The document discusses managing teams and provides guidance on key aspects of team management including:
1) Defining what a team is and when to create teams such as when specialized skills are needed or interdependence is high.
2) How teams can benefit an organization through increased performance, flexibility, and learning.
3) Effective techniques for managing teams such as embracing diversity and goals while also fostering support and confrontation among members.
Design thinking and human-centered design teach us that the fastest, most effective path to change starts with empathy. But even the most observant, curious change leader can struggle to deeply understand what’s blocking change in their organization.
Games can help - they put people at ease, providing a framework and safe space for expressing deeply held, complex motivations. We’d like to share a game we developed for just this purpose - the Barriers to Change Cards. Use the cards to explore a variety of ways to play the game and how to use the results to improve change management outcomes.
XPLANE Director of Consulting Stephanie Gioia and Consultant Nina Narelle hosted a session at the Association for Change Management's annual conference, Change Management 2016. This year, their hands-on, interactive session was titled "Games for Change: A Human-Centered Approach for Diagnosing Organizational Barriers".
Psychologists tell us we're hard wired with a negativity bias--that you easily spot what's wrong with you. In your career, are you focusing your energy on fixing your weaknesses? If so, you're like most. Unfortunately, your time is better spent another way.
At your "Discover Your Strengths And Put Them To Work" event, you'll learn to apply your natural talents to improve your performance and productivity.
And the best news? It makes work feel easier and more enjoyable than it has in eons. See you there!
Introduction to Assumptions Mapping - Agile2016David Bland
Abstract:
LeanUX is bridging the gap between Design Thinking and Agile. While teams are embracing experimentation, it is important that your teams don't waste all of their time running experiments on unimportant + known aspects of your product. Assumptions Mapping is a LeanUX exercise that gives you the power to facilitate a conversation with your team and enable them to focus on what matters. If you find yourself in an organization trying to adapt to conditions of extreme uncertainty, this workshop gives you actionable tools and advice that you can take back to your teams and apply right away.
Learning Outcomes:
How to use Assumptions Mapping to illustrate risk & focus your experimentation
How LeanUX is bridging the gap between Design Thinking and Agile
What leadership and facilitation styles you'll need for LeanUX to thrive in your organization
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
Kyle Jepson, Sales Professor from HubSpot, joined the NYC HUG and gave a live demo of the Sales Hub. There were a lot of questions around this HubSpot tool so get ready for an interactive performance.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Design thinking and human-centered design teach us that the fastest, most effective path to change starts with empathy. But even the most observant, curious change leader can struggle to deeply understand what’s blocking change in their organization.
Games can help - they put people at ease, providing a framework and safe space for expressing deeply held, complex motivations. We’d like to share a game we developed for just this purpose - the Barriers to Change Cards. Use the cards to explore a variety of ways to play the game and how to use the results to improve change management outcomes.
XPLANE Director of Consulting Stephanie Gioia and Consultant Nina Narelle hosted a session at the Association for Change Management's annual conference, Change Management 2016. This year, their hands-on, interactive session was titled "Games for Change: A Human-Centered Approach for Diagnosing Organizational Barriers".
Psychologists tell us we're hard wired with a negativity bias--that you easily spot what's wrong with you. In your career, are you focusing your energy on fixing your weaknesses? If so, you're like most. Unfortunately, your time is better spent another way.
At your "Discover Your Strengths And Put Them To Work" event, you'll learn to apply your natural talents to improve your performance and productivity.
And the best news? It makes work feel easier and more enjoyable than it has in eons. See you there!
Introduction to Assumptions Mapping - Agile2016David Bland
Abstract:
LeanUX is bridging the gap between Design Thinking and Agile. While teams are embracing experimentation, it is important that your teams don't waste all of their time running experiments on unimportant + known aspects of your product. Assumptions Mapping is a LeanUX exercise that gives you the power to facilitate a conversation with your team and enable them to focus on what matters. If you find yourself in an organization trying to adapt to conditions of extreme uncertainty, this workshop gives you actionable tools and advice that you can take back to your teams and apply right away.
Learning Outcomes:
How to use Assumptions Mapping to illustrate risk & focus your experimentation
How LeanUX is bridging the gap between Design Thinking and Agile
What leadership and facilitation styles you'll need for LeanUX to thrive in your organization
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
Kyle Jepson, Sales Professor from HubSpot, joined the NYC HUG and gave a live demo of the Sales Hub. There were a lot of questions around this HubSpot tool so get ready for an interactive performance.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
Product portfolio. Go to Market. Distribution channels. ⚡
What to do after you reach your product-market fit?
