Webinar (managing stakeholders)
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Most teams have an entanglement of complex stakeholders. Managing stakeholders is often done during a crisis, when it should be done on an ongoing basis. Join me to learn how to map stakeholders and assess their relative value and importance.
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Without a shared purpose a team is rudderless.
Surveys suggest that over half the employees in an organization have little idea of the strategic direction the organization is heading.
That requires rework, causes inefficiently and ineffectiveness.
The answer this wide-spread problem is to engage your team in a shared purpose and for the leader to walk the talk.
This presentation will assist you to implement these strategies to create a purposeful. rather than purposeless team.
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Strategies for Cultivating a Shared Purpose
Without a shared purpose a team is rudderless.
Surveys suggest that over half the employees in an organization have little idea of the strategic direction the organization is heading.
That requires rework, causes inefficiently and ineffectiveness.
The answer this wide-spread problem is to engage your team in a shared purpose and for the leader to walk the talk.
This presentation will assist you to implement these strategies to create a purposeful. rather than purposeless team.
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This document discusses the characteristics of high performing teams. It identifies eight key characteristics: building trust, sharing leadership, being agile, creating purpose, managing stakeholders, improving systems, utilizing diversity, and learning continuously. Examples of tools for developing high performing teams include determining a team's purpose, conducting after action reviews, and taking action to improve based on one characteristic discussed in training. The document provides an overview of a training program on leading teams that covers the characteristics, stages of development, tools, roles, conflict management, and culture.
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This might be dealing with customers, stakeholders, prioritizing their work, or designing better ways to complete their work.
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Communicating the boundaries of when initiative is welcome, and when it is not, creates a sense of psychological safety for people at work to be empowered.
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Answer all the questions in APA format follow the instructions.docx
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Most coaching sessions are too much telling and they are ineffective and a waste of time. Good coaching is essentially about asking good questions.
The GROW coaching method is the best coaching method. It centers on asking a set of structured questions to help the coachee become more empowered.
This presentation shows you how to apply GROW to improve your coaching sessions and assist the coachee to take responsibility for their actions.
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This document discusses the four stages of team development: forming, storming, norming, and performing. In the forming stage, the team acts as individuals and lacks clarity around their purpose and roles. In the storming stage, conflict arises as people establish their roles. In the norming stage, there is consensus around roles and responsibilities. In the performing stage, the team has a clear strategy and vision and can work autonomously. The leader's role and skills needed change across each stage to help the team progress to the next level.
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Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
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The proactive paradox describes the situation where the manager expects the employee to use independent judgment and the employee wants to use independent judgment.
However, both the employee and manager are frustrated because they believe the other to be at fault.
What causes this frustration?
What are the circumstances that cause the proactive paradox?
Why is being compliant and reactive behavior favored over using independent judgment?
We consider this dynamic in this presentation.
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Managers the world over are reluctant to give timely, relevant, and useful feedback; particularly when it is negative. They are often afraid of ‘opening a can of worms’ or can’t find the time to do so. In this presentation, we look at some simple strategies and tools for giving effective feedback that is most likely to improve performance.
By the end of this broadcast, you will be able to:
• Understand the key ingredients of broaching sensitive topics with team members in effective ways;
• Apply some tools for giving effective feedback; and
• Build your confidence in giving all types of feedback in the workplace.
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People who are effective at dealing with conflict are flexible in the way they approach conflict. In this session we explore the five ways that conflict can be approached. Participants complete a conflict profile before this unit to understand their preferred style and approach.
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Unit 6: Developing team culture
This document discusses developing team culture. It defines team culture as the basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the team. It identifies elements of team culture including purpose, sense of identity, commitment beyond self-interest, and stability. The document provides exercises to describe a team's culture using colors, animals or vehicles. It also outlines key dimensions of organizational culture and discusses strategies for developing team identity and culture through buffering, bridging and building. Homework involves implementing a team culture strategy.
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When you can't observe a team member, how do you give them feedback on their performance? We consider getting the other person to provide that feedback.
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The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Unit 4: The Roles People Play in Teams
This document outlines the contents of a training on team roles and dynamics. It includes 6 units that cover characteristics of high performing teams, stages of team development, tools for leading teams, roles that people play in teams, managing conflict and negotiations, and developing team culture. Unit 4 focuses on the roles that people play in teams and encourages participants to rethink how they and their teammates contribute based on preferences and strengths.
