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LEADERSHIP

&
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

■ Leadership is not a person, a position,


or a program but a relationship.
■ A field of interaction with others.
■ Leadership is a dance.
Action Idea
■ Build solid work relationship
with others:
■ Others are more likely to follow when you step
forward to lead.
■ Building solid work relationships is an ongoing
activity.
■ Quality of relationship you have with others is
central to leadership.
Law # 3
Leadership occurs as an event
■ Leader followers field, has a start, a middle
and an end.
■ Leadership event will exist as long as it has
followers.
■ It can be continuous if a leader manifests
multiple leadership events.
■ Leadership occurs throughout organizations.
Action Idea
■ Concentrate on the leadership
event.
■ Accept the variable duration and scope of your
ability to gain followers.
■ Take initiative when action is needed to gain
followers-allies.
■ Create the field when necessary.
■ Share leadership power by reinforcing others as
willing followers.
Law # 4
Leaders use influence beyond
formal authority
■ Leaders gain followers through influence and
not merely authority.
■ Leader is person to person influence
whereas manager is position to position.
■ Leader follower interactions are based
on commitment. Manager-subordinate
association rely on command.
Action Idea
■ Develop influence beyond
authority.
■ Take on Tasks relevant to the organizations core
mission.
■ Gain access to critical information networks and
mentor other people.
■ Develop task expertise, attend training or formal
education programs, and support others’ work
projects.
Leaders operate outside the
boundaries
of the organizationally defined
procedure
■ Leaders gain followers because people
and organizations need direction.
■ Leadership arena exists when the
institutional structure does not offer certain
guidance on how to proceed.
■ Don’t follow where the pathway goes, lead
instead where there is no path and leave a
trail.
suntzu
Action Idea
■ Fix your sights on nonprescribed areas:
■ Look for opportunities and seek ways to resolve problems
beyond your job description and outside the prescribed
organizational boundaries set by rules, regulations, policies
and procedures.
■ Pay attention to projects or responsibilities that are not fully
defined and have few established requirements.
■ Focus on what is not working.
■ Ask questions to identify possibilities and challenge
assumptions.
■ Ask yourself each day, “ what more can I do to move the
organization forward?”
Law # 6
Leadership involves risk and
Uncertainty
■ Leaders live without a safety net.
■ Leadership arena is fraught with ambiguity
and chaos, and the leader’s task always
involves risk & uncertainty.
■ Leadership here demands performing action
in uncertain circumstances.
■ Taking risks may not result in success
because no one can completely control the
results of action.
Action Idea
■ Embrace risk and uncertainty as a
challenge.
■ Risk is an interpretation. View risk as a
challenge.
■ Transform the tension created by
uncertainty into the productive energy
needed to take action.
■ Enjoy the action without being attached to
the unpredictable fruits of action.
Law # 7
Not Everyone Will Follow a
Leader’s Initiative
■ Leaders face limits.
■ Gaining followers is unpredictable; Allies
are hard to come by.
■ Efforts to prescribe a”correct” leadership
style and directives that attempt to ensure
leader effectiveness have limited utility.
■ Some people do not trust that a leader can
guide them effectively
Action Idea
■ Attend to those who will follow
■ Focus on who will support your lead.
■ Pay attention to those who acknowledge your lead
as useful, and give consideration to anyone who
offers you positive support.
■ Align with the critical followers by asking yourself,
“who must I get to follow me to achieve this
initiative?”.
Law # 8
Consciousness --
Information Processing Capacity --
Creates Leadership
■ Leadership begins with an idea that might resolve a problem
or exploit an opportunity. Consciousness -- the capacity to
process information -- is underlying source of leadership
power.
■ Consciousness defines how people interpret information and
create meaning from it.
■ Leaders gain followers - allies when both parties process
information in similar ways. The mechanics of the process
begin with the leader.
■ In the final analysis, leaders reflect the followers, and
followers get the leaders they deserve.
Action Idea
■ Develop greater self-awareness.
■ Become aware of how you restrict or overload your
information reception process.
■ Explore the assumptions and judgements you make when
you interpret information.
◆ Are your assumptions based on information or derived from
what you suppose exists?
◆ Do your judgements represent old mental programs, or are
they informed through a dialectic learning process of thesis-
antithesis-synthesis?
◆ Are you overly cautious and unwilling to commit an action.
■ Continually update your information base. Explore alternate
ways to interpret data. Use different models to evaluate
ideas.
Law # 9
Leadership is a Self - Referral
Process
■ Self-referral explains that the world is as we are, based on
our subjective state of consciousness.
■ Knowledge, intelligence, experience, judgement, and wisdom
are structured in the subjective state of consciousness.
■ The leader sees the world through his or her specific lenses,
similarly, followers identify with the leader because the leader
fits the followers’ self-referral image of what a leader should
be.
■ The self-referral concept is central to understanding and
practicing leadership. Self - referral reveals the first and
foremost directive to develop leadership power.
■ Leaders fail to gain followers when they do not meet the
followers at their level of consciousness.
Action Idea
■ Clarify expectations
■ Clarify your expectations to make it easier for others to
understand and accept your position.
■ What we expect is what we get. To lead requires
continually exploring what matters to others, how they
interpret events and the meaning they assign to situation.
■ Ask participants the questions:
◆ What do you expect form……..?
◆ What is important to you about…..?
■ The answers will help you meet the followers at their level
of consciousness.
Change - Oriented
Leadership
Charismatic leaders have a
profound emotional effect on
their followers; …. They are
role models and heroes who
are larger than life.
Characteristics of
Charismatic leaders
■ High Degree of self-confidence.
■ Strong conviction in the correction of their
ideas.
■ High level of energy and enthusiasm.
■ High degree of expressiveness.
■ Excellent communication and articulation
skills.
■ Active role modeling and image building.
Characteristics of Followers
of Charismatic Leaders

