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LEADERSHIP IN TEAMLEADERSHIP IN TEAM

Khalid Ahmad(112)

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Yesterday HierarchyYesterday HierarchyWas the BusinessWas the Business

ModelModel

Today Synergy is the MandateToday Synergy is the Mandate

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SOME WORLD KNOWNSOME WORLD KNOWN

LEADERSHIP QUOTESLEADERSHIP QUOTES

THE VERY ESSENCE OF LEADERSHIP IS THATTHE VERY ESSENCE OF LEADERSHIP IS THAT

YOU HAVE TO HAVE A VISION.YOU HAVE TO HAVE A VISION.

BY THEODORE HESBURGHBY THEODORE HESBURGHIF THE BLIND LEAD THE BLIND BOTH WILLIF THE BLIND LEAD THE BLIND BOTH WILL

FALL INTO THE DITCH.FALL INTO THE DITCH.

THE BIBLETHE BIBLE

IF YOUR ACTIONS INSPIRES OTHERS TOIF YOUR ACTIONS INSPIRES OTHERS TO

DREAM MORE, LEARN MORE, DO MORE ANDDREAM MORE, LEARN MORE, DO MORE AND

BECOME MORE, THEN YOU ARE A LEADER.BECOME MORE, THEN YOU ARE A LEADER.

BY JOHN QUINCY ADAMSBY JOHN QUINCY ADAMS

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A LEADER IS A DEALER IN HOPE.A LEADER IS A DEALER IN HOPE.

BY NAPOLEAN BONAPARTEBY NAPOLEAN BONAPARTE

THE MANAGER ASKS HOW AND WHEN; THETHE MANAGER ASKS HOW AND WHEN; THE

LEADER ASKS WHAT AND WHY.LEADER ASKS WHAT AND WHY.

BY WARREN BENNISBY WARREN BENNIS

A LEADER MUST HAVE THE COURAGE TOA LEADER MUST HAVE THE COURAGE TOACT AGAINST AN EXPERTS ADVICE.ACT AGAINST AN EXPERTS ADVICE.

BY JAMES COLLAGENBY JAMES COLLAGEN

THE ART OF LEADERSHIP IS SAYING NO,NOTTHE ART OF LEADERSHIP IS SAYING NO,NOT

YES, IT IS VERY EASY TO SAY YES.YES, IT IS VERY EASY TO SAY YES.BY TONY BLAIRBY TONY BLAIR

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WHAT MAKES A GOOD LEADERWHAT MAKES A GOOD LEADER

1.1. LEADERS ARE TRUSTED.LEADERS ARE TRUSTED.2.2. LEADERS LISTEN.LEADERS LISTEN.3.3. LEADERS DO NOT JUDGE.LEADERS DO NOT JUDGE.

4.4. LEADERS DELEGATE.LEADERS DELEGATE.5.5. LEADERS MOTIVATE.LEADERS MOTIVATE.6.6. LEADERS UNDERSTAND PEOPLE.LEADERS UNDERSTAND PEOPLE.

7.7. LEADERS LEARN.LEADERS LEARN.8.8. LEADERS PLAN AHEAD.LEADERS PLAN AHEAD.9.9. LEADERS SET GOALS FOR THEMSELVES.LEADERS SET GOALS FOR THEMSELVES.

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LEADING AS A LEADERLEADING AS A LEADER

EFFECTIVE TEAM LEADER ARE SELFEFFECTIVE TEAM LEADER ARE SELF

DIRECTED WITH TEAMS ANDDIRECTED WITH TEAMS AND

COMMITTIEESCOMMITTIEES

EFFECTIVE TEAMLEADER HAS A CLEAREFFECTIVE TEAMLEADER HAS A CLEAR

VISION AND HAS THE ABILITY TOVISION AND HAS THE ABILITY TO

COMMUNICATE THAT VISION TO THECOMMUNICATE THAT VISION TO THE

TEAM MEMBERSTEAM MEMBERS

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KEY WORDS TO BECOME OR LEADING AKEY WORDS TO BECOME OR LEADING A

TEAM AS A LEADERTEAM AS A LEADER

CLEAR VISION.CLEAR VISION.

