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Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
Slide Show   Work Teams That Work   010309
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Slide Show Work Teams That Work 010309

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Basics onTeam Building & Team Mgt - Beginner friendly presentation - C.Eashwer

Basics onTeam Building & Team Mgt - Beginner friendly presentation - C.Eashwer

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  • 1. TEAM - DEFINITION Team is a small number of people with Complimentary skills Who are committed to A common purpose , Performance goals and Approach for which they Hold themselves mutually accountable WE SHOULD NOT ONLY USE ALL THE BRAINS WE HAVE BUT ALL THAT WE CAN BORROW – WOODROW WILSON
  • 2. THE GOAL IS MORE IMPORTANT THAN THE ROLE THE GOAL IS MORE IMPORTANT THAN THE ROLE IF YOU THINK YOU ARE THE ENTIRE PICTURE, YOU WILL NEVER SEE THE BIG PICTURE ….. NO ONE OF US IS MORE IMPORTANT THAN THE REST OF US . 15 GOAL AND ROLE IN TEAM WORK
  • 3. The world is teeming with Teams . Work teams , Project teams , Customer Support teams , Supplier teams , Design Teams , Planning teams , Quality teams , Functional teams , Cross functional teams , Committees , task forces , steering groups ,Advisory teams Action teams , Sports teams , Leader led teams , Leaderless teams etc., THE WORLD OF TEAMS
  • 4. THE TASTE OF TEAM WORK You may be good – but you are not that Good. One is too small a number to achieve greatness. That is the Law of significance . We should not only use all the brains we have , but all that we can borrow. Teamwork is birthed when you concentrate on “we” instead of “me”
  • 5. WHAT TEAMS DO …….
    • Teams develop MISSIONS
    • Teams set GOALS
    • Teams organize ROLES
    • Teams STRUCTURE their activities to get things done.
    • Teams BUILD strong relationships by promoting open communication, sharing resources and coordinating and fostering active participation while they are making decisions , solving problems , conducting meetings or managing conflicts .
    • The TWO team dimensions are :
    • 1. Getting things done
    • 2. Building strong relationships
  • 6. FUNCTIONS AND TEAM PERFORMANCE IF I HAD TO NAME A SINGLE ALL PURPOSE INSTRUMENT OF LEADERSHIP , IT WOULD BE “COMMUNICATION.” – JOHN .W.GARDNER BEHIND AN ABLE MAN THERE ARE ALWAYS OTHER ABLE MEN AS TEAM WORK IS THE HEART OF GREAT ACHIEVEMENT . ONE IS TOO SMALL A NUMBER TO ACHIEVE GREATNESS.
  • 7. “ TEAM WORK IS BIRTHED WHEN YOU CONCENTRATE ON“WE”INSTEAD OF“ME” “ IT IS BETTER TO HAVE A GREAT TEAM WITH A WEAK DREAM THAN A GREAT DREAM WITH A WEAK TEAM.” TEAM DREAM
  • 8. DREAM TEAM – YOUR TEAM MUST BE THE SIZE OF YOUR DREAM DEVELOP TEAM MEMBERS Enthusiastic beginner – Needs Direction Disillusioned Learner – Needs Coaching Cautious Completer – Needs Support Self reliant achiever – Needs responsibility The challenge of the moment often determines the leader for that Challenge….
  • 9. THE NEED FOR THE RIGHT PEOPLE IN THE RIGHT PLACE
    • The Right person in the right place is PROGRESSION.
    • The right people in the right places is MULTIPLICATION.
    • The right person in the wrong place is CONFUSION.
    • The wrong person in the wrong place is REGRESSION.
    • The wrong person
    • in the right place is FRUSTRATION .
    THE SIGN OF GREAT TEAM LEADER IS THE PROPER PLACEMENT OF PEOPLE
  • 10. INVESTING IN A TEAM COMING TOGETHER IS A BEGINNING KEEPING TOGETHER IS PROGRESS WORKING TOGETHER IS SUCCESS WHERE THERE IS A WILL THERE IS A WAY. WHERE THERE IS A TEAM THERE IS MORE THAN ONE WAY.
