Understanding Myself document provides guidance on self-reflection to understand one's values and how they affect life decisions. It discusses expectation setting for an honest reflection and different leadership styles including Prophets, Barbarians, Builders, Explorers, Synergists, Administrators, Bureaucrats, and Aristocrats. Key roles in expert teams are also outlined such as the Expert, Team Player, Analyst, Driver, Explorer, Innovator, Completer, Chairman and Executive. Enneagram types focusing on traits like perfectionism and helpfulness are also mentioned.
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
The way we work has changed forever, and leaders are facing new and unprecedented changes as a result. Is your team ready and equipped to lead your company successfully into the New Normal? Understand whether a Leadership Perception Gap is hampering progress, and the 7 essential qualities leaders need to succeed in today's environment.
https://www.engagementmultiplier.com/leadership
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
The way we work has changed forever, and leaders are facing new and unprecedented changes as a result. Is your team ready and equipped to lead your company successfully into the New Normal? Understand whether a Leadership Perception Gap is hampering progress, and the 7 essential qualities leaders need to succeed in today's environment.
https://www.engagementmultiplier.com/leadership
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
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
If you're open-minded, give us a few minutes and we'll offer you a life-changing alternative to team building :)
READ BOOK SAMPLE: http://bit.ly/divided_and_conquered
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
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
If you're open-minded, give us a few minutes and we'll offer you a life-changing alternative to team building :)
READ BOOK SAMPLE: http://bit.ly/divided_and_conquered
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
This presentation explains how to play some team building activities that are important to the effective management and growth of teams and their objectives.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This presentation is for new managers or existing managers who want to have a refresher. The perspective is from how management needs to change to deal with today\'s economy.
Leaders & Managers: Both Roles Are Critical to Your Business Success
By Todd Palmer, CEO, Extraordinary Advisors
In business, goals and objectives need to be reached. Often times, it is the leader who sets the vision of those goals and the manager who leads the team to accomplish the tasks required to attain those goals. Ideally in small to mid-sized businesses, there is one leader and one manager. These roles are embodied by the CEO (visionary) and the COO (integrator).
Designed for executive directors in the position for less than three years, and for EDD staff on track to become executive
directors, this workshop provided participants with insights into becoming an effective RDO leader.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
Banker's U workshop presentation covers marketing skills and resources for new business endeavors; Build confidence and motivation in working for yourself or seek a broader job pool for the existing skills you have.
For book purchase, licensing for the stage or more information please visit our website.
Watch video: http://youtu.be/bBvlJYTpW5g
Available on Amazon from John DeGaetano Productions
http://www.amazon.com/author/johndegaetano
http://www.johndegaetanoproductions.com
Rob livingstone - Australian Payroll Association's Annual Conference May 2011Livingstone Advisory
Rob Livingstone - Australian Payroll Association's Annual Conference - Is global warming likely to shrink the (skills) iceberg on which you have based your career?
This presentation addresses the tough subject of Navigating the Transition and Planning the Way Forward When Your Company Gets Bought Out.
Three major areas to address:
Defining the Transition
Levers to Cultural Integration
Steps to Successful Integration
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
10. PROPHETS
Bestwhen organization aregettingstartedor are enteringperiod
majorrestructuringand renewal.
- Strong beliefin newproducts andservices
- Highstandardand do notbelieveinthe abilitiesofpeopleoutside
their own smallgroup
CREATIVE IDEALISTIC VISIONARY
command
11. Ifyouworkfor,Prophets
- Do notexpectthemtoprovide specificobjectiveor instructions
- Do not expectthemtofollowupon detailsofyour work
- Seekout themfor advice andideas
- Betolerantoftheirlatestideas,even ifthey seemillogicaland
inconsistent(leadthemtobrainstorm)
- Realizethatprophets do notexpectyou tosharetheir
characteristics(love person whoorganize and accomplishtheir
ideasfor them)
12. IfProphets,workforyou:
- Recognize their creativeabilitiesand reinforceand encourage those talents.Do
not demand that theybe wellorganizedor conform tostandard procedures
- Listento them. Theyneedtoknow that theirvisionaryideas are importantto
you
- Help prophetsdistinguish betweentheirregularjobsandtheircreative
activities Prophetsmay need tojustifytheirsalaries withmundane work
- Protect them from bureaucrats.Rememberthat in matureorganizations
prophetsareall toooftenignored or eliminated
- Have patience. Prophets worknot for this quarter’sresultsbut for the impact
theycan have the long run.