ABILITY TO COMMUNICATE.ABILITY TO COMMUNICATE.

SENSE OF URGENCY.SENSE OF URGENCY.

INVOLVE TEAM IN DECISION MAKING.INVOLVE TEAM IN DECISION MAKING.

OPENNESS AND HONESTY.OPENNESS AND HONESTY.

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WHEN WE TALK ABOUT THE CROSSWHEN WE TALK ABOUT THE CROSS

FUNCTIONAL TEAMS LEADER, LEADERFUNCTIONAL TEAMS LEADER, LEADER

SHOULD ADD FURTHER MORESHOULD ADD FURTHER MORE

KEYWORDS.KEYWORDS.

PULLING THE GROUP OF PEOPLEPULLING THE GROUP OF PEOPLETOGETHER AND DEALING WITH UPPERTOGETHER AND DEALING WITH UPPER

MANAGEMENT,FUNCTIONALMANAGEMENT,FUNCTIONAL

DEPARTMENT HEADS AND SUPPORTDEPARTMENT HEADS AND SUPPORTGROUPS.GROUPS.

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LAO TZU SAID BE GENTLE AND YOULAO TZU SAID BE GENTLE AND YOUCAN BE BOLD. BE FRUGAL AND YOUCAN BE BOLD. BE FRUGAL AND YOU

CAN BE LIBERAL; AVOID PUTTINGCAN BE LIBERAL; AVOID PUTTING

YOURSELF BEFORE OTHERS ANDYOURSELF BEFORE OTHERS ANDYOU CAN BECOME A LEADER AMONGYOU CAN BECOME A LEADER AMONG

OTHERS.OTHERS.

LEADERSHIP IS NOT SO MUCH ABOUTLEADERSHIP IS NOT SO MUCH ABOUT

TECHNIQUES AND METHODS AS IT ISTECHNIQUES AND METHODS AS IT IS

ABOUT OPENING THE HEARTS.ABOUT OPENING THE HEARTS.

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CROSS FUNCTIONAL LEADER NEEDSCROSS FUNCTIONAL LEADER NEEDS

FOLLOWING QUALITIES IN CORE OFFOLLOWING QUALITIES IN CORE OF

LEADERSHIP.LEADERSHIP.

RECOGNIZING THE TALENT ANDRECOGNIZING THE TALENT AND

CONTRIBUTION EACH INDIVIDUAL CANCONTRIBUTION EACH INDIVIDUAL CAN

MAKEMAKE

KEEPING THE TEAM FOCCUSED ON GOALS,KEEPING THE TEAM FOCCUSED ON GOALS,

MEASUREMENTS AND OUTCOMES.MEASUREMENTS AND OUTCOMES.

FACILITATING A SENSE OF DIVERSITY,FACILITATING A SENSE OF DIVERSITY,

INTERDEPENDENCE AND ACCOUNTABILITYINTERDEPENDENCE AND ACCOUNTABILITY

AMONG TEAM MEMBERS.AMONG TEAM MEMBERS.

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CONT.CONT.

DEFINING A DECISION PROCESS THATDEFINING A DECISION PROCESS THATENCOURAGES EMPOWERMENT ANDENCOURAGES EMPOWERMENT AND

KEEPS COORPORATE BUREAUCRACYKEEPS COORPORATE BUREAUCRACY

TO A MINIMUM.TO A MINIMUM.

REALIZING THAT ORGANIZATIONALREALIZING THAT ORGANIZATIONAL

CHANGE IS MORE A WAY OF LIFECHANGE IS MORE A WAY OF LIFE

THAN AN OBSTACLE TO BETHAN AN OBSTACLE TO BE

OVERCOME.OVERCOME.

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A GOOD LEADER KNOWS THE TEAMA GOOD LEADER KNOWS THE TEAM

COLORCOLOR

AS A LEADERS WE DONT ALWAYS GET TOAS A LEADERS WE DONT ALWAYS GET TOCHOOSE WHO IS ON OUR TEAM.CHOOSE WHO IS ON OUR TEAM.

