New team leaders should focus first on building relationships within the team and establishing clear norms, goals, and expectations. Leaders should get to know team members, explain their values and vision, make processes and expectations clear, set or clarify goals with input, and over-communicate in the early days. Case studies demonstrate how over-communicating norms and processes helped address issues on one team, while off-site team building and continued social connections benefited another virtual team.
Effective Delegation is the key skill that a Leader must acquire for
his growth in the ladder.As a business Owner one should Identify Leaders and Delegate the tasks so that he can scale up the organization.It is good leadership practice to support and develop staff, this can only happen through by building their confidence and competence in their ability through supportive delegation. Determine what to delegate. Be specific, identify and list responsibilities that need to be assigned to others.
Effective Delegation is the key skill that a Leader must acquire for
his growth in the ladder.As a business Owner one should Identify Leaders and Delegate the tasks so that he can scale up the organization.It is good leadership practice to support and develop staff, this can only happen through by building their confidence and competence in their ability through supportive delegation. Determine what to delegate. Be specific, identify and list responsibilities that need to be assigned to others.
Hire Leadership Speaker Susan Young to Empower Your People at www.SusanSpeaks...Susan Young
It was an honor and a privilege to serve the United States Air Force Research Labs (AFRL) from Eglin Air Force Base at the Doolittle Institute in Fort Walton Beach, Florida. Susan designed and delivered Leadership Development and Soft Skills Training. Her expanded curriculum explored game-changing topics that engaged teams to embrace change, foster collaboration, build resilience, improve communications, and enhance performance, all of which inspired positivity in the workplace.
Her curriculum guide wil give you a sampling of the game-changing tips tools, and strategies she can share with your teams to take their performance to the next level.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
Maxwell Method of Disc profile-cards-v2Esther998790
DISC Profile Card Summary
Disclaimer: Copyrights Reserved.
This is only for personal usage. We are not allowed to post this online or photocopy for other training/coaching usage without permission.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Hire Leadership Speaker Susan Young to Empower Your People at www.SusanSpeaks...Susan Young
It was an honor and a privilege to serve the United States Air Force Research Labs (AFRL) from Eglin Air Force Base at the Doolittle Institute in Fort Walton Beach, Florida. Susan designed and delivered Leadership Development and Soft Skills Training. Her expanded curriculum explored game-changing topics that engaged teams to embrace change, foster collaboration, build resilience, improve communications, and enhance performance, all of which inspired positivity in the workplace.
Her curriculum guide wil give you a sampling of the game-changing tips tools, and strategies she can share with your teams to take their performance to the next level.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
Maxwell Method of Disc profile-cards-v2Esther998790
DISC Profile Card Summary
Disclaimer: Copyrights Reserved.
This is only for personal usage. We are not allowed to post this online or photocopy for other training/coaching usage without permission.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
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 is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
UXPA 2023: Start Strong - Lessons learned from associate programs to platform...UXPA International
Imagine creating experiences for your rookie designers’ first couple years that are rewarding, enriching, and full of learning — without taking all your time or energy to manage. We’ll share techniques any team leader can put into practice using real-life examples from associate programs, apprenticeships, and internships.
Topics include onboarding, varied work challenges, developing multiple capabilities, buddy systems, group sharing, guest speakers, time with executives, and mentorship. We’ll also share how to operationalize learning, soft skills like communication and collaboration, setting boundaries, time management, achieving deep work, and more skills we all wish we were explicitly taught early on.
We’ll focus on modern-day associate programs, but even if you can’t create a full-fledged program, you’ll leave this session with ideas to use with your fledgling professionals. The benefits go beyond efficiency; it’s a foundation for culture, camaraderie, autonomy, and mastery.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
How do you set expectations for your self and the team your are supervising so as to achieve organizational goals.
Take a few minutes and learn how this can be done
Virtual teams are more common than ever.
They allow companies to expand their reach and provide employees with opportunities they would not have otherwise had. However, managing virtual teams also comes with unique challenges that require special solutions.
In this article, we will discuss all of the necessary steps and strategies a virtual team manager should undertake to successfully lead his or her remote teams without any confusion or frustration.
