.................................................................................................... 5 .................................................................................................. 5 .................................................................................................... 5 ............................................................................................... 6 1 YOUR ROLE AS A TEAM LEADER.............................................................. 7 1.1 1.2 2 2.1 2.2 3 3.1 3.2 3.

3 3.4 4 4.1 4.2 5 5.1 5.2 5.3 5.4 5.5 6 6.1 6.2 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 7.11 8 Maintaining trust and support ................................................................ 7 Minimize interpersonal conflict ............................................................... 7 Getting to know your team .................................................................. 10 Cohesiveness .................................................................................... 11 A Definition ....................................................................................... 14 Vision adds meaning to corporate Life .................................................. 15 Fear of Failure ................................................................................... 16 Ridicule: A technique used to make leaders quit .................................... 18 Going From Communication to Commitment: ........................................ 20 Empowerment ................................................................................... 22 Assigning appropriate tasks ................................................................. 29 Clarifying job roles ............................................................................. 30 Assessing performance ....................................................................... 30 Protecting the individual ..................................................................... 30 The Team ......................................................................................... 31 Benefits ............................................................................................ 35 Some tips to develop your team/team member: .................................... 35 Introduction ...................................................................................... 36 Values and Attitudes .......................................................................... 38 The right atmosphere ......................................................................... 39 Clear objectives ................................................................................. 40 Theories of Motivation ........................................................................ 40 Guidelines for motivating your team ..................................................... 46 Three elements of Motivation............................................................... 47 Positive approaches to offset negative attitudes in the workplace ............. 47 Turning around negative attitudes ........................................................ 48 Leadership style toolkit Theory X and Theory Y ................................ 48 Toolkit What motivates your team .................................................. 49

BUILDING YOUR TEAM ........................................................................... 9

VISION, PURPOSE & STRATEGY ........................................................... 14

COMMUNICATING YOUR VISION .......................................................... 20

SUPPORTING YOUR TEAM/TEAM MEMBER ...............................................

DEVELOPING YOUR TEAM .........................................................................

MOTIVATION ............................................................................................

BIBLIOGRAPHY ........................................................................................

'Positive' conflict
Conflict is healthy if it is good-natured bantering. Or reasoned argument.

'Negative' conflict
It is counter-productive if a great deal of heat is being raised, resulting in people being seriously upset, angry, or even physically hurt. It is counter-productive if it means that people are at loggerheads, and neither side is prepared to give way. It will usually be destructive if it causes some people to clam up and hide their feelings.

Conflict is productive if it results, sooner or later, in issue being resolved. Conflict can be constructive if it allows people to release their feelings and express what they really feel.

Whats your vision for your team? In the next six months, the team will bring to market one new training product which matches or exceeds the quality of the previous two.

Write down what you want your team to achieve

In the next 2 years, the team will increase the profitability of the bakery section by 20% with the addition of a gourmet European product line including Italian breads. In the next 5 years, the team will set up a distribution operation in Eastern Europe with at least 20 distributors in 4 countries turning over 200 million ECU's. In the next 2 years, the department will improve its efficiency by building an atmosphere of cooperation and free communication. How are you going to set the Standards? Give fast and honest feedback to each member of the team on the quality of their work.

How are you going to set the Standards?

How are you going to get there? Hold a meeting with the team to formulate the team's goals Break the goals down into tasks, deadlines and milestones Deidre to research and report on the Mediterranean bread and cake products by 30th June Appoint Mediterranean bread and cake supplier by 15th July First Mediterranean bread and cake products on the shelves for the "Mediterranean Mega Loaf" introduction and special offers in August How are you going to communicate your expectations to each team member? Hold a meeting with each person to review individual goals Tell Deidre what information youll need to make

How are you going to get there?

How are you going to communicate your expectations to each team member?

the decision on what products and what supplier to use. Work with her on a report format that will meet the standards you expect. Work with Colin on the prelaunch and lunch activities. Tell him that you want to monitor the performance of the new products, ask him how he can do that most effectively and work out a performance reporting structure. How are you going to set the standards? How are you going to set the standards?

Give fast and honest feedback to each member of the team on the quality of their work

Motivation is the drive to satisfy desires that are deep rooted in our physical, psychological and emotional make up.

To Have To Belong To Be To Do To Grow

Recognise individual and team performance

Emphasise integrity in internal and external relationships Day to day actions Keep your promises-never alt Communicate honestly and assertively Deal fairly with customers both externally and internally Dont ask team members to do anything you wouldnt be prepared to do

Day to day actions Praise people in public Host team celebrations Schedule frequent performance reviews Regularly reward outstanding contributions If you get letters of appreciation from Customers Pin them on the notice board

Encourage open, free flowing communications between the members of the team

Maintain positive, supportive relationships between team members

Day to day actions Hold regular meetings Walk around- be visible and available Keep an open door policy Encourage questions from the team Ask each team member to summarise Their understanding of your expectations

Day to day actions Encourage every member of the team to voice their opinions Ensure that critisms is constructive by encouraging sincere compliments and positive suggestions Look for possible conflict and mediate or resolve it before it becomes destructive Encourage people to support others look for solutions dont waste time attributing blame

g in nt o se m t nt e pr ea me Re he t age t an m

Re ma pres to nag enti th em ng et ea ent m

TEAM LEADER

Co- ordinating with other teams and departments

0 to 30

31 to 60 61 to 80 81 to 100

You obviously think the atmosphere is pretty poor. If others agree with you, you have a good deal to worry about. Looks like theres a lot of room for improvement A rating at this level means that, while you feel things arent too bad, they could be better This is excellent. You must believe its good place to work

The lower the rating, the more there is for you and the other managers to do

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Theory X Leaders Assume: Employees inherently dislike work and whenever possible, will attempt to avoid it Because employees dislike work, they must be coerced ,controlled or threatened with punishment to achieve desired goals Employees will shirk responsibilities and seek formal direction whenever possible Most workers place security above all other factors associated with work and will display little ambition

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Theory Y Leaders Assume: Employees can view work as being as natural as rest or play Men and women will exercise self-direction and self-control if they are committed to the objectives The average person can learn to accept, even seek, responsibility The ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of managers.

Maslows Hierarchy of Needs

Self-Actualization Need to do the work we like Esteem Need to feel worthy And respected Social Need for love, to be a member of a group safety Need to feel safe and secure

Herzbergs Motivation Hygiene Theory

Motivational Factors Interesting, challenging work Utilization of ones capabilities Opportunity to do something meaningful Recognition for achievement Sense of importance to organization Access to information Involvement in decision-making

Physiological Need to stay alive: to breathe, to eat, to drink, to sleep

Hygiene Maintenance Factors Congenial people to work with Good working conditions Pensions Paid insurance Job security Vacations Paid insurance Holidays Good pay

The essential job characteristics

What the worker gets from them:

The result, if all these job characteristics are present

Feedback from job

Knowledge of the actual results of the work activities Experienced responsibility for outcomes of the work

Autonomy

High internal work motivation

Skill variety Task identity Task significance

Experienced meaningfulness of the work

REWARD (Person's name or initials) Good wages or salary The prospect of promotion Status or power Having as much free time off as possible Recognition for work well done Learning new skills Providing good customer service Having responsibility at work Being part of a successful company Being told what to do Good working conditions Being part of a friendly team Reaching company targets Being respected in the company

You