Marshall E-Learning is delighted to launch our new inclusive managers’ toolkit, developed in partnership with Vercida Consulting.
The Inclusive Managers’ Toolkit is aimed at middle managers across public and private sector organisation, and designed to build managers’ skills and confidence.
David Marshall, founder of Marshall E-Learning, describes the importance of Inclusive Management in the modern workplace:
“Management isn’t an exact science – but research tells us what good managers think and do. This Toolkit draws on the latest academic findings to give you a framework for practising good management – inclusively.”
“Your style as a manager matters. How you behave with your team members will drive their motivation and performance levels. But are you an inclusive manager – or not?”
A key lesson for inclusive managers that the toolkit puts forward is that if you want high performing team members, focus less on financial rewards and more on Danil H Pink’s three factors.
- Autonomy: A desire to be self-directed
- Mastery: The desire to be better
- Purpose: Research has shown that the key driver to higher engagement and organisational performance is to encourage employees to find and express their purpose
The course is built around these key concepts, containing 12 mini modules grouped into three key areas: technical skills, leadership concepts and managing behaviour.
The inclusive managers’ toolkit also looks at using emotional intelligence as a tool of good management, exploring Daniel Goleman’s five key elements of Emotional Intelligence:
- Self-awareness: Including being aware of your own emotions and how these play out within a work context
- Self-regulation: Managers are often placed under high levels of stress. A key element of emotional intelligence includes being able to express your emotions in the right way
- Motivation: Daniel Goldman suggests that Managers and colleagues with high levels of emotional intelligence are motivated by intrinsic factors such as autonomy, mastery and purpose
- Empathy: Managers who are empathetic have the ability to put themselves in the shoes of those who they manage
- Social skills: In the modern workplace that is often defined by diversity and difference effective managers must be able to adapt their own style in order to interact with all of their employees
Each module in the new Inclusive Managers’ Toolkit is designed to be flexible in use, with each module being around 10 minutes long, making use of drama-based videos, and using an inclusive management assessment questionnaire to test learners’ understanding of the content.
Below is a look at the Inclusive Manager’s Toolkit includes in more detail, but for more information and a free demo please contact David Marshall on 0845 123 3909 or firstname.lastname@example.org.
Inclusive Managers’ Toolkit – Course Outline
Part 1: Technical Skills
- What is Management: This module sets out the key differences between management and leadership, stressing how in the modern workplace we should really view these two concepts as inter-connecting on a ‘leader-manager’ continuum.
- Recruitment & Selection: Conducting interviews: Like all human beings, managers in organisations have a tendency to hire people who are like them. This module helps managers to avoids unconscious biases by highlighting a series ‘hotspots’, as well as best practice tips when selecting and hiring candidates.
- Team development: Being mindful of how work assignments are allocated: This module highlight the ways in which different types bias – affinity bias, halo and horns effect – can influence work allocation decisions. The module also proves best practice tips to avoids these biases.
Part 2: Leadership Concepts
- Developing employee motivation: According to Danial H. Pink, author of Drive: The Surprising Truth About What Motivates Us traditional approaches to employee reward have been dominated by financial reward. Management logic has followed a simple principle: The better an employee does on a task, the higher their salary and bonus. And the more money we pay our employees the more motivated they become to perform.
- Developing trust between managers and leaders: Here we draw on research from the Centre for Neuroeconomics Studies which seeks to explore why individuals trust each other and the relationship between trust and employee engagement. This research has profound consequences for how managers think and act in today’s modern work environment. This work has identified 8 management behaviours that foster trust between employees and how these can be utilised to create high performing teams.
Part 3: Managing Behaviour
- Managing Inappropriate Behaviour: There are often occasions when managers hear or witness inappropriate behaviours at work. There are also times when managers have to deal with toxic This module explores the key differences between inappropriate behaviours and toxic behaviours within a workplace context and provide managers with practical tools to deal with these.