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Exercise Guide in English PDF
Exercise Guide in English PDF
Fundamentals
with Britt Andreatta
Exercise Guide
Chapter 1 Understanding Management
Video 1 What is Management?
Instructions: Assess your proficiency or competence in each of three areas affiliated with effective management. For each
competency, rate yourself on a scale of 1 to 5 with 1 being a low level of skill and 5 being a high level of skill.
Competency Definition 1 2 3 4 5
Managing Performance
Hiring employees Has a skill for evaluating and selecting talent to ensure the best match between the individual
and the work requirements.
Onboarding employees Creates an onboarding experience that prepares staff for success in the position, department,
and organization.
Managing performance Establishing systems and processes to develop, engage, and retain talented individuals;
process creating a work environment where people can realize their full potential.
Developing others Provides challenging and stretching tasks and assignments; holds frequent development
discussions; is aware of each direct report’s career goals; constructs compelling development
plans and executes them.
Facilitating team Using appropriate methods and a flexible interpersonal style to help build a cohesive team;
performance facilitating the completion of team goals.
Managing People
Establishing trust Maintaining standards of honesty; speaking and acting in alignment with values; can present
the unvarnished truth in an appropriate and helpful manner; keeps confidences; taking
responsibility for personal performance; trustworthy.
Emotional intelligence Accurately perceiving and interpreting one’s own and others’ emotions and behavior;
leveraging insights to effectively manage one’s own responses and reactions.
Motivating and engaging Creates a climate in which people want to do their best; can motivate many kinds of
others employees; empowers others; invites input from each person and shares ownership and
visibility; makes each individual feel his/her work is important.
Delegating responsibilities Clearly and comfortably delegates both routine and important tasks and decisions; broadly
shares both responsibility and accountability; tends to trust people to perform; lets direct
reports finish their own work.
Managing conflict Dealing effectively with others in an antagonistic situation; using appropriate interpersonal
styles and methods to reduce tension or conflict between two or more people; facilitates others
in resolving conflict.
Managing productive Using appropriate interpersonal styles and methods to help reach a meeting’s goals while
meetings considering the needs and potential contributions of others.
Appreciating diversity Valuing the contributions of a wide range of people; understanding the influences of various
factors including generation, race, gender, economic background, nationality, etc.
Managing remotely Can design practices, processes, and procedures that allow managing from a distance; can
make things work through others without being there; can impact people and results remotely.
Managing projects Effectively manages time and resources of self and others; clearly assigns responsibility for
tasks, sets clear objectives, monitors progress, and provides feedback.
Managing budgets Understands the budget process; accurately predicts expenditures; consistently operates within
the established budget, making adjustments as needed.
Adhering to policies and Knowledgeable in current policies, practices, and regulations; consistently adheres to policies;
regulations understands how policies and regulations affect the organization.
Making business decisions Makes good decisions based upon a mixture of analysis, wisdom, experience, and judgment;
most solutions and suggestions turn out to be correct and accurate when judged over time;
sought out by others for advice and solutions.
2. Time frame Short- to mid-term to ensure success Mid- to long-term to ensure success
of organization now; sets timetables of organization in future; sets vision
and agendas to achieve identified and strategy for organizational
goals change
3. Focus Focus is narrow and internal to Focus is broad (both internal and
organization external influences), including other
functions, industries, markets, and
national and global affairs
5. Task goals Directs daily work to achieve currently Envisions future goals and creates
identified goals new products and processes to
achieve them
Level of
delegating Low Low Medium Medium High High
decision making
Level of
relationship Low Medium High High Medium Low
building
Highly skilled
Employees who Highly skilled
employees who
New or unskilled are growing but Mid to highly Mid to highly employees who
Best match for employees not yet highly skilled employees skilled employees have strong
need little to
no guidance or
skilled tactical skills
support
Task direction is when the manager tells the employee what to do, as well as when, where, and how. This may involve
teaching or training as well directives and instructions.
Decision making is the extent to which the manager involves employees in the decision-making process. This exists on
a continuum. At one end, employees have no involvement at all and at the other end, the manager delegates decision
making completely to the employees.
Relationship building is how the manager forms a relationship with each employee, as well as creates the work
environment or culture for the team as a whole. It includes coaching, motivating and engaging employees, open
communication, and respect.
Instructions: Take a few minutes to assess how you can onboard new employees to the organization, the department,
and their job. You’ll want to make sure to address all three and where they intersect with the Four Cs. Some possible tools
include documents, online resources, videos, in-person presentations, one-on-one discussions, training, tours, etc.
Compliance
Clarification
Culture
Connection
Next, consider which order they need the information to be most successful.
Also, consider how to pace the information so that it can be fully understood and absorbed.
2) Clarity Coaching
Evolved from life coaching. Coach’s expertise is in the clarity process—facilitate the client in accessing their own answers.
Intentionally non-directive.