  • 11. SETTING SOUND GOALS Management by Objectives works if you Know the objectives. Ninety percent Of the time you don’t. - Peter Drucker If you do not Know where Are you going Every road Will get you no where. - Henry Kissinger USA
  • 12. TEAM WORK PATTERNS – DIMENSIONAL MODEL BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E FORMING NORMING STORMING PERFORMING Cautious & Guarded Not acting unless forced to do so Emphasis on Team Relationships even at the expense of productivity Getting things done No matter whose Toes are stepped on, Getting things done By working collaboratively With others
  • 13. TEAM WORK PATTERN DIMENSIONAL MODEL FORMING NORMING STORMING PERFORMING TEAM WORK PATTERNS – TEAM BEHAVIOR CLASSIFICATION LOW HIGH HIGH BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E Pride in being chosen , Anticipation about what lies ahead, impersonal Watchful , guarded , tentative Attachment to team , Loners, fear ,Anxiety , Less communication Sense of team cohesion , close attachment , norms and procedures for working together , Open communication , Feelings of mutual trust , Team focus on building harmony and managing conflict, Cooperative relationships Impatience with lack of Progress, domination by one or several members , overly competitive and confrontational , self serving , one way communication , infighting Clear mission , Goals , Roles and performance Expectation, Involvement of all team members In achieving important tasks , open , relevant Business like communication , understanding of others strengths and weaknesses , insights In to group processes , productive team climate
  • 14. TEAM WORK PATTERN DIMENSIONAL MODEL FORMING NORMING STORMING PERFORMING TEAM WORK PATTERNS – TEAM LEADER BEHAVIOR CLASSIFICATION LOW HIGH HIGH BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E Puts off making decisions and taking action , resists change , Gives little information Establishes Rules and Boundaries Tries to build morale and team support Very positive and upbeat Pushes own agenda , Punishes mistakes , Does not ask for opinions Squelches disagreement Helps the team decide what it will achieve Keeps people involved and informed Lets people know how they are doing
  • 15. TEAM PLANNING PATTERNS – BEHAVIOUR MODEL LOW HIGH HIGH C L A R I T Y INVOLVEMENT & COMMITTMENT FORMING STORMING PERFORMING NORMING We don’t have a plan or It’s so general and vague It does not provide much Direction for the team. Our plan is specific, relevant & clear, but it was mandated – handed to us With little input. So Commitment to execute is LOW. There is lot of commitment to Our strategic plan , which presents specific &challenging Objectives & courses of action for the future . We were all actively involved in developing our strategic plan, but it is so general & broad, almost everything we do, seems Consistent with it.
  • 16. Characteristics of Meeting Patterns among Teams
    • High
    • Clear conclusions, action steps
    • Encouraged
    • Full and balanced
    • relevant
    • Well planned
    • Clear purpose and agenda
    PERFORMING 4
    • High , but uncertain
    • Action plans unclear
    • Encouraged
    • Unfocussed
    • Irrelevant
    • Rambling
    • Little or No Planning
    • Unclear or No purpose
    • Haphazard agenda
    NORMING 3
    • Low
    • Imposed action plans
    • Squelched and discouraged
    • Leader orders
    • Clear, but imposed purpose / agenda
    • Dominated by Leader
    STORMING 2
    • Low
    • No action plans
    • Not encouraged or discouraged
    • Leader is passive
    • Little or
    • No Planning.
    • Unclear purpose
    • No Structure
    FORMING 1 Commitment Participation Organization Pattern No
  • 17. BEST & WORST TEAM EXPERIENCE WORST People arrive fully Prepared. Mission and Goals are clear People talk openly All members freely Share resources. People work out their Disagreements. Members remain open Minded to new ideas. Meeting end with Decisions and actions. B E S T W O R S T People arrive to meeting UNPREPARED Goals are UNCLEAR. People do more talking than listening. Some do their “ own thing”. There will be lot of Arguments & fighting. People are close minded to new ideas. Meetings end without Decisions and actions. BEST
  • 18. TEAM DEVELOPMENT IS AN ON GOING PROCESS .. When Teams are left to their own devices that is Trial and Error experimentation , do tend to mirror the sequential 4 stage process Forming – Storming- Norming – Performing . However Teams DO NOT follow a consistent developmental pattern like of a genetically programmed CATER PILLAR TO BUTTER FLY sequence. Hence at any given time Teams are likely to demonstrate a mixture of Characteristics with in the above Four stages On most teams Direction , Structure , Organization skills ,and relationship Building skills are apt to be unevenly applied in any given team activity. For example , A Team with clear team direction and purpose may lack Definition of roles and responsibilities or vice versa . One shot training is NOT the answer. Hence Team development is an ongoing process. H High Forming Storming Norming Performing LOW
  • 19. TEAM APPRAISAL – PURPOSE
    • If done effectively ,can increase productivity ,
    • develop bench strength for future growth and
    • decrease organizational costs.