Managing Successful Virtual Teams - 6 Tactics For Success VirtualTeams.net
Virtual teams are becoming more and more common as technology advances. To manage successful virtual teams, it’s crucial to find ways to keep remote team members motivated and on-task.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
MBA Students from LAGOS BUSINESS SCHOOL are experiencing the "An Even Better Place to Work" (BP2W) Leadership Tool with their teams in their organisation. Read their feedback.
Compilation of the common challenges which experts have faced in the real agile environment. Ebook originally published in https://www.knowledgetrain.co.uk/agile/agile-challenges
What are some of the differences between attitudes and beliefs, .docxtwilacrt6k5
What are some of the differences between "attitudes" and "beliefs," as described in Ch. 4 of the text? Must be atleast 300 words!!!
Please use the reading material below!!
The primary message of this chapter can be summarized by the Boy Scout motto “Be prepared!” Have you ever spent an hour or two at a group or team meeting only to find out no one was ready to make a meaningful, informed contribution? Many wasted meetings boil down to the fact that group members just haven’t done their homework. GIGO is the acronym that computer programmers use for the expression “Garbage in, garbage out.” If you put poor information (garbage) into a computer program, you get poor results as output. It works the same way in group discussions.1 To achieve a quality decision, a group needs quality information gleaned from research as well as effective reasoning and critical-thinking skills.2 In this chapter we delve into the processes by which groups accomplish their work and achieve their goals. We’ll discuss how to prepare effectively for a group discussion and how to use research and critical-thinking skills to enhance the quality of the work accomplished by group members. The Greek philosopher Socrates believed that the primary goal of dialogue and discussion was the search for truth. Today, group discussion continues to be a trusted method of seeking answers to tough questions. Our legal system is based on the idea that a jury of adults, after hearing evidence and using their best critical-thinking and analysis skills, should be able to decide whether someone is guilty of a crime. In corporations, teams and task forces hammer out key decisions. Regardless of a group’s composition, goal, or context, its discussion will be more productive if group members have prepared and if they know how to critically evaluate information used to reach reasoned conclusions.3 How to Develop a Discussion Plan Imagine the instructor in your group communication class has assigned you to a group or committee, perhaps, so that you can make a recommendation, solve a problem, or make a decision. What should you do first? How would you develop a plan to get your work accomplished? What should you not do? It’s tempting for members to jump in with both feet and start deciding what to do without adequate research or preparation. The most effective groups develop a plan for accomplishing their goal. Groups are more likely to deliberate wisely and effectively if group members clarify their goals, have good discussion skills, and are motivated to do a good job.4 Suggesting solutions or making final recommendations at your first meeting is not a good idea. Effective groups prepare for discussion.5 We’ll outline the general parts of a discussion plan and then spend the rest of the chapter describing these strategies in detail. Get Acquainted with Your Group Members “Let’s get down to business,” “What are we supposed to do,” and “Get to the point” are typical statements heard at most f.
How to manage when you haven't managed beforeAlice Bentinck
Written particularly for young founders who haven't been managers before (and who may never have had a manager before!) to better understand how to manage their fast growing team.
It covers setting expectations, performance management and training.
EF works with technologists to help them find co-founders, develop ideas and to get funding. Join us www.joinef.com
The Ultimate Guide to Employee EngagementGary Skipper
Employee engagement has many benefits to an organisation including improved productivity, retention, ideas creation, customer service, team work & loyalty.
But how do you create an environment where staff want to proactively provide a positive contribution to your business and passionately believe in its long term goals and objectives?
I am sharing a PowerPoint I developed 20 years ago to coach and train all levels of Management. Through the years I have made changes to offer Managers a better understanding of what employees in the workforce look for from their Leadership. I hope you enjoy it.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
Remote working, or telecommuting, has been around since the 1970s but has only made a measurable shift in adoption in the past ten years. Technology improvements in communication and security makes it possible for people to work from wherever & whenever. Remote workers need guidance and leadership like traditional co-located employees. You must use different leadership methods to be a successful remote leader.
Leading a traditional team in a physical office is a demanding role but has years of training and resources available to learn from. Leading a remote team is a newer concept and there isn't a real well-defined way of how leaders should operate in these environments. Remote teams can be set up in different ways which each affect how leaders run their teams.
