What is a team? Why/When create teams? How are teams beneficial? How to manage a team? Chapter V Managing styles Coaching Feedback “ Triangle of relationships” Motivating and Inspiring Managing Conflicts
What is a team?
… it's a small number of individuals with complementary skills committed to:
A common purpose
Shared performance goals
An approach to their mission for which they hold themselves collectively accountable
Why/When create teams?
… When the job requires a combination of knowledge, expertise, and perspective that can't be found in a single individual
… When is required a large degree of interdependence among group members
… When the company faces a major challenge, such as reversing falling profitability
How are teams beneficial?
Increased performance and creativity
Effective use of delegation and flexibility in task assignments
Increased cross-training and development
Effective implementation when everyone on the team shares commitment and responsibility
How to manage a team? Embrace individual differences Embrace group identity and goals Foster support among team members Foster confrontation among team members Focus on current team performance Focus on team learning and development Emphasize your managerial authority Emphasize team members' discretion and autonomy
Managing styles Emphasize team members' discretion and autonomy Beginner Disillusioned Reluctant Peak performance DEVELOPMENTAL/ COMMITMENT LEVEL SCENARIO APPROPRIATE MANAGERIAL STYLE A team member is just starting out in his or her career, or is taking on a new position or task A team member feels bitter or resentful about problems in the team. A team member lacks confidence to fully engage in the work at hand. A team member is at the top of his/her "game." Directive: You monitor the person more closely and provide more explicit instructions and demands. Coaching : You identify the person's concerns and work together with him or her to move past them. Supportive: You encourage the person to identify his or her strengths and build on them, and to gradually take more risks. Delegating: You give the person significant latitude and entrust him or her with key task responsibilities and decision making.
Management vs. Leadership MANAGING LEADING Planning and budgeting Setting a direction Organizing and staffing Aligning people Controlling and problem solving Motivating and inspiring
Motivating and Inspiring
What is Motivation?
The ability to pursue goals with energy and persistence, for reasons that go beyond money or status
How to Motivate an Inspire?
by satisfying basic human needs for achievement—a sense of belonging, recognition, self-esteem, and having control over one’s life
Where Motivation begins?
… in the corporate vision creation phase
An effective vision helps to overcome people’s reluctance to do what is necessary by providing hope and inspiration for the future
Leaders do not achieve their goals by force or pushing people in a certain direction
Instead, successful leaders get the results they seek by appealing to people’s inner drives, needs, and desires
Using External Factors to Motivate
Company policies and benefits
Salary and other forms of compensation
… provide only a short-term means of motivation
Tapping into internal sources of motivation
Achievement on the job
Direct feedback from people internal and external to the company about the quality of their work
The work itself
A sense of responsibility for the work they are doing
Opportunities for growth or learning
… finding out what motivates people on an individual level is critical
Motivate by Celebrating Success
Celebrate milestones, whether large or small!
Broadcast every milestone reached or project completed to upper management, colleagues, and even outside stakeholders
Recognize everyone responsible for achieving the milestone, and strive to provide each person the type of “reward” that best motivates him or her
… Good leaders not only recognize individuals for their efforts, but also the successful completion of goals on the group, unit, and organizational level
Motivate “Difficult” Employees
Uncover their inherent motivations and try to direct them effectively in the workplace
As a leader, then, your role is not to try to motivate your problem employees; rather it’s to help them motivate themselves