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Team development + Leadership
 

Team development + Leadership

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www.create-learning.com

www.create-learning.com

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  • Last vacation when and where? Best time to have a meeting? If you were not here doing this, what would you be doing? First job you made money at? One goal or objective you have for the next 2 days (friday and saturday)?
  • Cognitive Power + Values + Skilled use of Knowledge + Wisdom about people & things + “minus T” the absence of serious personality (temperamental) defects = Current Actual Capacity.Current Actual Capability is the capability to do a particular kind of work at a given level i.e. operate a CNC machine, to manage a sales organization, to design new products. The level of a person’s capability to do some particular kind of work will depend not only upon that persons current cognitive power but also upon how much they value that kind of work and whether they have the training and experience necessary to do the work. Thus someone who DOES NOT value giving leadership to a subordinate is unlikely to have high capability for work in a managerial role as compared to working as an individual contributor.

Team development + Leadership Team development + Leadership Presentation Transcript

  • www.create-learning.com
    Making Teams & Leaders Better.
    By improving individual effectiveness and team processes. Resulting in increased productivity & people who love the work they do.  
    www.create-learning.com
  • http://www.businessballs.com/kolblearningstyles.htm
    Kolb's learning styles
    Concrete Experience
    Feeling
    Diverging
    (feel and watch)
    CE/RO
    Accommodating
    (feel and do)
    CE/AE
    Perception Continuum
    how we think about things
    Reflective ObservationWatching
    Active ExperimentationDoing
    Processing Continuum
    how we do things
    Assimilating
    (think and watch)
    AC/RO
    Converging
    (think and do)
    AC/AE
    Abstract ConceptualisationThinking
    © concept david kolb, adaptation and design alan chapman 2005-06, based on Kolb's learning styles, 1984
    Not to be sold or published. More free online training resources are at www.businessballs.com. Sole risk with user.
    www.create-learning.com
  • http://www.infed.org/biblio/b-explrn.htm
    Peter Jarvis on (experiential) learning
    www.create-learning.com
  • Goals & Objectives (Mike’s);
    • Meet other classmates & people on teams.
    • Develop team processes and systems for effectiveness.
    • Learn skills in Team Development and accountability + authority of Collegial Teams.
    • Develop some planning & decision making methods for the team.
    Goals & Objectives (Yours + Teams)
    www.create-learning.com
  • www.create-learning.com
    Which Managerial Behaviors Predict Effectiveness?
    • Orange- Strongly (+) predictor of effectiveness
    • Yellow – (+) predictor of effectiveness
    • Grey – Insignificant predictor of effectiveness
    • Brown - (-) predictor of effectiveness
    http://create-learning.com/blog/management/leadership-levels-have-different-indicators-of-success
  • Team Development & Leadership
    www.create-learning.com
    • In the past when involved in interactive facilitative programs what was successful for you to learn and find value in the program?
    • On a scale of 0 – 10 where would you rank your confidence in your team to make you successful?
    • What would things be like if you were 1 step higher on that scale?
    • For you to leave here saying that these 2 days were worth your time, what must be accomplished?
    www.create-learning.com
  • www.create-learning.com
    "Beware of the belief that things cannot be all that bad with current managerial systems.
    Their serious defects are concealed by the sound common sense and constructive impulse of their people."
    - Elliott Jacques
  • www.create-learning.com
  • www.create-learning.com
    http://create-learning.com/blog/buffalo-ny/developingleadingbe-a-part-of-high-performance-teams
    AAAAAAAAAAAAAAAAAAAA
  • www.create-learning.com
  • www.create-learning.com
  • Great
    team dynamics
    include ?
    www.create-learning.com
  • Great team dynamics include – which if any apply to your team effort;
    • Identify a leader
    • Establish roles & responsibilities + discuss what each person ‘brings to the table’
    • Establish a set of goals & objectives
    • Establish an agenda for managing time to complete the task/meeting
    • Establish a method to determine how they will reach agreement
    • Establish ground rules for their meetings
    • Proper & timely use of quality tools
    • Maladaptive behaviors are properly dealt with immediately and have consequences
    • Ability to get started on task/project quickly
    www.create-learning.com
    http://create-learning.com/blog/team-building/9-team-dynamics-that-get-results
  • The great organizational paradox is that effective group collaboration
    stems from clear recognition of individuals and individual accountability
    combined with clear specifications of required working role relationships.
    - Eliot Jaques: Social Power and the CEO. 2002
    CP + V + SK +Wi + (-T) = CAC
    http://create-learning.com/blog/manager-training/happy-leaders-are-all-alike-they-know-the-limit
    Jaques formula for Role Competence.
    www.create-learning.com
  • www.create-learning.com
  • www.create-learning.com
    Marshmallow Challenge
    ✦Build the Tallest Freestanding Structure:The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.
    ✦The Entire Marshmallow Must be on Top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. 
    ✦Use as Much or as Little of the Kit: The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure.
    ✦Break up the Spaghetti, String or Tape: Teams are free to break the spaghetti, cut up the tape and string to create new structures.
    ✦The Challenge Lasts 18 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.
  • www.create-learning.com
    http://create-learning.com/blog/experiential-theory/using-activities-to-build-teams-works-when-framed-correctly
    What?
    So What?
    Now What?
  • http://create-learning.com/blog/team-building/leaderships-responsibility-in-team-building
    Action
    Centered
    Leadership
    achieving the task
    building & maintaining the team
    developing the individual
    TM John Adair
    www.create-learning.com
  • How does the Adair Action Centered Leadership model apply to the Team Performance Model?
    Examples. Stories.
    www.create-learning.com
  • So what‘s the scenario?
    www.create-learning.com
  • Conversations & Team Norms
    www.create-learning.com
  • www.create-learning.com
  • morale
    Shows itself
    As a state of mind
    Radiating confidence
    In people
    where each member
    Feels sure of his own niche,
    Stands on his own abilities
    And works out his own solutions
    - Knowing he is
    Part of a team
    where there exists
    A sharing of ideas
    A freedom to plan
    A sureness of worth,
    And a knowledge
    That help is available
    For the asking
    to the end that
    People grow and mature
    Warmed by a friendly climate
    -anon
     
    www.create-learning.com
  • www.create-learning.com
    Hire Michael Cardus of Create-Learning Team Building & Leadership
    Making Teams & Leaders Better.
    By improving individual effectiveness and team processes. Resulting in increased productivity & people who love the work they do.  
    Create-Learning's Consulting, Facilitation, Training and Coaching results in increased retention of staff, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations.