management training

1. SUCCESS FACTORS TO LEAD THE TEAM
STELLA GAGOLA
Thechantiacademy.ssm@gmail.com

2. Success Factors to Lead the team :

3. 1. Humility during success
Highly capable
individual
• Makes productive contributions through
talent , knowledge , skills and good work
habits
Contributing
team member
• Contributes individual capabilities to the
achievement of group objecttives and work
effectively with others in a group setting
Competent
manager
• Organise people & resources towards the
effective and efficient pursuit of pre
determined obejectives
Effective leader
• Catalyzes commitment to and vigorous
pursuit of a clear and compelling vision ,
stimulating higher performance standards
Executive
• Builds enduring greatness through a
paradoxical blend of personal humility and
professional will

4. 2. Confidence during setbacks
Stay calm
Be rational
Drill down
Action

5. 3. Stepping back so others can step up
“Your job as a leader is not to be brilliant….but to help brilliance emerge all around you”
For now, let’s call it a great experiment in what can happen when leaders step back so
others can step up.
a.If you believe that they have ideas that won’t emerge unless they are put in a situation
where they have no CHOICE to emerge because you are not there to default to… then try
to let go.
a.If you want to get a higher degree of engagement and team connection, set them up to
rely on each OTHER not you for guidance.
a.If you trust your team and believe that even though their way might be slightly different
than yours it is as good or better, then TRUST them.
Sometimes it can run DIFFERENTLY or even BETTER!

6. 4. Putting plans into action
Set priorities.
Decide which
goals you
want to act
on first, and
make a list of
what steps
you need to
take. Then
carry them
out. ...
Review your
progress.
Take a look
at where you
are to see if
you're on
track to meet
your goals. ...
Adjust
your plan if
you need to.
If you're not
on track to
meet your
goals, adjust
your plan.

7. 5. Leading change
Identify, or hire, change leaders whose main roles are to deliver the
change.
Look at your organizational structure, job descriptions, and performance
and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's
needed.
Take action to quickly remove barriers (human or otherwise).
Step 5:
Remove
Obstacles
Look for sure-fire projects that you can implement without help from any
strong critics of the change.
Don't choose early targets that are expensive. You want to be able to
justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you
don't succeed with an early goal, it can hurt your entire change initiative.
Reward the people who help you meet the targets.
Step 6: Create
Short-Term
Wins
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen , the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your
change coalition.
Step 7: Build
on the Change
Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and
make sure the rest of the staff – new and old – remembers their
contributions.
Create plans to replace key leaders of change as they move on. This will
help ensure that their legacy is not lost or forgotten.
Step 8: Anchor
the Changes in
Corporate
Culture
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
Step 1: Create
Urgency
Identify the true leaders in your organization, as well as your
key stakeholders .
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
• Check your team for weak areas, and ensure that you have a
good mix of people from different departments and different
levels within your company.
Step 2: Form a
Powerful
Coalition
Determine the values that are central to the change.
Develop a short summary (one or two sentences) that captures
what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five
minutes or less.
Practice your "vision speech" often.
Step 3: Create
a Vision for
Change
Talk often about your change vision.
• Address peoples' concerns and anxieties, openly and honestly.
• Apply your vision to all aspects of operations – from training to
performance reviews. Tie everything back to the vision.
• Lead by example .
Step 4:
Communicate
the Vision

8. 6. Admitting mistakes
• “Anyone who has never
made a mistake has
never tried anything
new.” -Albert Einstein
Don’t blame others. Take
responsibility. If someone
else needs coaching, do it in
private.
Do not try to get others to
admit the mistake on your
behalf. When others are
asked to do the “dirty work,”
leadership credibility goes out
the window.
Stick to the facts and do
not make it look like an
excuse. Indicate what
information was incorrect.
This is not a time for
cynical humor used to
disguise an excuse or
blame.
Indicate what you
and/or the organization
should learn from the
mistake and how not to
repeat it.
Ask for more input from
others.
Apologize to those who
have wasted their time.

9. 7. Listening with the goal of learning

10. 8. Encouraging constructive dissent
The leader invariable controls the “something”
and needs to focus on reshaping the
environment to open up the communication
flow.
How severe is the problem? The leader should
ask his or her reports about their comfort and
discomfort in providing feedback. What are the
barriers? What behaviors is the leader displaying
that shut down constructive dissent?
Leader, learn to manage your body
language. We all learn somewhere in our travels
that if you combine a verbal message with
seemingly conflicting non-verbal cues, the non-
verbal wins out every time.
Recognize that giving in to alternative
viewpoints (from your own) does not mean that
you are weak or ineffective. To the contrary, it’s
your job to hire smart people with different ways
of looking at the world and solving
problems. The greatest leaders have great
advisors. Give your people a chance to play that
role.
If you are like many of the leaders that I know,
you will allow a group to run in their own
direction even though you had a different idea of
where they should go. You will also come to the
uncomfortable conclusion that they were right
and you were wrong. Your confidence in calling
this out will reinforce the notion that you
encourage well-thought out dissent.

11. 9. Learning from critism

12. 10.Asking for feedback
Asking for feedback is best for both giver and receiver
An article in the s+b newsletter discussed how New York
University research found that when seeking
feedback, asking for feedback is more effective
than giving it. The research found that asking for
feedback results in continuous improvement, smarter
decision making and stronger teams.
Asking for feedback is the best way to minimize any
potentially nasty criticism because if offers both the
receiver and the giver much more psychological safety
than a giver-led approach.
This safety is critical during feedback conversations
because our brains are more able to perform complex
cognitive functions when feeling under less pressure.

13. 11.Maintaining focus on the future

14. 12.Building the team
Culture
Better
Relationship
Employee
Empowerement
Secret of
Communicators
How to create
habbits
Group
Guidelines
Keys to team
success

15. Thank you