Team Creating And Implementing Visions


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Team Creating And Implementing Visions

  1. 1. “ Working managers, not managed workers,” is the way of the future.
  2. 2. What things can you easily change within an organization? Culture Changing the culture of an organization takes the full commitment of every leader within the organization. You cannot just tell people. “From now on its going to be done this way.” Climate On the other hand, climate is a feeling the employees perceive regarding how something should be done. These feelings can normally be changed within a few hours, days or weeks. The workers get these feelings from both their leaders and peers, formally and informally. Feelings are transmitted to them by how their leaders act and model, and what they praise and ignore.
  3. 3. Boss or Leader? Although your position as a manager, supervisor, leader, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership ) , this power does not make you a leader, it simply makes you the boss . Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership ) , rather than simply bossing people around . Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things.
  4. 4. Definition of Team leader: Team Leaders are strong on tasks, strong on people skills . This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.
  5. 5. <ul><li>If you are facing any of the following problems: </li></ul><ul><li>“ Its time to do some building” </li></ul><ul><li>Loss of productivity or output </li></ul><ul><li>Complaints </li></ul><ul><li>Conflicts between personnel </li></ul><ul><li>Lack of clear goals </li></ul><ul><li>Confusion about assignments </li></ul><ul><li>Lack of innovation or risk taking </li></ul><ul><li>Ineffective meetings </li></ul><ul><li>Lack of initiative </li></ul><ul><li>Poor communication </li></ul><ul><li>Lack of trust </li></ul><ul><li>Employees feel that their work is not recognized </li></ul><ul><li>Decisions are made that people do not understand or agree with. </li></ul>
  6. 6. <ul><li>Are You Ready to be a Team Leader?          </li></ul><ul><li>You are comfortable in sharing leadership and decision making with your employees. </li></ul><ul><li>You prefer a participative atmosphere. </li></ul><ul><li>The environment is highly variable or changing quickly and you need the thinking and input from all your employees. </li></ul><ul><li>Members of your team are (or can become) compatible with each other and can create a collaborative rather than a competitive environment. </li></ul><ul><li>You need to rely on your employees to resolve problems. </li></ul><ul><li>Formal communication channels are not sufficient for the timely exchange of information and decisions. </li></ul>
  7. 7. The Most Important Keys to Effective Leadership <ul><li>Trust and confidence in top leadership is the single most reliable indicator of employee satisfaction in an organization. </li></ul><ul><li>Effective communication by leadership in three critical areas is the key to winning organizational trust and confidence: </li></ul><ul><ul><li>Helping employees understand the company's overall business strategy. </li></ul></ul><ul><ul><li>Helping employees understand how they contribute to achieving key business objectives. </li></ul></ul><ul><ul><li>Sharing information with employees on both how the company is doing and how an employee's own department is doing — relative to strategic business objectives. </li></ul></ul><ul><li>Note: Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers </li></ul><ul><li>So in a nutshell — you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. </li></ul>
  8. 8. <ul><li>Principles of Leadership </li></ul><ul><li>To help you know it, be it and do it, follow these eleven principles of leadership . </li></ul><ul><li>Know yourself and seek self-improvement - In order to know yourself, you have to understand your know, be and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. </li></ul><ul><li>Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. </li></ul><ul><li>Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. </li></ul><ul><li>Make sound and timely decisions - Use good problem solving, decision making, and planning tools. </li></ul><ul><li>Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see. </li></ul><ul><li>Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. </li></ul>
  9. 9. Principles of Leadership 7.Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished - Two-way Communication is the key to this responsibility. . Much of it is nonverbal. For instance, when you &quot;set the example&quot; that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. 10.Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. 11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.
