mmi leadership 5
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Managing teams
What is a team?
Why/When create teams?How are teams beneficial?How to manage a
team?
Chapter V
Managing styles
Coaching
Feedback
“Triangle of relationships”
Motivating and Inspiring Managing Conflicts
What is a team?
…it's a small number of individuals with complementary skills committed to: – A common purpose
– Shared performance goals
– An approach to their mission for which they hold themselves collectively accountable
Why/When create teams?
…When the job requires a combination of knowledge, expertise, and perspective that can't be found in a single individual
…When is required a large degree of interdependence among group members
…When the company faces a major challenge, such as reversing falling profitability
How are teams beneficial?
Increased performance and creativity
Effective use of delegation and flexibility in task assignments
Improved communication
Increased cross-training and development
Effective implementation when everyone on the team shares commitment and responsibility
How to manage a team?
Embrace individual
differences
Embrace individual
differences
Embrace groupidentity and
goals
Embrace groupidentity and
goals
Foster support among team
members
Foster support among team
members
Foster confrontation among team
members
Foster confrontation among team
members
Focus on
current team
performance
Focus on
current team
performance
Focus on team
learningand
development
Focus on team
learningand
development
Emphasize your
managerial authority
Emphasize your
managerial authority
Emphasize team members' discretion
and autonomy
Emphasize team members' discretion
and autonomy
Managing styles
Emphasize team members' discretion
and autonomy
Emphasize team members' discretion
and autonomy
Beginner
Disillusioned
Reluctant
Peak performan
ce
DEVELOPMENTAL/COMMITMENT LEVEL
SCENARIO APPROPRIATE MANAGERIAL STYLE
A team member is just starting out in his or
her career, or is taking on a new position or task
A team member feels bitter or resentful about problems in
the team.
A team member lacks confidence to fully engage in the work
at hand.
A team member is at the top of his/her
"game."
Directive: You monitor the person more closely and
provide more explicit instructions
and demands. Coaching: You identify the person's concerns and work
together with him or her to move past
them.Supportive: You encourage the person to identify his or her strengths and build
on them, and to gradually take more
risks. Delegating: You give the person significant latitude and entrust him or her with key task responsibilities
and decision making.
Management vs. Leadership
MANAGING LEADING
Planning and budgeting Planning and budgeting Setting a direction Setting a direction
Organizing and staffing Organizing and staffing Aligning people Aligning people
Controlling and problem solving Controlling and problem solving Motivating and inspiring Motivating and inspiring
Motivating and Inspiring
What is Motivation?– The ability to pursue goals with energy
and persistence, for reasons that go beyond money or status
How to Motivate an Inspire?– by satisfying basic human needs for
achievement—a sense of belonging, recognition, self-esteem, and having control over one’s life
Where Motivation begins?
…in the corporate vision creation phase– An effective vision helps to overcome
people’s reluctance to do what is necessary by providing hope and inspiration for the future
Motivating Others
Leaders do not achieve their goals by force or pushing people in a certain direction
Instead, successful leaders get the results they seek by appealing to people’s inner drives, needs, and desires
Using External Factors to Motivate
Company policies and benefits
Working conditions
Salary and other forms of compensation
Status
Job security
…provide only a short-term means of motivation
Tapping into internal sources of motivation Achievement on the job
Direct feedback from people internal and external to the company about the quality of their work
The work itself
A sense of responsibility for the work they are doing
Opportunities for growth or learning
… finding out what motivates people on an individual level is critical
Motivate by Celebrating Success Celebrate milestones, whether large or small!
Broadcast every milestone reached or project completed to upper management, colleagues, and even outside stakeholders
Recognize everyone responsible for achieving the milestone, and strive to provide each person the type of “reward” that best motivates him or her
… Good leaders not only recognize individuals for their efforts, but also the successful completion of goals on the group, unit, and organizational level
Motivate “Difficult” Employees
Uncover their inherent motivations and try to direct them effectively in the workplace
As a leader, then, your role is not to try to motivate your problem employees; rather it’s to help them motivate themselves
Motivate “Difficult” Employees
Step 1 Step 2 Step 3
•Flesh out your picture of the employee and the problem
•Try to gain a better understanding of the issue
•Attempt to see the situation from the employee’s vantage point
•Pinpoint any context that may be influencing his behavior
•Consider several different possibilities
• he should be moved to a different department/function •he needs better coaching
•Meet to discuss the problem and reach a resolution
Create a Motivating Work Environment
Create a holding environment—a “safe” organizational space in which the conflicts, emotions, and stresses related to the change associated with your vision can be worked out
Create a Motivating Work Environment Articulate a vision in a manner that stresses the values of their audience Regularly explain to your staff the importance of their work to the
company’s larger goals
Break long-term assignments down into clear, achievable, short-term goals
Demonstrate confidence in your staff’s ability to overcome problems At regular intervals, take staff members aside and ask them if they feel
challenged, listened to, and recognized
When giving feedback, balance negative criticism with comments that also accentuate the positive.
Always recognize others for a job well done. Establish reward systems to acknowledge superior performance
Recognize and reward success If possible, improve your staff’s physical workspace
Motivate by Regulating Distress Treat everyone, at every level of the organization,
with the same respect Give everyone’s ideas serious consideration
Be fair, kind, and courteous at all times Be honest, admitting when you make a mistake
or when you don’t have an answer
Never put other people down Do not tolerate scapegoating or misapplied
blame
Use every reasonable opportunity to foster others’ professional growth
Managing Conflicts • Personal attacks, either
directly or through gossip• Scapegoating • Pointless griping about
irrelevant issues Destructive
Conflicts
• Divergent perspectives on your most important tasks or priorities
• Solve the conflict
• Use persuasion• Deploying your power as a
leader to resolve the conflict
• Incorporate into vision
• Ask pointed questions to draw the issues out
• Insist your employees discuss them …openly and work out solutions
Constructive Conflicts
Definition Action
Method
Coaching
COACHING IS… COACHING IS NOT…
means for learning and development
way to guide someone toward his/her goals
sharing of experiences and opinions to generate agreed-upon outcomes
means for inspiring and supporting another person
time to only criticize
means for directing someone's actions in order to meet your own goals
chance to be the expert or supervisor with "all the answers"
way to address personal issues
Why coach?
1. Maximize direct reports strengths2. Overcome personal obstacles 3. Achieve new skills and competencies to become more
effective 4. Prepare themselves for new responsibilities 5. Manage themselves 6. Clarify and work toward performance goals
Other benefits 1. Increase job satisfaction and motivation for the
coachee 2. Improve working relationship between you and direct
reports 3. Productive team members 4. Effective use of organizational resources 5. Increased learning—as you coach, you will gain
knowledge and experience as well
Giving and receiving feedback
Upward to your boss
Downward to a direct report
Laterally to a colleague or peer
… sharing of observations about job performance or work-related behaviors for the purpose of reinforcing effective behaviors and changing ineffective ones
Why give feedback?
Give feedbackGive feedback Receive feedbackReceive
feedback
Benefits:•Relationship•Work process•Performances
Benefits:•Relationship•Work process•Performances
To/From: Your boss, a peer, direct
reports
To/From: Your boss, a peer, direct
reports
Purpose:• Helps their
work objectives
• Helps your own performance
Purpose:• Helps their
work objectives
• Helps your own performance
The “Triangle of Relationships”
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