TLP LEAD [NSW STATECON 2014]
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The document discusses techniques for leading members including delegating tasks, tracking progress, and coaching growth. It emphasizes assigning the right tasks to the right people based on their skills, providing clear expectations and feedback, and using situational leadership to develop members' capabilities over time. The goal is to ensure members have the support needed to perform their roles and feel responsible for the team's success.
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TLP LEAD [NSW STATECON 2014]
- 2. Objectives Key Message: I am responsible for my member’s AIESEC experience and I know how to ensure their growth and performance. I know how to: 1. Delegate 2. Track 3. Coach
- 3. The Art of War
- 5. Delegating
- 6. How are you feeling?
- 7. • Repair weaponry for the army • Count the number of wounded and dead • Create war strategies with captains • Count supplies • Scout • Write up inspiring pre-battle speech • Complete documents and updates regarding battle status • Be on night watch • Attend meeting with the Emperor • Tend to the wounded • Set up camp site • Feed the horses 1.Is there something more important that I should be doing? 2.Is there someone else that can do this? 3.Will they benefit from doing this? Note: Delegation is NOT just giving work. 1.Is there something more important that I should be doing? 2.Is there someone else that can do this? 3.Will they benefit from doing this? Note: Delegation is NOT just giving work. War camp to do list
- 8. 1. Identify what 1. Don’t delegate things that are critical and time- sensitive 2. Never delegate something that you would not willingly do yourself 3. Tasks that will lead to leadership development
- 9. 5 Full delegation, routine reports Member to act and decide as fit, reports routinely as part of normal reporting process. 4 High delegation, immediate reporting Member to act and decide as fit and to report after acting. 3 Delegation with consultation Member has delegated right to make decision but must consult leadership before acting. 2 Bring a recommendation for a decision, implement Member asked for input and recommendation but leadership makes ultimate decision. 1 Implement decision made by leadership Leadership makes consideration and decisions. Member may not be consulted and is to implement. 1. Identify what 5 Levels of Delegation
- 10. 2. Identify who Two biggest delegation problems: 1. The assignment you delegate is beyond the person's capability level. 2. The project you delegate is beyond the person's capacity level. •Ability, skills and self-efficacy
- 12. Ability Skills Self-efficacy Member 1 High/medium/low Member 2 Member 3 Member 4
- 13. 3. How (Delivery & check in)
- 14. 3. How (Delivery & check in) • Always set expectations, especially expected outcome • Communicate the why! • Deadlines • SMART objectives • Space and flexibility to work • No micro-managing and give guidance
- 15. 4. Feedback and R&R • Constructive feedback • Recognise and thank them • Evaluation
- 16. Tracking
- 17. What do I track? ????
- 18. What do I track?
- 19. What do I track? Goals
- 20. How do I track? Team meetings
- 21. How do I track? Individual meetings
- 22. How do I track? Individual meetings
- 23. How do I track? Casual check- ins
- 24. How do I track?
- 25. What now?X
- 27. Key activities
- 28. Coaching
- 30. How are your members feeling?
- 34. Are your members capable of performing the tasks? •Training days •Workshops •Learn by doing
- 35. Do your member know what they’re doing? •Clear channels of communication •Instruction manuals •Contacts/ referrals
- 36. Do they hang out in their own time? •Team bonding •Create channels for hanging out
- 37. Are your members aligned to your goal and vision? • Clear JDs
- 38. Is your team hitting their goals? • Plan, JFDI and revise
- 39. Do you have team accountability? •Portfolio meetings •Team days
- 40. Coaching vs Mentoring Coaching Mentoring
Editor's Notes
- The Art of War is an ancient Chinese military treatise attributed to Sun Tzu, a high-ranking military general, strategist and tactician 13 chapters, each dedicated to an aspect of warfare Influenced figures East and West like Mao Zedong, General Douglas MacArthur, Imperial Japanese Continues to influence miliatry thinking, legal strategy and business tactics.Chapters includes things like assessing and laying down plans, utilising terrains to one’s advantage
- 40mins
- Feeling stress, overwhelmed or overworked is a sign that you need to delegate?“ I can do this myself” “ I don’t trust them” It’s an issue of trust really. Hunger Games?
