MAXIS2013: TL track - Team Management

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MAXIS2013 conference output: Team Management. Second session of the Team Leader track for TLs, Managers, and Directors.

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MAXIS2013: TL track - Team Management

  1. 1. Team Management... ?
  2. 2. ? Team management refers to techniques, processes and tools for organizing and coordination a group of individual working towards a common goal
  3. 3. MAXIMISE            
  4. 4. Self Awareness
  5. 5. Considering needs & feelings of others Taking responsibility for own mistakes Being humble about own strengths & not saying thoughtless things Being aware of how your words and actions affect others
  6. 6. Dress Rehearsal
  7. 7. Conflict Resolution A conflict is a clash of interests of at least two persons or groups, which at least particularly are contradictory to each other
  8. 8. •  Identify the involved persons •  Identify the reasons for the conflict by talking to everyone involved individually •  Organize and moderate a meeting with all involved persons •  Set “rules” to make sure that the same conflict will not come up again in the future
  9. 9. DONTS •  •  •  •  •  •  •  •  Take sides Step in too late Allow ill feelings to fester Allow scenarios to repeat Address in the presence of those not involved Single out individuals Allow physical contact Give more time to one than another
  10. 10. Feedback Talks information about reactions to a product, a person's performance of a task, etc. which is used as a basis for improvement.
  11. 11. Known to Others Known to Self 1.  2.  3.  4.  OPEN BLIND HIDDEN UNKNOWN ^ ^ Open/Free area: what is known by the person about him/herself and is also know by others Blind area: what is unknown by the person about him/herself but which others know Hidden area: what the person knows about him/herself that others do not know Unknown area: what is unknown by the person about him/herself and is also unknown by others
  12. 12. Open Area •  •  The open area increases as new information is shared: •  Reducing the blind area by asking for and receiving feedback Expanding on the hidden area by disclosing information or feelings and as others ask questions •  The unknown area can be reduced in different ways: •  by others' observation (increasing the blind area); •  by self-discovery (which increases the hidden area), •  by mutual enlightenment - via group experiences and discussion - which increases the open area as the unknown area reduces
  13. 13. Unknown •  Ÿ Information, feelings, latent abilities, aptitudes, experiences that are unknown by the person and unknown to others •  Ÿ Can be prompted through self-discovery or observation by others, or through collective and mutual discovery •  Ÿ Uncovering « hidden talents » which are unknown skills and aptitudes, is different from developping the « hidden area », not as sensitive as unknown feelings •  Ÿ Discovery through sensitive communications, active listening and experience, will reduce the unknown area, transferring in part to the blind, hidden areas, depending on who knows what, or better still if known by the person and others, to the open free area •  Ÿ The unknown area could also include repressed or subconscious feelings rooted in formative events and traumatic past experiences, which can stay unknown for a lifetime
  14. 14. •  Reduce the blind spot •  Learn things about yourself by receiving feedback. •  And give others the feedback they need to develop themselves
  15. 15. •  Feedback should be given in a constructive way. The person who receives the feedback should have the possibility to work with it and develop through it.  •  Therefore a good method to give feedback is the POW³ER-Burger.
  16. 16. Preparation  Things to Know Think of the right setting Write down your most important points Show understanding – don’t be upset if the person doesn’t react the way you expected. Ask if they have questions concerning your feedback and emphasize the fact that it’s just professional, no personal feedback Positive entry doesn’t mean that you have to look for positive feedback. Sometimes it’s just about appreciating the amount of work a person put into the project/task Separate personal level from professional level – don’t get personal and forget the relationship you have with this person. It’s just about work now! Evaluation  Formulate next steps – sometimes feedback talks imply goal setting, but also think of the way you gave feedback: do you want to improve at some points?
  17. 17. DONTs •  •  •  •  Give feedback to an individual openly Forget the positive actions of each individual Assume a situation or welfare of an individual Don’t impose your activity standards or commitment on others •  Allow the personal to be the work •  Ensure that sensitive issues are dealt with privately •  Be blind to things that could negatively affect your team
  18. 18. Team Meetings
  19. 19. How best would you run a team meeting?
  20. 20. BE   •  •  •  •  •  Organized- room allocations, meeting objectives and activities Create objectives Be ontime (respecting the commitments of others) Allow for clarifications of duties, task and roles Make sure that members leave with confidence in their roles and contributions •  As productive and efficient as is possible
  21. 21. Delegation and Ownership entrust (a task or responsibility) to another person, typically one who is less senior than oneself: ‘she must delegate duties so as to free herself for more important tasks’ the power delegated to him must never be misused with object and infinitive send or authorize (someone) to do something as a representative: Edward was delegated to meet new arrivals
  22. 22. What we discussed. It is a positive activity if done well. People like ownership over as task, this way they are accountable to the completion of it and they feel like they have complete responsibility over it. It should not be an excuse to free yourself time because all activity should still be monitored but it allows for the growth and development of your members. It also means that you take a managerial role as opposed to one where all activity and results are dependent on you. Effective delegation means that all activity is led by an individual and you can ensure the efficiency of activity.
  23. 23. Team Management... ü     

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