In this session, you'll learn ways to help manage your remote workers in ways that'll support them to be productive and prevent you from coming across as a micro-manager. Remote working brings a whole set of challenges that should be addressed by every employee and it's a good leader's role to make sure nobody is blocked by them. You'll also learn the importance of cultural bias and how it can affect communication and team harmony. Lastly you'll find out how critical regular feedback is and how to put in place with your teams. Throughout the session you'll get some tips on tools and processes that you can start to use immediately.
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What new team leaders should do first
1. HBR Blog Network
What New Team Leaders Should Do First
by Carolyn O'Hara
Getting people to work together isn’t easy, and unfortunately many leaders skip over the basics of team
building in a rush to start achieving goals. But your actions in the first few weeks and months can have a
major impact on whether your team ultimately delivers results. What steps should you take to set your
team up for success? How do you form group norms, establish clear goals, and create an environment
where everyone feels comfortable and motivated to contribute?
What the Experts Say
Whether you’re taking over an existing team or starting a new one, it’s critical to devote time and energy
to establishing how you want your team to work, not just what you want them to achieve. The first few
weeks are critical. “People form opinions pretty quickly, and these opinions tend to be sticky,” says
Michael Watkins, the cofounder of Genesis Advisers and author of the updated The First 90 Days. “If you
don’t take time upfront to figure out how to get the team working well, problems are always going to come
up,” says Mary Shapiro, who teaches organizational behavior at Simmons College and is the author of
the HBR Guide to Leading Teams. “You either pay upfront or you pay later.” Here’s how to start your
team off on the right foot.
Get to know each other
“One of your first priorities should be to get to know your team members and to encourage them to get to
better know one another,” says Shapiro. To that end, “resist the urge to immediately start talking about
the work and the task outcome,” and focus instead on fostering camaraderie. In practice, this may mean
holding a retreat or beginning meetings with team-building exercises. For virtual teams, it might mean
starting calls by getting updates on how each person is doing or hosting virtual happy hours or coffee
breaks. One particularly effective exercise is to have people share their best and worst team experiences,
2. says Shapiro. Discussing those good and bad dynamics will help everyone get on the same page about
what behavior they want to encourage — and avoid — going forward.
Show what you stand for
Use your initial interactions with team members as an opportunity to showcase your values. Explain
what’s behind each of your decisions, what your priorities are, and how you will evaluate the team’s
performance, individually and collectively. Walk them through what metrics you might use to gauge
progress, so that they understand how they’ll be evaluated and what’s expected of them. “Team members
will want to know how you define success,” says Shapiro. By communicating your vision and values, you
will show your team that you’re committed to a healthy degree of transparency, says Watkins, and “create
positive momentum around yourself in the new role.”
Explain how you want the team to work
You also need to explain in detail how you want the team to work. When you have newer team members
coming on board, don’t assume that veteran team members will explain to the new recruits how meetings
are supposed to be run or the best ways to ask for help; it’s your job as a leader to set expectations and
explain processes. If you don’t make those norms clear for everyone, you risk creating an environment
where people feel excluded, uncertain, or unwilling to contribute.
Set or clarify goals
One of your most important tasks as a team leader is to set ambitious but achievable goals with your
team’s input. Make clear what the team is working toward and how you expect it to get there. By setting
these goals early on, the group’s decision making will be clearer and more efficient, and you’ll lay the
framework of holding team members accountable. Many managers inherit their teams, which often means
they aren’t creating new goals, but clarifying existing ones. “It’s actually rare that someone gets to come
in and redefine the goals for the group in a profound way,” says Watkins. In those instances, your
challenge as a manager is to reorganize roles or rethink strategies to best achieve the goals at hand.
Keep your door open
If there’s one thing that new managers need to remember, it’s that over-communicating in the early days
is preferable to the alternative. “It’s always better to start with more structure, more touch points, more
check-ins at the beginning,” says Shapiro. How you do that — via big meetings, one-on-ones, email, or
shared progress reports — will vary from team to team and manager to manager, but whatever the
communication method, “do as much as you can,” says Shapiro. Watkins agrees: “I’ve never encountered
a situation where a team member says, ‘Gosh, I wish the boss would stop communicating with me. I’m so
sick of hearing from her.’ You just never hear that.”
