3. Workshop Objectives:
Post the workshop, participants will be able to:
• List the responsibilities of a Leader
• Describe the stages a Team progresses through
• List behaviours influencing Team Work
• State the characteristics of an effective team
• List components of an Expectation Setting Discussion
• Define feedback and practice the 2 types of feedback techniques
• List the components of a Learning Needs Identification discussion
• Describe ways to instil Pride of Purpose in their teams
• List and practice techniques aiding the process of decision making
• List the 6 un-forgivable mistakes of a leader.
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4. Responsibilities of a Great Leader
Perform and Get Results
•Set priorities &
•Set and achieve strategize
business goals
•Innovate and Market •Focus and Concentrate
•Solve Problems & Make
Decisions •Set an example
Managing People
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5. Managing the Talent Pool
• People are an organisations most valuable resource.
• People Management is the management of people within the organisation for effective
management of people outside the organisation.
• Great Managers boost the engagement level of people who work for them.
• Engaged employees lead to engaged customers, who in turn drive a company’s growth, long
term profitability, and stock price.
• Managers who not only retain valuable employees but, by boosting engagement, also extract
their full value by rejecting conventional wisdom in four core areas of managing people:
expectation setting
defining purpose
development
engagement
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7. Why do Teams Work?
• Teams initiate change
• Teams are natural problem solving devices
• Team are collections of the organisations best assets
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8. Lessons from the Canada Goose: Flying In Formation:
• 71% extra range
• Teams are more powerful
• If we share a sense of team and trust each
other then we’ll get where we’re going more
easily
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9. Staying with the Flock
• If fall out of formation, lose speed and lift
• Stay with the flock
• Accept responsibility for giving and receiving
help
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10. Rotating The Lead
• When lead goose tires and drops back,
another moves up
• Share the hard tasks
• Respect each other’s skills and abilities
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11. Honking to Encourage Others
• Honk to encourage those ahead to keep up
speed
• Honking = productivity
• Good honking = more confidence
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12. Standing By Each Other
• When goose is sick and falls out of
formation, two others fly down to help
• Stand by each other in bad times and
good
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13. Lessons Learned From the Geese
Flying in formation Goals & Role Clarity
Staying with the flock Participation & Taking Responsibility
Rotating the lead Working together
Honking to encourage others Encouragement & Feedback
Flying in formation Mutual Support & Handling Conflict
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14. Characteristics of an Effective Team
Participation
Solution SMART
Approach Goals
Effective
Team Commitment
Risk Taking & Co-
operation
Open
Communicati Role Clarity
on
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15. Managing Teams
• Developing shared vision of your preferred future
• Being clear where you are now and celebrating the strengths that got you there
• Taking the first small steps forward
• Define clear goals and roles
• Delegate effectively. Match team members with tasks.
• Support & develop skills.
• Give regular feedback on achievement of the goal.
• Reinforce discipline
• Affirming each other
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16. Stages of Team Development
Adjourning
Performing
Norming
Storming
Forming
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18. Leading & Developing
Coaching
and
Feedback
Setting Managing
Performance is a Performance
Objectives Evaluation
cyclic, ongoing
process
Learning
Needs
Identification
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19. Setting Expectations
• Expressing Standards of Performance:
• Quantity
• Quality
• Timeliness
• Effective use of Resources
• Effects of Effort
• Manner of Performance
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20. Coaching & Feedback
Feedback is:
Information about job performance and work-related behavior in order to help employees meet
individual, group and organizational expectations and goals.
A reflection of positive performance, competent performance, or needs improvement
performance
Feedback must:
•Focus on facts, not attitude
•Be detailed
•Be accurate
•Be future oriented
•Be supportive
•Be timely
•Be continual
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21. Types of Feedback
• Reinforcing feedback: Tells employees what they are doing right
• Redirecting feedback: Highlights a gap between expected performance and actual
performance.
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23. Redirecting Feedback
1st Big 2nd Big
Effect of
Intention Description Picture Expectation Picture Appreciation
Behavior
Question Question
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24. The SARA Model for Receiving Feedback
Shock Anger Resistance Acceptance
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25. Learning Needs Identification
• Envisioning the Goal
• Developing Options
• Checking relevance of options
• Identifying and eliminating roadblocks
• Create action plan
• Recap
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26. SMART Action Plan
Specific : A clear description of what must be done
Measurable : How will I know I achieved success?
Attainable : A reasonable likelihood of success with perseverance
Realistic : Really makes a difference, fits the situation
Timely : Clear understanding of what must be done by when Milestones
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27. Instilling Pride of Purpose
4 Crucial Questions To Instilling a Sense of Purpose:
Leaders seeking to instil pride need to ask three crucial questions:
1. What is my purpose in my role as a Leader?
2. How Well Do My Employees Understand What is Expected Of Them?
3. How Well Do My Employees Know How Their Work Compliments The Greater Whole?
4. What Can I Do To Foster More Pride?
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28. Expectations From Employees
• Often employees focus on their job titles and lose sight of their roles and responsibilities.
