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Leading a winning team

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  • Hereweconcretelyanalyzethistwo teams as one talks about having all the members of a team attheir top performance gear in deliveringtheirtask and job role, while the second refers to whereyou have two or three people in a team on top gear. therebycreatingflaws in the case of the job roles of others and definitelypulling the team back as well as telling on the development and motivation of the individuals in question.
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    • 1. LEADING A WINNING TEAMA SESSION PRESENTEDBYNOBERT MBANEFO(KONSULTME)LCP AIESEC ABUJA-NIGERIA
    • 2. SESSION OBJECTIVES Understanding the concept of a team.Getting to know the 10 Fundamental leadershipteams ad how to connect to them.Core understanding of leading with a *FOOTBALLMANAGER* game concept.Learn the two key types of team.Know the 9 secrets of leading a team to peakperformance.
    • 3. INTRODUCTION AND CONCEPT OF ATEAMLETS GET READY TO GET CONNECTED:::::::::::ARE WE READY>>>>>>>>>>>>>>>>>>>>>>>For a leading team to have a leader piloting it, therehas to be a team and a leader.Therefore lets do some checks and see if we stillremember what we have been taught.
    • 4. THE TEAMReferencing our TMP programs in AIESEC, it hashelped us to define to a tangible extent what a team iswhereby a group of people come together fromdifferent backgrounds and ideologies to share acommon goal for a stipulated period of time.
    • 5. LEADERLeaders simply put, exhibits this characteristics: Lead: Lead people Manage: Manage Processes Coach: Coach Performance.Whenever it is interchanged, you start noticing slightdifferences and that’s where problem start occurring. Hopeour minds have being refreshed??? Now lets move on.
    • 6. FUNDAMENTAL LEADERSHIP TIPSAs a Leader Per Excellence, there are some key and necessary tips youhave to bear in mind;If you want to succeed as a leader, you can only do it by setting up yourteam members to succeed. Here are a few fundamental leadership tipsfor managing your team to peak performance. Keep in mind that thesetips are aimed at leaders who manage knowledge workers and projectmanagers. The equation can be a little different if you are managingpeople in a strict production environment, although many of theprinciples may still apply.
    • 7. #1: Focus on results and productivity and not the time clock• When you manage salaried knowledge workers, you should almostnever have rigid clock-in/clock-out times unless there is a coverageissue in relation to serving customers (e.g., maintaining adequatehelp desk coverage during call hours). Instead, set clear goals thatyou know should take your employees about 40 hours/week toaccomplish. Require that they show up on time for importantmeetings and are available during the teams general working hours.Provide them with the tools to access their work remotely, whenneeded. Then let them manage their own time. This sends themessage that you trust your employees. If youve got people youdont trust, thats another issue. Manage them up until you do trustthem or manage them out to their next opportunity.
    • 8. #2:Align people with the stuff they are good at• Make sure you have the right people in the right seats. This isespecially true if you take over the management of a team that isalready in place. Take stock of all the talents you have on the teamand reshuffle the deck if it means that your team has a better chanceof success. Dont keep someone in a job role just because theyvebeen doing it for long time if you truly think their talents are bettersuited and could make a bigger contribution in another role.Employees might be reluctant to move in a case like this, so you mayneed to work hard to convince them that the change is in their bestinterest, as well as the best interest of the company.
    • 9. #3: Align people with the projects they arepassionate about• Another part of getting people in the right seats is findingwhat your employees are genuinely passionate about andseeing if they are ways to align them with job roles that letthem channel some of that passion. Occasionally, that canmean putting someone in an area where they dont havemuch experience. But if their previous work history makesyou think they can succeed in that role, its usually worth itbecause their passion will fuel a strong desire to learn andgrow. Once theyre up to speed, that passion can become astrong driver of innovation and growth.
    • 10. #4: Put your best performers on your biggestopportunities• When you have a big opportunity that could propel yourorganization forward, you need to step back and think aboutwho is the best person to lead the charge. In addition to findingsomeone who has the talent for the work involved or who has apassion for the subject matter, you need to look at who has atrack record of success. Big opportunities come around onlyonce in a while, and they can be lost. So even if it means takingsomeone off something important, you should always put yourbest performers on your biggest opportunities.
    • 11. #5: Find the balance between aggressive andrealistic goals• Create a culture of performance by setting aggressivegoals and holding your employees accountable forregularly reporting on their progress. However, thegoals cant be so aggressive that your employeesquickly fall behind and feel like they can neverrealistically achieve them. Otherwise, they will quitstretching to reach the goals. That means that you haveto regularly re-evaluate the goals (at least on aquarterly basis) to decide whether they need to bescaled down or scaled up.
    • 12. #6: Trust your people -- and let them know itKnowledge workers typically have jobs that requirecreative solutions and decision-making. They need to staysharp mentally to achieve top performance. The onus ison management to create an atmosphere that fosters andencourages that kind of creativity. One of the best thingsyou can do is to let your employees know that you trustthem and that you have faith in their ability to do the job,solve the problem, and/or meet the deadline. If you donttrust them, again, you need to manage them up ormanage them out.
