Leadership ITL-1

8/14/2019 Leadership ITL-1

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LEADERSHIPLEADERSHIP&&

TEAM DEVELOPMENTTEAM DEVELOPMENT

By

Aziz Alam


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If I accept you as you are, I willmake you worse; however, if Itreat you as though you are

what you are capable ofbecoming, I help you becomethat.

Goethe..


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CONDUCT


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PART - 1s

Defining leadership.s What makes effective leaders.

PART - 2s Team management

xDevelopment of teams.

xManagement of teams.xChecklist for team leaders.


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Defining

LeadershipLeadership , Im not sure

how to define it, but I know itwhen I see it.

Dwight D Eisenhower


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Todays accelerating, unrelentless change hasaltered the foundation of corporate enterprise

and government bureaucracy. Organizations &governments are under tremendous pressuresince they have been RRRECQD (wrecked).That is reinventing, rightsizing, reengineering,

empowerment, customer & Quality Drivenefforts have transformed the way they operate.More and better leaders are essential to guideorganizations in todays changing,unpredictable environment.

Warren Blank


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Definition

The ability to inspire

confidence and support

among the people who are

needed to achieve

organizational goals.


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s Establishes

Direction.

s Involves Aligning

people.

s Motivates and

inspires.

s Produces change

ea ers p sManagement

s Plans & Budgets.

s

Organizes andStaffs.

s Controls & solves

problems.

s Produces a degree

of predictability

leader Manager


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Nine Natural Laws ofNine Natural Laws ofLeadershipLeadership

s Law -1. A leader has willing followers - allies.s Law - 2 . Leadership is a field of interaction --

a relationship between leaders and followers -

allies.

s Law - 3 . Leadership occurs as an event.

s Law - 4 . Leaders use influence beyond formal

authority.

s Law - 5 . Leaders operate outside the

boundaries of organizationally defined

procedures.


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Nine Natural Laws ofLeadership contd...

s Law -6. Leadership involves risk and

uncertainty.

s Law - 7. Not every one will follow a leaders

initiative.s Law - 8 .Consciousness --- Information

processing capacity ----- creates leadership.

s Law - 9 . Leadership is a self referral process.

Leaders and followers process information

from their own subjective, internal frame of

reference.


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Law # 1The leader has willing

followerss Followers are the underlying element

that defines all leaders in allsituations.

s Followers play a collegial, partnering

role in leadership.s Follower is a necessary ally


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Action Ideas Focus on gaining followers:s ASK?

x Who do I need to follow or align themselves withme?.

Or

x Whose support is necessary?.

s Concentrate on gaining the backing of these

people.


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Law # 2Leadership is a field of interaction ---a relationship between leaders and

followers

s Leadership is not a person, a position,

or a program but a relationship.

s A field of interaction with others.

s Leadership is a dance.


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Action Ideas Build solid work relationship

with others:s Others are more likely to follow when you step

forward to lead.

s Building solid work relationships is an ongoing

activity.s Quality of relationship you have with others is

central to leadership.


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Law # 3Leadership occurs as an event

s Leader followers field, has a start, a middle

and an end.

s Leadership event will exist as long as it hasfollowers.

s It can be continuous if a leader manifests

multiple leadership events.s Leadership occurs throughout organizations.


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Action Ideas Concentrate on the leadership

event.s Accept the variable duration and scope of your

ability to gain followers.

s Take initiative when action is needed to gain

followers-allies.s Create the field when necessary.

s Share leadership power by reinforcing others as

willing followers.


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Law # 4Leaders use influence beyond

formal authority

s Leaders gain followers through influence and

not merely authority.

s Leader is person to person influence

whereas manager is position to position.

s

Leader follower interactions are basedon commitment. Manager-subordinate

association rely on command.


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Action Ideas Develop influence beyond

authority.s Take on Tasks relevant to the organizations core

mission.

s Gain access to critical information networks and

mentor other people.s Develop task expertise, attend training or formal

education programs, and support others work

projects.

Leaders operate o tside theLeaders operate o tside the


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Leaders operate outside theLeaders operate outside theboundariesboundaries

of the organizationally definedof the organizationally defined

procedureprocedures Leaders gain followers because peopleand organizations need direction.

s

Leadership arena exists when theinstitutional structure does not offer certain

guidance on how to proceed.

s Dont follow where the pathway goes, leadinstead where there is no path and leave a

trail.

suntzu


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Action Idea

s Fix your sights on nonprescribed areas:s 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.

s Pay attention to projects or responsibilities that are not fully

defined and have few established requirements.

s Focus on what is not working.

s Ask questions to identify possibilities and challenge

assumptions.

s Ask yourself each day, what more can I do to move the

organization forward?

Law # 6


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Law # 6Leadership involves risk and

Uncertaintys Leaders live without a safety net.

s Leadership arena is fraught with ambiguity

and chaos, and the leaders task always

involves risk & uncertainty.

s Leadership here demands performing action

in uncertain circumstances.

s Taking risks may not result in success

because no one can completely control the

results of action.


