Supervisory Toolkit - Team Bonding & Leadership
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Supervisory Toolkit - Team Bonding & Leadership

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  • 1. Supervisory toolkit
    Team Management & Leadership
    4/23/2011
    1
  • 2. Are You Smarter than A 5th Grader?
    Information
    10 sets of instructions
    Complete the exercise as a group
    Team that finishes first …
    Team that finishes last …
    4/23/2011
    2
  • 3. 4/23/2011
    3
  • 4. Important Stuff
    Setting Standards
    What setting you want today?
    Formal or Informal?
    What learning environment would you prefer?
    Lecture-based or interactive?
    Would you like others to talk on the phone during the program?
    Would you like to receive rewards for good performance?
    4/23/2011
    4
  • 5. Important Stuff
    Setting Standards
    Not a training program
    This is an EXPERIENCE – Learning Experience for ALL of us
    Be ready to give and receive constructive criticism
    4/23/2011
    5
  • 6. My Intro
    4/23/2011
    6
  • 7. My Intro
    4/23/2011
    7
  • 8. My Intro
    4/23/2011
    8
  • 9. Learning Contract
    A contract between YOU and YOURSELF
    Write ONLY what you want to remember later
    Not more than 10 points
    “The Only Barrier to Learning the Truth is to Assume You Already Know It”
    Confucius
    9
  • 10. Develop Strong Connection Among Your Team Members
    Team Bonding
    4/23/2011
    10
  • 11. Team Culture
    4/23/2011
    11
  • 12. Team Culture
    4/23/2011
    12
  • 13. Team Culture
    4/23/2011
    13
  • 14. Dr. Robinson’s Dilemma !!
  • 15. A Must-Have for the Team Leader
    4/23/2011
    15
  • 16. Develop Strong Connection Among Your Team Members
    Getting Your Teams to PERFORM
    4/23/2011
    16
  • 17. P.E.R.F.O.R.M.
    4/23/2011
    17
    Purpose
    Clarity
    Result oriented
    Individual’s roles are clearly understood
  • 18. P.E.R.F.O.R.M.
    4/23/2011
    18
    Empowerment
    Members are allowed to make decisions for their roles
    SOPs authorize members to make decisions and hold them accountable
  • 19. P.E.R.F.O.R.M.
    4/23/2011
    19
    Relationships
    No favoritism by the leader
    Open and supportive
    Disagreements are respected – not taken personally
  • 20. P.E.R.F.O.R.M.
    4/23/2011
    20
    Flexibility
    Leader is willing to listen to ‘different’ ideas
    Members adapt to the different changes
    Multiple solutions are explored when faced with problems
  • 21. P.E.R.F.O.R.M.
    4/23/2011
    21
    Output
    Performance standards are set high
    Output is expected of high quality
    High quality output by one person is set as a benchmark
  • 22. P.E.R.F.O.R.M.
    4/23/2011
    22
    Recognition
    Save the spotlight for your team
    Individual’s efforts are recognized among all members
    Praise in public – reprimand in private
  • 23. P.E.R.F.O.R.M.
    4/23/2011
    23
    Morale
    Individual’s feel good about the team
    Members understand the contribution the team is making to the organizational effort and their careers
  • 24. Ex: Creating a Marketing Plan
    4/23/2011
    24
    Situation
    You are in the marketing department of the company that wants to launch a new product. The company CEO has asked for your help in designing the initial product marketing communication.
    Objective
    Keeping the target market in mind, design the product and highlight ONLY its benefits to the customers. Tell them why they should buy your product.
    Sell Ice (or ice-made products) to the Eskimos Living in the North Pole
  • 25. Developing Strategies to Deal with Challenging Team Situations
    Team Challenges
    4/23/2011
    25
  • 26. Challenging Team Situations
    4/23/2011
    26
    Decision making
    Delayed or slow
    Disagreements
    Domination
    By a member or a group
    Group Think
    Conformity
    No disagreements
    Responsibility
    When responsibility is shared, no one takes it
  • 27. Lets Learn From Geese
  • 28. Challenging Individual Situations
    4/23/2011
    28
    How do deal with the following people?
    One who talks too much
    One who stays silent
    One who distracts a lot
    One who argues a lot
    One who isn’t much interested
  • 29. 29
    Team Thinking – the bridge crossing
    4 people called persons A,B,C & D need to cross a bridge. It’s night time. Each person takes a different amount of time to cross the bridge.
    Person A: 1 Minute
    Person B: 2 Minutes
    Person C: 5 Minutes
    Person D: 10 Minutes
    If they cross in a pair, the time taken to cross is calculated as the time taken by the slowest person in the pair (i.e. for B&C to cross together takes 5 minutes)
    The bridge is weak so they can only cross at a maximum of 2 people at a time.
    As it is night time they need a torch to cross the bridge and only have one between them.
    What is the shortest time it will take to get everyone across the bridge?
  • 30. Using the AIDA approach to get your team to take ACTION
    Motivate to ACTION
    4/23/2011
    30
  • 31. Attention
    4/23/2011
    Hassan Bin Rizwan
    31
    Delivery
    Self Talk
    Distraction
    Interest Level
    Need to be Involved
  • 32. Interest
    4/23/2011
    Hassan Bin Rizwan
    32
    Ask
    Relate
    Partner
    WIIFT
  • 33. Desire
    4/23/2011
    Hassan Bin Rizwan
    33
    The Elevator Pitch
    Activate the Imagination
    Connect with Emotions
    Show the Savings
  • 34. Action
    4/23/2011
    Hassan Bin Rizwan
    34
    Focus on One
    The Urgency of NOW
    Additional Incentive
    Prevent Negative Consequences
  • 35. Situation : Cost Cutting Measures
    4/23/2011
    35
  • 36. Best Way to Give Expertise, Empowerment and Growth
    Delegation
    4/23/2011
    36
  • 37. Delegation
    4/23/2011
    37
  • 38. Why People Don’t Delegate
    4/23/2011
    38
  • 39. Different Levels of Delegation
    4/23/2011
    39
  • 40. 40
    OWN
    YOUR
    FEELINGS
    VENT
    IT
    OUT
    LEADERSHIP PICKLES
  • 41. 4/23/2011
    Hassan Bin Rizwan
    41