The document provides an overview of a workshop on self awareness, self development, team building, and leadership. The workshop objectives are to: [1] provide understanding of self awareness and self development; [2] gain insights into team dynamics and building high performance teams; and [3] enhance awareness of leadership styles and develop leadership skills. The workshop covers topics like self awareness, self development, understanding teams, team dynamics, and developing effective leadership qualities. Various assessment tools and exercises are used to help participants gain self awareness and identify areas for self development to become better team players and leaders.

2. Workshop Objectives
 Provide an understanding of the characteristics of
Self awareness, Self development.
 Gain deeper insights of Team dynamics that
influences its ability to create the desired results.
 Develop team building skills and integrate a
powerful approach to building high performance
teams.

3. Workshop Objectives (Cont..)
 Enhance awareness of one's own style of
Leadership and its influence and impact on
Teams and their performance
 Provide an understanding of effective
Leadership and how to develop qualities,
skills and competencies to become one.

4. Preparing
You as a
Leader for
Future
Self
Awareness
&
Self
Development
Team
&
Team
Building
Program Overview

5. Day 1 Overview
 Session 1: Self Awareness
 Session 2: Self Development
 Session 3: Understanding Team
 Session 4: Team Dynamics and Structure

7. Session Objectives
 To discover yourself
 To know about yourself as what you are right
now and what you may wish to change, in
order to become “Real You”.

8. Session Overview
 Self Awareness
 Self Awareness - What it is?
 Why Self Awareness?
 Self Sole Introspection:
 Instrument # 1: Your Personal Style Inventory

9. Self Awareness: What it is?
 It is the ability to think about your very
thought process
 It enables us to stand apart and examine
even the way we “see” ourselves - our self -
paradigm, the most fundamental paradigm
of effectiveness

10. Self Awareness
Is
Self Generated
High Quality Relevant Inputs

11. Why Self Awareness
 Self Awareness affects not only our attitudes
and behavior, but also how we see other
people. It becomes our map of the basic
nature of mankind.
 We can even examine our paradigms to
determine whether they are reality - or
principle - based or if they are a function of
conditioning and conditions.

12. Instrument # 1
Your Personal Style
Inventory

13. Instrument # 1: Scoring Key
Code-wise
Scores
Characteristics
S >= 10 Deserter (indifferent)
T >= 12 Missionary Type (feelings oriented & large
hearted)
U >= 10 Autocrat
V >= 12 Compromising
W >= 10 Bureaucrat
X >= 25 Developer Style (mother, teacher)
Y >= 22 Benevolent Autocrat
Z >= 20 Democratic Style

14. WOODCUTTER STORY

15. WOODCUTTER STORY
 Learning from the Story:
 It’s appropriate for each of us to take time
to “Sharpen Our Axe.”
 The mark of a professional are
 Practice, Preparation, Reflection of Past
Performance, Pro-Learning Attitude, Positive
commitment to improvement

17. Session Objectives
 To develop your competencies
 To develop your ability to act in your own
limited resources & achieve the success.

18. Session Overview
 Instrument # 2: Blockage Survey
 Stephen Covey’s Seven Habits of Highly
Effective People
 Action Planning (Self Exercise #1)

19. The Blockage Survey
Instrument # 2

20. The Blockage Concept
 We Can Define “Blockage” as a factor that inhibits
the potential and output of a system
 All Executives have the potential to develop and to
expand their effectiveness, but for many reasons
some apparent, others lost in the mists of time,
they have areas of underdeveloped competencies.
 These underdeveloped competencies are called
“Blockage”

21. Instructions
 The Blockage survey shall provide a framework for
systematically assessing personal strengths as well
as blockages to manage things effectively.
 You are given 110 statements that describe
strengths you may or may not have as executive.
 Read each statement and, if you feel it is true for
you, mark “X” in the appropriate numbered square
on the Answer Grid Sheet provided to you.
 After you finish that, total no of “X” in each
column.