■ High degree of respect and esteem for


leader.
■ Loyalty and devotion to leader.
■ Affection for the leader.
■ High performance expectations.
■ Unquestioning obedience.
Situational
Requirements
of Charismatic
Leadership
■ Sense of distress or crisis.
■ Perceived need for change.
■ Opportunity to articulate ideological goal.
■ Availability of dramatic symbols.
■ Opportunity to clearly articulate followers’ role.
Transformational
Leadership Factors
Intellectual Charisma Individual
&
Stimulation Consideration
Inspiration

Motivate and
New Ideas and Overcome resistance Encourage
empowerment to change

CHANGE - ORIENTED
LEADERSHIP
Challenging the process
searching out opportunities,
and experimenting

Encouraging the heart


Creating a shared vision, through
Focus on the future and enthusiasm and contingent
include followers vision frequent feedback

EXEMPLARY
LEADERSHIP

Enabling follower Role Modeling


to implementing vision through and recognizing
collaboration and empowerment small successes
END OF PART -1
PART - 2
Purpose of this Part
Share strategies for leading
teams through each stage of
development to improve
team performance
Objectives of this Workshop
■ Learn/review the stages of team development.
■ Learn how to determine which stage a team is
currently in.
■ Explore ways to help a team move to the next
stage (if appropriate).
■ Try some of what you’ve learned.
Intro to Teams
“A team is a small group of people who
have a distinct identity and work together
in a coordinated and mutually supportive
way. They are accountable to each other,
and they use complementary skills to
fulfill a common purpose or goal.”

10-Minute Guide to Teams & Teamwork


John A. Woods
Intro to Teams
■ Teams progress through various stages in
their life cycles.
■ Each stage has its own relationships and
behaviors.
■ When team leaders and members recognize
the stage of team development they are
experiencing, they have the capability to
act.
Teams & Their stages
Performing
Norming
Forming

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!”

