Team management
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  • 1. TALENT MANAGEMENT Jennyfer Milena Galvez
  • 2. Team LEADER
  • 3. • A team leader or team lead is someone (or in certain cases there may be multiple team leaders) who provides guidance, instruction, direction, leadership to a group of other individuals (the team) for the purpose of achieving a key result or group of aligned results.
  • 4. Initiation: the leader initiates, facilitates or resists new ideas and practices.
  • 5. As a partner: the leader is mixed with the group,interact and exchange personal services to members.
  • 6. Representation: the leader defends the groupagainst the attack, says the groups interests and act on its behalf.
  • 7. Integration: The leader makes the individual behavior, stimulates a pleasant atmosphere, reduces conflict and promotes the individualadjustment to the group.
  • 8. Organization: the leader structure their own work, that of the other members and therelationships between them in performance of tasks.
  • 9. Domain: the leader limits the behavior ofmembers or the group in action, make decisions and express opinions.
  • 10. Communication: The leader providesand obtains information from members andshows knowledge of any matter related to the group.
  • 11. Recognition: the leader express approval ordisapproval of the conduct of members of the group.
  • 12. Production: The leader sets or performance levels of effort and encourages members regarding their performance
  • 13. The TEAM
  • 14. A highPerforming Team
  • 15. Team Manager
  • 16. “Psychologist Bruce Tuckman first came up with thememorable words “forming, storming, norming andperforming” back in 1965 to describe the path to high-performance that most teams follow. Later, he addeda fifth stage that he called “adjourning” (and othersoften call “mourning” – it rhymes better!)” Adjourning Forming Storming Norming Performing or Mourning Team Process
  • 17. Forming Storming Soon, reality sets in and your teamTeams initially go through a moves into a "Storming" phase."Forming" stage in which members Your authority may be challenged as others jockey for position as theirare positive and polite. Some roles are clarified. The ways ofmembers are anxious, as they working start to be defined, and ashaven’t yet worked out exactly what leader you must be aware that somework the team will involve. Others members may feel overwhelmed by how much there is to do, orare simply excited about the task uncomfortable with the approachahead. being used.
  • 18. Norming PerformingGradually, the team moves into a"Norming" stage, as a hierarchy is When the team reaches theestablished. Team members come to "Performing" stage, hard work leadsrespect your authority as leader, and directly to progress towards theothers show leadership in specific areas. shared vision of their goal, supportedNow the team members know each otherbetter, they may be socializing together, by the structures and processesand they are able to ask each other for which have been set up. Individualhelp and provide constructive criticism. team members may join or leave theThe team is developing a strong team without affecting thecommitment to the team goal. performing culture.
  • 19. Mourning or AdjourningBreaking up a team can be stressful for all concerned and the "Adjourning" or "Mourning" stage is important in reaching both team goal and personal conclusions.
  • 20. Team Experience On going the XP -Tracking (Job description, Periodical Close the XP Meetings) - Results Analyzing. -Conflict Management -Recover Learning - Feedback points - Re-planing -Prepare Transition - Take new ChallengesPlanning- Define Goals-Design the focus andStrategies-Team Rules
  • 21. Team Leader Roles
  • 22. Responsibilities of aTeam Leader-Facilitate conversations-Conflict Resolution-Task Delegation-Track Progress-Make stronger Relationships-Share Resources
  • 23. Facilitation Track Performance Using TM Tracking Proper Tools Make your own environment trackers (and share Meeting styles with the network!) Break down goals Setting into tasks and action steps agendas Praise publicly, Follow-up criticize privately Conflict Management Always find compromise. Listen to all sides of the story. Analyze the facts. Take Decisions (Maybe you should talk with person out side team).
  • 24. Task Delegation & Setting Deadlines •SMART Goals Specific Measurable Attainable Realistic Timely •Make sure to follow up
  • 25. Make a “TEAM” out of the peopleyou are leadingHave Team DaysDevelop a culture of trustPractice effective communicationEnsure healthy relationships betweenteam members
  • 26. Questions?