Professional Documents
Culture Documents
&
TEAM DEVELOPMENT
By
Aziz Alam
“If I accept you as you are, I will
make you worse; however, if I
treat you as though you are
what you are capable of
becoming, I help you become
that.”
Goethe..
CONDUC
T
PART - 1
■ Defining leadership.
■ What makes effective leaders.
PART - 2
■ Team management
◆ Development of teams.
◆ Management of teams.
◆ Checklist for team leaders.
Defining
Leadership
“Leadership , I’m not sure
how to define it, but I know it
when I see it.”
Dwight D Eisenhower
Today’s accelerating, unrelentless change has
altered the foundation of corporate enterprise
and government bureaucracy. Organizations &
governments are under tremendous pressure
since they have been RRRECQD (wrecked).
That is reinventing, rightsizing, reengineering,
empowerment, customer & Quality Driven
efforts have transformed the way they operate.
More and better leaders are essential to guide
organizations in today’s changing,
unpredictable environment.
Warren Blank
Definition
The ability to inspire
confidence and support
among the people who are
needed to achieve
organizational goals.
Leadership Vs
Management
leader Manager
■ Establishes ■ Plans & Budgets.
Direction. ■ Organizes and
■ Involves Aligning Staffs.
people. ■ Controls & solves
■ Motivates and problems.
inspires. ■ Produces a degree
■ Produces change of predictability
Nine Natural Laws of
Leadership
■ Law -1. A leader has willing followers - allies.
■ Law - 2 . “Leadership is a field of interaction --
a relationship between leaders and followers -
allies.
■ Law - 3 . Leadership occurs as an event.
■ Law - 4 . Leaders use influence beyond formal
authority.
■ Law - 5 . Leaders operate outside the
boundaries of organizationally defined
procedures.
Nine Natural Laws of
Leadership contd...
■ Law -6. Leadership involves risk and
uncertainty.
■ Law - 7. Not every one will follow a leaders
initiative.
■ Law - 8 .Consciousness --- Information
processing capacity ----- creates leadership.
■ Law - 9 . Leadership is a self referral process.
Leaders and followers process information
from their own subjective, internal frame of
reference.
Law # 1
The leader has willing
followers
■ Followers are the underlying element
that defines all leaders in all
situations.
■ Followers play a collegial, partnering
role in leadership.
■ Follower is a necessary ally
Action Idea
■ Focus on gaining followers:
■ ASK?
◆ Who do I need to follow or align themselves with
me?.
Or
◆ Whose support is necessary?.
■ Concentrate on gaining the backing of these
people.
Law # 2
Leadership is a field of interaction ---
a relationship between leaders and
followers
Motivate and
New Ideas and Overcome resistance Encourage
empowerment to change
CHANGE - ORIENTED
LEADERSHIP
Challenging the process
searching out opportunities,
and experimenting
EXEMPLARY
LEADERSHIP
Adjourning
Storming
Forming: “Why am I here?”
■ Foundation for successful team
■ Putting the team together
■ Define team’s mission
◆ Purpose
◆ Customers
◆ Goals/Deliverables
Forming: “Why am I here?”
■ Attitudes and behaviors:
◆ Ambiguous feelings and attitudes
◆ Conflict avoidance
◆ Communicating tentatively
◆ Getting to know each other
◆ Desire to be accepted
◆ Assumption that consensus exists
◆ Dependent on leader
Storming: “Hey! I have something to say here!”
■ Reality sets in
■ Competition and conflict surface
■ Some members may quit the team
■ Minimal progress toward goals
■ Debating purpose and goals
■ Members are getting to know each
other
Storming: “Hey! I have something to say here!”
Adjourning
•Excitement
•Sense of accomplishment
•Separation Anxiety.
Storming •Dissatisfaction.
•Reality sets in •Negativity
•Conflict.
•Frustration.
•Power struggles.
•Defensiveness
Team Leader’s Role
■ Team leader facilitates cooperation
necessary for team to perform well
■ Selects team members (maybe)
■ Provides vision, sets direction/goals
■ Role model
■ Resource for solving problems
■ Delegates when appropriate
Team Leader’s Role
■ Helps get necessary resources
■ Liaison
■ Motivates
■ Balance between providing guidance and giving
up control
■ Recognizes that role will change throughout the
stages
■ Doesn’t have all the answers
Team Strategies
What can team leaders do to influence team
development?
■ Determine current developmental stage
■ Implement strategies for developing the team
and individual team members
Forming Stage Strategies
■ Focus on grounding
■ Build a collaborative environment
■ Ensure team has necessary skills
Forming Stage Strategies
■ Focus on grounding
◆ Set clear team purpose and performance goals
—discuss and agree
◆ Provide clear boundaries, including how to
know when you’re done
◆ Define roles and responsibilities
◆ Clarify expectations
◆ Define principles and values
◆ Be a positive role model
◆ Hold effective meetings
Forming Stage Strategies
■ Build a collaborative environment
◆ Common purpose
◆ Trust
◆ Clear roles
◆ Open communication
◆ Diversity
◆ Balance of tasks and relationships
Forming Stage Strategies
■ Resolving conflicts
◆ Use open, collaborative dialog
◆ Resolve it in a timely and effective manner
◆ Acknowledge that the conflict exists
◆ Search for alternatives
◆ Gain common ground
◆ Seek to understand all angles
◆ Attack the issue, not each other
◆ Develop an action plan
Norming Stage Strategies