8949696 Leadership ITL1

8/3/2019 8949696 Leadership ITL1

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LEADERSHIP&

TEAM 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 - 1

Defining leadership. What makes effective leaders.

PART - 2

Team management

Development of teams.

Management of teams.Checklist for team leaders.


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Defining Leadership

Leadership , 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 inspireconfidence and support

among the people who areneeded to achieve

organizational goals.


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EstablishesDirection.

Involves Aligningpeople.

Motivates andinspires.

Produces change

Leadership Vs Management

Plans & Budgets.

Organizes andStaffs.

Controls & solvesproblems.

Produces a degreeof predictability

leader Manager


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Nine Natural Laws of Leadership

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

a relationship between leaders and followers -allies.

Law - 3 . Leadership occurs as an event.

Law - 4 . Leaders use influence beyond formalauthority.

Law - 5 . Leaders operate outside theboundaries of organizationally definedprocedures.


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Nine Natural Laws of Leadership contd...

Law -6. Leadership involves risk anduncertainty.

Law - 7. Not every one will follow a leaders

initiative. Law - 8 .Consciousness --- Information

processing capacity ----- creates leadership.

Law - 9 . Leadership is a self referral process.Leaders and followers process informationfrom their own subjective, internal frame ofreference.


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Law # 1The leader has willing followers

Followers are the underlying element

that defines all leaders in allsituations.

Followers play a collegial, partnering

role in leadership. Follower is a necessary ally


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Action Idea

Focus on gaining followers: ASK?

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

Or

Whose support is necessary?.

Concentrate on gaining the backing of thesepeople.


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Law # 2Leadership is a field of interaction ---

a relationship between leaders and followers

Leadership is not a person, a position,

or a program but a relationship.

A field of interaction with others.

Leadership is a dance.


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Action Idea

Build solid work relationshipwith others:

Others are more likely to follow when you stepforward to lead.

Building solid work relationships is an ongoing

activity. Quality of relationship you have with others is

central to leadership.


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Law # 3Leadership occurs as an event

Leader followers field, has a start, a middleand an end.

Leadership event will exist as long as it hasfollowers.

It can be continuous if a leader manifests

multiple leadership events.

Leadership occurs throughout organizations.


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Action Idea

Concentrate on the leadershipevent.

Accept the variable duration and scope of yourability to gain followers.

Take initiative when action is needed to gain

followers-allies. Create the field when necessary.

Share leadership power by reinforcing others aswilling followers.


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Law # 4Leaders use influence beyond formal authority

Leaders gain followers through influence andnot merely authority.

Leader is person to person influencewhereas manager is position to position.

Leader follower interactions are basedon commitment. Manager-subordinateassociation rely on command.


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Action Idea

Develop influence beyondauthority.

Take on Tasks relevant to the organizations coremission.

Gain access to critical information networks and

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

education programs, and support others work

projects.

L # 5


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Law # 5Leaders operate outside the boundariesof the organizationally defined procedure

Leaders gain followers because people

and organizations need direction.

Leadership arena exists when theinstitutional structure does not offer certainguidance on how to proceed.

Dont follow where the pathway goes, leadinstead where there is no path and leave atrail.

suntzu


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Action Idea

Fix your sights on nonprescribed areas: Look for opportunities and seek ways to resolve problems

beyond your job description and outside the prescribedorganizational boundaries set by rules, regulations, policies

and procedures.

Pay attention to projects or responsibilities that are not fullydefined and have few established requirements.

Focus on what is not working.

Ask questions to identify possibilities and challengeassumptions.

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

organization forward?


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Law # 6Leadership involves risk and Uncertainty

Leaders live without a safety net.

Leadership arena is fraught with ambiguityand chaos, and the leaders task always

involves risk & uncertainty.

Leadership here demands performing actionin uncertain circumstances.

Taking risks may not result in successbecause no one can completely control theresults of action.


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Action Idea

Embrace risk and uncertainty as a

challenge.