    • 13. #7: Avoid blame (a.k.a. throwing people under thebus)• In any business (or organizational enterprise), there are going to be times whenyou fail, and there will be things that simply dont pan out the way you had hoped.Do a post-mortem (even if its informal) to figure out what went wrong and learnfrom it. If there were egregious errors made by individuals, deal with them privately.If necessary, let the person know your expectations for how this should be handledin the future. Dont publicly blame individuals -- directly or indirectly -- in meetings orteam e-mails. If you do, you risk creating an atmosphere in which people are soafraid to make mistakes that they dont spend enough time doing the proactive andcreative work necessary to avoid future problems -- or more important, to drive newinnovations.
    • 14. #8: Foster innovation by killing projects the rightwayAnother important part of fostering innovation is to know how to kill projects effectivelyand gracefully. There are times when failed initiatives will expose the weaknesses ofcertain employees, but there are plenty of times when you have good employeesworking on projects that simply dont pan out. Figuring out the difference between thosetwo scenarios is part of becoming a good manager. If its a good person on a badproject, the person who was running the project isnt any less talented because theproject didnt materialize. So make sure you use the project as a learning experienceand reassign the person to something new without excessive hand-wringing.Otherwise, you will make your employees overly risk-averse, and they will be reluctantto jump into the next big project or to make bold moves when managing the project.That type of atmosphere can quickly stifle progress.
    • 15. #9: Dont provide all the answers -- make youremployees thinkYou are the manager. You are the leader. That does not mean that you have amonopoly on all of the good ideas. If your employees are hesitant to make decisionswithout asking your opinion first, you havent properly empowered them. If youremployees arent making enough of their own decisions, you should change yourtactics. When they present you with information and ask what to do about a situationpush the ball back into their court and ask them, "What do you think?" They might besurprised at first, but after you do that several times, theyll start thinking it throughbefore they come to you so that theyre fully prepared to discuss the matter and make arecommendation. Thats a good thing, because theyre usually closer to the customerand more familiar with the details of the work. You need their opinions. And you needthem to make some of their own decisions.
    • 16. #10: Build consensus by letting people know"why"One of your key responsibilities in management iscommunicating about new initiatives and strategychanges. The worst thing you can do is surprise your staffmembers with a fully formed idea about a new way to dosomething that will drastically alter their day-to-day work.When you spring it on them, people will naturally bedefensive and skeptical. Whenever possible, give peoplean informal heads-up that a change is coming and letthem know some of the reasoning involved. They will beglad you kept them in the loop
    • 17. #10: Build consensus by letting people know "why"• If they dont agree with the reasoning, they can express their dissent.They might even bring up a caveat or a gotcha that should beconsidered before the final plan is solidified. An even better course ofaction is to have a brainstorming session with your team when youare still formulating a new idea or strategy change, so you can gathertheir ideas and feedback. You may sometimes have to springsomething on your team, but make sure that you limit thoseoccasions. Even then, take the time to let them know the reasoningbehind the decision.
    • 18. THE FOOTBALL MANAGER CONCEPT• Do You love football? If You do lets play some winninggame and learn the tactics.• Get your A4 papers and set your strategies with theteams allocated to you.• We have 5 minutes
    • 19. Team Of STARS/Stars Of TEAMTHE LEGO TEAM (NIGERIA 12/13) !!!
    • 20. THE BIZI BEES(CAMEROON 12/13) !!!
    • 21. Team Of STARS/Stars Of TEAMThere is basically two types of team as we can see onthe previous slide.Now do the evaluation as it relates to your differentLCs and find out the kind of team you operate!!!
    • 22. SECRETS OF LEADING A TEAM TO PEAKPERFORMANCESecret 1: Aim to be consistent• Don’t be the leader who is the split personality. Have a style andtry to stick to it.Secret 2: Take an interest in others• Leaders need followers. The best way to build followers is to beinterested in their success.Secret 3: Be clear on expectations• Despite what you think, people prefer clarity on what isexpected of them to vagueness.Secret 4: Provide support• Teams have ups and downs. Support them through the goodand not so good times.
    • 23. SECRETS OF LEADING A TEAM TO PEAKPERFORMANCESecret 5: Determine people’s motivators• If you don’t know what makes people tick, how can you ever expect to motivatethem?Secret 6: Give feedback routinely• People thrive on feedback. Make a point of giving feedback routinely.Secret 7: Paint a picture• The clearer the picture you can paint of where you want to get to, the better.Secret 8: Build trust• As someone said to me recently, “No trust equals no team”.Secret 9: Keep it all in perspective• Sometimes, especially when the going gets tough, it is easy to lose sight of therelative importance of things. Learn to keep things in perspective.
    • 24. WRAP UP/CONCLUSION• Understand that as leaders, we are meant to be adaptative and flexible in everysituation thereby creating room for change.• Always remember that leaders are visionaries and as well of service to theirfollowers.• Finally, leaders exhibit Lead! Manage!! And Coach!!! And must not bemisinterpreted.Lead PeopleManage ProcessCoach PerformanceLets Keep Piloting and Winning…………………………………………
    • 25. Thank You Very Much!Merci Beaucoup!!Gracias Muchacho!!!AIESECly Yours,KONSULTME

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