INSPITE ONE OF THE RESPONSIBILITIES OFINSPITE ONE OF THE RESPONSIBILITIES OF

A LEADER IS TO MOTIVATE THE TEAM TOA LEADER IS TO MOTIVATE THE TEAM TO

ALL WORK TOGETHER TOWARD THEALL WORK TOGETHER TOWARD THE

COMMON GOAL.COMMON GOAL.

LEADER CAN ALSO LEARN TOLEADER CAN ALSO LEARN TO

COMMUNICATE IN A WAY THAT ISCOMMUNICATE IN A WAY THAT ISMOTIVATING, BY TAKING INTO ACCOUNTMOTIVATING, BY TAKING INTO ACCOUNT

THE NEEDS, VALUES AND WORKINGTHE NEEDS, VALUES AND WORKING

PREFERENCES OF DIFFERENT TEAMPREFERENCES OF DIFFERENT TEAM

MEMBERS.MEMBERS.

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THE STRONGTHE STRONG GOLDGOLD EMPLOYEEEMPLOYEE

TAKES WORK AND RESPONSIBILITYTAKES WORK AND RESPONSIBILITY

VERY SERIOUSLY.VERY SERIOUSLY.

THE STRONGTHE STRONG BLUEBLUE PERSONALITYPERSONALITY

NEEDS AN OPEN, SOCIALNEEDS AN OPEN, SOCIAL

ATMOSPHERE TO BE ABLE WORKATMOSPHERE TO BE ABLE WORKWELL.WELL.

A STRONGA STRONG GREENGREEN PERSONALITY ISPERSONALITY IS

MORE NOTED FOR EXPERTISEMORE NOTED FOR EXPERTISERATHER THAN PEOPLE SKILLS.RATHER THAN PEOPLE SKILLS.

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ORANGEORANGE TEAM MEMBERS ARETEAM MEMBERS ARE

NOTICEABLE BY THEIR ENERGY,NOTICEABLE BY THEIR ENERGY,

SKILLS AND CREATIVITY.SKILLS AND CREATIVITY.

A LEADER BY KNOWING THEA LEADER BY KNOWING THE

COLORS OF HIS TEAM, CAN USE THISCOLORS OF HIS TEAM, CAN USE THIS

KNOWLEDGE TO BLEND THE TEAMKNOWLEDGE TO BLEND THE TEAMMEMBERS INTO A UNIFIED, WELLMEMBERS INTO A UNIFIED, WELL

COORDINATED PICTURE POISED FORCOORDINATED PICTURE POISED FOR

SUCCESS. BY FACILITATING EACH TEAMSUCCESS. BY FACILITATING EACH TEAM

MEMBER TO FUNCTION IN THESE AREASMEMBER TO FUNCTION IN THESE AREASOF NATURAL STRENGTHS ANDOF NATURAL STRENGTHS AND

MOTIVATING THEM.MOTIVATING THEM.

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LEADERSHIP STRATEGIES TO ADDRESSLEADERSHIP STRATEGIES TO ADDRESS

TODAYS MOST COMMON TEAMTODAYS MOST COMMON TEAM

BUILDING PROBLEMSBUILDING PROBLEMS

SOME OR ALL MEMBERS DONT WANT TOSOME OR ALL MEMBERS DONT WANT TOFUNCTION AS A TEAM .THEY HAVE BECOMEFUNCTION AS A TEAM .THEY HAVE BECOME

ACCUSTOMED TO OPERATING INDEPENDENTLYACCUSTOMED TO OPERATING INDEPENDENTLY

AND DONT SEE THE VALUE OF OPERATING ASAND DONT SEE THE VALUE OF OPERATING ASA EXERCISE.A EXERCISE.

TEAM BUILDING IS NOT LINKED TO BUSINESSTEAM BUILDING IS NOT LINKED TO BUSINESSRESULTS INSTEAD THE TEAM EXPERIENCEDRESULTS INSTEAD THE TEAM EXPERIENCED

ARTIFICIAL FEEL GOOD EXERCISE. ALTHOUGHARTIFICIAL FEEL GOOD EXERCISE. ALTHOUGHTHE TEAM HAS LEARNED ABOUT EACH OTHERSTHE TEAM HAS LEARNED ABOUT EACH OTHERSBEHAVIORAL STYLES,MOTIVATIONALBEHAVIORAL STYLES,MOTIVATIONAL

PROFILES, INDIVIDUAL STRENGTHS,ETC, THEYPROFILES, INDIVIDUAL STRENGTHS,ETC, THEYHAVE FAILED TO CONNECT THEIR EFFORTS TOHAVE FAILED TO CONNECT THEIR EFFORTS TO

DESIRED BUSINESS OUTCOMES.DESIRED BUSINESS OUTCOMES.

