To be continued…
The conversations don’t stop after the event. In fact, the debate on the role of the manager continues online at our Linkedin Group, where, as well as the latest updates, you can share news and find innovative solutions to commonly shared challenges amongst your peers and colleagues. And for further food for thought, our management development blog is the place to go for the most up-to-date commentary, such as our latest post: Forget Jennifer Aniston, management is the new ‘black’.
There’s now a short showreel of the event on our YouTube channel (see if you can spot yourself in the background), plus a full recording of Octavius’s opening presentation on The return of the manager – this time it’s personal (parts 1 and 2). Also, copies of the other available presentations are now free to download at the links below.
Here’s to many more deliciously stimulating conversations.
The return of the manager – this time it’s personal
Management is changing. Whereas the ‘old’ manager’s responsibility was largely to manage work flow, the new manager’s role is to manage people. She, or he, needs to give hope, set boundaries, nurture ambition, have tough performance conversations, build alliances and generate trust. The Mind Gym’s meta-analysis of the research reveals the seven key talents of highly effective managers. The first and most central one is the ability to form, maintain, repair and extend strong working relationships. People who work for managers who are good at this deliver up to 25% more. And unlike almost all other sources of competitive advantage, it needn’t cost a penny.
Download the presentation (pdf), the full white paper (pdf) and watch Octavius’s presentation here: part 1 (the business case) and part 2 (the seven wonders of management).
Want to know how your managers perform against the seven traits of great management? Take our free online reality check.
O2: Driving retail business growth through excellence in management
A case study of the O2 Be More management development programme: changing the behaviour of branch and area managers to drive retail service and growth.
Professor Michael West on the psychology of management
What great managers need to know about psychology and what psychology tells us about great managers.
British Gas: Embracing first-line leaders as agents for change
A case study of the British Gas business engagement programme, which the Financial Times described as, “Almost every British Gas employee… from the service manager or engineer to call centre worker or solar panel sales executive, seems just as enthusiastic and proud. It feels more like a start-up than a former state monopoly that was once a byword for poor customer service.”