    • This helps to reflect how well the
    • team expectations
    • are being met and
    • what to do to improve the performance .
    • This clarifies misunderstanding regarding
    • performance expectations.
    • This identifies
    • TRAINING and DEVELOPMENTAL
    • NEEDS of the Team and individuals.
    • This is a CONFIDENCE BUILDING TOOL.
    • It is the most powerful and least expensive tool
    • For directing, managing , motivating and
    • developing
    • the performance and potential of
    • teams and individuals
  • 20. APPRAISING THE TEAM by “WHAT” and “HOW” Total Performance of the Team = “ What” is accomplished + “How” is it accomplished “ What” relates to Goals and Job Job results each team member must achieve if the team as a whole is to succeed. “ How “relates to the important behaviors that , if Performed effectively , will lead to the desired Goals and stronger team work. Together the “ What” and the “How” define total performance .
  • 21.
    • THEME
    The important elements of TEAM definition are Complimentary skills , Common purpose and Mutual accountability PEOPLE HAVE BEEN KNOWN TO ACHIEVE MORE AS A RESULT OF WORKING WITH OTHERS THAN AGAINST THEM YOU LOSE THE RESPECT OF THE BEST WHEN YOU DON’T DEAL PROPERLY WITH THE WORST 13 TEAM THEME
  • 22. TEAM PLANNING PLANNING IS AN ORGANIZATION’S BEST ERROR – PREVENTION WEAPON. PLANNING IS AN INVESTMENT IN THE ORGANIZATION’S FUTURE . SPEND MORE ON PLANNING ; SAVE MUCH MORE ON IMPLEMENTATION MORE BATTLES ARE LOST TO POOR PLANNING THAN TO POOR SOLDIERING EIGHT STEPS OF PERFORMANCE IMPROVEMENT IN ANY TEAM: Planning 8.0Prevent problem from RECURRING 7.0 Remove temporary protection if installed 6.0 IMPLEMENT EFFECTIVE SOLUTIONS . 5.0 Find BEST VALUE SOLUTIONS thro’ collective wisdom 4.0 Identify measures or tasks to be improved after brain storming. 3.0 Install TEMPORARY PROTECTION if needed To FOCUS freely 2.0 Identify the activities to be improved. 1.0 Set up the COMMUNICATION & REPORTING system
  • 23. Without complimentary skills , mutual accountability, common purpose , a team may be little more than a loose collection of Individuals with nothing more in common than employment by the same Company and a few identical appointments on their calendars. The belief that one person can do something great Is a myth. 14 WHICH IS NOT A TEAM?
  • 24. LONG RANGE VISION YOU MUST HAVE A LONG – RANGE VISION TO KEEP YOU FROM BEING FRUSTRATED BY SHORT RANGE FAILURES . GOOD ATTITUDES AMONG PLAYERS DO NOT GUARANTEE A TEAM’S SUCCESS. BUT BAD ATTITUDE GUARANTEES ITS FAILURE .
  • 25. YOU CAN DO WHAT I CANNOT DO . I CAN DO WHAT YOU CANNOT DO . TOGETHER WE CAN DO GREAT THINGS - MOTHER TERESA. There are no problems we cannot solve together and very few that we can solve by ourselves - Lyndon Johnson TEAM UP OR STEAM UP !!