  10. 10. <ul><li>Common Problems </li></ul><ul><li>Leaders select too many members in their own image. As a result, teams become unbalanced with too many people overlapping in the same areas, while there are skill gaps in other areas. </li></ul><ul><li>Leaders do not understand their own strengths, abilities, and preferences. </li></ul><ul><li>Individuals in unbalanced teams feel their talents and abilities are not being used. </li></ul><ul><li>Leaders feel they do not know how to motivate people. This is because they do not know them and their individual needs. </li></ul><ul><li>Team members feel that the team does not work smoothly. They believe individual work preferences conflict rather than complement each other. </li></ul>
  11. 11. <ul><li>Team building is a process- intervention aimed at helping individuals and groups examine and act upon their behavior and relationships. Like any learning process, it needs to be implemented as a process , rather than a one-shot activity. Being developmental in nature, it does require a more long-term process than most other learning programs, thus an organization really has to examine itself to see if it has the resources, culture, and fortitude to successfully carry it out. </li></ul><ul><li>As the leader you must take the necessary time to strategize and develop an approach that is relevant and meaningful prior to implementing a team. Next categorize the issues, such as planning, scheduling, resources, policies, tasks or activities the group must perform, interpersonal conflict, etc. Once all the information has been categorized, develop action plans to solve the problems. And finally and most importantly, follow up on the plans to ensure they are being accomplished. </li></ul><ul><li>You must fully believe in people and communicate that belief by way of team empowerment, support, shared information, and move decision making down into the organization. </li></ul><ul><li>Once you have communicated to your employees a strong vision of the future and clear, specific performance goals are set, then Team empowerment may take place. </li></ul><ul><li>Your role will soon become Team Leader and to help keep the team on the right path. </li></ul>
  12. 12. Team Leadership Keep the purpose, goals, and approach relevant and meaningful All teams must shape their own common purpose, goals and approach. While a leader must be a working member of the team who contributes, he also stands apart from the team by virtue of his position as leader. A team expects their leader to use that perspective and distance to help them clarify and commit to their mission, goals, and approach. Create a vision A vision is the most important aspect of making a team successful. Teams perish when they don't clearly see the vision -- why they are doing what they do and where they are going. You must motivate the team toward the fulfillment of the goals. Workers want to be successful and they know the only way to do that is by following and achieving great goals. Build commitment and confidence Work to build the commitment and confidence level of each individual and the team as a whole. Effective team leaders are vigilant about skills. Their goal is to have members with technical, functional, problem solving, decision making, interpersonal, and teamwork skills. To get there, encourage them to take the risks needed for growth and development. You can also challenge them by shifting their assignments and role patterns. Get them out of their comfort zone and into the learning zone, but not so far that they go into the fear zone: Staying in our comfort zone makes change and learning difficult as we have nothing pushing or pulling us (motivation).
  13. 13. Team Leadership Create opportunities for others One of the challenges is providing performance opportunities, assignments, and credit to the team and the people within it. You cannot grab all the best opportunities, you must share it with your team. This will help you to fulfill one of your primary responsibilities as a leader -- growing the team. Manage relationships with outsiders Team leaders are expected by people outside of the team, as well as the members within, to manage much of the team's contacts and relationships with the rest of the organization. You must communicate effectively the team's purpose, goals, and approach to anyone who might help or hinder it. In addition, you need the courage to intercede on the team's behalf when obstacles that might cripple or demoralize the team get placed in their way.
  14. 14. Steps to Team Problem Solving Step 1 - Define the goal. A team needs to know what to focus on. You can lay out the basic goal, &quot;reduce cycle time&quot; for example, but it is important to let the team define and expand the goal. Challenge your team with fresh facts and information. Example, collision repair average cycle time is now four days key to key . New information causes a potential team to redefine and enrich its understanding of the objectives, thereby helping the team to set clearer goals. Develop a Sense of Urgency Team members need to believe the team has an urgent and worthwhile purpose. Establishing a sense of urgency and direction will help them know what their expectations are. The more urgent and meaningful the need to reach a goal, the more likely it is that a real team will start to emerge. The best teams define their performance expectations, but are flexible enough to allow changes to shape their own purpose, goals, and approach. Step 2 - Not only must the &quot;what&quot; be solved, but also the &quot;why.&quot; The team should identify what's in it for both the organization and the team. This is best accomplished by asking &quot;What is the benefit?&quot; In addition, creating a specific target that builds enthusiasm helps to make the objective appealing. Step 3 - Define the obstacles that will prevent the team from achieving what it wants. Focus on internal obstacles, not on the external environment. It becomes too easy to say, &quot;We can't do anything about it.&quot; Internal factors are within their reach.
  15. 15. Steps to Team Problem Solving Step 4 - The team now plans its actions or objectives. Lay out four or five concrete steps, and write them down. Not &quot;we'll try&quot; actions, such as &quot;We'll try to serve customers better.&quot; Rather, you want actions that can be tracked and monitored. You cannot measure a &quot;try&quot; action. You want observable behaviors. Example: Cycle time, parts procurement and supplement ratios Step 5 - Formulate actions : Such as, “All vehicles will be disassembled and a correct repair plans will be written or parts will be delivered with in 24 hours and repairs will start upon their arrival.” Step 6 - Take action now! This is the most critical step. It is what differentiates an effective team from a group. Groups have lots of meetings before, if ever, taking action -- teams get it done! Get commitment from individual team members to take action on specific items. Be Enthusiastic , Set Clear Rules of Behavior and Grow Together
  16. 16. Can You see a challenge ahead of you. . . <ul><li>Set Goals: </li></ul><ul><li>Create a Vision:   </li></ul><ul><li>Understand the Objectives:   </li></ul><ul><li>Define the Tasks:   </li></ul><ul><li>Set the Timeline:   </li></ul><ul><li>Follow-up and measure: </li></ul>
  17. 17. Thank you for giving me the opportunity to train your company in the Creating and Implementing Team Leadership. PRESENTED BY: RANDY S FERRESE SR 824 BLUEBIRD CIRCLE MAYS LANDING ,NJ 08330 [email_address] 609 553 4244