1. LEADING A WINNING TEAM
A SESSION PRESENTED
BY
NOBERT MBANEFO(KONSULTME)
LCP AIESEC ABUJA-NIGERIA

2. SESSION OBJECTIVES
 Understanding the concept of a team.
Getting to know the 10 Fundamental leadership
teams ad how to connect to them.
Core understanding of leading with a *FOOTBALL
MANAGER* game concept.
Learn the two key types of team.
Know the 9 secrets of leading a team to peak
performance.

3. INTRODUCTION AND CONCEPT OF A
TEAM
LETS GET READY TO GET CONNECTED:::::::::::
ARE WE READY>>>>>>>>>>>>>>>>>>>>>>>
For a leading team to have a leader piloting it, there
has to be a team and a leader.
Therefore lets do some checks and see if we still
remember what we have been taught.

4. THE TEAM
Referencing our TMP programs in AIESEC, it has
helped us to define to a tangible extent what a team is
whereby a group of people come together from
different backgrounds and ideologies to share a
common goal for a stipulated period of time.

5. LEADER
Leaders simply put, exhibits this characteristics:
 Lead: Lead people
 Manage: Manage Processes
 Coach: Coach Performance.
Whenever it is interchanged, you start noticing slight
differences and that’s where problem start occurring. Hope
our minds have being refreshed??? Now lets move on.

6. FUNDAMENTAL LEADERSHIP TIPS
As a Leader Per Excellence, there are some key and necessary tips you
have to bear in mind;
If you want to succeed as a leader, you can only do it by setting up your
team members to succeed. Here are a few fundamental leadership tips
for managing your team to peak performance. Keep in mind that these
tips are aimed at leaders who manage knowledge workers and project
managers. The equation can be a little different if you are managing
people in a strict production environment, although many of the
principles may still apply.

7. #1: Focus on results and productivity and not the time clock
• When you manage salaried knowledge workers, you should almost
never have rigid clock-in/clock-out times unless there is a coverage
issue in relation to serving customers (e.g., maintaining adequate
help desk coverage during call hours). Instead, set clear goals that
you know should take your employees about 40 hours/week to
accomplish. Require that they show up on time for important
meetings and are available during the team's general working hours.
Provide them with the tools to access their work remotely, when
needed. Then let them manage their own time. This sends the
message that you trust your employees. If you've got people you
don't trust, that's another issue. Manage them up until you do trust
them 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 is
especially true if you take over the management of a team that is
already in place. Take stock of all the talents you have on the team
and reshuffle the deck if it means that your team has a better chance
of success. Don't keep someone in a job role just because they've
been doing it for long time if you truly think their talents are better
suited and could make a bigger contribution in another role.
Employees might be reluctant to move in a case like this, so you may
need to work hard to convince them that the change is in their best
interest, as well as the best interest of the company.

9. #3: Align people with the projects they are
passionate about
• Another part of getting people in the right seats is finding
what your employees are genuinely passionate about and
seeing if they are ways to align them with job roles that let
them channel some of that passion. Occasionally, that can
mean putting someone in an area where they don't have
much experience. But if their previous work history makes
you think they can succeed in that role, it's usually worth it
because their passion will fuel a strong desire to learn and
grow. Once they're up to speed, that passion can become a
strong driver of innovation and growth.

10. #4: Put your best performers on your biggest
opportunities
• When you have a big opportunity that could propel your
organization forward, you need to step back and think about
who is the best person to lead the charge. In addition to finding
someone who has the talent for the work involved or who has a
passion for the subject matter, you need to look at who has a
track record of success. Big opportunities come around only
once in a while, and they can be lost. So even if it means taking
someone off something important, you should always put your
best performers on your biggest opportunities.

11. #5: Find the balance between aggressive and
realistic goals
• Create a culture of performance by setting aggressive
goals and holding your employees accountable for
regularly reporting on their progress. However, the
goals can't be so aggressive that your employees
quickly fall behind and feel like they can never
realistically achieve them. Otherwise, they will quit
stretching to reach the goals. That means that you have
to regularly re-evaluate the goals (at least on a
quarterly basis) to decide whether they need to be
scaled down or scaled up.

12. #6: Trust your people -- and let them know it
Knowledge workers typically have jobs that require
creative solutions and decision-making. They need to stay
sharp mentally to achieve top performance. The onus is
on management to create an atmosphere that fosters and
encourages that kind of creativity. One of the best things
you can do is to let your employees know that you trust
them and that you have faith in their ability to do the job,
solve the problem, and/or meet the deadline. If you don't
trust them, again, you need to manage them up or
manage them out.

