Team M

anagement...

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Team management refers to techniques, processes and tools for organizing and coordination a group of individual working

towards a common goal

           

MAXIM

ISE

Self Awareness

Taking responsibility

for own mistakes

Considering needs &

feelings of others

Being aware of how your words

and actions affect others

Being humble about own

strengths & not saying

thoughtless things

Dress Rehearsal

A conflict is a clash of interests of at least two persons or groups, which at least particularly are contradictory to each other

Conflict Resolution

•  Identify the involved persons

•  Identify the reasons for the conflict by talking to everyone involved individually

•  Organize and moderate a meeting with all involved persons

•  Set “rules” to make sure that the same conflict will not come up again in the future

DONTS

•  Take sides •  Step in too late •  Allow ill feelings to fester

•  Allow scenarios to repeat •  Address in the presence of those not involved •  Single out individuals •  Allow physical contact

•  Give more time to one than another

Feedback Talks

information about reactions to a product, a person's performance of a task, etc. which is used as a basis

for improvement.

OPEN

UNKNOWN

BLIND

HIDDEN

Known to Self Kn

own

to O

ther

s

^ ^

1.  Open/Free area: what is known by the person about him/herself and is also know by others 2.  Blind area: what is unknown by the person about him/herself but which others know 3.  Hidden area: what the person knows about him/herself that others do not know 4.  Unknown area: what is unknown by the person about him/herself and is also unknown by others

Open Area

•  The open area increases as new information is shared:

•  Reducing the blind area by asking for and receiving feedback

•  Expanding on the hidden area by disclosing information or feelings and as others ask questions

•  The unknown area can be reduced in different ways:

•  by others' observation (increasing the blind area);

•  by self-discovery (which increases the hidden area),

•  by mutual enlightenment - via group experiences and discussion - which increases the open area as the unknown area reduces

Unknown

•  � Information, feelings, latent abilities, aptitudes, experiences that are unknown by the person and unknown to others

•  � Can be prompted through self-discovery or observation by others, or through collective and mutual discovery

•  � Uncovering « hidden talents » which are unknown skills and aptitudes, is different from developping the « hidden area », not as sensitive as unknown

feelings •  � Discovery through sensitive communications, active listening and experience,

will reduce the unknown area, transferring in part to the blind, hidden areas, depending on who knows what, or better still if known by the person and

others, to the open free area •  � The unknown area could also include repressed or subconscious feelings rooted

in formative events and traumatic past experiences, which can stay unknown for a lifetime

•  Reduce the blind spot

•  Learn things about yourself by receiving feedback.

•  And give others the feedback they need to develop themselves

•  Feedback should be given in a constructive way. The person who receives the feedback should have the possibility to work with it and develop through it. 

•  Therefore a good method to give feedback is the

POW³ER-Burger.

Things to Know

Show understanding – don’t be upset if the

person doesn’t react the way you expected. Ask if

they have questions concerning your

feedback and emphasize the fact that it’s just

professional, no personal feedback

Positive entry doesn’t mean that you have to

look for positive feedback. Sometimes it’s just about appreciating the amount of work a person put into the

project/task

Evaluation  Formulate next steps – sometimes feedback

talks imply goal setting, but also think of the way

you gave feedback: do you want to improve at

some points?

Separate personal level from professional level – don’t get personal and forget the relationship

you have with this person. It’s just about

work now!

Preparation  Think of the right setting Write down your most

important points

DONTs

•  Give feedback to an individual openly •  Forget the positive actions of each individual •  Assume a situation or welfare of an individual

•  Don’t impose your activity standards or commitment on others

•  Allow the personal to be the work

•  Ensure that sensitive issues are dealt with privately •  Be blind to things that could negatively affect your team

Team Meetings

How best would you run a team meeting?

BE  

•  Organized- room allocations, meeting objectives and activities

•  Create objectives

•  Be ontime (respecting the commitments of others)

•  Allow for clarifications of duties, task and roles

•  Make sure that members leave with confidence in their roles and contributions

•  As productive and efficient as is possible

Delegation and Ownership entrust (a task or responsibility) to another person, typically one who is less senior than

oneself: ‘she must delegate duties so as to free

herself for more important tasks’ the power delegated to him must never be

misused with object and infinitive send or authorize

(someone) to do something as a representative:

Edward was delegated to meet new arrivals

What we discussed.

It is a positive activity if done well. People like ownership over as task, this way they are accountable to the completion of it and they feel like they have complete responsibility over it. It should not be an excuse to free yourself time because all activity should still be monitored but it allows for the growth and development of your members. It also means that you take a managerial role as opposed to one where all activity and results are dependent on you. Effective delegation means that all activity is led by an individual and you can ensure the efficiency of activity.

Team M

anagement...

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