leading groups and teams

8/13/2019 Leading Groups and Teams

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CONTENTS AT A GLANCE

1. Why do we need to learn about leadership in a formal way.

2. Critical attributes of a successful Leader

3. Leadership styles

4. Professional Leadership : Transforming resources to results

5. Leading powerful teams

6. Change management

7. Conflict Management

8. Future Trends in Leadership practices

9.Tools towards Leadership: Mind Mapping, Leans, Six Sigma,TQC


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Why you need to learn about

leadershipSOME STATISTICS


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Here are some definitions of

Leadership:

Here are some definitions of Leadership:

Interpersonal influence directed through communication

toward goal attainment.

The influential increment over and above mechanical

compliance with directions and orders

An act that causes others to act or respond in shared

direction

The art of influencing people by persuasion or example to

follow a line of action

The principal dynamic force that motivates and co-

ordinates the organizations in the accomplishment of

its objectives.

A willingness to take the blame


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NEED FOR LEADERSHIP

To get colleagues to commit and not just comply.

Organizations are becoming more flatter now


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Need for leadership

Adapting to change has always been the key

strategy for survival.

Recruiters point of view:Every time an organization recruits and places an intern their objective is to

get results as expected out of that profile and also be progressive.During rounds of interview and discussions employers seek answers as

to what different will you be doing and how your role will be key to

contributing more towards profits and revenue.


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APPROACHES TO

LEADERSHIP


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Critical attributes of a

successful leader Visionary, Passionate, Creative

Inspiring

Courageous

Imaginative

Experimental, Independent Shares knowledge

Trusting

Warm and radiant

Express humility

Initiator Acts as coach consultant , teacher

Does the things RIGHT


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Dunham-Pierce leadership

process model


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The stages of leadership (HBS)

Opportunist:

As a leader initially you would rather like to focus on yoursuccess rather than team success. This might lead todamaging your reputation however in single profile sales

job it might be successful.

Diplomat:

The diplomats would avoid conflict, they would want to belongand be appreciated. They are not good at implementingchange however they are good at resolving conflicts andkeeping teams together.


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Expert:

Now you are a given winner with expertise and temmembers seek your guidance. The focus is onknowledge and skill using logic and fact in decisionmaking. Usually they add a lot of value to theorganization as they imbibe precision and quality.

The catch, my way or highway.

Achiever:

The next stage is development as a goal orientedperson with higher emotional intelligence. They

begin to co-ordinate manage and produce results.


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"Individualist:

Every individual has their own requirement and goals

and the challenge undertaken here is to align theirgoals with the individualistic leaders and then theorganizations. Excellent communication channelsare developed here and as a result evolvedrelationships ensue. Individualists challenge the

existing process.

Strategist.

The individualist develops himself to strategists where in

they see roadblocks as potential opportunities.Strategists have the ability to share share goals withother leaders and this important functions helps increating a transformed organization.

Alchemist


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LEADERSHI

P STYLES


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Developing

leadership withinyou


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Followershipcreating the cult

!

Self-management: the ability to develop

skills and work well without close

supervision

Commitment: attached to organizationsvision, goal mission which are the

leaders goal.

Responsible: taking up responsibilityand accountability

Courage: displaying fearlessness and

compassion whenever required


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PART 1: DEVELOPING THE

FUNDAMENTALS

Decision Making: The right approach,willingness to try out suggestions,

consistent desired outcomes, use theright decision tools

Problem finding: 5 whys tool and othertools


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1. Self awareness

If you're self-aware, you always know

how you feel. And you know how your

emotions, and your actions, can affect

the people around you.

Keep a journal

Slow down


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2. Self-regulation

Leaders who regulate themselves

effectively never compromise their

values. Self-regulation is all about

staying in control. Know your values

Hold yourself accountable

Practice being calm


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3. Motivation

Self-motivated leaders consistently work

toward their goals. And they have

extremely high standards for the quality

of their work.

Re-examine why you're doing this

Know where you stand Be hopeful & optimistic


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MOTIVATION BUILDERS

DEMOTIVATOR

DEMOLISHER

NEED

EFFORT

BRIDGE

PASSION

PROPULSION

PICK-ME-

UPS


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4. Empathy

For leaders, having empathy is critical to

managing a successful team or

organization

Put yourself in someone else's

position

Pay attention to body language Respond to feelings


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5. Social skills

Leaders who do well in this element ofemotional intelligence are open tohearing bad news as well as good news

and are great communicators

Learn conflict resolution

Clear communication skills

Learn how to give feedbacks


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The ultimate leader

Setting directions and forging ahead

Developing the people and making the

grade

Facilitating change and redesigning the

organization.


