Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Mmi leadership 5


Published on

Published in: Business, Education
  • Be the first to comment

Mmi leadership 5

  1. 1. <ul><ul><li>Managing teams </li></ul></ul>What is a team? Why/When create teams? How are teams beneficial? How to manage a team? Chapter V Managing styles Coaching Feedback “ Triangle of relationships” Motivating and Inspiring Managing Conflicts
  2. 2. What is a team? <ul><li>… it's a small number of individuals with complementary skills committed to: </li></ul><ul><ul><li>A common purpose </li></ul></ul><ul><ul><li>Shared performance goals </li></ul></ul><ul><ul><li>An approach to their mission for which they hold themselves collectively accountable </li></ul></ul>
  3. 3. Why/When create teams? <ul><li>… When the job requires a combination of knowledge, expertise, and perspective that can't be found in a single individual </li></ul><ul><li>… When is required a large degree of interdependence among group members </li></ul><ul><li>… When the company faces a major challenge, such as reversing falling profitability </li></ul>
  4. 4. How are teams beneficial? <ul><li>Increased performance and creativity </li></ul><ul><li>Effective use of delegation and flexibility in task assignments </li></ul><ul><li>Improved communication </li></ul><ul><li>Increased cross-training and development </li></ul><ul><li>Effective implementation when everyone on the team shares commitment and responsibility </li></ul>
  5. 5. How to manage a team? Embrace individual differences Embrace group identity and goals Foster support among team members Foster confrontation among team members Focus on current team performance Focus on team learning and development Emphasize your managerial authority Emphasize team members' discretion and autonomy
  6. 6. Managing styles Emphasize team members' discretion and autonomy Beginner Disillusioned Reluctant Peak performance DEVELOPMENTAL/ COMMITMENT LEVEL SCENARIO APPROPRIATE MANAGERIAL STYLE A team member is just starting out in his or her career, or is taking on a new position or task A team member feels bitter or resentful about problems in the team. A team member lacks confidence to fully engage in the work at hand. A team member is at the top of his/her &quot;game.&quot; Directive: You monitor the person more closely and provide more explicit instructions and demands. Coaching : You identify the person's concerns and work together with him or her to move past them. Supportive: You encourage the person to identify his or her strengths and build on them, and to gradually take more risks. Delegating: You give the person significant latitude and entrust him or her with key task responsibilities and decision making.
  7. 7. Management vs. Leadership MANAGING LEADING Planning and budgeting Setting a direction Organizing and staffing Aligning people Controlling and problem solving Motivating and inspiring
  8. 8. Motivating and Inspiring <ul><li>What is Motivation? </li></ul><ul><ul><li>The ability to pursue goals with energy and persistence, for reasons that go beyond money or status </li></ul></ul><ul><li>How to Motivate an Inspire? </li></ul><ul><ul><li>by satisfying basic human needs for achievement—a sense of belonging, recognition, self-esteem, and having control over one’s life </li></ul></ul>
  9. 9. Where Motivation begins? <ul><li>… in the corporate vision creation phase </li></ul><ul><ul><li>An effective vision helps to overcome people’s reluctance to do what is necessary by providing hope and inspiration for the future </li></ul></ul>
  10. 10. Motivating Others <ul><li>Leaders do not achieve their goals by force or pushing people in a certain direction </li></ul><ul><li>Instead, successful leaders get the results they seek by appealing to people’s inner drives, needs, and desires </li></ul>
  11. 11. Using External Factors to Motivate <ul><li>Company policies and benefits </li></ul><ul><li>Working conditions </li></ul><ul><li>Salary and other forms of compensation </li></ul><ul><li>Status </li></ul><ul><li>Job security </li></ul><ul><li>… provide only a short-term means of motivation </li></ul>
  12. 12. Tapping into internal sources of motivation <ul><li>Achievement on the job </li></ul><ul><li>Direct feedback from people internal and external to the company about the quality of their work </li></ul><ul><li>The work itself </li></ul><ul><li>A sense of responsibility for the work they are doing </li></ul><ul><li>Opportunities for growth or learning </li></ul><ul><li>… finding out what motivates people on an individual level is critical </li></ul>
  13. 13. Motivate by Celebrating Success <ul><li>Celebrate milestones, whether large or small! </li></ul><ul><li>Broadcast every milestone reached or project completed to upper management, colleagues, and even outside stakeholders </li></ul><ul><li>Recognize everyone responsible for achieving the milestone, and strive to provide each person the type of “reward” that best motivates him or her </li></ul><ul><li>… Good leaders not only recognize individuals for their efforts, but also the successful completion of goals on the group, unit, and organizational level </li></ul>
