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Lighting The Fire Within


Management Workshop …

Management Workshop
2006 National OSCAR Conference

Published in Business , Technology
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  • 1. Lighting the Fire Within An Approach to Building a Team By Don McLean
  • 2. What’s Your Staffing Situation?
    • Did you inherit staff
    • Are you involved in employment of staff
    • Do you hold regular staff meetings
    • Do you appraise your staff annually
    • Do you allow your staff to be part of decision making in your organisation.
    • How are the lines of communication – management and staff.
    • Is your workplace a happy place
  • 3. Barriers to a Successful Team
    • Poor communication
    • Personal differences
    • External / Personal pressure
    • Lack of a challenge / motivation
    • Misinformation
    • Time frames / Too busy / Not taking time to smell the roses
    • Not understanding strengths and weaknesses
    • Staff feel out of the loop – No ownership / vision
    • Poor systems / management – no leadership
    • No supervision / support for staff
  • 4. Personality Melting Pot
    • In every team there may be:
    • The worker The whinger
    • The greaser The unionist
    • The Lazybones The clueless
    • The hypochondriac The Knowledge
    • The great guy The Joker
    • The shy one The loud one
    • The Energiser Bunny The Pessimist
    • The Social Butterfly The Fashion model
    • Can you think of any others?
  • 5. The Team Matrix Solicitous Motivational problem Solving Administrative Passive Political Assertive Low High Concern for People High Concern for results
  • 6.
    • C – Communication
    • L – Leadership
    • O – Ownership /Organisation
    • V – Vision
    • E – Energy / Enthusiasm
    • S – Supervision / Support
  • 7. Communication
    • Regular Planned Staff meetings
    • Expectations – Clearly spell out what you expect of staff , ask what staff expect of their leaders
    • Open door / mind
    • Acknowledge feelings and be sensitive to personal problems.
    • Planning – group
    • Learn to Listen – be an active listener.
    • Be confident enough to say when you’re not happy and always willing to say when you are.
  • 8. Leadership
    • Be a leader, not a mate or dictator. – staff will be looking for leadership, be prepared to make decisions.
    • Be a role model – act as you would expect other would act
    • Be a person – never be something your not
    • Be a knowledge but not “the knowledge.”
    • Be flexible – things change it’s not a disaster
    • Be fair – Everything doesn’t always go the way you would want.
    • Be approachable – Be relaxed, open door / mind
    • Be open – to different personalities/ cultures / family situations
    • Be aware of staff needs – everyone has their quirks
  • 9. The D.O.P.E Leadership Test
    • Which are you
    • Going to be?
    • How Broad Are Your Shoulders?
    • Take the DOPE test back to your organisation and get three of your employees fill in the test for you and then compare them to your own results – It may be an eye opener!
  • 10. Organisation / Ownership
    • Organisation
    • Have the right management systems in place.
    • Be Planned
    • Be strategic
    • Everyone has ownership
    • Be realistic
    • Do the Paper work
    • Be flexible
    • Ownership:
    • Everyone should have some degree of ownership of…
    • Planning – daily, weekly, and strategic.
    • Behaviour management
    • Vision / Charter
    • Staff meetings
    • Venue layout
    • etc
  • 11. Vision
    • All members of the staff need to be clear in the direction your organisation
    • What are your collective hopes for your organisation – what would you like your organisation to be like in three years?
    • How will you get there – strategic goals and action plan.
    • Everyone has some degree of ownership, although you may be steering the ship
    • Regular reviews to ensure you stay on the path – this will provide a focus.
  • 12. Energy & Enthusiasm
    • Fun – never under-rate the importance of having fun.
    • Total Commitment
    • Positive first
    • Be enthusiastic – keep your game face on
    • Staff don’t wear your concerns/ worries
    • Be willing to admit you're wrong.
    • leave your personal pressures at the gate – same for staff
    • Keep your eye on the ball – goal focused but keep it real
  • 13. Support
    • At the start of each year meet with each staff member and set out a professional development plan.
    • This should include:
    • Personal goals based on staff members personal areas of interest
    • Professional goals based on personal needs identified in previous years appraisal process
    • Professional goals based on organisational needs (1 st Aid cert)
    • A professional development calendar for year and timeframe performance management programme for the year.
  • 14. Supervision
    • With a professional development plan in place you now have a tool / starting point to measure staffs performance.
    • Performance Management should include:
    • At least two formal observations
    • An appraisal interview – discuss achievement of goals and set new personal goals for next year
    • Appraisal report – measuring staff members progress against goals.
    • Other options – parent and student interviews and/ or seek staff feedback. (360 degree)
  • 15. Staff Recruitment
    • Careful consideration is needed when you employ staff . Ask yourself…
    • What does your organisation need or not need?
    • How would this person fit into your organisation?
    • Is the on paper person clouding the personality?
    • Hints
    • Try and get the whole picture and it doesn’t hurt go out and look for the right person.
    • Before you start make a list of all the qualities you are looking for.
  • 16. Out with Old In with the New
    • New Staff
    • Have a planned induction programme
    • Assign a buddy to help with those little questions
    • Don’t think it will happen straight away allow a decent period of induction.
    • Inherited Staff
    • These can be the hardest nuts to crack – they can be bitter about missing out on your job, friends with former management …..
    • They have to come on board and this may take awhile.
    • What if they don’t?
    • The clean slat approach is important – “I’m a new person I bring a new flavour, I’m interested what you have to offer but first you must give me a chance.”
    • Forming – Storming – Norming – Performing
    • The bottom line is if they can’t accept changes they need to move on
  • 17. Any Questions?