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Action Idea

s Embrace risk and uncertainty as a

challenge.s

Risk is an interpretation. View risk as achallenge.

s Transform the tension created by

uncertainty into the productive energyneeded to take action.

s Enjoy the action without being attached to

the unpredictable fruits of action.


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Action Idea

s Attend to those who will follows Focus on who will support your lead.

s Pay attention to those who acknowledge your lead

as useful, and give consideration to anyone whooffers you positive support.

s Align with the critical followers by asking yourself,

who must I get to follow me to achieve thisinitiative?.

L # 8


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Law # 8Consciousness --

Information Processing Capacity --Creates Leadership

s 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.

s Consciousness defines how people interpret information and

create meaning from it.

s Leaders gain followers - allies when both parties process

information in similar ways. The mechanics of the process

begin with the leader.

s In the final analysis, leaders reflect the followers, and

followers get the leaders they deserve.


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Action Ideas Develop greater self-awareness.s Become aware of how you restrict or overload your

information reception process.

s Explore the assumptions and judgements you make when

you interpret information.

x Are your assumptions based on information or derived from

what you suppose exists?

x Do your judgements represent old mental programs, or are

they informed through a dialectic learning process of thesis-

antithesis-synthesis?x Are you overly cautious and unwilling to commit an action.

s Continually update your information base. Explore alternate

ways to interpret data. Use different models to evaluate

ideas.

Law #


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Law #Leadership is a Self - Referral

Processs

Self-referral explains that the world is as we are, based onour subjective state of consciousness.

s Knowledge, intelligence, experience, judgement, and wisdom

are structured in the subjective state of consciousness.

s

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.

s The self-referral concept is central to understanding and

practicing leadership. Self - referral reveals the first and

foremost directive to develop leadership power.

s Leaders fail to gain followers when they do not meet the

followers at their level of consciousness.


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Action Idea

s Clarify expectationss Clarify your expectations to make it easier for others to

understand and accept your position.

s

What we expect is what we get. To lead requirescontinually exploring what matters to others, how they

interpret events and the meaning they assign to situation.

s Ask participants the questions:

x

What do you expect form..?x What is important to you about..?

s The answers will help you meet the followers at their level

of consciousness.


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Change - OrientedChange - OrientedLeadershipLeadership


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Charismatic leaders have a

profound emotional effect on

their followers; . They are

role models and heroes who

are larger than life.


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Characteristics ofCharismatic leaders

s High Degree of self-confidence.

s Strong conviction in the correction of their

ideas.

s High level of energy and enthusiasm.

s High degree of expressiveness.

s

Excellent communication and articulationskills.

s Active role modeling and image building.


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Characteristics of FollowersCharacteristics of Followersof Charismatic Leadersof Charismatic Leaders

s High degree of respect and esteem for

leader.

s

Loyalty and devotion to leader.s Affection for the leader.

s High performance expectations.

s Unquestioning obedience.

Sit ti l


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SituationalRequirementsof Charismatic

Leaderships Sense of distress or crisis.

s

Perceived need for change.s Opportunity to articulate ideological goal.

s Availability of dramatic symbols.

s Opportunity to clearly articulate followers role.


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TransformationalLeadership Factors

CHANGE - ORIENTED

LEADERSHIP

Intellectual

Stimulation

New Ideas and

empowerment

Charisma&

Inspiration

Overcome resistance

to change

Individual

Consideration

Motivate and

Encourage


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EXEMPLARY

LEADERSHIP

Encouraging the heart

through

enthusiasm and contingent

frequent feedback

Challenging the process

searching out opportunities,

and experimenting

Creating a shared vision,

Focus on the future and

include followers vision

Enabling followerto implementing vision through

collaboration and empowerment

Role Modelingand recognizing

small successes


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END OF PART -1


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PART - 2


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Purpose of this Part

Share strategies for leading

teams through each stage of

development to improveteam performance


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Objectives of this Workshop

s Learn/review the stages of team development.

s Learn how to determine which stage a team is

currently in.s Explore ways to help a team move to the next

stage (if appropriate).

s Try some of what youve learned.


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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


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Intro to Teams

s Teams progress through various stages intheir life cycles.

s Each stage has its own relationships and

behaviors.s When team leaders and members recognize

the stage of team development they are

experiencing, they have the capability to

act.


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Adjourning

Teams & Their stages

FormingNorming

Performing

Storming


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Forming: Why am I here?

s Foundation for successful teams Putting the team together

s

Define teams missionxPurpose

xCustomers

xGoals/Deliverables


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Forming: Why am I here?

s Attitudes and behaviors:x Ambiguous feelings and attitudes

x Conflict avoidance

x Communicating tentatively

x Getting to know each other

x Desire to be accepted

x Assumption that consensus exists

x Dependent on leader


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Storming:Hey! I have something to say here!

s Reality sets ins Competition and conflict surface

s Some members may quit the team

s Minimal progress toward goals

s Debating purpose and goals

s Members are getting to know each

other


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Storming:Hey! I have something to say here!

s

Attitudes and behaviors:x Impatience toward relationships vs. tasks

x Pushing individual views

x Power struggles

x Need to conform decreases

x Negativity

x Defensiveness

x Hostility

N i


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NormingNorming:Were in this together!

