1. Management Essentials Skills development for leaders and managers in the Schools of Arts and Humanities and the Humanities and Social Sciences Day 2 Personal and Professional Development Human Resources Division 1 Jessie Monck, PPD, jcm56@cam.ac.uk

2. Programme Content Role of the manager Management styles Feedback skills Handling challenging conversations Summary and next steps 2 Day 2 Day 1

3. End of day 1: reflect and build Put START/STOP/CONTINUE into practice Reflect on your own management style and preferences Monitor how and when you give (and receive) feedback Observe other managers around you: What do they do effectively? What could be done differently? Where can you build on relationships that will support your development in these areas? Any other observations or reflections to bring to day 2 3

4. 4 Giving corrective feedback using CEDAR 1.Clarify: “This is what I expect to see…” (the expected standard of performance or behaviour) 2.Explain: “This is what I actually see…” (observed performance or behaviour) 3.Discuss: to understand and clarify differences between 1 and 2, and identify possible solutions 4.Agree and record plans for improvement 5.Review progress and evaluate changes CEDAR

5. Managing challenging conversations Personal and Professional Development Human Resources Division 5

6. Challenging conversations: Why act now? mislead employee by giving impression there’s no problem deny employee a chance to improve or put things right damage productivity and efficiency of department allow problem to get worse lower morale amongst team members Adapted from ACAS If you do not act now then you could: 6 Conversely, consider the benefits if you do act now

7. 7 3-step process 1. Prepare2. Discuss3. Action

8. Preparation: questions to consider before Background to situation? Key problem? Is my view the same as others’? Any more information needed? Any assumptions? Desirable outcome? Possible options? Support needed to make any changes? Who can I speak to for support? 8

9. Preparation: are there relevant University Policies & Procedures that may be helpful? For example: Capability Disciplinary Sickness Absence Dignity at Work Mediation Occupational Health … HR website http://www.admin.cam.ac.uk/offices/hr /http://www.admin.cam.ac.uk/offices/hr / Many of these include practical guidance and support 9

10. Key stages for meeting/conversation 1 Introduction – set the right tone 2 State what the issues are and give evidence 3 Discuss – explore to understand 4 Agree a way forward 10

11. During the meeting/conversation Approach it positively and calmly Be sensitive; individual may not know there is a problem Be constructive, anticipate/pre-empt reactions Give feedback using CEDAR: specific, factual, give examples Ask open questions to enable individual to self-review and identify possible future actions Listen to the individual and take what they say on board Be aware of own responses/feelings/emotions 11

12. Use assertive behaviour: verbal and non-verbal Even, warm tone of voice Communicate clearly and concisely Ask open questions & listen Respond to questions Apologise if in error Show you’re keen to find a solution Don’t take it personally Stay calm & professional Open position Calm gestures Watch personal space Both sit down Don’t appear hurried 12 Using assertive behaviour

13. Handling emotions Remain calm but show your concern Give the employee time to express themselves Actively listen to the employee with understanding Acknowledge emotions and show empathy as appropriate Clarify your understanding of their thoughts/feelings/wishes Try to be comfortable with silence Adjourn conversation if they are growing more agitated 13

14. 14 Concluding the discussion Check for understanding Manage expectations, don’t promise what you can’t give Record agreed actions and plan a progress review meeting Ask for feedback about the process Sum up, conclude and refer to next steps

15. Your chance to practise 1.Read all 3 2.Prepare 3.Practise 4.Review 15

16. If informal on-going management doesn’t work… Seek guidance and support from others, including HR Use appropriate University procedures to resolve. These:  are about problem-solving  are supportive not punitive  gradually increase in formality  allow a seamless progression from informal to formal  are still part of the working relationship 16

17. Further development PPD website http://www.admin.cam.ac.uk/offices/hr/ppd/http://www.admin.cam.ac.uk/offices/hr/ppd/ Courses – e.g. Managing Staff Performance Online courses – e.g. Communication skills, Communicating Assertively, Staff Review and Development, Roles and Responsibilities Reflective practice sessions – Counselling Service 17

18. Summary and action planning Identify your key learning from the programme What can you: Start to do more of? Stop doing (or do less of)? Continue to do? 18 Think it, ink it, do it, review it