1 00:00:00,105 --> 00:00:03,605 At the very core of effective managers is awareness. 2 00:00:04,515 --> 00:00:06,605 Awareness begins with the self. 3 00:00:07,185 --> 00:00:09,485 So when managers have good self-awareness, 4 00:00:09,755 --> 00:00:11,725 they understand their personal strengths, 5 00:00:12,265 --> 00:00:15,685 and they're also open to feedback about their blind spots, 6 00:00:15,985 --> 00:00:19,045 and they're willing to adapt their mindset and behavior. 7 00:00:20,315 --> 00:00:23,115 So for example, a manager might hear from their team 8 00:00:23,115 --> 00:00:24,235 that they micromanage 9 00:00:25,135 --> 00:00:28,275 and rather than becoming defensive, they take steps 10 00:00:28,335 --> 00:00:30,515 to address this disempowering behavior. 11 00:00:32,465 --> 00:00:33,845 So that's the self-awareness. 12 00:00:34,105 --> 00:00:35,565 And then there's other awareness. 13 00:00:36,425 --> 00:00:39,685 And this is about managers engaging with empathy. 14 00:00:40,435 --> 00:00:42,885 This is when they try to understand their team members 15 00:00:43,065 --> 00:00:45,485 and they do so with care and curiosity. 16 00:00:46,505 --> 00:00:48,965 So for example, when there's a dip in a team member's 17 00:00:48,965 --> 00:00:52,605 performance, instead of jumping to conclusions, they seek 18 00:00:52,625 --> 00:00:54,205 to understand the underlying issues. 19 00:00:54,835 --> 00:00:58,365 They look for the root cause and not just the symptoms. 20 00:01:00,035 --> 00:01:02,255 Now, awareness on its own isn't enough. 21 00:01:02,975 --> 00:01:06,975 Managers need to know how to turn this insight into action. 22 00:01:07,765 --> 00:01:11,055 They need to master a core set of people-centric skills. 23 00:01:12,805 --> 00:01:15,655 When we spoke about awareness, we began with the self 24 00:01:16,035 --> 00:01:18,335 and well for mastery, it's the same story. 25 00:01:19,035 --> 00:01:20,055 We begin with 26 00:01:20,455 --> 00:01:24,145 Personal mastery. Managers are sometimes known 27 00:01:24,145 --> 00:01:25,345 as the squeezed middle, 28 00:01:25,655 --> 00:01:27,945 because every day they're having to deal 29 00:01:27,945 --> 00:01:29,825 with expectations from the top, 30 00:01:30,005 --> 00:01:31,745 whilst also managing their team. 31 00:01:32,885 --> 00:01:36,465 So personal mastery is about how managers learn to deal 32 00:01:36,465 --> 00:01:39,065 with these pressures and challenges in a healthy 33 00:01:39,725 --> 00:01:40,985 and sustainable way. 34 00:01:42,345 --> 00:01:44,965 Do this, they need to actively build their resilience. 35 00:01:46,135 --> 00:01:48,155 So let's take a moment to unpack that 36 00:01:48,215 --> 00:01:49,235 and explore it a little. 37 00:01:50,125 --> 00:01:52,305 We first start with physical resilience. 38 00:01:53,255 --> 00:01:55,865 When physical resilience is poorly developed, 39 00:01:56,225 --> 00:01:57,985 managers may experience fatigue 40 00:01:58,325 --> 00:02:00,985 and probably are more prone to illness and absence as well. 41 00:02:02,165 --> 00:02:03,255 Mood may be affected, 42 00:02:03,805 --> 00:02:06,015 impacting not just them, but their team. 43 00:02:06,645 --> 00:02:08,535 They're like a car running on empty, 44 00:02:08,565 --> 00:02:10,575 they just don't have enough fuel in their tank. 45 00:02:11,555 --> 00:02:14,135 But by developing their physical resilience 46 00:02:14,525 --> 00:02:17,735 through aspects such as sleep, their physical activity, 47 00:02:18,195 --> 00:02:19,295 health and nutrition, 48 00:02:19,295 --> 00:02:22,495 and hydration, they then have the energy that they need 49 00:02:22,595 --> 00:02:24,095 to sustain their performance. 50 00:02:26,175 --> 00:02:28,225 Next, we have the psychological resilience. 51 00:02:29,045 --> 00:02:32,385 Now, managers with poor psychological resilience may really 52 00:02:32,985 --> 00:02:35,145 struggle to make decisions and adapt to change. 53 00:02:35,715 --> 00:02:37,745 Their thinking may be narrow and rigid, 54 00:02:38,485 --> 00:02:40,585 and if we continue with our car analogy, 55 00:02:41,015 --> 00:02:44,265 they have no navigation system and they've got poor control. 