Leaders and Managers
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1. The document discusses the traits of effective managers and leaders in a project management context. 2. It outlines behaviors that managers should adopt to become better leaders, such as clear communication, follow through, building trust, motivation, and influence. 3. The key differences between managers and leaders are explored, with leaders shown to shield their team, own problems, build client relationships, and empower team members.
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- Effective communication, delegation, motivation, and developing skills in others are important managerial competencies.
- Managers must demonstrate both technical expertise and strong interpersonal skills to be successful.
Agile Network India | Career Growth by Increasing your Impact, Influence and ...
Agile Network India | Career Growth by Increasing your Impact, Influence and Value by Vishal Kulshreshtha
Team building and teamwork
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
Developing Employee & Organizational Performance June 2010
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
1109 High-Performance Collaboration
Learning Objective: Discuss traits that help develop and expand your leadership repertoire
Are leaders born or made? How do aspiring managers succeed in an ever-changing business environment? How do they lead diverse groups? This seminar will explore how great leaders manage collaborative teams, team negotiations, and workplace conflict.
At the end of this seminar, participants will be able to:
a. Discover the power of storytelling and other communication strategies.
b. Explore and analyze leadership styles.
c. Identify how organizations can optimize groups and develop a game plan for effective negotiation.
Frameworks for Developing Teams
Need help developing your team? This presents three different frameworks you can use to mature, grow, and train any cross-functional team.
APM People SIG, Leadership, David Richardson, 12th Feb 2015
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
Leadership and personality Trait managment
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
Team building
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Top Pillars | Leadership skills by Salameh Mahasneh
This document outlines key leadership skills and concepts. It begins by stating the course objectives, which are to apply basic leadership knowledge, discuss leadership techniques and styles, and identify the basics of leadership and motivation. It then discusses several core leadership skills and concepts in detail over multiple sections, including effective communication, motivation, respecting employees, decision-making capabilities, creativity and innovation, delegation, problem solving, and more. The document emphasizes that strong leadership requires mastering many interpersonal and management skills.
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Hmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_works
Agile Network India | Career Growth by Increasing your Impact, Influence and ...
Agile Network India | Career Growth by Increasing your Impact, Influence and ...
Developing Employee & Organizational Performance June 2010
Developing Employee & Organizational Performance June 2010
APM People SIG, Leadership, David Richardson, 12th Feb 2015
APM People SIG, Leadership, David Richardson, 12th Feb 2015
Top Pillars | Leadership skills by Salameh Mahasneh
Top Pillars | Leadership skills by Salameh Mahasneh
Leaders and Managers
- 1. Are Managers from the Pharaonic era?
- 2. Managers are from the future
- 3. How most employees view their manager
- 4. How managers view themselves
- 6. Transformation to a Leader • Project Roles and expectations • Clear Communication • Follow through • Building Trust • Motivation • Influence and Leverage
- 7. Project Roles and expectations • Define success criteria for each team member • Individual Roles • Project contribution • Empower and delegate
- 8. Clear Communication • Basecamp/JIRA are the minimum tools needed • Communicate • Consistent communication
- 9. Follow Through • Make each task accountable and auditable • Do not take up tasks which cannot be completed • Verify and follow up on all team activities
- 10. Building Trust • Planned and verbal commitments must be met • Meeting Commitments == Trust • Trust within team will lead to a strong relationship with Client
- 11. Motivation • Correct team == Higher motivation levels • Build Skills == Passion for work • Team building activities • Team ownership
- 12. Influence and Leverage • Build your Knowledge base about the project domain and technology • Deliver successful projects • Manage by example (do what you say)
- 16. Leading by Skill and team building(The one person who needs to be in all IT presentations)
- 18. Tough Email from Client or Management LEADER MANAGER Shields his team Reactive Learns from mistake and plans for the future Finds a scapegoat Owns the problem and fixes it Does not identify the weak area and goes on a tangent Builds a relationship with the client Deflects criticism
- 19. De Motivated team LEADER MANAGER Pre empts motivational factor Does not put emphasis on motivation Appreciates the team in run time and when it matters Appreciates the team too little or too late Team building activities Does not consider it important Open door relationship with all team members Stringent team hierarchy Empowers team members Is a blocker in team activities
- 20. Team Conflicts LEADER MANAGER Keeps an eye out for any potential conflicts Lets its fester or resolves by force Establish mutual respect between team members Team is not comfortable talking to each other Discuss with relevant parties Takes positive or negative action Decision paralysis
- 21. Objective