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TEAM BUILDING IMPEDENTTEAM BUILDING IMPEDENT

FUZZY LOCUS.FUZZY LOCUS.

IN THIS SITUATION THE TEAM DOESIN THIS SITUATION THE TEAM DOES

NOT REALLY KNOW HOW TONOT REALLY KNOW HOW TOFUNCTION, EITHER THE TEAM HASFUNCTION, EITHER THE TEAM HAS

LOST FOCUS ON RESULTS ORLOST FOCUS ON RESULTS OR

MEMBERS HAVE NEVER BEEN CLEARMEMBERS HAVE NEVER BEEN CLEAR

OF THEIR GOALS IN THE FIRST PLACE.OF THEIR GOALS IN THE FIRST PLACE.

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SUGGESTIONSUGGESTION

AS THE LEADER, YOU MUST STEP IN AND CLARIFYAS THE LEADER, YOU MUST STEP IN AND CLARIFYBIG PICTURE GOALS AND EXPECTATIONS.BIG PICTURE GOALS AND EXPECTATIONS.

IN ORDER TO DO COMPLETE THIS TASKIN ORDER TO DO COMPLETE THIS TASKEFFECTIVELY, YOU MUST COMMUNICATE THEEFFECTIVELY, YOU MUST COMMUNICATE THE

GOALS IN A NUMBER OF WAYS THAT APPEAL TO AGOALS IN A NUMBER OF WAYS THAT APPEAL TO AVARIETY OF TEAM MEMBERS. SOME MAY NEED AVARIETY OF TEAM MEMBERS. SOME MAY NEED AVISUAL REPRESENTATION; OTHER MAY NEED TOVISUAL REPRESENTATION; OTHER MAY NEED TOKNOW THE WHY BEHIND THE GOALS. TO CHECKKNOW THE WHY BEHIND THE GOALS. TO CHECKFOR CLARITY, ASK THE TEAM TO ARTICULATEFOR CLARITY, ASK THE TEAM TO ARTICULATE

THEIR UNDERSTANDING OF THE OVERALL GOALSTHEIR UNDERSTANDING OF THE OVERALL GOALSIN THEIR OWN WORDS. THEN CLARIFY ORIN THEIR OWN WORDS. THEN CLARIFY ORCORRECT AS NEEDED.CORRECT AS NEEDED.

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LACK OF LEADERSHIPLACK OF LEADERSHIP

LEADERSHIP IS CRITICAL TO HELPLEADERSHIP IS CRITICAL TO HELPTHE TEAM SUCCEED. WITHOUT IT,THE TEAM SUCCEED. WITHOUT IT,TEAM MEMBERS WILL RESORT TOTEAM MEMBERS WILL RESORT TO

THEIR OWN METHODS. SOME WILLTHEIR OWN METHODS. SOME WILLRUN AS FAR AND FAST AS THEY CANRUN AS FAR AND FAST AS THEY CANPROVE THEMSELVES PUSHINGPROVE THEMSELVES PUSHINGBOUNDARIES AND TAKING TOO MUCHBOUNDARIES AND TAKING TOO MUCH

RISK. OTHERS WILL SIT IDLE FOR ASRISK. OTHERS WILL SIT IDLE FOR ASLONG AS THEY CAN, PERFORMING ASLONG AS THEY CAN, PERFORMING ASLITTLE AS THEY CAN.LITTLE AS THEY CAN.