  • 26. CHARACTERISTICS OF HIGH- PERFORMING TEAMS TEAM PROFILE STRATEGY EFFECTIVE LEADERSHIP RAPID RESPONSE OPEN COMMUNICATION CLEAR ROLES & RESPONSIBILITIES People have been known to achieve more as a result of working with others than Against them . – Dr. Allan Fromme
  • 27. TEAM LEADERSHIP The Difference between the two equally talented Teams is LEADERSHIP . PERSONNEL determine the potential of the Team. VISION determines the direction of the Team WORK ETHICS determines the Preparation of the Team. LEADERSHIP determines the success of the team.
  • 28. COMPLIMENT YOUT TEAM MATES . TALK UP THEIR ACCOMPLISHMENTS IF YOU ARE THE LEADER TAKE THE BLAME , BUT NEVER THE CREDIT DO THAT AND YOUR TEAM WILL ALWAYS FIGHT FOR YOU .
  • 29. WHY TEAMS DON’T WORK? Mismatched needs ,Confused Goals , Cluttered objectives , Unresolved roles , Bad Decision making , Bad policies , Stupid procedures , Personality conflicts , Bad Leadership, Bleary vision ,Anti team culture , insufficient feedback & information ,Ill conceived reward system , Lack of team trust , Unwillingness to change , The wrong tools …………….
  • 30. PEOPLE ARE BORN – TEAMS ARE MADE – LEADERSHIP SPECTRUM AND LEADERSHIP PROBLEMS
    • Leadership problems:
    • Bone head (Stupid) Leaders
    • Leaders are who are ignorant
    • Over trained Leaders
    • Leaders who are too talented
    • Leaders who are too kind
    • Leaders who are closed to new ideas
    • 7. Leaders with appropriate styles
    • 8. Leaders who pt themselves ahead of the team.
    • 9. Leaders who don’t really know the team.
    • 10.Inconsistent Leaders
    • 11. Leaders who cannot be Followers
    • 12. Leaders who refuse to acknowledge
    • Team members
    • 13. Leadership that plays Favorites
    • 14. Leaders who do not allow Failures
    • 15. Leaders who protect and blame
    • 16. Unethical Leaders
    • 17. Leaders who are remote.
    • 18. Leaders who fail to model Team behavior
    • 19. Leaders who are oblivious to members career
    • 20. Leaders who are unwilling to fight for the team
    • 21. Leaders who are unwilling to take risks .
    • 22. Leaders who cannot permit conflicts.
    • 23. Leaders who do not value diversity.
    • 24. Leaders who are passive .
  • 31. MIS PLACED GOALS in TEAM WORKING
    • When unrealistic expectations / Goals /
    • Objectives / Targets are set it means
    • One of the following:
    • They DO NOT believe in the outcome .
    • They DO NOT believe the outcome is
    • reachable
    • They CANNOT figure out what the boss
    • really wants as an outcome .
  • 32. BEST TEAM BEST TEAM NEW CHALLENGE – CREATIVE TEAM CONTROVERSIAL CHALLENGE – UNITED TEAM CHANGING CHALLENGE – FAST AND FLEXIBLE TEAM UNPLEASANT CHALLENGE – MOTIVATED TEAM DIVERSIFIED CHALLENGE – COMPLIMETARY TEAM LONG TERM CHALLENGE – DETERMINED TEAM EVEREST SIZED CHALLENGE – EXPERIENCED TEAM
  • 33. Abilities+Attitudes = Result
    • Great Talent + Rotten Attitudes = Bad Team
    • Great Talent + Bad Attitudes = Average Team
    • Great Talent + Average Attitudes = Good Team
    • Great Talent + Good Attitudes = Great Team
    • The following FIVE TRUTHS about attitudes clarify
    • how the affect a team and team work :
    • Attitudes have the power to lift up or
    • tear down a Team
    • 2.An attitude compounds when exposed to others.
    • 3.Bad attitude compound faster than good ones.
    • 4.Attitudes are subjective , so identifying a wrong one
    • can be difficult.
    • 5.Rotten attitudes left alone , ruin everything.
