Lighting The Fire Within


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Management Workshop
2006 National OSCAR Conference

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Lighting The Fire Within

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