• This can lead to confusion about who does what and why.
• Good managers make certain their people know not only their own jobs but everyone else’s
too.
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29. Employee Contribution to The Greater Whole
• At times employees’ contributions that help the company succeed go un-noticed.
• Leaders need to create the links that show an employees contribution leading to an
improvement in quality or productivity of the team.
• Among the ways leaders instil purpose in an organization, is through communicating the
vision, tying customer benefits to employee contributions, and linking work to results.
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30. What Can I Do To Foster More Pride?
• Company mission statements that recognize employee value are worthwhile, but it is the
manager who brings them alive.
• Successful managers make a habit of acknowledging accomplishments of individuals in front
of the team.
• These managers make it clear that team success relies upon individual contributions.
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31. Techniques Used in Decision Making
• Brainstorming
• SWOT Analysis
• Fish Bone Analysis
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32. Brainstorming
A means of getting a large number of ideas
from a group of people in a short time.
• No criticism
• Wild ideas are welcome
• Everyone must take part
• Everything stays written down
• Build on others’ ideas
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33. SWOT Analysis
STRENGTHS WEAKNESSES
What is the value of the present What are the perceived weaknesses
opportunity? What resources are inadequate?
What unique resources are available? What weaknesses cannot be overcome?
What strengths can be acquired?
OPPORTUNITIES THREATS
What is the value of the present Are there market-technology conditions that
opportunity? reduce the value?
Is value enhanced by evolving market- What is the level of competition?
technology conditions? Will your weaknesses limit your success?
Is value enhanced by your organization's
core strengths?
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34. Fishbone Analysis
• Cause and Effect Diagram.
• Identify the problem (head).
• Identify main factors causing the
problem.
• “What is causing this?”
• Go recursively to lowest level
possible.
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35. Summing it up: Your Attitude
• Improve your appearance
• Make decisive decisions
• Set a faster tempo
• Handle mistakes calmly
• Share humorous incidents
• Demonstrate your ability to communicate with superiors
• Be a positive person
• Be confident
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36. The 6 Unforgivalble Mistakes
1. Treating individuals unequally
2. Breaking trust
3. Being inconsistent
4. Not following policy and procedures
5. Losing your cool
6. Personal relationships
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37. Creating an Atmosphere of Involvement
• Clearly define each team members roles and responsibilities.
• Encourage team members to learn about other roles in the organisation.
• Show employees linkage between their efforts and department/organisation success.
• Involve team members in team decision-making.
• Empower people.
• Be flexible in meeting needs.
• Adopt ethical values
• Foster two way communication.
• Support team members while overcoming challenges
• Recognise efforts of each team member
• Appreciate and celebrate success.
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38. ®
Leading People. Leading Organizations.
Thank you
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Editor's Notes
What are the benefits of being a New Manager?What are some challenges that you would face?
Debrief: Was the activity challenging?What made you accomplish the task despite its challenges?- Team work, co-ordination, best use of resources, planning, review and reorganising of resources, having a clear understanding of the goal, feedback,
In the groups formed for the activity ask participants to generate a one line definition of a team. Teach point: What is a team?According to Webster's dictionary, “A number of persons associated together in work or activity”. When one person cannot accomplish a task alone and several individuals must co-operate to accomplish a mission, you need a team. The better the cooperation, communication and co-ordination among the members, the more efficient the team. Why do Teams work? Often those at the top of the organisation are challenged by what changes are necessary within the organisation. Teams provide a valuable source of feedback. A team setting opens up new communication lines. Because of the necessity of communication within a team, members encounter problems and challenges in early stages and are able to head them off with greater efficiency and success. Each team member has specific talents. By combining individuals in a team, all of these individual talents are pooled together to work towards a common goal.
Found in far East Russia, Alaska, Canada, Northern USAMigrate South for winterFlocks of 200-300 in V shape formation
Discussion Point: Revisiting the activity and the lessons from the Geese what would you say are the characteristics if an Effective Team.
Debrief: Was the activity challenging?What made you accomplish the task despite its challenges?- Team work, co-ordination, best use of resources, planning, review and reorganising of resources, having a clear understanding of the goal, feedback,
Activity: Envisioning the Goal
Expectation settingConventional wisdom says managers should specify the steps that employees need to take to accomplish a specific task. But great managers define the outcomes they seek and let each person use her individual talent to achieve them. For example, while great managers do not usually mandate steps to be taken, they do provide specific direction when accuracy or safety is involved, or when a company or industry standard is at stake. But even then they don’t let the steps obscure the focus on the outcome.Specificity is critical to purpose. Two questions have been developed that managers can ask themselves to ensure that they are using purpose as a lever to effect positive results. The first, is asking oneself if you are teaching your staff about a purpose. Secondly, ask if you are ensuring your staff follow through on the shared purpose.