  • 34. GIVE UP OR GROW UP YOUR TEAM WHEN THE TEAM YOU HAVE, DOES NOT MATCH UP TO THE TEAM OF YOUR DREAMS THEN YOU HAVE ONLY TWO CHOICES……… GIVE UP YOUR DREAMS OR GROW UP YOUR TEAM INDIVIDUALS PLAY THE GAME , BUT TEAMS WIN CHAMPIONSHIPS. Winning teams have players who make things happen
  • 35. Learning to Listen in Teams When we think of communicating , we tend to picture ourselves TALKING . If only we said that we Have to say more clearly , or more slowly or Simply Louder – well the world would understand better and we would get our way more often. Of course , that is not what Communication is at all about, at all . Good communication is a series of checks we run , first on ourselves . and then on the other person. LISTENING IS THREE QUARTERS OF HIGH QUALITY COMMUNICATION. When communication is really Good , these Four elements should be at work : Talking Listening to Ourselves Talking Listening to Ourselves Listening Listening
  • 36. How to raise your team’s SCORE?
    • STRATEGY
    E S C O R CLEAR ROLES & RESPONSIBILITIES OPEN COMMUNICATION RAPID RESPONSE EFFECTIVE LEADERSHIP S C O R E
  • 37.
    • STRATEGY :
    • Shared Purpose
    • Clearly articulated
    • Values and Ground
    • Rules.
    • Understanding of risks and
    • Opportunities facing the
    • Team
    • Clear categorization
    • of the overall
    • responsibilities
    • RAPID RESPONSE :
    • Rapid response to the
    • team’s problems and
    • Customer’s needs.
    • Effective management of
    • and response to
    • Change in the internal
    • and external
    • Environment.
    • OPEN COMMUNICATION :
    • Respect for individual
    • Differences
    • Open and non
    • Judgmental
    • Communication
    • Environment
    • Among members.
    • CLEAR ROLES
    • Responsibilities:
    • Clear definition of roles
    • Responsibilities.
    • Responsibility shared
    • by all members
    • Specific objectives
    • to measure
    • individual results
    • EFFECTIVE LEADERSHIP
    • Team leader who is able to
    • help members achieve the
    • Objectives and build the
    • Team
    • Team Leader who can draw
    • out and free up the skills
    • Of all team members,
    • Develop individuals
    ACCESS YOUR TEAM SCORE S C O R E
  • 38. What is Team work from the Inside out ? TEAM ASSESS YOUR TEAM SCORE PROFILE INDIVIDUAL TEAM MEMBER’S PERSONALITIES CREATE A TEAM PROFILE CREATE A PLAN OF ATTACK TO RAISE YOUR TEAM SCORE BASED ON YOUR TEAM PROFILE
  • 39. BEST TEAM – WORST TEAM EXPERIENCE – ARTISAN TEMPERAMENT BEST WORST Fun and exciting - Tons of variety – Immediate concrete result – Challenging-Room for breaking the rules – instant feedback – gratification- Sense of urgency -Lots of concrete , tangible actions – in control Boring – Dead end – Pointless details or theories – Repetitious – Lots of useless rules and policies – No Challenge – No ability to make an impact or Difference – No one cared about the result – Drawn out , unproductive meetings .
  • 40. BEST / WORST TEAM EXPERIENCE – GUARDIAN TEMPERAMENT BEST WORST Part of a Group – Saw a Tangible end result – Clear step by step approach – Defined roles and responsibilities – Recognition for completed tasks – Minimal Changes in direction – Same people consistent over time – every team member Fulfilled his or her responsibilities No ownership – Constant changes in Direction and people – Change for Change’s sake - People not living up to their responsibilities – or not meeting Deadlines – No Social interaction – Poor or No Communication – Isolated or Left out of Group- No clear Team spirit
  • 41. BEST / WORST TEAM EXPERIENCE – RATIONAL TEMPERAMENT BEST WORST Able to learn new concepts Intellectually challenging Working with experts Opportunity to analyze the abstract data Being the “expert” Ability to solve problems Strong future focus Clear strategic direction Ability to control own destiny Dealing with minute details Working in an area of little Competence No ability to influence direction Repetitive, mindless and Mundane work Bureaucratic overload No vision of strategy Surrounded by incompetence
  • 42. BEST / WORST TEAM EXPERIENCE – IDEALIST TEMPERAMENT Meaningful work with a sense of purpose Personal connection with others in the team Working in an area where learning and growth were possible Helped others learn and grow Served as Diplomat and catalyst to group unity Opportunity for creativity Lots of positive feedback No positive feedback. Pointless work Drawn out , unproductive Meetings Isolated Stressful , interpersonal Interactions and conflicts Poor communication Repetitive , detailed practical work Individual contributions Un recognised Ethics compromised BEST WORST
  • 43. Directing Clarifying Collaborating Delegating STYLES OF LEADERSHIP
  • 44. COMMUNICATION PYRAMID RITUALS AND CLICHES FACTS AND GOSSIP IDEAS&JUDGEMENTS FEELINGS OPEN COMMUNICATION RISK TRUST How are you ? How was Yr weekend? Did you hear that we may be buying-----company!!? Anger , Concern , Frustration in a Non threatening way On Ways of doing things Differently, asset different perspectives All team members communicate their opinions , feelings , ideas , concerns .