22. A B C D E F G H I J K
1 2 3 4 5 6 7 8 9 10 11
12 13 14 15 16 17 18 19 20 21 22
23 24 25 26 27 28 29 30 31 32 33
34 35 36 37 38 39 40 41 42 43 44
45 46 47 48 49 50 51 52 53 54 56
56 57 58 59 60 61 62 63 64 65 66
67 68 69 70 71 72 73 74 75 76 77
78 79 80 81 82 83 84 85 86 87 88
89 90 91 92 93 94 95 96 97 98 99
100 101 102 103 104 105 106 107 108 109 110
TOTAL
Answer Grid

23. Scoring Procedures
 Copy each total from the Answer Grid sheet in the
First Column “Your Score sheet” provided to you.
 Fill in the “Ranking” column by giving your highest
score a rank of 1, the second highest score 2 and
continue. (Note: your Lowest Score is Ranked 11)
 Fill in the “Inverse Ranking” Column by giving your
lowest score a ranking of 1. (Note Your Highest
Score is Ranked 11)

24. Evaluation
Complete the “Summary Boxes” by Highest Ranking
Personal Strengths against no. 1,2,3 and
Personal Blockages against no. 1,2,3.
PERSONAL STRENGTHS
1
2
3
PERSONAL BLOCKAGE
1
2
3

25. Results
 “Personal Strengths” box indicates those
areas in which you have few problems
 “Personal Blockage” box indicates those
areas in which you appear to have prime
development needs.

26. Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes your destiny.
- FRANK OUTLAW

27. Self Development: What it is?
 It is a term for a growing family of
approaches which give the individual control
over the process and tasks of his or her own
development.
 It is also taking primary responsibility for
diagnosing need and choosing the goals for
development and for evaluating the results.

28. Self Development: What Is It?
 Self-development means at least two things:
 It is a BY-SELF process where the individual takes the
prime responsibility for initiating and managing their
own development
 It is an OF-SELF process in which the Individual as a
person grows in his / her ability and willingness to take
control over and responsibility for events and
particularly for their development.

29. Some Important Dimensions of
Self Development
 Self Role Integration
 Pro-activity
 Creativity
 Confrontation
 Centrality
 Influence
 Personal Growth
 Inter-Role Linkage
 Helping Relationship
 Goal Setting
 The self Image
 The Self Esteem

30. Self Development Module
Key Habits of Highly Effective People
By Stephen Covey

31. Independence
Dependence
Interdependence
PUBLIC
VICTORY
PRIVATE
VICTORY
Seek First to
Understand
… Then to be
Understood
Synergize
Think Win/Win
Put First
Things First
Be
Proactive
Begin with
the End in Mind
Stephen Covey
THE SEVEN HABITS PARADIGM

32. PARADIGM SHIFTS
A BREAK FROM
TRADITIONAL WISDOM
TOWARD
7 HABITS PRINCIPLES
Habit 1 We are a product of our environment
and upbringing.
Habit 2 Society is the source of our values.
Habit 3 Reactive to the tyranny of the urgent.
Acted upon by the environment.
Habit 4 Win-lose.
One-sided benefit.
Habit 5 Fight, flight, or compromise when
faced with conflict.
Habit 6 Differences are threats.
Independence is the highest value.
Unity means sameness.
Habit 7 Entropy.
Burnout on one track - typically work.
We are a product of our choices to our
environment and upbringing.
Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Actions flow from that which is
important.
Win-win.
Mutual benefit.
Communication solves problems.
Differences are values and are
opportunities for synergy.
Continuous self-renewal and self-
improvement.

33. Habit 1 Be Proactive
Habit 2
Habit 3 Put first things first
Begin with the end in Mind
Stephen Covey’s Seven Habits of Highly Effective
People

34. Think Win : Win - Mutual Benefits
Seek First to Understand
..Then to be Understood
Synergize
Sharpen the Saw
Habit 4
Habit 5
Habit 6
Habit 7
Stephen Covey’s Seven Habits of Highly Effective
People

35. HABIT 1: BE PROACTIVE
INEFFECTIVE PEOPLE
 Be Reactive
 Reactive people don’t
take responsibility for
their own lives. They
feel victimized, a
product of
circumstances, their
past, and other people.
They do not see as the
creative force of their
lives.
EFFECTIVE PEOPLE
 Be Proactive
 Proactive people take
responsibility for their
own lives. They
determine the agendas
they will follow and
choose their response
to what happens
around them.

36. HABIT 2: BEGIN WITH END IN MIND
INEFFECTIVE PEOPLE
 Begin with No End in Mind
 These people don’t have a
clear understanding of
their destination. They find
themselves achieving
victories that are empty.
They forget the fact that
without involvement there
is no commitment.
EFFECTIVE PEOPLE
 Begin with the End in Mind
 These people use personal
vision, correct principles,
and their deep sense of
personal meaning to
accomplish tasks in a
positive and effective way.
They live life based on
self-chosen values and are
guided by their personal
mission statement.

