Speaker A Nancy mentioned worked. I met Nancy about ten years ago working in my organization doing training and development. I come from background that's basically management background in a different industry. I was part of department store retailing and a buyer for many, many years and came through that part of the organization and ended up in human resources quite by accident, actually, other than I know that I love to teach and teaching is in my heart and soul. And when I joined the bank organization, I had the immediate accountability to meet with all of the managers in one of our largest operations. So for the first two years that I worked there, I met over 600 managers doing these practices with them. And for me it was, like Nancy describes, a very much of a light bulb kind of experience to be able to help frontline managers as well as CEO and executive teams understand these principles and practices from wherever they were in the organization because it can be applied wherever a manager is in the organization. And I always like to say there's no magic here. There's just very good sound application of these principles. And I've been teaching them throughout our organization, through the organization that I recently left for the last ten years. And now it's reached thousands of managers. And as I say, it makes complete sense if you're a new manager. And it's always very good to remind the leaders in the organization of these kinds of things too, because at its essence, it is about clarity, alignment and what I call rationality. If we are clear, if we're aligned with the corporate goals and we're rational about time span which carried on, we'll get into how that works a little bit later today. But that to me is the magic dimming gift of the system. So why do we do this? Because we want to define the individual tasks that must be done. And as Jerry said this morning, the accountability belongs to the role. And many times managers, particularly in the States, they will do this. I'm going to hire a good person and I'm going to let them go do it. And my question is always is your it and their it the same it? Are we clear? And so this first definition of tasks is one of the things that Terry and I spend a lot of time working on with managers. Because if you're not clear about the task, you really can't even level set the role or do the structuring piece. So we spend a lot of time there. Once the task is clear and we understand the accountabilities of the role, then you're able to provide the effective feedback and that is also part of the process and then the evaluation tool that happens at the end. This way of working, we call it accountable management in this way of working. Evaluation is an ongoing process, but I don't know how it is in other countries. But in the United States, once a year, there is formal document that is written and reviewed with an employee and that goes into the employee's file. And so this system allows you to do both of those things in that regard. The next slide we have for you, we're not going to take the time to do it right now, but when we're working individually with managers, we have an assessment instrument that has been designed. I have English copies, and we will get them in Spanish to help managers understand where they are as they approach this process. And it's very simple and very straightforward about the practices. So the English copies will be available to you at a break time, and we'll make sure that we have them in Spanish for you. They're not in your packet. Okay? But it's a very good way for managers to understand where they come from in terms of lots of different ways and approach to this work. So we have found it very useful in our practice of working with managers. So today what we're going to do is go through these managerial leadership practices and Terry and I will present them, as I said, as if we were working with managers. So to give you the essence of each of the practices as Dr. Jackson established them, of course we bring in Nancy's book, and you read his book. It goes much more in depth, but we will give you the high level part of the practices that are listed up slide. We find that managerial practices, this is very useful for us as we're working with new managers, particularly in North America and the United States. We have a great degree of work that has been done with process improvement. Lean six Sigma. And we find, as Jerry was describing this morning, we have to help managers understand how these two systems fit together. And then on the human resources side, many people start from the organizational development or the fix the people side of it. I like to call fix the people, not necessarily the structure. So when we're talking about our practices, we divide them into these three categories and find that it's very useful for managers to understand that it's about performance management or the accountability and clarity, talent management or process improvement, which Dr. Jack said all managers do on an ongoing basis inside of performance management. These are the practices, managerial practices that fit within the performance management category. I also will tell you in terms of giving this to managers, that I very often do just these. This is enough for them in terms of that first time kind of instruction to be able to get the appropriate clarity that they need. The second group falls into talent management. And what Terry and I both have had experience with this is very often where a manager needs individual assistance. And so we can do them as instruction like this. But we also very much find that when they get to these kinds of problems and needing this kind of assistance, some of this is we deliver on a one. On one consultative basis inside the organization. Because particularly with selection, with all three of them, these are very much people are going into a role. And so you're assisting a manager with solving the individual problem that they're working on right at that time with a particular role and putting an employee in a role or taking them out of the role. The last one is, as Dr. Jack described it, continual improvement, which is an ongoing accountability for all managers. And this is where I believe that the Six Sigma Lean sigma Lean systems, all of that kind of thinking, that's where these two things meet. And we are just starting in one of our organizations to begin to work with a group that is working particularly on these processes. So it'd be very exciting project for us. And we're working on accountabilities and authorities and they're working on a process to be able to match these up in a way that makes for.