13. BARBARIANS
Excel when organizationsarestrugglingtosurvive or tobroadentheirbase or
attemptingtodiversify.Barbariansseethemselves as being inlife-or-death
struggles toaccomplish the Prophet’s objective.
- High control and directaction
- Wantothers tojoin theteam ormove outtheway
- Prefertoestablisha few simple systems and structureswhilestressing a high
degree of task flexibility
IMPLE-
MENTER
ACTION
ORIENTED
TO THE POINT
command
14. Ifyouworkfor,Barbarians
- Straightto the point and takeaction
- Do not expect to be involved in long meetings or consensus
decision making.
- When they askfor your input, be completely honest and direct.
- Go to Barbarians; do not wait for themto come to you.
- If you want to discuss be straightforward
15. IfBarbarians,workforyou:
- Be sure that their assignments are appropriate for command and single
minded action
- Leave no confusion about their areas of responsibility and what you
expect to them
- Take advantage of their greatest talent; working in turnaround situations
and managing organizationunits that are growing fast and need quick
decisions.
- Help them make the transition to the next management stage by
encouraging them to involve their people more, delegate more and to
consider longer-range factors and outcome
16. BUILDERS
are most valuable when successful organizations are confronted by many
opportunities growth and diversification.
- Believe in the organization’s product and services
- They are interested in the means of production, although their focus their energies on
making those means more efficient
- Detailed oriented
- Concerned with short-range numbers
- Initiate leadership shift from ‘command’ to ‘collaboration’
DETAIL
ORIENTED
BRIDGING
COMMAND TO
COLLABORATION
NEEDCLEAR
DIRECTION
collaboration
17. Ifyouworkfor,Builder
- Offer clear, specific, written objectives. They hate surprises and believe
that you should have a blueprint of your activities
- Realizethat they are not world greatest communicators. Help them by
initiating they need of communication.
- Do not expect a great deal positive reinforcement. They take satisfaction
from the quality and volume of the products that go out the door and
they expect you will, too
- Realizethat they appreciate creativity within bounds. They more
interested in ‘HOW’ than in ‘WHAT’ or ‘WHY’
18. IfBuilders,workforyou:
- Helpthem to thinklong term
- Helpthem to understand theneed for involving people below
them in decision making
- Rememberthey responds to rewards improving in processes
(HOW) more thanresults (WHAT)
- Do not burden them with too much central-staffhelp. Offer
help, but do not impose it
19. EXPLORERS
similar to Builders, but they place their emphasis onincreasing the
efficiency.
- They are the organizational members most in touch with customers
- Highly competitive and enjoy keeping score
- Interpersonal relationships are important to them
- Enthusiastic and intuitive
- Hate paperwork and do littleor no managing
SOCIAL
BUTTERFLY
EXPLOSIVEIN +
WAY
EFFICIENT
collaboration
20. Ifyouworkfor,Explorer
- You willwin points for producing results and gainingnew
business – things an Explorer understandsthe most
- Tell them about your plans. They want to know that their staffshave
high objectives and expectations and projections
- Do not tell them what cannot be done or what should have been done.
Keep your level of enthusiasm high and frame your comments in a
positive context
21. IfExplorers,workforyou:
- Remember, that theyappear toneed your approval more than others do,
because theyare ‘out inthe wilderness’most of thetime. Whenthey come back
tooffice,they need yourpraise, letthem have it
- Do not shoot them down, whenthey seem overlyoptimistic. Help themto
developmorerealisticexpectations and projections
- Whentheywantyouto spend moretime in the fieldwithcustomers than you
can afford,work withthem onmaking the best use of theirtime
- Whentheydonot have the bestrelationswiththose whose support theyneed
in production, help themunderstand the importance of these members of their
team. Theyoftenhave difficulty along this time.
22. SYNERGIST
donotfavora single leadership style.Instead,theyincorporatethe different
styles of leadership requiredtosucceed throughout an organization’slifecycle.
