resistance to change.

Motivate Your Team

3

Department Manager is responsible for her/ his teams motivation:

Understand your people and their individual expectations Define the individual objectives Show the relevance/ benefits Recognize and acknowledge good work Motivate for results.

Competence
3

Some definitions:
The ability to perform work activities to the standards required in employment The ability to use knowledge, understanding, practical and thinking skills to perform effectively in a demanding environment.

BRAINSTORMING How can we increase competence?

How Can We Increase Competence?

3

Provide relevant training Create awareness Give constructive and accurate feedback Optimize selection and recruitment process.

The Link between Motivation and Competence

3

A persons ability to do a task is influenced by two factors: Competence and Motivation.

Able to do task Involved
Engaged Performs task to highest level Enthusiastic
HIGH

Lacks motivation Not challenged

Competence

Unable to do task
LOW

Lacks confidence

Keen to learn
Needs more knowledge and experience

LOW

HIGH

Motivation

Performance Improvement Activities

3 1. MOTIVATION & COMPETENCE

3. TRAINING

2. FEEDBACK ON-THE-JOB

DISCUSSION How do you give feedback?

Feedback On-the-Job
3

Definition:
Walking around the store and interacting with employees on an informal basis in order to: Assess the current situation in the store/ department Praise, encourage and give positive feedback Identify areas to improve and offer advice.

Feedback On-the-Job
3

Improves motivation and competence by:

Showing employees that you are interested in them and their job Identifying and addressing knowledge and skills gaps Clarifying expectations Improving communication.

The Sandwich Method

3

First something positive

Then focus on the problem

At last something positive

Feedback On-the-Job Golden Rules

3

Give feedback to all employees on a regular basis

Praise four times as much as you criticize Discuss and ask questions in order to check an employees level of awareness about an issue When addressing an issue use the Sandwich Method: Start with a positive point Then mention the criticism Finish with another positive point.

Performance Improvement Activities

3 1. MOTIVATION & COMPETENCE

3. TRAINING

2. FEEDBACK ON-THE-JOB

Training
3

Definition:
Training refers to the learning of knowledge, skills and competencies as a result of the teaching of job related or universal competencies. Today it is often referred to as professional development.

Training
3

Improves motivation and competence by:

Addressing skills and

knowledge gaps that

affect individual and team performance

Helping the employee to

grow professionally and personally.

Training
3

Improve your team members skills as well as your own skills by participating in training programs Find opportunities to informally train your team members in the store at an operational level Enable your team members to perform tasks with higher responsibility, richer job content and greater variety

Delegate key tasks to team members in order to reinforce training

Free up your time by focusing on management and strategic tasks.

Training On-the-Job
3

EXPLAIN

HIGHLIGHT

take influence on individual performance.

DEMONSTRATE

EVALUATE

OBSERVE

Qualities of a Top Performing Department Manager

4

Concerning team management, the Department Manager should:

Create a positive atmosphere Manage conflicts Be a good leader.

Creating a Positive Atmosphere

4

Close contact with your team

Communicate, exchange with your team

Be honest with your team

Distribute, delegate and alternate tasks

Take decisions

Managing Conflicts
4

Definition of conflict Conflict is a natural disagreement resulting from individuals or

groups that differ in

attitudes, beliefs, values or needs.

Managing Conflicts
4

By managing conflicts skillfully, you can improve motivation and competence by

Gaining cooperation Improving performance and productivity Reducing stress Solving problems Improving relationships and teamwork Enhancing creativity Increasing staff morale.

Managing Conflicts Golden Rules

4

Acknowledge that a difficult situation exists Let individuals express their feelings Define the problem Determine underlying needs Find common areas of agreement, no matter how small Find solutions to satisfy needs Determine what you will do if the conflict stays unsolved.

BRAINSTORMING What are the characteristics of a good leader?

How to Be a Good Leader

4

Lead by example

Be open, honest and fair Keep the team informed of issues that affect their jobs Conduct regular meetings and briefing sessions Value the teams contribution Support and provide assistance when necessary Coach team members when necessary Create a vision and inspire your team.

Always Remember

A highly motivated and competent team has an

inspiring leader!

Conclusions
5

The Department Manager has to:

Supervise

Communicate, control, inform

Coach Define objectives, train, explain Organize meetings Lead & Motivate The Department Manager is the link between his/ her staff, the Floor Manager and the Store Manager.