“Successfully Managing People”
Today, I attended the first of three days of a leadership seminar on “Successfully Managing People” at Hyatt Place Scottsdale. The American Management Association (AMA) is organizing the event. While the registration fee for the conference is $2,195, AMA, encouragingly, offers one training freely to every Humphrey Fellow. As I learned about this unique opportunity at the Global Leadership Forum (GLF) in Washington DC this October from the officials of the Institute of International Education (IEE), which administers the Humphrey Fellowship, I instantly showed my keen interest in the lucrative program.
AMA offers a vast range of seminars and training programs at assorted destinations. IIE officials told me to fill out of a form with my three top choices of seminar and preferred destinations. I immediately received the confirmation about my registration in the seminar on Successfully Managing People at Scottsdale. Besides the three intensive days of the training, all participants of the training were required to fill out a pre-seminar online survey in order to let the instructors have an idea about their level of leadership. With individual AMA online accounts, we will be required to continue work on the seminar’s contents even after the training.
Scottsdale is considered to be a richer place than Phoenix. I had been there only once before. It has got a lot of ostentatious shopping malls and restaurants. Since the light rail does not go to the area, I had to book Discount Cab to get there. I was on time. Got registered. It’s a small world. The lady at the registration asked me where I lived in Down Phoenix. I said in The Met Apartments. “Wow,” she said, ” the leasing officer there is my best friend. She and I went to the same school. Do you know her?” Of course I knew her friend.
On the first day of the workshop, we discussed the experience of being a manager. Discussions revolved around how to get people want to do what they are supposed to do; specific challenges we face when motivating others. In addition, we discussed, values, their impact on work life; how values can have productive and non-productive results. In a group work, we identified value conflicts in ourselves and others. Another important that we learned about was Personal Styles. We were asked to determine our own personal style profile; gain insight into our strengths and limitations of our profiles; usage of behavioral clues to determine others’ personal styles and how to work more effectively with other personal profiles.
Thirteen participants from different areas and diverse backgrounds are attending the program. The training began with this lovely quote:
Everyone is a house with four rooms, a physical, a mental, an emotional and a spiritual one. Most of us tend to live in one room most of the time. But unless we go into every room, every day, even if only to keep it aired, it is impossible to be fully human”
The jest of some of the ideas discussed today is as follows:
Beliefs and Behaviors
- Beliefs are thoughts we accept as true.
- Beliefs drive all of our feelings and behaviors.
- Beliefs limit or empower us. They determine our behavior. They are accepted truths. They either control us we control them.
- They are driven by past conditioning and experiences that no longer serve who we are now.
- Decisions are conclusions based on our beliefs.
- They are a criteria (for doing something).
- Everything we do is governed by values or what is important to us.
- They change from context to context (For example, you chose to go to a restaurant, which could be because of service, quality of food, spending limit-related values of yours.)
- We move toward things that cement our values and run away from things that contradict from our values.
- We are always heading towards some things such as values. We like things that satisfy our values.
- If we know other people’s values, we can communicate better with them on the basis of their values.
- Understand the source of value.
- Understand how values impact work life.
- Describe how values can have productive and unproductive impact.
- Identify the values conflicts in themselves and in others.
- Our values change from context to context and time to time. For example, a young man gives value to money at early age but an old retired man would give value the peace of mind.
- There is the example of a society where people tend to ridicule each other. When someone from that society was asked if he liked the value, he said the practice hurt him but it was a part of the local values.
- If we ask someone what is important to them about their job? They may, for instance, say freedom.
- (Let’s not assume other people’s defintion as the same as what we believe about them.
- Values start to shift from time to time on the basis of our needs, experiences.
- Rather than imposing your values on the others, we have to understand other people’s values.
- Person’s Behavioral Equivalent. How do you know how you experience freedom? For example, for me freedom is not sticking to deadlines, time, punctuality etc.
- We give our behavior equivalent.
- Most people begin to define their values at the age of seven.
Hierarchical Criteria ladder
- What is important to you about freedom (as you chose freedom as your work value).
- You may say your core value is freedom, which may be followed by accomplishments and then contributions
We were asked to do a team work to find out what was important to us about a manger’s role on the basis of someone’s values. The three groups discussed the following values at work place.
- Team work
- Confession of mistakes/reliability
- Being a facilitator
- Understanding and empowerment
- Self-reliance/ mission