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TRANSFORMATIO

NAL LEADERSHIP


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WHAT THEY ACTUALLY DO:

transform resources to results

Resources Relationships Results

Abilities

and skill

Relation

ships

internal

or

external

Producti

vity

profit

and

new

contracts


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Leading Groups

Leading Equals : the first few


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Leading Equals : the first fewsteps

Master the Group Process: Know thestructure of your group

Empower Team Members: Build trust

and empower Be flexible: Guide with rules but do not

be rigid

Set Goals: Convince and coach on thecommon goal

Support and protect

What are the conditions a leader should be


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What are the conditions a leader should beputting in place before a team isestablished?

We need to know who we are.If we're a team,we need to know who is on this team. It can't bea team in name only with uncertainty aroundwho is actually participating.

We need a well-defined purpose.It's

absolutely critical to be clear about what we'retrying to achieve.

We need the right people on the team.Do wehave the right number of people? The right mix

of people?


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.We need norms of conduct.What goesand what doesn't go in this enterprise?

We need a supportive organizationalcontext. Is there a broader contextproviding the resources, the information,

and support that we need to pull this off?

We need well timed coaching. Do wehave people in place to providecoaching to help the enterprise takeadvantage of those favorableconditions?


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teams and groups

What are the characteristics of a

successful team?

New approaches to team working

Communication in groups and teams:

resistance best practices and hearing

out.


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Characteristics of effective

teams

1. There is a clear unity of purpose.There was free discussion of the objectives until members could commit themselvesto them; the objectives are meaningful to each group member.

2. The group is self-conscious about its own

operations.The group has taken time to explicitly discuss group process -- how the group willfunction to achieve its objectives. The group has a clear, explicit, and mutuallyagreed-upon approach: mechanics, norms, expectations, rules, etc. Frequently, itwill stop to examined how well it is doing or what may be interfering with itsoperation. Whatever the problem may be, it gets open discussion and a solutionfound.

3. The group has set clear and demandingperformance goalsfor itself and has translated these performance goals into well-defined concretemilestones against which it measures itself. The group defines and achieves acontinuous series of "small wins" along the way to larger goals.


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4. The atmosphere tends to becomfortable, relaxed.There are no obvious tensions, a working

atmosphere in which people are involved andinterested.

5. There is a lot of discussion in whichvirtually everyone participates,but it remains pertinent to the purpose of thegroup. If discussion gets off track, someone will

bring it back in short order. The members listen toeach other. Every idea is given a hearing. Peopleare not afraid of being foolish by putting forth acreative thought even if it seems extreme.


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7. Disagreement is viewed as good.Disagreements are not suppressed or overridden by prematuregroup action. The reasons are carefully examined, and the groupseeks to resolve them rather than dominate the dissenter.Dissenters are not trying to dominate the group; they have agenuine difference of opinion. If there are basic disagreements thatcannot be resolved, the group figures out a way to live with them

without letting them block its efforts.

8. Most decisions are made at a point wherethere is general agreement.However, those who disagree with the general agreement of the

group do not keep their opposition private and let an apparentconsensus mask their disagreement. The group does not accept asimple majority as a proper basis for action.


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9. Each individual carries his or her ownweight,

meeting or exceeding the expectations of other groupmembers. Each individual is respectful of the mechanics of thegroup: arriving on time, coming to meetings prepared,completing agreed upon tasks on time, etc. When action istaken, clears assignments are made (who-what-when) andwillingly accepted and completed by each group member.

10. Criticism is frequent, frank and relativelycomfortable.The criticism has a constructive flavor -- oriented towardremoving an obstacle that faces the group. Follow the

sandwich approach.

11. The leadership of the group does shift.The issue is not who controls, but how to get the job done.

COMMON TEAM DYSFUNCTIONS &


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COMMON TEAM DYSFUNCTIONS &SOLUTIONS- followers point of view

The major causes of team failure are absence of trust, fear of conflict, lackof commitment, avoidance of accountability, and inattention to results.Teams need to find ways to avoid these dysfunctions.

Absence of trust If members are not forthcoming in meetings orsay things like, I cant trust the group to respect my opinion, or I canttrust the team to keep what was said in the room confidential, the teamlacks trust. To resolve this, Glenn recommends identifying anddiscussing strengths and weaknesses and spending more time togetheras a team.