37. HABIT 3: PUT FIRST THINGS FIRST
INEFFECTIVE PEOPLE
 Put Second Things First
 These people are crisis
managers who are unable
to stay focused on high-
leverage tasks because of
their preoccupation with
circumstances, their past,
or other people. They are
caught up in the “thick of
thin things” and are driven
by the urgent.
EFFECTIVE PEOPLE
 Put First Things First
 These people exercise
discipline, and they plan
and execute according to
priorities. They also “walk
their talk” and spend
significant time in
Quadrant II.

38. HABIT 4: THINK WIN-WIN
INEFFECTIVE PEOPLE
 Think Win-Lose or Lose-Win
 These people have a
scarcity mentality and see
life as a zero-sum game.
They have ineffective
communication skills and
low trust levels in their
Emotional Bank Accounts
with others, resulting in a
defensive mentality and
adversarial feelings.
EFFECTIVE PEOPLE
 Think Win-Win
 These people have an
abundance mentality and
the spirit of cooperation.
They achieve effective
communication and high
trust levels in their
Emotional Bank Accounts
with others, resulting in
rewarding relationships
and greater power to
influence.

39. HABIT 5: Seek First to Understand, Then to Be
Understood
INEFFECTIVE PEOPLE
 Seek First to Be
Understood
 These people put forth
their point of view based
solely on their auto-
biography and motives,
without attempting to
understand others first.
They blindly prescribe
without first diagnosing the
problem.
EFFECTIVE PEOPLE
 Seek First to Understand,
Then to Be Understood
 Through perceptive
observation and empathic
listening, these non-
judgmental people are
intent on learning the
needs, interests, and
concerns of others. They
are then able to
courageously state their
own needs and wants.

40. HABIT 6: SYNERGIZE
INEFFECTIVE PEOPLE
 Compromise, Fight, or
Flight
 Ineffective people
believe the whole is
less than the sum of
the parts. They try to
“clone” other people in
their own image.
Differences in others
are looked upon as
threats
EFFECTIVE PEOPLE
 Synergize
 Effective people know
that the whole is
greater than the sum
of the parts. They
value and benefit from
differences in others,
which results in
creative cooperation
and team-work.

41. HABIT 7: SHARPEN THE SAW
INEFFECTIVE PEOPLE
 Wear Out the Saw
 Ineffective people fall
back, lose their
interest, and get
disordered. They lack a
program of self-
renewal and self-
improvement and
eventually lose the
cutting edge they once
had.
EFFECTIVE PEOPLE
 Sharpen the Saw
 Effective people are
involved in self-
renewal and self-
improvement in the
physical, mental,
spiritual, and social-
emotional areas, which
enhance all areas off
their life and nurture
the other six habits.

42. Everyone has a will to win
but very few have
the will to prepare to win
- Vince Lombardi

43. Self Exercise # 1
ACTION PLAN

45. Session Objectives
 To understand so as what is Team & Team
Basics
 To understand & appreciate the importance
of team in competitive world.

46. Session Overview
 Team - What it is?
 Why Team ?
 Mantra of Team
 Team Basics & Understanding Team Basics &
Team Performance Goals
 Behavior Aspects : Contributing To Team
Success
 Self Exercise # 2 : Are you a Effective Team
Player

47. A Team Is….
A small number of people who
 Are committed and work towards a shared
purpose,
 Have specific performance roles & goals,
 Produce common work products,
 Work with a common approach,
 Have complementary skills,
 Have mutual accountability,
 Perceive themselves to be a Team

48. Why Teams?
 Owing to the growing complexity of Modern
Organisations
 With its accompanying functional differentiation &
specialisation.
 Amount of professional knowledge an individual
may possess is less & less significant.
 More & more tasks require the joint efforts of a
large number of people with diverse expertise.

49. Why Teams?
 Limitations of the Individual in terms of personal
Qualities:
 We have searched in vain for the ideal Manager because
the qualities of a good Manager demonstrates why he
can not exist- far too many of them are mutually
exclusive.
He must be He must also be
 Highly intelligent Not too clever
 Highly forceful Sensitive to feelings
 Dynamic Patient
 A fluent communicator A good listener
 Decisive Reflective

50. Why Teams? Contd...
 Even you do find this Jewel among Managers
- this paragon of mutually incompatible
characteristics, what will you do - when he
leaves to take up a better paying Job or gets
hit by a bus?
 But if no individual can combine these
qualities, a Team of individuals can do so.
 That is why it is not the Individual but the
Team that is the instrument of sustained
development of organisations.