Risk is an interpretation. View risk as achallenge.

Transform the tension created by

uncertainty into the productive energyneeded to take action.

Enjoy the action without being attached tothe unpredictable fruits of action.


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Law # 7Not Everyone Will Follow a Leaders Initiative

Leaders face limits.

Gaining followers is unpredictable; Allies

are hard to come by. Efforts to prescribe acorrect leadership

style and directives that attempt to ensure

leader effectiveness have limited utility. Some people do not trust that a leader can

guide them effectively


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Action Idea

Attend to those who will follow Focus on who will support your lead.

Pay attention to those who acknowledge your lead

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

Align with the critical followers by asking yourself,who must I get to follow me to achieve this

initiative?.

L # 8


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Law # 8Consciousness --

Information Processing Capacity --Creates Leadership

Leadership begins with an idea that might resolve a problemor exploit an opportunity. Consciousness -- the capacity toprocess information -- is underlying source of leadershippower.

Consciousness defines how people interpret information andcreate meaning from it.

Leaders gain followers - allies when both parties processinformation in similar ways. The mechanics of the processbegin with the leader.

In the final analysis, leaders reflect the followers, andfollowers get the leaders they deserve.


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

information reception process.

Explore the assumptions and judgements you make whenyou interpret information.

Are your assumptions based on information or derived fromwhat you suppose exists?

Do your judgements represent old mental programs, or arethey informed through a dialectic learning process of thesis-

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

Continually update your information base. Explore alternateways to interpret data. Use different models to evaluate

ideas.


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Law # 9Leadership is a Self - Referral Process

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

Knowledge, intelligence, experience, judgement, and wisdomare structured in the subjective state of consciousness.

The leader sees the world through his or her specific lenses,similarly, followers identify with the leader because the leaderfits the followers self-referral image of what a leader shouldbe.

The self-referral concept is central to understanding andpracticing leadership. Self - referral reveals the first andforemost directive to develop leadership power.

Leaders fail to gain followers when they do not meet thefollowers at their level of consciousness.


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Action Idea

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

understand and accept your position.

What we expect is what we get. To lead requirescontinually exploring what matters to others, how theyinterpret events and the meaning they assign to situation.

Ask participants the questions:

What do you expect form..?

What is important to you about..?

The answers will help you meet the followers at their levelof consciousness.


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Change - OrientedLeadership


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Charismatic leaders have aprofound emotional effect on

their followers; . They are

role models and heroes who

are larger than life.


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Characteristics of Charismatic leaders

High Degree of self-confidence.

Strong conviction in the correction of theirideas.

High level of energy and enthusiasm.

High degree of expressiveness.

Excellent communication and articulationskills.

Active role modeling and image building.


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Characteristics of Followersof Charismatic Leaders

High degree of respect and esteem forleader.

Loyalty and devotion to leader. Affection for the leader.

High performance expectations.

Unquestioning obedience.


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Situational Requirementsof Charismatic Leadership

Sense of distress or crisis.

Perceived need for change.

Opportunity to articulate ideological goal.

Availability of dramatic symbols.

Opportunity to clearly articulate followers role.


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Transformational Leadership 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 Modeling

and 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 leadingteams through each stage of

development to improveteam performance


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Objectives of this Workshop

Learn/review the stages of team development.

Learn how to determine which stage a team is

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

stage (if appropriate).

Try some of what youve learned.


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Intro to Teams

A team is a small group of people whohave a distinct identity and work togetherin 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

Teams progress through various stages intheir life cycles.

Each stage has its own relationships andbehaviors.

When team leaders and members recognizethe stage of team development they areexperiencing, 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?

Foundation for successful team Putting the team together

Define teams mission

Purpose

Customers

Goals/Deliverables


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Forming: Why am I here?

Attitudes and behaviors: Ambiguous feelings and attitudes

Conflict avoidance

Communicating tentatively

Getting to know each other

Desire to be accepted

Assumption that consensus exists

Dependent on leader


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Storming:Hey! I have something to say here!