- Seek social unity, balance teamworkand continuous improvement ofproducts
and service(total qualitymanagement)
- Emphasize positive behavioralreinforcement by using symbols,participative
decision making, interpersonalskills andhigh levelsoftechnical competence
FLEXIBLE BALANCE
EYE OF THE
STORM
collaboration
23. Ifyouworkfor,Synergist
- Besensitiveoftheir needtoblendand balancethecharacteristics
ofProphets,Barbarians,Builders, Explorers,and Administrators
- Do notexpectconsistency. Demonstrateflexibilityin your own
approach toproblems
- Demonstrateabilityin teamwork,participation,delegationand
constantimprovementofproducts and services
- Appreciatethe synergist’sneedforemphasizingboththe material
and spiritual aspectsoforganizations
24. IfSynergistsworkforyou:
■ Reward them for achievinga balance betweenthe
preservation of creativity and
theneed for order.
■ Realize thatSynergistsmay wantyou toincrease the
amountof timethat you
spendwith personnel inproduction areas insteadofstaffareas.
Althoughthis is
generally a goodidea,thereis stilla need totakecare of the
administrative
aspectsof theorganization.
25. ADMINISTRATOR
•Contribute most when organizations have entered a secure stage
•Believe in efficiency and I maximizing the financial side of the organization
•Perfecting management-control systems
•Tend to take organization’s products and services for granted.
•Not effective in dealing with people
•Make decisions based on data and spend lots of time seeking ‘correct’ answer
•Under Administrators, line managers lose power while staff gains it.
CONTROL
EFFICIENT
ORIENTED
SOLOPLAYER
collaboration
26. IfyouworkforanAdministrator:
■ Realizethathe or sheis morelikelytorewardyou for conforming
than for
creating.
■ Understandhis or heressentialneedfor administrativecontrol
and discipline.
When thatcontrol becomesstifling,you musthelptheAdministrator
torecognize
yoursituation.
■ Recognizewho you are and whatyour ambitionsare. If you always
work for an
Administrator,you can developthe samecharacteristics,which
mayor maynot
be thebest for you.
27. IfAdministratorsworkforyou:
■ RememberthatAdministratorsare goodat takingcare of
details; reward themfor
that.Also help themtoseethelarger picture, direction, trends,
and reasons.Keep
themin touch with whatis importantto theorganization.
■ HelpAdministratorstosee theirjobs as servingthosewhose
performance should
be enhancedby their systems:theBuilders andExplorers.
28. BUREAUCRAT
•Most visible in diversified organizations (primary products and services are viewed as being
mature‘cash cows’)
•Growth occurs through acquiring younger organizations and cost cutting
•Confront no problems that cannot be overcome through sound financial management and
controls.
•Place little emphasis on creativity and are more concerned with numbers than people
•Like written reports, cultivate the flow of paper
•Seek to increase autocratic command, often resulting inoverorganization, overspecialization,
and a lack of trust between levels.
ORDER ACTASBUFFER COMPLAIN
disintegrate
29. IfyouworkforaBureaucrat:
■ Remember that the Bureaucrat tends to focus on performance that fits the system,
without askingwhether it is the rightperformance. Help him or hereby asking
questions that will lead to a considerationof more creative responses.
■ As a Bureaucrat needs order and conformity, do not make him or her nervous by
being “weird.” It is difficult to work for a nervous boss, particularly if you are the
one who makes the boss nervous.
■ Serve as a buffer for your subordinates. Manage them to produce creative
responses without interference from your Bureaucratic supervisor. Do not make
your own problem your subordinates’ problem
30. IfBureaucratsworkforyou:
■ Remember that Bureaucrats are better in staff jobs, not line jobs.
■ Make sure that they do not spin a webof stifling systems and
structure around
others.
■ As Bureaucrats constantly complain about others who are violating
the sanctityof
their systems,learn to ask, “So what?”
■ Rewardthemfor developing and managing the most efficient
administrative
processes. Define “efficient” as meaning thefewest possible staff
requiring the
least amount of time from line managers.
31. ARISTOCRAT
•Most evident when theorganization’sprimaryproductsandservices aredeclining becauseofalackof
attention,investment, andcreativity;when organizationalcomponentsarebeing eliminatedand
divested;andwhen cashis desperatelyneeded.
