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Effective delegation is crucial for management and leadership succession.

For the successor, and for the manager or leader too: the main task of a manager in a growing thriving organisation is ultimately to develop a successor.

When this happens everyone can move on to higher things. When it fails to happen the succession and progression becomes dependent on bringing in new people from outside. (more…)




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It is vital that when recruiting new members of staff you follow an agreed process that meets all current legal requirements.

This example Recruitment & Selection Policy needs to be viewed alongside any current employment law and your own internal policies and procedures.

 

RECRUITMENT & SELECTION POLICY EXAMPLE

 




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Different teams have different functions and require different contributions from team members.

You want individuals to excel but not at the expense of the team, so it is useful to tune your leadership style to the type of team you lead and the roles that team requires.

The purpose of team building exercises is to help teams become cohesive units of individuals that can work together effectively to complete tasks. The type of team you need to build may not be as distinct as the following definitions suggest.

Some may include elements of one or some of the team types described.

Improvement teams

Project teams

Multifunctional teams

Cross-functional teams

Empowered teams

Virtual teams

Intact self-directed work teams

Use this resource to help you understand what makes a team and use the seven common team types highlighted to help you clarify the type of team you need to build.

ENGAGING DIFFERENT TEAMS




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SMART

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Too often we don’t spend enough time clarifying what we’re really aiming to do before we move to action.

It’s all too easy to set objectives that are so general that we don’t know exactly what we’re trying to achieve, or whether we’ve achieved it.

A structured approach forces us to think more deeply and methodically about what we actually want. Perhaps the best known of these approaches is the SMART acronym.

This is a practical, straightforward tool, which can be used for both professional and personal planning.

There’s quite a wide range of variations in the way SMART is defined, and in this quick guide, we outline one of the most popular.

SMART OBJECTIVES




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At the start of a coaching / mentoring partnership, it is essential to discuss mutual expectations and establish a set of ground rules as to how the relationship will be conducted.

This will ensure that the relationship develops effectively and that the client’s needs are met.

The contract need not be in writing, but it should at least be discussed and agreed verbally.

Also, it is not set in stone – amendments can be made at any time. In fact, you should make a point of reviewing the contract together regularly to ensure that you are both still on track.

This checklist will ensure that you have agreed on the most important aspects of the coaching / mentoring contract with your coachee.

 COACHING & MENTORING CONTRACT

 




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Highly creative or particularly clever individuals can be a welcome addition to a team. They may be able to offer alternative perspectives or specialist skills that other team members may not have.

However, they do not always act as a team player. With such employees, it is important to enable them to work to their particular strengths, while also considering the needs of the rest of your team.

The following framework is designed to help you work with a maverick employee when you suspect their behaviour is proving detrimental to the overall wellbeing of your team. It will help you to address the issue without curbing their particular talents, damaging the professional relationship or the individual’s self-esteem.

It can be used as a coaching tool where you have identified that there is an urgent need to address a behavioural issue. It is important to note that the following process should be used on a one-on-one basis with the individual and not as part of a team session. You may also find, however, that you can apply the stages of the framework to other team behavioural problems such as poor communication.

A TOOLKIT FOR MANAGING A MAVERICK




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Conflict is a major cause of staff turnover and costs your business money.

Research shows over 65% of employee performance problems are the result of strained relationships rather than a lack of skill or motivation.

Good management practices can help you avoid unnecessary conflict and deal with inevitable conflict in an effective and professional way.

Developing a dispute resolution process can reduce staff turnover and save your business time, money and unnecessary damage.

This guide provides an overview of managing conflict in your workplace.

 MANAGING CONFLICT IN THE WORKPLACE




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