- You only a few days before the next battle? What to do? Tempting to do everything by yourselfDelegation is about providing meaningful work, to yourself and others.
- What need to be, what cannot be delegated.Be patient. Start off with the small projects that don’t need to be completed in a specific way.
- some tasks are bigger than others. who to delegate what to?Self efficacy - self confidence with the task (coaching) Ability – capability (delegation) Skills - Experience and technical skills (training)
- 1.GK - no capacity, capability, skills and self-efficacy 2. kid - none LOL 3. XENA- GOT DEM ALL
- “Create a weapon” analogy I’ll micromanage, not tell them when to complete it by and be like “THIS ISN’T WHAT I WANTED!!!”
- Delivery WhyWhat When Where Goal/Outcome Deadline Check inGive flexibility Team meetings Periodically Sometime employees get nervous about making decisions and check in with you at every turn, but remind them (and yourself) why you assigned them the projects in the first place: Because you knew they’d do a great job. It will convey that you have full confidence in your team, and that feeling of trust will boost their motivation to succeed
- 3mins
- TLs, sit with your VPs if they are in the room!30mins
- How effective is our military strategy? Whats working, what’s not? What do we need to change in order to reach our goal? Keeping people accountable to the strategy.
- (ask) What is your goal for your portfolio? If I asked one of your members, would they say the same thing? (ask) What sorts of things do you currently track? Do your members know this? Members must have ownership of the goals, and they receive this ownership through being held accountable to their job description.
- How many of you do strategic team meetings? Pick someone What is the purpose of a team meeting? ~~~ - You should have a team touchpoint at least once a week. Any less would impact the ability for you as a leader to make strategic decisions in order to obtain a goal. Any more would not give the meeting much substance to really make decisions.
- - (ask) who has done an individual meeting with their members before? How long was it? What did you talk about? - Should be weekly, but not necessarily hour-long
- - (ask) who has done an individual meeting with their members before? How long was it? What did you talk about? - Should be weekly, but not necessarily hour-long
- This is to supplement the two formal, work-related methods. See how they are going, build rapport, see what kind of help they need. Adapt to the person. It doesn’t have to be face-to-face, it can be through email, facebook, phonecall, text, whatever theyre comfortable with!
- So what happens after you track? You figure out how things are going, keep people on track or make adjustments here and there. It makes no sense to track and make changes to daily operations, but not the actual plan. What kind of general leads their soldiers into battle when they know circumstances have changed? That the military strategy has changed?
- You need to map out the terrain with the most updated information, so you know what is the best strategy to use in the present circumstances. If you are using old strategies in new circumstances, you are bound to fail.
- Use the break to critically analyse how your plan has changed since the beginning of your term. Now that things are actually in place, and you understand the reality, what is feasible and what can we do better to get to the goal? As a leader, do a monthly-check up on your plan to see how things are going with what you originally planned. Write down things to keep in mind for your next replanning. With the team, do a quarterly review of plan but with the team. Ensure that each member contributes to adjusting the plan to its most updated version, and they feel ownership over the new plan. Ensure they know how exactly goals will be reached. VPs and TLs should be in charge of driving this review with the entire portfolio. Take 2 minutes to briefly sketch out when you will carry these out for the rest of your terms.
- 40mins
- Feeling stress, overwhelmed or overworked is a sign that you need to delegate?“ I can do this myself” “ I don’t trust them” It’s an issue of trust really. Hunger Games?
- 5mins Grab 4 volunteers before hand.Get them with warpaint + costumes Invite someone up to try and manage them
- Analyse own members
- Draw a table
- Do they understand why they’re doing the task? What your team goal is?
- Team of champions or champion team
- Practice
- So we hope through this session you have learnt what you need to be the best general you can be for your soldiers. As a general, your worth and your achievements depend on whether or not your soliders have performed. You witness your soliders achieving great things, and you know above anything else, any other selfish motive you have, your greatest joy is the honour of serving your soldiers.