Learn all about the product strategies, and how to properly execute them!
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
ATMTL23 - L'odysée d'un PMO vers un VMO par Elyes Dekhili et Karl MétivierAgile Montréal
"Explorer la transition majeure et les défis d'un PMO (Project Management Office) traditionnel vers un VMO (Value Management Office) au sein d'une structure de gestion par produit.
Cette transformation, entamée il y a plus d'un an et toujours en cours, offre une approche novatrice pour maximiser la valeur livrée au client.
Vous apprendrez comment aligner votre structure organisationnelle sur la valeur livrée, stimuler l'innovation et favoriser une culture d'excellence axée sur la satisfaction client."
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
ATMTL23 - Comment nos organisations évoluent vers l'agilité : les premiers ré...Agile Montréal
Cette conférence fait suite à celle présentée pour la première fois à Agile Tour Montréal 2022 (https://www.youtube.com/watch?v=8LgFgWjkiX8), qui proposait de radicalement repenser la transformation des organisations, sur un modèle inspiré de la Théorie de l'Évolution. Après un an d'analyses, nous viendrons présenter les premières conclusions partielles, et un raffinement du modèle PhylOrg, parmi lesquelles les archétypes évolutifs qui semblent émerger de l'analyse des données du modèle.
ATMTL23 - How to create and elevate top talent? A cohort-based learning metho...Agile Montréal
"How can we transform isolated individual learning in organizations into an engaging and fun team activity?
Explore the ALTE (A Learning Team Experience) framework, a systematic method designed to amplify team collaboration while empowering individuals to elevate their skills. This approach transforms learning from a solo journey into a collective experience. The 4 steps framework emphasizes coaching participants to identify their learning goals, foster study buddy relationships for enhanced bonding, and promote team-centric learning activities. Alongside practical templates and scripts, this talk delves into the group dynamics theories that anchor the ALTE framework.
This talk is perfect for Team Leaders, HR and L&D Professionals, Project Managers, Corporate Trainers, Entrepreneurs, Consultants, Coaches, and Facilitators. Everyone is welcome!"
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
ATMTL23 - Dépasser les frontières : Réinterpréter les Principes ISTQB avec un...Agile Montréal
Cette session propose une réinterprétation des principes de l'ISTQB à travers un prisme Agile, défiant l'idée reçue que les grands principes de tests présentés par l'ISTQB sont uniquement centré sur des modèles séquentiels. En plongeant dans les fondamentaux de l'ISTQB, l'objectif est de démontrer leur intégration harmonieuse avec les méthodologies Agile, mettant en lumière leur adaptabilité intrinsèque. En combinant ISTQB et l'agilité, un nouveau cadre dynamique pour les pratiques d'assurance qualité se dessine, encourageant à défier le statu quo et à explorer le potentiel agile des techniques de tests modernes.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
Product portfolio. Go to Market. Distribution channels. ⚡
What to do after you reach your product-market fit?
Learn all about the product strategies, and how to properly execute them!
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
ATMTL23 - L'odysée d'un PMO vers un VMO par Elyes Dekhili et Karl MétivierAgile Montréal
"Explorer la transition majeure et les défis d'un PMO (Project Management Office) traditionnel vers un VMO (Value Management Office) au sein d'une structure de gestion par produit.
Cette transformation, entamée il y a plus d'un an et toujours en cours, offre une approche novatrice pour maximiser la valeur livrée au client.
Vous apprendrez comment aligner votre structure organisationnelle sur la valeur livrée, stimuler l'innovation et favoriser une culture d'excellence axée sur la satisfaction client."
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
ATMTL23 - Comment nos organisations évoluent vers l'agilité : les premiers ré...Agile Montréal
Cette conférence fait suite à celle présentée pour la première fois à Agile Tour Montréal 2022 (https://www.youtube.com/watch?v=8LgFgWjkiX8), qui proposait de radicalement repenser la transformation des organisations, sur un modèle inspiré de la Théorie de l'Évolution. Après un an d'analyses, nous viendrons présenter les premières conclusions partielles, et un raffinement du modèle PhylOrg, parmi lesquelles les archétypes évolutifs qui semblent émerger de l'analyse des données du modèle.
ATMTL23 - How to create and elevate top talent? A cohort-based learning metho...Agile Montréal
"How can we transform isolated individual learning in organizations into an engaging and fun team activity?
Explore the ALTE (A Learning Team Experience) framework, a systematic method designed to amplify team collaboration while empowering individuals to elevate their skills. This approach transforms learning from a solo journey into a collective experience. The 4 steps framework emphasizes coaching participants to identify their learning goals, foster study buddy relationships for enhanced bonding, and promote team-centric learning activities. Alongside practical templates and scripts, this talk delves into the group dynamics theories that anchor the ALTE framework.