3. Score an “early win”
Identifying and solving a business problem that has a quick and dramatic impact early on shows that you
can listen and get things done, says Watkins. Perhaps there is a longstanding employee frustration or an
outdated work process. Maybe there is a project that you can easily fund or prioritize. Taking swift action
demonstrates that “you are connecting and learning.” But most importantly, achieving an “early win”
builds team momentum. “It motivates people,” says Shapiro, “and can win you goodwill you might need
later if the going gets tough.”
Principles to Remember
Do:
• Be clear about what goes into your decision making and how you’ll evaluate the team’s progress
• Encourage team members to connect — better communication early on will help avoid
misunderstandings and poor results later
• Look for roadblocks or grievances you can fix — it will earn you capital and inspire the team
Don’t:
• Jump into trying to accomplish the work without building relationships with the team
• Assume that new team members understand how you or others work — take the time to explain
processes and expectations.
• Be afraid to communicate often early on — you can always pull back when the team is working well
Case study #1: When in doubt, over-communicate
Czarina Walker, the founder and CEO of InfiniEDGE Software, had a crisis on her hands. She had
recently taken over the leadership of a combined team of engineers and creative employees for a new
project. With a deep well of experience leading technical teams, she assumed that the minimalist
management approach that had worked for her for years would also work with this hybrid team. “I figured
the non-techies had some understanding of our technical team’s processes, and knew how we worked by
virtue of shared office osmosis,” Czarina says.
But the team dynamics floundered from the beginning. “My technical team didn’t have a problem getting
in a room and talking about what was going well and what wasn’t,” says Czarina. But this standard tactic
of identifying improvement areas with her engineers felt like a blame game to the new creative members.
“They felt thrown into this process; it was like being invited to a firing squad.” Resentments festered, and
soon she was having difficulty getting everyone to attend the weekly status meetings. “As a result, the
project started off the exact way you hope it never does — with a lot of frustration and animosity,” she
says.
4. Czarina recognized that her failure to establish communication norms was partly to blame. She hadn’t
made the purpose of the status meetings clear, and hadn’t explained that her agenda was not aimed at
criticizing, but at getting everyone on the same page. “So I had to do something I never had to do before:
over-communicate,” Czarina says. She sat down with both groups to go over the purpose of the
meetings, and how she expected them to be run, while addressing each groups’ concerns.
The extra work paid off. The project was completed on deadline, and the creative team members reported
that they felt the process had been a valuable learning experience. “Even though I had to over-
communicate,” Czarina says, “it was well worth it, because the next project is going to go so much
smoother.”
Case study #2: Build connections outside the office
For the past decade, Nate Riggs, the founder of marketing firm NR Media Group, has run a virtual office,
with employees scattered across the country. But this year, after realizing the company needed a brick-
and-mortar base to grow its video production unit, Nate transitioned the firm to the new Columbus, Ohio,
headquarters.
Because some employees still worked remotely and others reported to the office each day, Nate
recognized that challenges and miscommunications could arise among the group, some of whom were
new employees. So he held a team retreat in Columbus, a combination of strategy sessions, client meet-
and-greets, and after-hours social events. “The team cohesiveness that was developed on that retreat
has been amazing,” says Nate.
The team-building efforts had immediate benefits. “We left with a lot of momentum. Our first week back,
we were meeting deliverables in about half the time that it took us before the retreat,” says Nate.
In order to maintain the energy, the team now gathers each week in a virtual Google Hangout with a set
agenda. Nate also has regular one-on-one meetings with each team member to get status updates and
reassess goals. “We try to keep high-frequency touches with the team, but not so much that it interferes
with getting work done,” he says.
He has also encouraged the team to maintain the social connections they established at the retreat. To
mimic the banter that might have happened around the office water cooler, employees have recently
launched a group texting thread, regularly sharing jokes, interesting news, and funny stories with
coworkers. “To me, that’s the indicator of a team culture, right?” says Nate. “We all have something that
we can laugh at together.”