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SUGGESTIONSUGGESTION

CONDUCT REGULAR STRATEGIC FOCUSCONDUCT REGULAR STRATEGIC FOCUS

SESSIONS STRONG LEADERS WILL HELPSESSIONS STRONG LEADERS WILL HELP

THE TEAM FOCUS ON THE GOALS AND KEYTHE TEAM FOCUS ON THE GOALS AND KEY

STRATEGIES .STRATEGIES . HOLD CONSISTENT INFORMAL ONE ON ONEHOLD CONSISTENT INFORMAL ONE ON ONE

DEVELOPMENT MEETINGS WITH DIRECTDEVELOPMENT MEETINGS WITH DIRECT

REPORTS TO GAIN FEEDBACK, UNCOVERREPORTS TO GAIN FEEDBACK, UNCOVER

TROUBLE SPOTS AND LEVERAGETROUBLE SPOTS AND LEVERAGE

OPPORTUNITIES.OPPORTUNITIES.

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IF YOU NEED TO BUILD LEADERSHIPIF YOU NEED TO BUILD LEADERSHIPSKILLS YOURSELF MAKE THAT ASKILLS YOURSELF MAKE THAT A

PRIORITY, IF YOU VALUE YOURPRIORITY, IF YOU VALUE YOUR

CAREER, FIND A COACH OR MENTORCAREER, FIND A COACH OR MENTOR

TO HELP YOU .TO HELP YOU .

REMEMBER IN ORDER TO DEVELOPREMEMBER IN ORDER TO DEVELOP

OTHERSOTHERS -------- YOU MUST FIRSTYOU MUST FIRST

DEVELOP YOURSELF.DEVELOP YOURSELF.

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REWARDINGREWARDING

Why bother with Reward andWhy bother with Reward and

Recognition?Recognition?

Reward and Recognition plays a part in at least theseReward and Recognition plays a part in at least these

areasareasEmployee SatisfactionEmployee Satisfaction

Performance ManagementPerformance Management

Formal and Informal RewardsFormal and Informal Rewards Formal = part of a predetermined programFormal = part of a predetermined program

Informal = spontaneousInformal = spontaneous

What can a Leader can do?What can a Leader can do?

Potential strategy:Potential strategy:

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EFFECTIVE REWARDSEFFECTIVE REWARDSA study suggests that informal rewards are the mostA study suggests that informal rewards are the most

effective. Further, these motivating techniques wereeffective. Further, these motivating techniques were

ranked as the top five:ranked as the top five:

1.1. The manager personally congratulates employees who do aThe manager personally congratulates employees who do agood jobgood job

2.2. The manager writes personal notes about good performanceThe manager writes personal notes about good performance

3.3. The organization uses performance as the basis for promotionThe organization uses performance as the basis for promotion

4.4. The manager publicly recognizes employees for goodThe manager publicly recognizes employees for goodperformanceperformance

5.5. The manager holds moraleThe manager holds morale--building meetings to celebratebuilding meetings to celebrate

successessuccesses

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Reward Systems Are Not Exclusively the Realm of Managers

Systems can include structures that allow for peers to recognize eachother. For many people, peer recognition is more important than

recognition by managers or customers.

