Leadership Assessment

LEADERSHIP & MANAGEMENT

TEAM BUILDING

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TEAM BUILDING

 Team Building Key points:

i. Establish roles and objectives

ii. Encourage mutual support

iii. Learn from mistakes - develop problem solving skills

iv. Share leadership - among all team members

v. Ensure open communication, develop trust, be prepared to listen, discuss & give feedback

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ATTRIBUTES OF TEAM LEADERS

 They have a high tolerance for uncertainty

 They are open to new information and ideas

 They are able to see an issue form other viewpoints – e.g.

customers, competitors, team members

 They are teaches and coaches

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KEY ATTRIBUTES OF TEAM LEADERS

 Their focus is conceptual, based on outcomes and results, not tasks

 They are able to select the right person for the task at hand

 They identify, develop and use individual team members talents

 They reward people for their efforts

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TEAM SKILLS

 Teamwork requires contributions from everyone involved,

and can be summarized as follows:

i. Together

ii. Everyone

iii. Achieves

iv. More

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HOW TO BE A GOOD TEAM PLAYER

 Know what the team must accomplish

 Share mutual respect

 Develop good communication skills

 Develop analytical ability

 Build trust among members

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HOW TO BE A GOOD TEAM PLAYER

 Be flexible and adaptive

 Offer a positive attitude

 Contribute to the team

 Add to the team spirit

 Share in the team accomplishments

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TEAM DECISION MAKING

 Team decision making is when a group of people come

together to work towards a common goal and share the

commitment and understanding towards achieving the goal.

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TEAM DECISION MAKING PROCESS

 Clarify goals and expectations

 Interpret information

 Contribute to the decision making process

 Share ideas and information

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TEAM DECISION MAKING PROCESS

 Discuss and vote on criteria for idea selection

 Demonstrate trust, support, encouragement amongst group

members

 Gain commitment to the decision by all members

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EVALUATE YOUR TEAM WORK

 What were the teams asked to do?

 What was the objective of the activity?

 To achieve a result what did the individuals have to do within

the team?

 What does teamwork involve?

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EVALUATE YOUR TEAM LEADER

 What was the leader asked to do?

 What was the role of the leader for the activities?

 What did the leader do to assist the team to achieve a result?

 What does leading a team involve?

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WORKPLACE CONFLICT

 Conflict can best be described as a disagreement between

individuals or groups

 It can be verbal or non verbal

 Conflict can occur within an organisation or between organisations

 Conflict may occur within an individual

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CAUSES OF CONFLICT

 Poor communication

 Fear of losing control

 Differences in values

 Differences in expectations

 Role pressures

 Emotional issues

 Differences in perceptions

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COMMON RESPONSES TO CONFLICT

 When faced with a conflict situation your reaction can either be constructive, destructive or passive

 A constructive reaction will lead to resolving the conflict

 A destructive reaction will inflame the conflict

 A passive reaction not resolve the issue for one of the people involved

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MANAGING CONFLICT

 When managing conflict, we often refer to the desired

outcome as a win-win solution for all people concerned

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BUILDING WIN-WIN RELATIONSHIPS

 Knowing how to build win-win relationships is a useful tool for any of the following interactions

i. with family and/or friends

ii. With colleagues, team members and suppliers

iii. Industrial or work relations negotiations

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WHAT DOES WIN–WIN MEAN?

 It is a term used to describe the desired outcome in these situations:

i. Problem solving

ii. Negotiation

iii. Everyone concerned wants their needs met and following some suggested techniques will help lead us to a happy outcome

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BUILDING WIN-WIN RELATIONSHIPS

 We will be focussing on:

i. how to use win-win in the workplace

ii. How leaders can use win-win to manage performance in a

new way

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 Both parties listen to

each other &

demonstrate interest

in one another’s

points of view

 Parties do not always

listen to each other & are

not always interested in

each other’s opinion

WIN-WIN WIN-LOSE

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 The interaction is

characterised by

mutual respect

 Interactions do not

always demonstrate

respect. At worst -

may become abusive,

one party feels used

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WIN-WIN WIN-LOSE

 Both parties seek to

find a solution that

meets the interest of

both parties

 Both parties behave

like adults

 Parties become

positional. Neither will

acknowledge the

interests of the other

or make an effort to

accommodate these.

 Each party tries to win

all

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WIN-WIN WIN-LOSE

 Conflict is dealt with

constructively

Conflict is seen as

opposition

Conflict is avoided and

leaves both parties

disappointed

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WIN-WIN WIN-LOSE

RESULTS OF A WIN-WIN ISSUE

 It is important to note that in achieving a win-win result, there

may still be differences between people.

 However, you have been able to deal with the situation more

effectively and come to a mutually agreed solution.

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HOW DO WE ACHIEVE A WIN-WIN

SITUATION?

 Deal with emotions effectively

 Listen to the other person

 Understand the other person

 Accept the other person

 Behave like an adult

 Be reliable

 Deal with each person in turn

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DEAL WITH EMOTIONS EFFECTIVELY

 When you feel you’re about to “explode”

 Take a break, then start again with a new viewpoint

 Take a few deep breaths, count to ten

 Talk about how you are feeling saying things like “I feel..” instead of “You make me feel..”

 Do not blame others / shifting the blame does not solve the problem

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LISTEN TO THE OTHER PERSON

 Maintain eye contact

 Nod every now again

 Stop the other person when you need to clarify something, ask for more details

 Summarise what they are saying periodically

 Move you chair closer to the other person to show they have your attention

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UNDERSTAND THE OTHER PERSON

 Find out as much as possible about how the problem

arose

 Listen for clues on what is important to them

 Listen for clues that will help you understand where your

personal values might be different

 Seek to understand

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ACCEPT THE OTHER PERSON

 Deal with the person, not “the box”

 Ignore any pre-existing stereotypes in order to clear the way

to solve the problem

 Identify the legitimate interests of other person

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BEHAVE LIKE AN ADULT

 Speak with an even & calm voice

 Be as factual as possible

 Focus on what needs to be done & summarise where things

have got to

 Be clear & reasonable about expectations

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BE RELIABLE

 Be predictable & consistent

 Take promises seriously

 If problems arise, alert those concerned ahead of time

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WIN – WIN RELATIONSHIPS

 These techniques all help us to manage performance in all

types of work situations

 These techniques can be equally beneficial applied to a

variety of personal situations when negotiating or problem

solving skills are required

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