56 00:02:45,085 --> 00:02:47,625 So, but by building their psychological resilience, 57 00:02:48,105 --> 00:02:50,265 managers can become more adaptable, 58 00:02:51,105 --> 00:02:52,585 and have a clearer sense of where they're going. 59 00:02:52,805 --> 00:02:53,805 And the motivation to get there 60 00:02:59,105 --> 00:03:00,255 That leaves us then we social resilience. 61 00:03:00,285 --> 00:03:03,375 Managers with low social resilience might find it challenging 62 00:03:03,395 --> 00:03:05,335 to build and maintain relationships, 63 00:03:05,835 --> 00:03:07,615 or even elicit support from others. 64 00:03:08,925 --> 00:03:11,585 By developing their social resilience, they can start 65 00:03:11,605 --> 00:03:13,665 to build those trustworthy relationships 66 00:03:14,165 --> 00:03:16,185 and strong networks of support. 67 00:03:17,575 --> 00:03:19,395 So this personal mastery, 68 00:03:19,485 --> 00:03:21,995 which really is an investment in their own resilience, 69 00:03:22,665 --> 00:03:25,475 will mean that managers are better able to handle pressure 70 00:03:25,475 --> 00:03:28,315 and challenges, and they become effective role 71 00:03:28,315 --> 00:03:29,355 models for their team. 72 00:03:30,815 --> 00:03:32,435 So that's personal mastery. 73 00:03:33,255 --> 00:03:35,875 And next, there's mastery in relation to others. 74 00:03:36,295 --> 00:03:39,115 And this is what we call interpersonal mastery. 75 00:03:40,085 --> 00:03:43,615 This is about how managers actively support the performance 76 00:03:43,615 --> 00:03:45,215 of their team in a healthy way. 77 00:03:46,115 --> 00:03:49,055 And our research and experience shows that they need 78 00:03:49,055 --> 00:03:50,935 to master five key skills. 79 00:03:52,075 --> 00:03:55,415 The first foundational one is psychological safety. 80 00:03:56,215 --> 00:03:58,935 Managers need to know how to create an environment 81 00:03:58,935 --> 00:04:01,295 where team members feel safe to take risks, 82 00:04:01,705 --> 00:04:02,855 voice their opinions, 83 00:04:03,195 --> 00:04:05,655 and express their concerns without the fear 84 00:04:05,655 --> 00:04:07,575 of embarrassment or retribution. 85 00:04:09,325 --> 00:04:11,535 Next, we have conversation mastery. 86 00:04:12,165 --> 00:04:15,255 This is about facilitating meaningful conversations 87 00:04:15,325 --> 00:04:18,295 that inspire trust and clarity and engagement. 88 00:04:19,125 --> 00:04:22,135 It's also about being able to approach difficult 89 00:04:22,275 --> 00:04:24,655 and sensitive conversations with competence. 90 00:04:26,325 --> 00:04:29,185 The third skill we believe is really critical is coaching. 91 00:04:29,965 --> 00:04:33,625 So managers who take a coaching approach empower their team, 92 00:04:33,965 --> 00:04:36,945 taking them outta their comfort zone, so providing a bit 93 00:04:36,945 --> 00:04:40,025 of stretch for them and just taking them into new levels 94 00:04:40,125 --> 00:04:41,825 of personal and professional growth. 95 00:04:43,945 --> 00:04:45,235 Next, we have feedback. 96 00:04:46,225 --> 00:04:48,355 Mastering the art of feedback is essential 97 00:04:48,355 --> 00:04:50,955 for fostering a team environment where there's learning 98 00:04:51,095 --> 00:04:53,075 and continuous improvement, 99 00:04:53,455 --> 00:04:55,435 and that needs to be embedded into the team. 100 00:04:56,935 --> 00:04:59,035 And lastly, there's leading through change. 101 00:04:59,495 --> 00:05:02,675 So effective managers are aware of the team's reactions 102 00:05:02,675 --> 00:05:05,115 to change and support them through the process. 103 00:05:06,735 --> 00:05:09,835 So this is our framework for people centric management, 104 00:05:10,415 --> 00:05:12,435 and it's a combination of awareness 105 00:05:12,655 --> 00:05:15,555 and mastery that's crucial for managers 106 00:05:15,575 --> 00:05:17,715 to create an enabling team environment 107 00:05:17,985 --> 00:05:20,355 that supports healthy team performance.