Uses powerful questions (to learn more, view Coaching and Developing Employees):
• Goals: what do you want?
• Realities: what’s going on?
• Options: brainstorm the dream
• Will: actions and roadblocks
Coaching Tools (to learn more, view Coaching and Developing Employees):
• Discovery Questionnaire
• Looking Back Exercise
• Influence Interviews
• Team Sourcing
• SMART Goals
• Gap Assessment
• Stretch Projects
Management Fundamentals with Britt Andreatta
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Coaching Conversation Skill Coaching Clarity Coaching
Problem Solving Tell them how to solve the problem. Facilitate your employee in identifying the
issue and their own potential solutions.
Performance Provide instruction and training about the skill Facilitate your employee in identifying their
itself. current skill level and designing their own
improvement plan.
Development Teach them how to create a professional Facilitate your employee in designing their own
development plan, and tell them the training professional development plan, and identifying
and classes you think they should take. training and classes they would grow most
from.
Career Planning Give advice and suggestions about Facilitate your employee in identifying career
opportunities you have identified. goals and various paths to achieve them, both
within and outside the organization.
Goal:
Milestones:
Deadline:
Shared practices:
• Criteria for evaluating ideas
Roles:
• Gather information/data
• Analyze information/data
• Coordinate efforts
• Track progress
• Leadership
• Followership
• Quality/standard assurance
Resolving conflict:
• How and by when
• Mediator
• Final authority
Accountability:
• How measured
• When assessed
• Consequences
Resources:
Question authority; trust is earned Low level of trust with authority High level of trust with authority
Trust with authority
Creates opportunities, ticket to Mandatory, ticket to middle Mandatory, ticket to middle class,
College education upper class, affordable class, expensive burdened with debt
“I want to build a stellar career. “I want to build a portable career. “I want to build parallel careers.
Career goals Help me excel in my career by Help me build a repertoire of skills Help me explore several jobs
building expertise and mastery.” and experiences.” simultaneously.”
Put in long hours, work hard, Be a self-starter, create your own Optimistic
pay your dues, and you will path, and keep your options open Do what’s expected and
Work ethic earn rewards because rewards are unreliable rewards will come quickly.
Let’s make this fun!
Making an impact, being involved Room to challenge the status Making a difference, clear goals/
in decision making, challenging quo, freedom and autonomy, expectations, intellectual projects/
Motivated by goals, professional development, opportunities for development, challenges, technology, room to
rewards for results rewards for independent thinking explore, rewards for competence
Money, security, recognition, time Freedom, flexibility, training, time Meaningful work, choices,
Rewards off off mentoring, recognition
“I work to live but I’m “Give me balance now, not “Work isn’t everything – I
Work/life balance burning out – help me when I retire – time with family need flexibility to balance
achieve balance.” is very important to me.” all my activities.”
An exciting adventure, stressful A difficult challenge, a contract Fulfillment, one aspect of life
Work is...
Team player; enjoys meetings and Entrepreneur; wants lots of Participative; wants lots of
Interactive style group projects autonomy collaboration
Give a little feedback, now and Give lots of feedback, at regular Give continuous feedback, via
Feedback preference again, in person intervals, in person accessible online system
Set vision of future Challenge status quo and innovate Set broad and challenging targets
Establish clear direction Minimize organizational politics related to meaningful purpose
Focus on big picture and let team Create loose framework/guidelines Flat reporting structures
Leadership traits work out details to encourage entrepreneurship Allow individual freedom
Seek and maximize opportunities Open and informal communication Actively engage/attend
Authentic and democratic Fair-minded and credible Creative and inclusive
Instructions: Each person has a style of working that works best for him or her. Take this quick assessment to learn more
about your work style. This will help you make better choices with managing your time.
Make a list of the different types of activities or tasks that are involved with your work. Some possible examples include:
emails, writing reports, research, presentations, meetings, designing.
What parts of your work or job should be scheduled during that part of the day?
How many minutes can you go without a break and be able to consistently focus?
How many times can you repeat this cycle of focuses and breaks until you need to stop?
What environment do you prefer for doing the different parts of your job? For example, do you like to sit at a desk? Lounge
on a couch or chair? Be outside?
For the different parts of your job, what kind of sound do you prefer? Is it absolute silence? Some background noise? Or
even active noise like TV or music?
What materials do you need around you for the different parts of your job?
All of these things make up your work-style profile. After you discover these things about yourself, you need to
intentionally design a work environment that maximizes your style. For example, if you need silence to focus effectively,
then you should try to find quiet places like a conference room or use sound-cancelling earphones.
It’s also important to maximize your work habits with regard to length of time you can focus. If you focus best in two cycles
of 30 minutes with 15-minute breaks, then you need to put several of these 90-minute blocks throughout your schedule.
Be sure to plan the various parts of your job when it will be the most effective for you and then block your schedule
accordingly.
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Chapter 5 Conclusion
Video 1 Next Steps