  14. 14. Motivate “Difficult” Employees <ul><li>Uncover their inherent motivations and try to direct them effectively in the workplace </li></ul><ul><li>As a leader, then, your role is not to try to motivate your problem employees; rather it’s to help them motivate themselves </li></ul>
  15. 15. Motivate “Difficult” Employees Step 1 Step 2 Step 3 <ul><li>Flesh out your picture of the employee and the problem </li></ul><ul><li>Try to gain a better understanding of the issue </li></ul><ul><li>Attempt to see the situation from the employee’s vantage point </li></ul><ul><li>Pinpoint any context that may be influencing his behavior </li></ul><ul><li>Consider several different possibilities </li></ul><ul><ul><li>he should be moved to a different department/function </li></ul></ul><ul><ul><li>he needs better coaching </li></ul></ul><ul><li>Meet to discuss the problem and reach a resolution </li></ul>
  16. 16. Create a Motivating Work Environment <ul><li>Create a holding environment —a “safe” organizational space in which the conflicts, emotions, and stresses related to the change associated with your vision can be worked out </li></ul>
  17. 17. Create a Motivating Work Environment <ul><li>Articulate a vision in a manner that stresses the values of their audience </li></ul><ul><li>Regularly explain to your staff the importance of their work to the company’s larger goals </li></ul><ul><li>Break long-term assignments down into clear, achievable, short-term goals </li></ul><ul><li>Demonstrate confidence in your staff’s ability to overcome problems </li></ul><ul><li>At regular intervals, take staff members aside and ask them if they feel challenged, listened to, and recognized </li></ul><ul><li>When giving feedback, balance negative criticism with comments that also accentuate the positive. </li></ul><ul><li>Always recognize others for a job well done. Establish reward systems to acknowledge superior performance </li></ul><ul><li>Recognize and reward success </li></ul><ul><li>If possible, improve your staff’s physical workspace </li></ul>
  18. 18. Motivate by Regulating Distress <ul><li>Treat everyone, at every level of the organization, with the same respect </li></ul><ul><li>Give everyone’s ideas serious consideration </li></ul><ul><li>Be fair, kind, and courteous at all times </li></ul><ul><li>Be honest, admitting when you make a mistake or when you don’t have an answer </li></ul><ul><li>Never put other people down </li></ul><ul><li>Do not tolerate scapegoating or misapplied blame </li></ul><ul><li>Use every reasonable opportunity to foster others’ professional growth </li></ul>
  19. 19. Managing Conflicts <ul><li>Personal attacks, either directly or through gossip </li></ul><ul><li>Scapegoating </li></ul><ul><li>Pointless griping about irrelevant issues </li></ul>Destructive Conflicts <ul><li>Divergent perspectives on your most important tasks or priorities </li></ul><ul><li>Solve the conflict </li></ul><ul><li>Use persuasion </li></ul><ul><li>Deploying your power as a leader to resolve the conflict </li></ul><ul><li>Incorporate into vision </li></ul><ul><li>Ask pointed questions to draw the issues out </li></ul><ul><li>Insist your employees discuss them … openly and work out solutions </li></ul>Constructive Conflicts Definition Action Method
  20. 20. Coaching COACHING IS… COACHING IS NOT… <ul><li>means for learning and development </li></ul><ul><li>way to guide someone toward his/her goals </li></ul><ul><li>sharing of experiences and opinions to generate agreed-upon outcomes </li></ul><ul><li>means for inspiring and supporting another person </li></ul><ul><li>time to only criticize </li></ul><ul><li>means for directing someone's actions in order to meet your own goals </li></ul><ul><li>chance to be the expert or supervisor with &quot;all the answers&quot; </li></ul><ul><li>way to address personal issues </li></ul>
  21. 21. Why coach? <ul><li>Maximize direct reports strengths </li></ul><ul><li>Overcome personal obstacles </li></ul><ul><li>Achieve new skills and competencies to become more effective </li></ul><ul><li>Prepare themselves for new responsibilities </li></ul><ul><li>Manage themselves </li></ul><ul><li>Clarify and work toward performance goals </li></ul><ul><li>Other benefits </li></ul><ul><li>Increase job satisfaction and motivation for the coachee </li></ul><ul><li>Improve working relationship between you and direct reports </li></ul><ul><li>Productive team members </li></ul><ul><li>Effective use of organizational resources </li></ul><ul><li>Increased learning—as you coach, you will gain knowledge and experience as well </li></ul>
  22. 22. Giving and receiving feedback <ul><li>Upward to your boss </li></ul><ul><li>Downward to a direct report </li></ul><ul><li>Laterally to a colleague or peer </li></ul>… sharing of observations about job performance or work-related behaviors for the purpose of reinforcing effective behaviors and changing ineffective ones
  23. 23. Why give feedback? Give feedback Receive feedback <ul><li>Benefits: </li></ul><ul><li>Relationship </li></ul><ul><li>Work process </li></ul><ul><li>Performances </li></ul>To/From: Your boss, a peer, direct reports <ul><li>Purpose: </li></ul><ul><li>Helps their work objectives </li></ul><ul><li>Helps your own performance </li></ul>
  24. 24. The “Triangle of Relationships”