51. Mantra of TEAM
 T- TOGETHER
 E- EFFECTIVELY
 A- ACHIEVE
 M- OUR MOTO

52. Team Basics
 SMALL NUMBER
 COMPLEMENTARY SKILLS
 COMMITTED TO A COMMON PURPOSE
 COMMITTED TO PERFORMANCE GOALS
 COMMITTED TO A COMMON APPROACH
 MUTUAL ACCOUNTABILITY

53. Group Vs. Team
GROUP
 A collection of people
assembled to accomplish a
task.
TEAM
 A small number of people
with complementary skills,
who are committed to a
common purpose, produce
common work products,
are judged by a set of
performance goals, and
share an approach to which
they hold each other
mutually accountable.

54. Complementary Skills
Skills required for teams are:
 Technical or Functional expertise
 Problem solving skills
 Decision making skills
 Interpersonal skills

55. Common Purpose
 It is a joint creation
 Inspires pride & responsibility
 Team develops direction, momentum, &
commitment while making common purpose

56. Committed to Common Purpose
 Guide the team to achieve its goal
 Gives team an identity which reaches beyond the
sum of individuals involved
 Helps to put team first when interests of individual
clashes with that of team
 Revisit the purpose periodically to clarify its
implication for action and continue it indefinitely

57. Team Performance Goals (Specific & Measurable)
 It defines a team work-product
 It facilitates clear communication and
constructive conflict within the team
 It help teams to maintain focus on getting
results

58. Team Performance Goals (Specific & Measurable)
 It evaluates individual contribution in
achieving the goal
 It is compelling - challenge the people to
commit themselves
 It allow the teams to achieve big wins as it
pursues its purpose

59. Common Approach
It is the way the team will work together to
accomplish their purpose.

60. Mutual Accountability
 Commitment
 Trust

61. COMMITMENT PERSONAL
GROWTH
COLLECTIVE WORK
PRODUCTS
Specific goals
Common approach
Meaningful purpose
Mutual
Small number
of people
Individual
Problem
solving
Technical /
functional
Interpersonal
The Wisdom of Teams
by Jon R. Katzenbach & Douglas K. Smith

62. Behavior Aspects: Contributing to Team Success
 Task Behavior: Helps to accomplish the task
at hand
 Initiating
 Seeking information
 Giving information or opinion
 Clarifying & Elaborating
 Summarizing
 Consensus - Testing

63. Behavior Aspects: Contributing to Team Success
 Maintenance Behavior: Helps to create and
preserve help to accomplish the task at
hand.
 Listening
 Harmonizing
 Gate keeping
 Encouraging
 Compromising
 Standard setting and Testing

64. Are You Effective Team Player
SELF EXERCISE # 2

65. Instructions
 You are given total 10 statements
 Rank choice “Yes” or “No” which matches to
your action.
 Once you have finished, count the number of
“YES” & number of “NO”

66. Scoring Key
 If you answered Yes or Sometimes to at least five
questions, you need to improve
 If you answered Yes to all ten questions, you need
to undergo an extensive training program on Team
Work
 If you answered No to all ten questions, you are on
your way to becoming a good team player

68. Session Objective
 To understand different structure of team.
 To understand functioning of Creative Team.

69. Session Overview
 Team Exercise # 1
 Different Types of Team
 Aligned Team Vs. Unaligned Team
 Good Team Vs. Bad Team
 Effective Team Vs. Ineffective Team
 Instrument # 3: Is Your Team Effective?
 A Well functioning Team - McGregor’s Description of the
Creative Team
 Structure Influencing Team working

70. Introductory Thought
 The aerospace engineers have calculated the
trajectory—a straight shot to the moon. The
team members have been selected
carefully—only those who have the right stuff
will go on this mission. Each one has trained
incessantly. And, now, waiting nervously on
the launch pad, they are about to embark on
a critical phase of their journey—take-off.
But still other phases await them after that—
orbit, landing, exploration, another takeoff,
and the dramatic conclusion of their joint
mission, reentry. To negotiate these phases
successfully, the team members must
thoroughly understand what lies ahead.