Fear of conflict Although most people dont enjoy conflict, it isimportant to acknowledge that conflict is required sometimes to getthrough an issue. To deal with conflict effectively, the team needs todiscuss each members conflict styles and to establish ground rules atthe beginning for how the team will work through conflict.


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Lack of commitmentReview each teammembers responsibilities at the end of eachmeeting and ensure that all team members arealigned.

Avoidance of accountabilityState explicitlywhat the teams goals are going to be;Regularly discuss progress toward those goals;and continually emphasize as a group howimportant it is to meet these goals for thesuccess of the project and the satisfaction of theteam.

Inattention to results-A successful method isby Keeping the team focused on tangible goalsand reward individuals on successes,


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High performance teams

Building HIGH-performance


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finance team

B ildi HIGH f


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finance team The Stewards control challenges:

Internal Controls, Risk and Accountability

How do I manage my risk and reduce the burden of maintaining

my control environment without compromising its integrity?

Information quality

How do I ensure that the data the company relies on is accurateand provides the most meaningful reporting and information?

The Operators efficiency challenges:

Cost reduction

How do I reduce costs while continuing to add value?

Operating model

How should I organize finance to serve the needs of the

different stakeholders?

B ildi HIGH f


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finance team The Strategists performance challenges:

Talent managementGiven the heterogeneous nature of finances roles, how do I attract,develop, and retain the talent, required to fulfill finances mission?

Linking business activities, to shareholder valueHow do I create a common language that empowers management

to see themselves the way investors do?

The Catalysts execution challenges:

Investment managementHow do I ensure that our investments in innovation and growth

yield the greatest returns? Strategy execution

How can I partner with other senior managers to drive strategyexecution across the enterprise?


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DEVELOPING TEAM


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DEVELOPING TEAM

Stage 1: OrientationA team is in thisstage of the cycle when either:

The team has just been created

The team leader has changed The team's purpose or strategy has

changed

The personnel within the team haschanged


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Stage 2: FragmentationA team is in this

stage of the team development cycle wheneither:

The team is performing below expectations

There is an over-reliance on key team

members

The team experiences conflict and

negativity

Team members prioritise individual resultsover team performance

St 3 I t ti A t i i thi t f


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Stage 3: IntegrationA team is in this stage of

the cycle when either:

The team has become self-directed The team consistently meets existing team

performance targets

The team is united in finding solutions to

problems

Each team member feels supported and

valued by the team

St 4 Hi h P f A t i i thi


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Stage 4: High PerformanceA team is in this

stage of the team development cycle when

either:

The team is a cohesive unit

The team continually strive for incremental

performance improvements

The team is resilient and unite to overcomes

all obstacles

The team environment is inspirational,

innovative and engaging

Why teams in corporates


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Why teams in corporates

fail?These reasons can be further divided into

broadly five categories:

Environmental Influences

Goals

Roles

Processes

Relationships

E i t l I fl


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Environmental Influences:

The team members may be placed at differentlocation making it difficult for them to meetfrequently. Communication is vital for any team towork well and this could be overcome with the use

of technology. The team is not given adequate resources in

order to do its job.

Team efforts need to be recognized. Appreciationis a big morale booster for any employee.

A lack of recognition by the organization or itsleaders about the existence of a team can alsolead a team to its failure.


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GOALS

No participation from members in setting

goals. This takes away the ownership from the

team. It reduces the commitment of the team

members. Team is not clear about the goals. Everybody

is doing his own thing.


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Responsibilities

Responsibilities of the team members are

poorly defined. This leads to ambiguity as well

as lack of commitment.

No clear leader identified. There is buck-passing of responsibility, which

shows lack of commitment.

Members indulge in power plays for authorityand control and members refuse to recognize

their interdependence.


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Processes

Lack of processes makes decisions making

always a crisis situation. A case of decision-

making being dominated by one person leads

to poor commitment of the team Communications are one way: top down and

channeled through the leader.

Actions taken without planning will definitelylead to failure of the team.


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How to coach your team ?

Once a leader is created one of the keyresponsibility is to coach and mentor the

members.

The GROW model is a powerful frame-work for

structuring these sessions. GROW stands for:

G: Goal

R: current Reality

O: Options

W: Way forward


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CHANGE

MANAGEMENT

Dealing with Conflict: Thomas/


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Dealing with Conflict: Thomas/Kilmann model

CHANGE MANAGEMENT


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CHANGE MANAGEMENT

PROCESS


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leading groups and teams

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