Leadership And Team Building Skills


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A presentation/clinic on leadership skills and teambuilding for changing behavior and enhancing motivation.

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Leadership And Team Building Skills

  1. 1. Leadership and Teambuilding Skills For Changing Behavior and Enhancing Motivation Ordinary people can lead others to do extraordinary things. The best leader grows on the job and earns the right to lead by coming to understand the role, the responsibilities, the requirements and the people. The best leader practices continual self-development and self-management in the knowledge and skills of leadership. Mitch Manning Sr. [email_address]
  2. 2. OBJECTIVES The objectives of this class are to review leadership and teambuilding skills in a logical and systematic way in order to enhance existing knowledge and skills. Situational Leadership Promises High Performing Teams DISC Leadership Training for Supervisors
  3. 3. Leadership The best of all leaders is the one who helps people. So that, eventually they don't need him. Then comes the one they love and admire. Then comes the one they fear. The worst is the one who lets people push him around. Where there is no trust, people will act in bad faith. The best leader doesn't say much, but what he says carries weight. When he is finished with his work, the people say; It happened naturally. Lao Tzu 550 BC
  4. 4. Becoming a Leader Inherited - the family is accountable. Appointed - the appointer is accountable. Promoted - the promoter is accountable. Elected - the people are accountable. Earned - the leader is accountable.
  5. 5. <ul><li>Leadership Responsibilities </li></ul><ul><li>To meet team member needs. </li></ul><ul><li>Use skills which increase team members sense of self-esteem and personal worth. </li></ul><ul><li>Use skills which increase group cohesiveness and team spirit. </li></ul><ul><li>To meet organizational needs. </li></ul><ul><li>Use skills that motivate productivity and the achievement of team goals. </li></ul><ul><li>Use skills that help team members reach goals; planning , scheduling, coordinating, problem-solving and providing resources. </li></ul>
  6. 6. Meeting the People Needs of the Team Self-Actualization is achieved by self-management and self-development. Self-Esteem is enhanced by rewarding work, responsibility, achievement, recognition and advancement. Social needs are met through team acceptance. Safety needs are met through greater control of work. Physiological needs are met by the team member.
  7. 7. Meeting the Organizational Needs of the Team INPUT PROCESS OUTPUT Natural Resources Procure Products Technology Store Services Capital Transport and People Refine Profit
  8. 8. A team is an organized group of people committed to work together to complete a well-defined piece of tedious and difficult work. What is a Team? &quot; There is no difference between work and play, but the mind makes it so.” Mark Twain
  9. 9. Why Build a Team? Problem solving Decision making Goal setting Change
  10. 10. <ul><li>How to Build a Team? </li></ul><ul><li>Increase member's identification with team goals. </li></ul><ul><li>Increase members feelings of greater control. </li></ul><ul><li>Enhance member's on-going self development and self-management. </li></ul><ul><li>Satisfy member's higher-level people needs. </li></ul><ul><li>Foster member's open and honest communications. </li></ul><ul><li>Move leadership down through the levels of the team. </li></ul><ul><li>Combine resources for higher quality decisions. </li></ul>
  11. 11. Keys to Teamwork Qualities of a Team Player Chemistry Unselfishness Recruiting Discipline Attitude Determination Role Acceptance Dedication Environment Confidence Vision Enthusiasm Symbiosis: The relationship of two or more different organisms in a close association that may be, but is not necessarily of benefit to each.
  12. 12. We Are On the Same Team, Remember? Instructions: Watch video (19 minutes) List team members at Syntek and Harper Technology Identify job and impact of actions (+/-) Name Company Job Impact (+/-)
  13. 13. Stage Expertise Learning State Knowledge/Attitude Information Form Novice Unconscious Incompetent Unknowing/Unwilling Situation/Direction/Goal Storm Journeyman Conscious Incompetent Knowing/Unwilling Opportunity/Support Norm Master Conscious Competent Knowing/Willing Problems/Potential Problems Perform Sage Unconscious Competent Unknowing/Willing Decisions/Change Team Development and Relevant Relationships Where the team is… Stage Personality Manager Leadership Functions Tasks Skills Profile Form Visionary Autocratic Force/Seduction Planning Tell Communicate Dominance Storm Coach Benevolent Persuasion Organizing Sell Motivate Influence Norm Troubleshooter Consultative Empowerment Directing Involve Educate Conscientiousness Perform Manager Participative Integrity/wisdom Controlling Delegate Administrate Steadiness directs what the leader needs to do.
  14. 14. Communication Hearsay/Questions Motivation Jealously/Inequity Education Reluctance Administration Bureaucracy Alignment Priorities Approach Politics Application Urgency Area Opinions Access Policy Teambuilding Force Field Analysis Desired Change: Achieve Chemistry Driving Forces Restraining Forces
  15. 15. Vision - What will the team become? The vision is the team's ultimate ambition. Mission - What will the team do? The mission is the team's action statement. Objectives - What will the team achieve? Objectives are the teams higher goals. Goals - What are the key measures of team success? Goals are the team's targets. Strategies - What tactics, processes, tools and techniques will the team use? A vision without a mission is a dream. A mission without a vision is a nightmare . Strategic Planning for Team Leadership
  16. 16. Building the Team Mission Statement We are __________ (name) __________ who __________(what we do)__________ for ___________ (customers) __________ in _____________ (where) ___________ by ___ (how? quality and timeliness) ____ to ____ (why? quality, cost effectiveness, etc.).
  17. 17. Team Action Planning Identify and prioritize the issues. Plan, organize, and implement the action items. Assign, direct and support the responsibilities. Schedule, allocate and control the resources. Schedule,commit to, and meet the target dates.
  18. 18. What are you willing to pay? Five Questions for the Team Leader How do you feel about what you are doing? What will you do differently? What do you want? When do you have to have it?
  19. 19. Teambuilding Golden Rule and Rationale Do the right thing Do the best you can Do good for others Lou Holtz Father of Skip Holtz Coach, ECU Pirates Feel confident Feel proud Feel good Mitch Manning Sr. [email_address] Golden Rule Rationale
  20. 20. Mitchell W. Manning Sr. Mitch has chartered, trained and managed more than 250 employee teams accountable for more than 2000 completed projects and responsible for more than $100,000,000 earnings before interest, taxes, depreciation and amortization (EBITDA). Links to Mitch are: Mitchell W. Manning Sr. on LinkedIn Mitchell W. Manning Sr. at MindRead .net