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How to get your team energized for creativity, collaboration and customer results. The two driving forces for building a team that delivers are culture and leadership. In this presentation, we share:
- a framework for understanding and building a digital culture
- our proprietary Team Maximizer Framework that outlines the 6 steps to make your team great
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Encouraging conversations are about challenging people to maintain or improve their performance. Through positive reinforcement and gentle, but firm encouragement, leaders are building commitment from team members. Commitment leads to better performance. In this unit we look at the ways and means to encourage higher performance through positive support.
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This document outlines a training program for developing leadership skills. The program contains 6 units that cover topics like giving effective feedback, enhancing personal influence, optimizing team performance, understanding personalities, and facilitating meetings. The primary goal of the program is to teach leaders how to get the very best from their team members. It discusses motivation and the factors that inspire people, including work-life balance, relationships, meaningful work, and career development. The document provides tips for motivating an unmotivated employee, such as asking what the leader can do to help and matching jobs to personal motives.
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KIN (A) 4517- Potential Exam Questions
Note: You need to be prepared to answer any of the potential exam questions. Prior to the exam, I will randomly
select two questions that you will answer. You are allowed ONE 3”x5” handwritten notecard. Bluebook required.
Question A
You are the Executive Director for Under Armour. Over the years the company has developed a strong
reputation for innovation in terms of sportswear as they provide technically advanced products engineered
with superior fabric construction and exclusive moisture management. This includes spending a
considerable amount of money on the research and development division, which has allowed you to
become an industry leader in terms of product innovation. For example, since its foundation in 1996,
Under Armour is the originator of performance apparel- gear engineered to keep athlete cool, dry, and
light throughout the course of a game, practice, or workout. Today, the organization has more than 14,000
teammates worldwide and has successfully added athletic cleats to diversify its product line to further
extend your brand and organizational capabilities.
You continue to be one of the top brands in the North American soccer apparel industry. Yet despite the
promising growth during recent years and the U.S. Women’s national soccer team success at the 2019
World Cup in France, you are convinced that the future of your company depends on your ability to break
in to the soccer equipment industry. Doing so, however, would require considerable changes throughout
the organization. The lack of urgency for change is a challenge, but you firmly believe that this is in the
best interest for the long-term success of Under Armour. Unfortunately, you have come across
considerable resistance to change across various management levels during your preliminary discussions
about your intentions. How do you proceed?
1) Why might your staff members be resistant to change?
2) Using the four stages in the change management model, how would you approach this
situation?
a. Provide specific examples related to the case organization for each step of the
change management process.
3) How does the urgency for change and level of formal authority of the change agent
influence change management efforts?
a. Provide an example in the context of Under Armour.
4) Why is it critical that you also understand the motivation among the people in your
organization in order for you to succeed?
a. Discuss the managerial implications of three need-based motivational theories (Maslow’s
Hierarchy of Needs, Herzberg’s two-factor theory, and the Acquired Needs Theory).
i. How would you go about to identify an individual’s motivation?
5) How can understanding the personalities of your staff help you better fulfill your desired
goals and objectives?
a. Give specific examples in regard to at least four personality dimensions.
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Unit 3—Optimising Team Performance
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
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Webinar (managing stakeholders)
- 1. Managing stakeholders for better team outcomes Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
- 2. What we’ll cover Three position model Who are your top 5 stakeholders SPIR model
- 3. The Team Identity Model Baker, T. (in press) Winning Teams
- 4. According to the Association of Project Management, stakeholder management is the “systemic identification, analysis, planning, and implementation of actions to engage with stakeholders.”
- 5. Who are your top 5 stakeholders?
- 7. SPIR model Stake—the stakeholder’s financial, emotional, or reputational stake in the team’s success. Power—the influence the stakeholder has over the success or failure of the team’s ability to achieve its purpose. Importance—the team’s reliance on the stakeholder for resources. Regularity—the regularity of contact with the stakeholder.
- 8. My offer to you … Pre-order Winning Teams: Apply the All Black’s Formula to Your Team for $30 (plus postage) & you will receive a free online course on building highly effective teams (valued at $675). Send me an email tim@winnersatwork.com.au by COB today.