Basics for Effective Rewards andRecognition

Use the persons nameStrive to be timely

The compliment is the only topic discussed

Make it specific so the person knows why they are getting the recognition

Describe how what they did helps the organization; how it will be used

Follow-up a verbal compliment with a note

Make it public if appropriate, especially if the performer could serve as a

resource to others

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REWARDREWARD SAMPLESAMPLE

REWARDSREWARDS

ADVANTAADVANTA

GEGE

DISADVANTAGDISADVANTAG

ESES

MembershipMembershipand Seniorityand Seniority

Fixed PayFixed PayMostMost

employeeemployee

benefitbenefit

May attractMay attractapplicantsapplicants

MinimisesMinimises

stress ofstress of

insecurityinsecurity

LacksLacksmotivationmotivation

DiscouragesDiscourages

poor performerspoor performers

from leavingfrom leaving

Job StatusJob Status PromotionPromotion

based paybased pay

increaseincrease

Status basedStatus based

MinimisesMinimises

paypay

discriminatidiscriminati

onon

Creates a gapCreates a gap

betweenbetween

employees andemployees and

executivesexecutives

MONETRAY REWARDS

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REWARDREWARD SAMPLESAMPLE

REWARDSREWARDS

ADVANTAADVANTA

GEGE

DISADVANTAGDISADVANTAG

ESES

CompetencyCompetency

BasedBasedRewardReward

Pay increasePay increase

based onbased oncompetencycompetency

Skill basedSkill based

paypay

ImprovesImproves

qualityquality

ImprovesImproves

workforceworkforce

flexibilityflexibility

SubjectiveSubjective

measurementsmeasurementsof competenciesof competencies

TaskTaskPerformancePerformance

CommissionCommissionss

ESOPESOP

MotivatesMotivatesemployeesemployees

AttractsAttracts

performancperformanc

e basede baseda licantsa licants

May weakenMay weakenmotivation of jobmotivation of job

itselfitself

My discourageMy discourage

creativitycreativity

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Performance Based Rewards

Individual rewards

Award

Bonus Team reward

Bonus

Gainsharing

Organizational reward Stock Ownership

Profit Sharing

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NONMONETRAY REWARDS

Post a thank-you note on the employee's or team members office door.

Greet employees and colleagues by name when you pass their desks

or pass them in the hall.

Have lunch or coffee with an employee or a group of employees you

don't normally see.

Ask a person to teach or share his accomplishment with others as a

way of recognizing the person's ability and role.

Ask a person for advice or her opinion; this demonstrates respect.

Recognize an individual's accomplishments in front of peers

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SUPPORTING TEAMSUPPORTING TEAM

Provide Team Leadership and CoachingProvide Team Leadership and Coaching

Create an environment oriented to trust,Create an environment oriented to trust,

open communication, creative thinkingopen communication, creative thinking Motivate and inspire team membersMotivate and inspire team members

Coach and help develop team members;Coach and help develop team members;

help resolve dysfunctional behaviorhelp resolve dysfunctional behavior

Facilitate problem solvingFacilitate problem solving Strive for winStrive for win--win agreementswin agreements

Assure that the team members haveAssure that the team members have

the necessary education and training to effectively participatethe necessary education and training to effectively participate

Encourage creativity, riskEncourage creativity, risk--taking, and constant improvementtaking, and constant improvement

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Focus the team on the tasks at hand or theFocus the team on the tasks at hand or the

internal and external customer requirementsinternal and external customer requirements

Familiarize the team with the customer needs,Familiarize the team with the customer needs,

specifications, design targets, the development process,specifications, design targets, the development process,

design standards, techniquesdesign standards, techniques

Assure that the team addresses all relevant issues withinAssure that the team addresses all relevant issues withinthe specifications and various standardsthe specifications and various standards

Provide necessary business informationProvide necessary business information

Serve as meeting manager or chairmanServe as meeting manager or chairman

Ensure deliverables are prepared to satisfy the projectEnsure deliverables are prepared to satisfy the projectrequirements, cost and schedulerequirements, cost and schedule

Help keep the team focused and on trackHelp keep the team focused and on track

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Coordinate team logisticsCoordinate team logistics

Work with functional managersWork with functional managers

and the team sponsor to obtain necessaryand the team sponsor to obtain necessary

resources to support the team'sresources to support the team's

requirementsrequirements Obtain and coordinate space,Obtain and coordinate space,

furniture, equipment, and communicationfurniture, equipment, and communication

lines for team memberslines for team members

Establish meeting, places and agendasEstablish meeting, places and agendas

Coordinate the review, presentation and release ofCoordinate the review, presentation and release ofdesign layouts, drawings, analysis and otherdesign layouts, drawings, analysis and otherdocumentationdocumentation

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Communicate team status, task accomplishment,Communicate team status, task accomplishment,

and directionand direction

Provide status reporting of team activities againstProvide status reporting of team activities against

the program plan or schedulethe program plan or schedule

Keep the project manager and product committeeKeep the project manager and product committeeinformed of task accomplishment, issues andinformed of task accomplishment, issues and

statusstatus

Serve as a focal point to communicate and resolveServe as a focal point to communicate and resolve

interface and integration issues with other teamsinterface and integration issues with other teams Escalate issues which cannot beEscalate issues which cannot be

resolved by the teamresolved by the team

Provide guidance to the teamProvide guidance to the team

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Role AllocationRole AllocationMeredith Belbins Team Role theoryMeredith Belbins Team Role theory