13. #7: Avoid blame (a.k.a. throwing people under the
bus)
• In any business (or organizational enterprise), there are going to be times when
you fail, and there will be things that simply don't pan out the way you had hoped.
Do a post-mortem (even if it's informal) to figure out what went wrong and learn
from 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 handled
in the future. Don't publicly blame individuals -- directly or indirectly -- in meetings or
team e-mails. If you do, you risk creating an atmosphere in which people are so
afraid to make mistakes that they don't spend enough time doing the proactive and
creative work necessary to avoid future problems -- or more important, to drive new
innovations.

14. #8: Foster innovation by killing projects the right
way
Another important part of fostering innovation is to know how to kill projects effectively
and gracefully. There are times when failed initiatives will expose the weaknesses of
certain employees, but there are plenty of times when you have good employees
working on projects that simply don't pan out. Figuring out the difference between those
two scenarios is part of becoming a good manager. If it's a good person on a bad
project, the person who was running the project isn't any less talented because the
project didn't materialize. So make sure you use the project as a learning experience
and reassign the person to something new without excessive hand-wringing.
Otherwise, you will make your employees overly risk-averse, and they will be reluctant
to 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: Don't provide all the answers -- make your
employees think
You are the manager. You are the leader. That does not mean that you have a
monopoly on all of the good ideas. If your employees are hesitant to make decisions
without asking your opinion first, you haven't properly empowered them. If your
employees aren't making enough of their own decisions, you should change your
tactics. When they present you with information and ask what to do about a situation
push the ball back into their court and ask them, "What do you think?" They might be
surprised at first, but after you do that several times, they'll start thinking it through
before they come to you so that they're fully prepared to discuss the matter and make a
recommendation. That's a good thing, because they're usually closer to the customer
and more familiar with the details of the work. You need their opinions. And you need
them to make some of their own decisions.

16. #10: Build consensus by letting people know
"why"
One of your key responsibilities in management is
communicating about new initiatives and strategy
changes. The worst thing you can do is surprise your staff
members with a fully formed idea about a new way to do
something that will drastically alter their day-to-day work.
When you spring it on them, people will naturally be
defensive and skeptical. Whenever possible, give people
an informal heads-up that a change is coming and let
them know some of the reasoning involved. They will be
glad you kept them in the loop

17. #10: Build consensus by letting people know "why"
• If they don't agree with the reasoning, they can express their dissent.
They might even bring up a caveat or a gotcha that should be
considered before the final plan is solidified. An even better course of
action is to have a brainstorming session with your team when you
are still formulating a new idea or strategy change, so you can gather
their ideas and feedback. You may sometimes have to spring
something on your team, but make sure that you limit those
occasions. Even then, take the time to let them know the reasoning
behind the decision.

18. THE FOOTBALL MANAGER CONCEPT
• Do You love football? If You do lets play some winning
game and learn the tactics.
• Get your A4 papers and set your strategies with the
teams allocated to you.
• We have 5 minutes

19. Team Of STARS/Stars Of TEAM
THE LEGO TEAM (NIGERIA 12/13) !!!

20. THE BIZI BEES(CAMEROON 12/13) !!!

21. Team Of STARS/Stars Of TEAM
There is basically two types of team as we can see on
the previous slide.
Now do the evaluation as it relates to your different
LCs and find out the kind of team you operate!!!

22. SECRETS OF LEADING A TEAM TO PEAK
PERFORMANCE
Secret 1: Aim to be consistent
• Don’t be the leader who is the split personality. Have a style and
try to stick to it.
Secret 2: Take an interest in others
• Leaders need followers. The best way to build followers is to be
interested in their success.
Secret 3: Be clear on expectations
• Despite what you think, people prefer clarity on what is
expected of them to vagueness.
Secret 4: Provide support
• Teams have ups and downs. Support them through the good
and not so good times.

23. SECRETS OF LEADING A TEAM TO PEAK
PERFORMANCE
Secret 5: Determine people’s motivators
• If you don’t know what makes people tick, how can you ever expect to motivate
them?
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 the
relative 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 every
situation thereby creating room for change.
• Always remember that leaders are visionaries and as well of service to their
followers.
• Finally, leaders exhibit Lead! Manage!! And Coach!!! And must not be
misinterpreted.
Lead People
Manage Process
Coach Performance
Lets Keep Piloting and Winning…………………………………………

25. Thank You Very Much!
Merci Beaucoup!!
Gracias Muchacho!!!
AIESECly Yours,
KONSULTME