Let's Get Ready to Rumble! Managing groups and cultures when you are not in charge

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    02-Nov-2014

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Let's get ready to rumble! Managing groups and cultures when you are not in charge Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator. Learning Outcome: Increase communication and team building skill At the end of this seminar, participants will be able to: a)Explore common group dynamics and goals b)Examine common challenges and struggles c)Discuss self-management and emotional intelligence d)Explore the role of culture, values, and perceptions in group situations

Transcript

<ul><li> 1. Managing Groups &amp; Cultures When You Are Not In Charge February 8, 2014 </li> <li> 2. OVERVIEW 2 </li> <li> 3. Panel Members Moderator Diana Wu, Test Engineer, Northrop Grumman Corporation Panelists Aknesha Miller, Senior Program Manager, Lockheed Martin Corporation Rodney Bailey, Manger, Systems Architecture, Design and Integration Directorate, The Raytheon Company Lieutenant Colonel Deitra Trotter, Commander, 781st Military Intelligence Battalion (Cyber) 3 </li> <li> 4. Session Description: Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Learning Outcome: Increase communication and team building skills 4 </li> <li> 5. MANAGING PEOPLE 5 </li> <li> 6. Characteristics for Managing People Value people Believe in two-way, frequent efficient and effective communication Want to create an environment in which employees are empowered to take charge of their tasks Able to hold people accountable and responsible without punitive measures Demonstrate leadership and clear direction Believe in teamwork Place the customers (internal, external, staff) at the center of their reason for existence Able to articulate your vision and build consensus 6 </li> <li> 7. Mistakes Managing People X Fail to get to know employees as people X Fail to provide clear direction X Fail to trust X Fail to listen to and engage employees X Make decisions and then ask employees for input X Overreact/react poorly to bad news X Failure to be transparent X Fail to react to problems before they become issues X Trying to be friends with employees who report to you X Fail to communicate effectively and withhold information X Not treating employees equally X Throw employees under the bus 7 </li> <li> 8. Key Skills When No Authority Build Legitimacy/Credibility Network 360 degrees Perfect the arts of constructive persuasion and negotiation Consultation Create the coalition of the willing 8 </li> <li> 9. TECHNIQUES 9 </li> <li> 10. Build Trust and Respect Create an environment of trust and mutual respect Schedule regular feedback sessions Interactive Encourage constructive criticism and recommendations for improvement Share your experiences (personal and professional) and listen to others Build up a store of goodwill 10 </li> <li> 11. Shared Goal (s) Set the goal (s) Get people behind it Evaluate where you are at against goal (s) initially (gap analysis) and then as part of normal business rhythm Celebrate successes reward individual and group achievement 11 </li> <li> 12. Jointly Remove Barriers to Action Some employees may not want to act on the agreed upon actions or they may agree to act on them but then fail to follow through If an employee lets you down, give them benefit of doubt Use the 5 Whys Goal is to motivate employees enough to overcome the routine barriers that make work, work 12 </li> <li> 13. Make Concessions for the Team Show that you care Prove that you are invested in mutual success If you are willing to take one for the team, this demonstrates that you will not put your selfish ambition above others Be ready/willing to stand up and take the blame when a member of your team does something wrong 13 </li> <li> 14. Use Natural Consequences to Explain Priorities Priorities may not be obvious to the team Dont threaten to impose consequencesyou dont have the authority Explain the natural consequencesthe logical results of taking or not taking the action You want people to do the right thing because they understand and agree that its the right thing to do 14 </li> <li> 15. Engage Others High-performing teams skillfully employ the efforts of every member Effective team leaders seek out the best fit possible between members interests and the tasks that need doing Team leaders also mentor others to expand/build upon their individual talent for mutual benefit Learn from the teams experiencewhile its happening 15 </li> <li> 16. Think Systematically Gather and lay out the necessary data Analyze the causes of the situation Propose actions based on this analysis Be thorough - branches, sequels, contingencies 16 </li> <li> 17. SUMMARY 17 </li> <li> 18. Key Takeaways Lead by example Play to your personal strengths Be honest in word, intent and deed Communicate, communicate, communicate Build bridges Seek the win/win Build commitment and engagement Sell you, not your title 18 </li> <li> 19. Key Takeaways, cont. Maybe you cant change the whole world, but you can change your corner of it. And when you change your corner, you actually change the world. Carl Duivenvoorden, DTM Leadership isnt about a position, its about behavior. Doing something willingly because you respect and trust someone is different from doing something because they have the authority to give you an order. Jim Kouzes, Ph.D., Toastmasters Golden Gavel recipient 2006 19 </li> <li> 20. 20 </li> </ul>

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