This talk is perfect for Team Leaders, HR and L&D Professionals, Project Managers, Corporate Trainers, Entrepreneurs, Consultants, Coaches, and Facilitators. Everyone is welcome!"
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
ATMTL23 - Dépasser les frontières : Réinterpréter les Principes ISTQB avec un...Agile Montréal
Cette session propose une réinterprétation des principes de l'ISTQB à travers un prisme Agile, défiant l'idée reçue que les grands principes de tests présentés par l'ISTQB sont uniquement centré sur des modèles séquentiels. En plongeant dans les fondamentaux de l'ISTQB, l'objectif est de démontrer leur intégration harmonieuse avec les méthodologies Agile, mettant en lumière leur adaptabilité intrinsèque. En combinant ISTQB et l'agilité, un nouveau cadre dynamique pour les pratiques d'assurance qualité se dessine, encourageant à défier le statu quo et à explorer le potentiel agile des techniques de tests modernes.
At the end of this session you will be able to:
Identify the differences between coaching and mentoring and know when to use which
Determine the characteristics of a good coach
Identify the elements of a good coaching session in order to implement them
Establish the importance of communication in the coaching process and
Identify how to give feedback to coaches
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
Top Pillars | Leadership skills by Salameh MahasnehTop Pillars
https://toppillars.com
Upon the successful completion of the course, each participant will be able to:
Apply and gain a basic knowledge on leadership.
Discuss the techniques and skills that contribute to a leadership style.
Identify the basics of leadership and motivation.
Carryout various methods of developing and empowering people through training, coaching, supporting and delegating.
Apply situational leadership
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What are the main advantages of using HR recruiter services.pdf
Mmi leadership 5
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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. 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 "game." 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. Management vs. Leadership MANAGING LEADING Planning and budgeting Setting a direction Organizing and staffing Aligning people Controlling and problem solving Motivating and inspiring
Organizations form different teams for different purposes. For example, as a manager, you might assemble a: Task force to implement a plan for addressing a problem or leveraging an opportunity Self-directed work team to meet together on an ongoing, daily basis to perform a specific work process
Many of these advantages flow from the synergy of team members' skills and experiences. In addition, teams tend to establish new communication processes that encourage ongoing problem-solving. Finally, many people enjoy, and are motivated by, working in teams. As a result, they deliver their best performance in a team setting.
Adapting your managerial style to fit a team situation doesn't have to mean "tacking on" a whole new approach that will feel unnatural, artificial, or phony to you. Rather, it's more like fine-tuning behaviors you're already doing, and weaving in some new behaviors that will help you better lead your team. In the above scheme, called "team-leadership continua“, each continua illustrates a pair of conflicting forces, or tensions, that lie at the heart of team life. And, for each criterion, sometimes it's appropriate to gravitate toward one or the other polar end. Other times, it's appropriate to settle somewhere in the middle. It all depends on the needs of your team. If you spend too much time stuck at either end of a continuum, your team's performance will suffer.
Just as it's important to adjust your team-management style, you need to adapt the way you lead different individuals within your group. That is, you need to provide different kinds of leadership for each individual, depending on, for example, his or her level of professional development or commitment to the job. Example If you are a regional sales manager with a team of salespeople, you need to assess what each team member needs from you—and those needs will be very different! A new hire will take more of your time, requiring careful instructions and guidance. You will need to observe him often as he tackles the new skills, giving him suggestions, feedback, and guidance. If, however, you let this person go on his own, he will likely make many mistakes, feel abandoned and discouraged. On the other hand, the top salesperson who has been on the job for fifteen years needs little guidance. Just give this person all the room she needs to carry on and do the best job possible. You might even ask her to be a mentor for the new hire. If you misjudge what she needs and manage her too closely as though she were a new hire, she will become frustrated, even angry about your lack of trust in her. Individuals experience degrees of professional development and commitment. Therefore, you apply degrees of direction, coaching, support, and delegation as appropriate. When you adapt your management style to fit the situation or individual needs, people will trust you and accept your versatility of styles.
It is important to understand the difference between management and leadership. They are two distinct and complementary systems of action. Management involves coping with complexity ; leadership, coping with change . Managing requires bringing order and predictability to a situation, while leading requires adapting to changing circumstances—an increasingly important skill in today’s volatile and competitive business environment.