•Cynicism permeatesall partsandlevels oftheorganization
•Increasingly surroundthemselves withexpensive tokensoftheir positions(“perks”) andview their
primarymission aspreventing furtherorganizationalerosion.
•Have aloofmanagementstyle
•Doesn’tlike makingdecisions
•If forcedtomakedecisions, generally use a highlyautocraticstyle.
•Organizationareburdenedwithexcessive layersofmanagement,poorcommunication,little clarityof
mission, low motivation,lotsof internalwarfare,andineffectiveformalstructures.
ALOOF INDECISIVE AUTO-CRATIC
disintegrate
32. IfyouworkforanAristocrat:
■ Quit.
■ If you cannot quit, consider the Aristocrat’s objectives butcreate yourown
independently. Hope that the Aristocrat’s successor appreciates your efforts.
IfAristocratsworkforyou:
■ Encourage them to leave.
■ If they will not quit, ask them specific questions about theirefforts to improve the
organization, the quality of their productsand services,and their plans for creative
developments. Let them know that their jobs depend on a change in behavior.
34. EXPERT
TEAM
ROLES
The expert has the skills and expertise
required for the specific task at hand. He or
she has a strong focus on the task and may
get defensive when others interfere with
his or her work. The expert prefers to
work alone and team members often have
a great deal of trust and confidence in him
or her.
35. TEAM PLAYER
TEAM
ROLES
Theteam player is caring, avoids
conflicts, and fostersharmony. Being
someone who likes to help other people,
the team player is generally considered
agreeable and friendly. Heor she is
diplomatic and emphasizes solidarity
and team cohesion
36. ANALYST
TEAM
ROLES
Theanalyst has a tendencyto be
reservedand critical. The analyst will
also react to plans and ideas in a rational
and sensible way.He or she will favor a
prudent approach to matters and will
evaluatethem according to their
accuracybefore acting.
37. DRIVER
TEAM
ROLES
The driver is generally very ambitious
and energetic. Heor she may appear as
impatient and impulsive. The driver is a
strong motivator and will challenge
others at crucial times. Although the
actions of the driver may sometimes
seem somewhat emotional, they do play
a crucial role in pushingtheteam
forward to succeed.
38. EXPLORER
TEAM
ROLES
Theexploreris generallyan extrovert by
nature.He or she ischeerful,gregarious. The
explorerisalsoinvestigative,interestedand
curious aboutthings.Becauseexplorers like
toimproviseand communicatewith others,
theywillhave littleproblempresentingideas
totheteamand developing newcontacts.
39. INNOVATOR
TEAM
ROLES
Theinnovator is oftenthecreativegenerator
ofa team.He or she has astrong imagination
and adesiretobeoriginal.The innovator
prefers tobeindependentand tends to
approach tasksin a scientificway.As an
creativeindividual theinnovator may playa
crucial rolein thewaya teamapproaches
tasksand solves problems.
40. COMPLETER
TEAM
ROLES
The completer is very conscientious and feels
responsible for the team's achievements.
Completers are concerned when errors are made
and they tend to worry because of their
controlling nature. The completer is also known
as the finisher because they are most effectively
used at the end of a task, to polish and scrutinize
the work for errors, subjecting it to the highest
standards of quality control.
41. CHAIRMAN
TEAM
ROLES
The chairman hasa strong coordinating role.
With an emphasis on procedures, the chairman
will try to bring and keep the team together. He
or she is communicative and deals with the
members of the team in a respectful and open-
minded way.
42. EXECUTIVE
TEAM
ROLES
The executive is sometimes also referred to as
the organizer. The executive is generally
disciplined and eager to get the job done. He or
she is efficient, practical, and systematic.
Executives are well organized and diligent, and
quickly turn the ideas of a team into concrete
actions and practical plans.
Another way to tell what your priorities are is to imagine that someone
you love was being openly criticized for something that you don’t support
(let’s say, they’re gay but you don’t agree with the lifestyle).
Do you support them? Protect them? How? What would you say?
Our actions in the face of peer criticism and possible ostracization
can reveal our priorities.
Teach them to asses their values. Who affect you the most, favorite book, hot button. Delegates write down their names on the flipchart given, that represent their value based on the assessment done before the session.