Role LabelRole Label Role DescriptionRole Description

PlantPlant Creative,imaginative,Solves difficultCreative,imaginative,Solves difficult

problemsproblems

CoordinatorCoordinator Clarifies goals,promotes decision makingClarifies goals,promotes decision making

MonitorMonitor Sees all options,judges accuratelySees all options,judges accurately

ImplementerImplementer Turns ideas into practical actionsTurns ideas into practical actions

CompleterCompleter Searches out errors and omissions.deliversSearches out errors and omissions.delivers

on timeon timeResourceResource

investigatorinvestigator

Explores opportunities,develops contactsExplores opportunities,develops contacts

ShaperShaper Has courage to overcome obstaclesHas courage to overcome obstacles

TeamworkerTeamworker Cooperative,mild,perspective and diplomaticCooperative,mild,perspective and diplomatic

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Task Oriented RoleTask Oriented Role Initiating new ideasInitiating new ideas

Seeking informationSeeking information

Giving informationGiving information

Coordinating and clarifyingCoordinating and clarifying

evaluatingevaluating

Relation orientedRelation oriented Encouraging membersEncouraging members

HarmonisingHarmonising

Encouraging participationEncouraging participation

Expressing standards for teamExpressing standards for team

Following members correctlyFollowing members correctly

Self orientedSelf oriented Blocking progressBlocking progress

Seeking recognitionSeeking recognition

DominatingDominating

avoidingavoiding

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PLAYERSPLAYERS

Having the right core team can make or break a project.

The elements to consider include :

Overall team composition

Team selection criteria

Team size

Process for selecting team members

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TEAMCOMPOSITIONTEAMCOMPOSITION

Individuals who intimately understandIndividuals who intimately understandthe current processthe current process

Some technical wizardsSome technical wizardsSome individuals who are completelySome individuals who are completelyobjective toward the process andobjective toward the process and

outcome like consultantsoutcome like consultantsCustomers and suppliersCustomers and suppliers

Some individuals who are not familiarSome individuals who are not familiarwith your processwith your process

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TEAMSELECTIONTEAMSELECTION

CRITERIACRITERIAcreative and open mindedcreative and open minded

good team playersgood team players

well respected among peers,well respected among peers,

stakeholders, and other businessstakeholders, and other business

leadersleaders

ff fff f

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Effects of Size on TeamsEffects of Size on TeamsTEAM SIZETEAM SIZE

DimensionDimension 22--7 members7 members 88--12 members12 members 1313--16 members16 members

Demand on leaderDemand on leader lowlow moderatemoderate highhigh

Direction to leaderDirection to leader lowlow moderatemoderate Moderate to highModerate to high

Member tolerance ofMember tolerance of

direction to leaderdirection to leader

Low toLow to

moderatemoderate

moderatemoderate highhigh

Member inhibitionMember inhibition lowlow moderatemoderate highhigh

Use of rules andUse of rules and

proceduresprocedures

lowlow moderatemoderate Moderate to highModerate to high

Time taken to reachTime taken to reach

a decisiona decision

lowlow moderatemoderate highhigh

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SUGGESTED CORE TEAMSUGGESTED CORE TEAM

RO

LESRO

LESTeam LeaderTeam Leader

taking accountability for the project outcometaking accountability for the project outcome

selecting the methodologyselecting the methodologyplanning the projectplanning the project

interacting with the steering committeeinteracting with the steering committee

managing the budgetmanaging the budget

leading the teamleading the team

Project Manager (same as team leader for smallProject Manager (same as team leader for smallteams)teams)

project scheduling and milestone trackingproject scheduling and milestone tracking

managing all subteam activitiesmanaging all subteam activities

monitoring progress and identifying jeopardymonitoring progress and identifying jeopardy

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SUGGESTED CORE TEAMROLESSUGGESTED CORE TEAMROLES

CONTDCONTD

Facilitator (not always required for small teams)Facilitator (not always required for small teams)

Facilitating team meetingsFacilitating team meetings

Staying objectiveStaying objectivebringing order and focus to meetingsbringing order and focus to meetings

Team MembersTeam Members

Learning from othersLearning from others

Designing the overall solutionDesigning the overall solution

Implementing the designImplementing the design

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THANK YOUTHANK YOU