Motivation: The ability to pursue goals with energy and persistence, for reasons that go beyond money or status. It must be a persistent process of maintaining a positive, focused attitude in pursuing a goal, despite obstacles. Motivating and inspiring energizes people not by pushing or pulling them in the right direction, but by satisfying basic human needs for achievement—a sense of belonging, recognition, self-esteem, and having control over one’s life. Management skills are essential. But in response to an ever-changing economic and social marketplace, managers are increasingly being called upon to be leaders as well. As a result, the ability to lead—that is, identify a vision, align people to it, and motivate them to achieve it—has become even more critical for today’s managers.
Motivation process begin with the first step of a business – corporate vision. Vision motivates people to take action in the right direction, even if it is personally difficult: The alterations required to support a vision are often not easy. Often, people are asked to learn new skills quickly or work with constrained resources for a length of time. An effective vision helps to overcome people’s reluctance to do what is necessary by providing hope and inspiration for the future.
There are numerous ways to get people motivated. One popular approach relies on enhancing or improving factors that are external to the specific job a person performs. These “external” factors are aspects of a job that are related to job environment , not the job content itself. External factors include: Company policies and benefits Working conditions Salary and other forms of compensation Status Job security Some experts have demonstrated that externally focused incentives provide only a short-term means of motivation. They argue that, to be effective and keep people moving forward, leaders need to continuously provide these rewards—while upping the ante each time. Using only external factors to motivate employees, therefore, can become increasingly costly over time.
An alternative and more sustainable approach to motivation draws upon tapping into employees’ desire to perform. Using this approach, leaders try to inspire people by enriching their jobs and giving them broad responsibilities that increase their overall job satisfaction. This type of intrinsic motivation relies on “internal” factors that are related to job content (the nature of the work itself), and comes from within employees. Internal motivational factors include: Achievement on the job Direct feedback from people internal and external to the company about the quality of their work The work itself A sense of responsibility for the work they are doing Opportunities for growth or learning Some experts note that the presence of a strong external reward structure diminishes an individual’s ability to react to internal motivators. Others maintain that these two means of motivating people are complementary, and that leaders should strive to provide both where possible. One thing is certain: All people have individual drives, needs, and desires. Because of this, they will be motivated by different factors. Finding out what motivates people on an individual level is critical. Taking the time to discover what inspires each of your key stakeholders, and devising the plan that best meets their needs, will help ensure that people stay motivated for the long term.
Celebrating milestones, whether large or small, is critical to keeping people motivated. Good leaders not only recognize individuals for their efforts, but also the successful completion of goals on the group, unit, and organizational level. Broadcast every milestone reached or project completed to upper management, colleagues, and even outside stakeholders. Recognize everyone responsible for achieving the milestone, and strive to provide each person the type of “reward” that best motivates him or her. Taking the time to celebrate is essential because it acknowledges people’s hard work, boosts morale and helps keep up the momentum necessary to achieve your vision.
In an ideal world, everyone in your organization would be inspired by your vision and willing to work toward your end goals. However, in reality, you will likely find people who do not want to follow your lead. In trying to motivate intractable employees, inexperienced leaders often make the mistake of forgetting that everyone has different motivational drivers, values, and biases. To successfully motivate problem employees you must uncover their inherent motivations. Everyone has motivational energy—whether it be to run a marathon, start a book club, or simply stick to a diet—it just may not be directed effectively in the workplace. As a leader, then, your role is not to try to motivate your problem employees; rather it’s to help them motivate themselves . Instead of trying to impose a solution on your employees, work with them to uncover the barriers that prevent them from achieving desired goals.
A three-step approach to motivating a problem employee : Flesh out your picture of the employee and the problem. Try to gain a better understanding of the issue. Attempt to see the situation from the employee’s vantage point. Pinpoint any context or relationships that may be influencing his behavior. Consider these factors individually: The person who lacks motivation. Through informal conversations with the employee and other colleagues, find out her drives and passions and what could be blocking them at your workplace. Ask yourself what could result if those impediments were somehow removed. Yourself. Ask yourself how you might be contributing to the problem. You may discover that you are the person’s chief demotivator. The context. Ask yourself if there is anything about the current situation that might be bringing out the worst in the person—or you. Is there something happening or that recently happened at your organization, such as a restructuring or a layoff, which may be adding stress? 2. Consider a range of outcomes. Actively switch your mindset from trying to achieve a single, predetermined “solution” to the employee’s problem to considering several different possibilities (e.g., he should be moved to a different department/function or he needs better coaching). 3. Meet to discuss the problem and reach a resolution. This process culminates in a face-to-face meeting with the problem worker, ideally held in a neutral space like a conference room. During the meeting, you should: Affirm the person’s value to your organization to get the meeting off on the right foot. Describe the problem from your perspective and point out that that it cannot continue. Ask probing questions to test the assumptions you’ve made about the situation. Is the individual clear about his role or expectations? These questions will likely expose your differences but will also reveal areas of agreement. Work with the individual to help him “solve” the problem. Invite the employee to suggest tactics for resolving the issue. Use the insight you have gained into what motivates him to guide the process. The resolution you mutually determine should play to the individual’s drives.