■ Attitudes and behaviors:


◆ Impatience toward relationships vs. tasks
◆ Pushing individual views
◆ Power struggles
◆ Need to conform decreases
◆ Negativity
◆ Defensiveness
◆ Hostility
Norming: “We’re in this together!”
■ Team leader’s role more
consultative
■ Unified mission and purpose
■ Working together
■ Making progress toward goals
Norming: “We’re in this together!”
■ Attitudes and behaviors:
◆ Paying more attention to group processes
◆ Shedding preconceived ideas and opinions
◆ Accepting roles and each other
◆ Growing sense of team spirit
◆ Trust and respect increase
◆ Satisfaction increases
Performing: “We’ve found the key to success!”
■ Teamwork and commitment
■ Get things done—goals are achieved
■ Formal leadership less pronounced—
leadership may be shared
■ Subgroups work on important tasks
Performing: “We’ve found the key to success!”
■ Attitudes and behaviors:
◆ Individuals adapt to meet current needs of
team
◆ Evaluate task effectiveness
◆ Strong sense of commitment
◆ Open communication
◆ Constructive disagreements
◆ Creativity and innovation
Adjourning: “Now what do we do?”
■ Team has fulfilled its goals (maybe)
■ Not all teams adjourn
■ Attitudes and behaviors:
◆ Excitement
◆ Sense of accomplishment
◆ Separation anxiety
◆ Dissatisfaction
◆ Negativity
Teams & Their stages
•Teamwork
•Commitment.
Forming Norming •Performance
•Fear. •Shared goals Performing •Creativity.
•Excitement. •Team cohesion. •Flexibility
•Conflict Avoidance. •Acceptance
•Dependence on the leader
•Trust
•Resolve

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

■ Team skills needed:


◆ Functional/technical
◆ Interpersonal
◆ Problem-solving
◆ Decision-making
■ Don’t have to have the best and the
brightest
Storming Stage Strategies

■ Focus on relationship-building and


consensus
■ Understand and deal with conflicts
■ Resolve conflicts
Storming Stage Strategies

■ Focus on relationship-building and


consensus
◆ Focus on tasks and relationships, but pay
special attention to relationships
◆ Provide guidance; make decisions to keep
team moving through the chaos
◆ Listen effectively and seek out all sides
◆ Give and invite feedback
◆ Reaffirm agreements
◆ Resolve conflicts
Storming Stage Strategies

■ Understanding and dealing with conflict


◆ Conflict is natural and normal
◆ Mismatch of expectations or unintentional
miscommunication
◆ Doing a thorough job in the Forming stage will
prevent many conflicts.
◆ Change your way of thinking about conflict
Storming 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

■ Focus on shared decision-making and


problem-solving
■ Communicate
Norming Stage Strategies
■ Focus on shared decision-making and
problem-solving
◆ Affirm team mission
◆ Be a cheerleader
◆ Celebrate successes
◆ Communicate openly and effectively so
everyone knows what to expect
◆ Listen to understand
◆ Give feedback
Norming Stage Strategies
■ Communicate
◆ Aim to solve problems and achieve goals
◆ Deepen trust and respect
◆ Share a common purpose
◆ Encourage and solicit input
◆ Invite disagreement
◆ Share responsibility for effective communication
Performing Stage Strategies
■ Focus on “doing”
◆ Measure performance (against goals,
objectives, timelines, budgets, etc.) and display
metrics
◆ Remind team how far they’ve come
◆ Stay focused on customer needs
◆ Look for new ideas from other organizations
◆ Continue to celebrate successes
◆ Don’t get complacent
Adjourning Strategies

■ Focus on “moving on”


◆ Hand off recommendations/results
◆ Discuss how to make the next team effort even
better
◆ Celebrate (if appropriate)
◆ See that the team is rewarded appropriately
◆ Thank members individually for their
contributions
Thanks

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