  • 45. Communicating with ARTISANS Use brief and direct communication Remember , less is more . Talk about concrete realities Get to the point quickly and keep moving Give feedback on their tactical competence. Tell them the required end result and turn them Loose. Expect Cynicism and stories Adapt to their colloquial Language . Use Tools and Hands on experiences when explaining approaches. Talk about impact , end results , and variety Remember , they read Body Language very accurately , so Watch your body language cues.
  • 46. Communicating with Guardians Talk about what was done in the past . Use a concrete , practical implementation Approach Be Specific about who is responsible for what In terms roles and responsibilities . Explain steps sequentially , starting at the Beginning and using numbering . Be Specific about the expected results . Expect questions about rules , what can be done , and what cannot be done . Use conservative body Language Talk about your prior experience. Focus on efficiencies and process improvements. Provide lots of data and background information. Give practical examples.
  • 47. GREAT VISION PRECEDES GREAT ACHIEVEMENT CHECK YOUR COMPASS AND MEASURE YOUR VISION Vision must resonate Deep within the Leader of the Team. Then it must resonate Within the team .
    • A Moral Compass
    • An intuitive
    • Compass
    • A Historical
    • Compass
    • A Directional
    • Compass
    • A Strategic
    • Compass
    • A Visionary compass
  • 48. BECOMING A BETTER TEAM LEADER Every VISION MESSAGE of every Leader should show the following team’s compass Clearly , creatively and continually ………………. Clarity brings understanding to the vision ; connectedness brings Past , Present and future together.; Purpose brings direction to the vision ; Goals bring targets to the vision ; Honesty brings integrity to the vision and credibility to the vision caster ; Stories bring relationships to the vision ; Challenge brings Stretching to the vision ; Passion brings fuel to the vision ; Modeling brings accountability to the vision ; Strategy brings process to the vision .
  • 49. Creating Team profile- Understanding Temperament
    • Knowing others is wisdom –Knowing oneself is Enlightenment
    IDEALIST GUARDIAN ARTISAN RATIONAL Tacticians Trouble shooters Fire Fighters Negotiators --------------------- Coaches , Collaborators Advocates Mentors _____________ …. Process Manager Stabilizers , Builder Traditionalists Engineers , Innovators Inventors Strategists
  • 50. DEFINING TEMPERAMENT
    • We all view the world through a unique set of lenses , distorting reality to match our own mental picture . But four BASIC PATTERNS have been consistently and cross culturally recognized in the human personality .
    ARTISANS: They live one day at a time , sizing all the freedom they can get. Alert to opportunities , they respond to the needs of the situation and want to make an impact on their environment RATIONALS : They seek Knowledge and competence in all they take on. They try to Understand the operating Principles of all around them and create their own destiny. GUARDIANS: They are driven by responsibility & duty, Wishing to serve & Protect those they Care about. They are Pillars of society , stable And supportive yet they also need membership & a sense of belonging. IDEALISTS: They are soul searchers who constantly quest for meaning and significance in their lives. They want to make a difference and are on a life long journey to find themselves and help Others , do the same.
  • 51. NET WORKING & INTERACTIONS - COMMUNICATION CULTURE EFFECTIVE TEAMS HAVE TEAM MATES WHO ARE CONSTANTLY TALKING TO ONE ANOTHER. THE BEST COMMUNICATION POLICY FOR A TEAM SHALL BE : “ Unless it is dangerous or illegal for us to Share it We share it .”
  • 52.  
  • 53. The end

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