When leaders offer their vision of a new future, they recognize that the change required comes with inherent challenges. They recognize that a certain level of stress is healthy and necessary for change to occur. However, they also know that people can’t—or won’t—learn new ways of doing things if they are feeling anxious or overwhelmed. To help motivate people without immobilizing them, 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. In the early stages of implementing a vision, a leader may establish a holding environment for the team to talk openly about the initial challenges, to frame and debate issues, and to clarify assumptions.
Tips for Creating an Inspiring Work Environment: Articulate a vision in a manner that stresses the values of their audience Regularly explain to your staff the importance of their work to the company’s larger goals Break long-term assignments down into clear, achievable, short-term goals Demonstrate confidence in your staff’s ability to overcome problems At regular intervals, take staff members aside and ask them if they feel challenged, listened to, and recognized When giving feedback, balance negative criticism with comments that also accentuate the positive. Recognize and reward success If possible, improve your staff’s physical workspace
In an environment of change, a leader is responsible for regulating the distress that team members are feeling; this entails ensuring that the team members remain motivated and in control of their workloads. Effective leaders are masters of sequencing and pacing work. They know how to prioritize and order tasks to minimize confusion and chaos. Successful leaders do not strive to eliminate all of their team’s stressors, but instead help team members manage them. You can establish a holding environment that fosters motivation by: Treating everyone, at every level of the organization, with the same respect Giving everyone’s ideas serious consideration Being fair, kind, and courteous at all times Being honest, admitting when you make a mistake or when you don’t have an answer Never putting other people down Protecting your unit or group by defining a boundary around your people and sheltering them from interference, going to bat for your team to get the resources you need, and showing courage in sticking up for your people Not tolerating scapegoating or misapplied blame Using every reasonable opportunity to foster others’ professional growth
While a certain level of conflict is likely to be the norm, it is your responsibility as a leader to identify whether it is destructive or constructive . Destructive conflict undermines the trust that is vital to a working relationship and includes: Personal attacks, either directly or through gossip Scapegoating (blaming something on a particular person or group of people whether or not they are responsible) Pointless griping about irrelevant issues or external forces that cannot be controlled Handle destructive conflict by acknowledging the problem and using persuasion, reminding others of the vision, or otherwise deploying your power as a leader to resolve the conflict. Constructive conflict, on the other hand, concerns divergent perspectives on your most important tasks or priorities—and needs to be incorporated into your vision. Ask pointed questions to draw the issues out, then insist that your employees discuss them openly and work out solutions.
As a manager, you'll provide your direct reports with coaching and feedback. At times, you will do the same for your supervisor and peers as well. Thus, your role is to be a mentor on many levels. Coaching is a partnership between two people—usually the manager and a direct report—in which both parties share knowledge and experience in order to maximize the coachee's potential and help him or her achieve agreed-upon goals. It is a shared act in which the coachee actively and willingly participates
You and a direct report may agree to form a coaching relationship when both of you believe that working together will lead to improved performance. Examples for each above motivations build on analytical skills reduce a fear of public speaking develop more advanced communication skills acquiring leadership skills find ways to improve their use of time learn to set more realistic goals Because coaching is based on mutual agreement, it is appropriate only in certain circumstances. You may need to use more direct intervention by asserting your authority when: A direct report has clearly violated company policy or organizational values A new or inexperienced employee requires more direction on a task Coaching fails to generate performance improvements
In business, feedback is the sharing of observations about job performance or work-related behaviors for the purpose of reinforcing effective behaviors and changing ineffective ones. Although similar to coaching in some ways, feedback is a more direct form of intervention and can occur with or without consent of the recipient. Feedback is helpful and constructive, not critical and judgmental. It offers advice on ways to improve, not an enumeration of faults.
By providing effective feedback to someone else, you: Redirect that person's behavior or point out a more productive path of action Reinforce or encourage an effective way of working Coach the person so that he or she achieves better performance Skillful giving and receiving of feedback can contribute to strong working relationships with your group, your boss, and your peers.
One way to think about the need to adapt your team-management and individual-management styles is to imagine a triangle made up of three sets of relationships: Your relationship to your team as a whole Your relationship to each of your team's members as individuals Individual members' relationship to the team as a whole
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