s Team leaders role moreconsultative

s Unified mission and purpose

s Working together

s Making progress toward goals

N i


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NormingNorming:Were in this together!

s Attitudes and behaviors:x Paying more attention to group processes

x Shedding preconceived ideas and opinions

x

Accepting roles and each otherx Growing sense of team spirit

x Trust and respect increase

x Satisfaction increases

P f i


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Performing:Weve found the key to success!

s Teamwork and commitments Get things donegoals are achieved

s Formal leadership less pronounced

leadership may be shareds Subgroups work on important tasks

P f i


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Performing:Weve found the key to success!

s

Attitudes and behaviors:x Individuals adapt to meet current needs of

team

x Evaluate task effectiveness

x Strong sense of commitment

x Open communication

x Constructive disagreements

x Creativity and innovation

Adj i


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AdjourningAdjourning:: Now what do we do?Now what do we do?

s

Team has fulfilled its goals (maybe)Team has fulfilled its goals (maybe)s Not all teams adjournNot all teams adjourn

s Attitudes and behaviors:Attitudes and behaviors:

x

ExcitementExcitementx Sense of accomplishmentSense of accomplishment

x Separation anxietySeparation anxiety

x DissatisfactionDissatisfaction

x NegativityNegativity


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Teams & Their stages

Shared goalsTeam cohesion.AcceptanceTrustResolve

Norming

TeamworkCommitment.PerformanceCreativity.Flexibility

PerformingForming

Fear.

Excitement.

Conflict Avoidance.Dependence on the leader

Storming

Reality sets inConflict.Frustration.Power struggles.Defensiveness

Adjourning

ExcitementSense of accomplishmentSeparation Anxiety.Dissatisfaction.Negativity

T L d R l


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Team Leaders Role

s Team leader facilitates cooperationnecessary for team to perform well

s Selects team members (maybe)

s Provides vision, sets direction/goalss Role model

s Resource for solving problems

s Delegates when appropriate

T L d R l


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Team Leaders Role

s

Helps get necessary resourcess Liaison

s Motivates

s

Balance between providing guidance and givingup control

s Recognizes that role will change throughout the

stages

s Doesnt have all the answers

T St t i


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Team Strategies

What can team leaders do to influence teamdevelopment?

s Determine current developmental stage

s Implement strategies for developing the team

and individual team members

St t i


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Forming StageStrategies

s

Focus on groundings Build a collaborative environment

s Ensure team has necessary skills

St t i


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s

Focus on groundingx Set clear team purpose and performance goals

discuss and agree

x Provide clear boundaries, including how to

know when youre done

x Define roles and responsibilities

x Clarify expectations

x

Define principles and valuesx Be a positive role model

x Hold effective meetings

S St t i


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s

Build a collaborative environmentx Common purpose

x Trust

x Clear roles

x Open communication

x Diversity

x Balance of tasks and relationships

F i S St t i


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s Team skills needed:

x Functional/technical

x

Interpersonalx Problem-solving

x Decision-making

s

Dont have to have the best and thebrightest

St i St St t i


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Storming Stage Strategies

s Focus on relationship-building and

consensus

s Understand and deal with conflicts

s Resolve conflicts



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s Focus on relationship-building and

consensus

x Focus on tasks and relationships, but pay

special attention to relationshipsx Provide guidance; make decisions to keep

team moving through the chaos

x Listen effectively and seek out all sides

x Give and invite feedback

x Reaffirm agreements

x Resolve conflicts



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s Understanding and dealing with conflict

x Conflict is natural and normal

x Mismatch of expectations or unintentional

miscommunicationx Doing a thorough job in the Forming stage will

prevent many conflicts.

x Change your way of thinking about conflict



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s Resolving conflicts

x Use open, collaborative dialog

x Resolve it in a timely and effective manner

x Acknowledge that the conflict exists

x Search for alternatives

x Gain common ground

x Seek to understand all anglesx Attack the issue, not each other

x Develop an action plan

Norming Stage Strategies


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s Focus on shared decision-making and

problem-solving

s

Communicate



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s Focus on shared decision-making andproblem-solving

x Affirm team mission

x Be a cheerleader

x Celebrate successes

x Communicate openly and effectively so

everyone knows what to expect

x Listen to understandx Give feedback



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s Communicatex Aim to solve problems and achieve goals

x Deepen trust and respect

x

Share a common purposex Encourage and solicit input

x Invite disagreement

x Share responsibility for effective communication

Performing Stage Strategies


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Performing Stage Strategies

s

Focus on doingx Measure performance (against goals,

objectives, timelines, budgets, etc.) and display

metrics

x Remind team how far theyve comex Stay focused on customer needs

x Look for new ideas from other organizations

x

Continue to celebrate successesx Dont get complacent

Adjourning Strategies


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Adjourning Strategies

s Focus on moving on

x Hand off recommendations/results

x Discuss how to make the next team effort even

betterx Celebrate (if appropriate)

x See that the team is rewarded appropriately

x Thank members individually for their

contributions


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Thanks

Documents

Leadership ITL-1