71. Learnings from Thought
 So it is with our work team. To
successfully negotiate the
predictable passages or stages of
team building, team members
need to know what to expect-and
how to handle it.

72. TEAM EXERCISE # 1

73. Types of Team
 Aligned Team Vs. Unaligned Team
 Good Team Vs. Bad Team
 Effective Team Vs. Ineffective Team

74. Different members of the team moving in different
directions, having different individual objectives.
Unaligned Team

75. Current
Reality
Vision
All members of the team moving in common
direction and having common objective.
Aligned Team

76. Pictures showing the difference between
a good team and a bad team.
Bad Team Good Team

77. Good Team Vs. Bad Team
Good Team
 Supportive
environment
 Inspiring leadership
 Objectives are clear
 Full of confidence
 Informed members
Bad Team
 Discouraging
environment
 Casual
 Objectives are blurred
 Apathetic

78. An Effective Team
 Balanced sequences & Flexibility
 The team, and individuals within it, do not
tend to get caught frequently in repetitive
 An active, enabled bystander function which
helps it stay unstuck.
 Team member are able to make clear, rather
than mixed and ambiguous moves.
 Able to reach successful resolution, to
produce results.

79. An Ineffective Team
 Individuals get locked into their “favorite” role.
 Opposers are punished by the group or they
dominate.
 There are no strong Movers, or no one ever Follows
a Move.
 Individuals attach “double messages” to their
behaviors.
 Ritualistic and unproductive patterns prevail.
 The team is unable to reach closure.

80. Is Your Team Effective?
Instrument # 3

81. Instructions
 Rank the given statement statements to the
degree of importance for functioning of the
team.
 1: Unimportant
 2: Somewhat Important
 3: Important
 4: Very Important
 5: Critical
 Total your ranking.

82. Scoring Key
It you achieve more than 60 percent then
your team is effective, other wise you need
some improvement.

83. Role Play # 1
You are the project leader of your company’s most
crucial project.
You meet every Monday morning at 9:00 am. It is now
9:20 a.m. and one member, Karan, has not arrived.
Karan was scheduled to deliver the project status
report, which would play a big part in formulating
an action plan for the future of the project. This is
the third week in a row that Karan has either come
late or missed the meeting entirely. Someone
says……

84. R
E
S
U
L
T
S
Less
Visible
MOST
VISIBLE
Least Visible
Broader Social
Structures
Face-to-Face
Structures
Deeper
Individual
Structures
Business
Environment
Organization
Doing the Work
Interpersonal Behavior
Mental Models
Beliefs
Critical Images & Stories
Structures Influencing Team Working

85. Story of Geese
Geese heading south for the winter fly along in the
"V" formation. It has been learned that as each bird
flaps its wings, it creates uplift for the bird
immediately following. By flying in a "V" formation,
the whole flock adds at least 71% greater flying
range than if each bird flew on its own.

86. Story of Geese Learning # 1
 People who are part of a team and share
a common direction get where they are
going quicker and easier, because they are
traveling on the trust of one another and lift
each other up along the way.

87. Story of Geese
 Whenever a goose falls out of formation, it
suddenly feels the drag and resistance of
trying to go through it alone and quickly gets
back into formation to take advantage of the
power of the flock.

88. Story of Geese Learning # 2
 If we have as much sense as a goose, we
will stay in formation and share information
with those who are headed the same way
that we are going

89. When the lead goose gets tired, he rotates
back in the wing and another goose takes
over.
Lesson:
 It pays to share leadership and take turns
doing hard jobs.

90. Story of Geese
 The geese honk from behind to encourage
those up front to keep their speed.

91. Story of Geese Learning # 3
 Words of support and inspiration help energize
those on the front line, helping them to keep pace
in spite of the day-to-day pressures and fatigue. It
is important that our honking be encouraging.
Otherwise it's just - well honking!

92. Story of Geese
 Finally, when a goose gets sick or is wounded by a
gunshot and falls out, two geese fall out of the
formation and follow the injured one down to help
and protect him. They stay with him until he is
either able to fly or until he is dead, and then they
launch out with another formation to catch up with
their group.

93. Story of Geese Learning # 4
When one of us is down, it's up to the others
to stand by us in our time of trouble. If we
have the sense of a goose, we will stand by
each other when things get rough. We will
stay in formation with those headed where
we want to go.

94. IT IS A REWARD, A CHALLENGE AND A
PRIVILEGE to be a contributing
member of a TEAM.

95. Thank You