Reality sets in Competition and conflict surface

Some members may quit the team

Minimal progress toward goals

Debating purpose and goals

Members are getting to know eachother


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Storming:Hey! I have something to say here!

Attitudes and behaviors: Impatience toward relationships vs. tasks

Pushing individual views

Power struggles

Need to conform decreases

Negativity

Defensiveness

Hostility

N i


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Norming:Were in this together!

Team leaders role moreconsultative

Unified mission and purpose

Working together

Making progress toward goals

N i


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Norming:Were in this together! Attitudes and behaviors:

Paying more attention to group processes

Shedding preconceived ideas and opinions

Accepting roles and each other Growing sense of team spirit

Trust and respect increase

Satisfaction increases

P f i


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Performing:Weve found the key to success!

Teamwork and commitment Get things donegoals are achieved

Formal leadership less pronounced

leadership may be shared Subgroups work on important tasks

P f i


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Performing:Weve found the key to success!

Attitudes and behaviors: Individuals adapt to meet current needs of

team

Evaluate task effectiveness

Strong sense of commitment

Open communication

Constructive disagreements

Creativity and innovation

Adj i


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Adjourning: Now what do we do?

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

Attitudes and behaviors:

Excitement Sense of accomplishment

Separation anxiety

Dissatisfaction

Negativity


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Teams & Their stages

Shared goals

Team cohesion.

Acceptance

Trust

Resolve

Norming

Teamwork

Commitment.

Performance

Creativity.

FlexibilityPerforming

FormingFear.

Excitement.

Conflict Avoidance.

Dependence on the leader

Storming

Reality sets in

Conflict.

Frustration.

Power struggles.

Defensiveness

Adjourning

Excitement

Sense of accomplishment

Separation Anxiety.

Dissatisfaction.

Negativity

T L d R l


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Team Leaders Role

Team leader facilitates cooperationnecessary for team to perform well

Selects team members (maybe)

Provides vision, sets direction/goals Role model

Resource for solving problems

Delegates when appropriate

T L d R l


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Team Leaders Role

Helps get necessary resources Liaison

Motivates

Balance between providing guidance and givingup control

Recognizes that role will change throughout thestages

Doesnt have all the answers

T St t i


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Team Strategies

What can team leaders do to influence teamdevelopment?

Determine current developmental stage

Implement strategies for developing the teamand individual team members

S i


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Forming StageStrategies

Focus on grounding Build a collaborative environment

Ensure team has necessary skills

S St t i


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Focus on grounding Set clear team purpose and performance

goalsdiscuss and agree

Provide clear boundaries, including how to

know when youre done

Define roles and responsibilities

Clarify expectations

Define principles and values Be a positive role model

Hold effective meetings

F i S St t i


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Build a collaborative environment Common purpose

Trust

Clear roles

Open communication

Diversity

Balance of tasks and relationships

F i S St t i


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Team skills needed:

Functional/technical

Interpersonal Problem-solving

Decision-making

Dont have to have the best and thebrightest

Storming Stage Strategies


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Focus on relationship-building andconsensus

Understand and deal with conflicts

Resolve conflicts



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Focus on relationship-building andconsensus

Focus on tasks and relationships, but pay

special attention to relationships Provide guidance; make decisions to keep

team moving through the chaos

Listen effectively and seek out all sides

Give and invite feedback

Reaffirm agreements

Resolve conflicts



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Understanding and dealing with conflict

Conflict is natural and normal

Mismatch of expectations or unintentional

miscommunication Doing a thorough job in the Forming stage will

prevent many conflicts.

Change your way of thinking about conflict



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Resolving conflicts

Use open, collaborative dialog

Resolve it in a timely and effective manner

Acknowledge that the conflict exists

Search for alternatives

Gain common ground

Seek to understand all angles Attack the issue, not each other

Develop an action plan

Norming Stage Strategies


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Focus on shared decision-making andproblem-solving

Communicate



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Focus on shared decision-making andproblem-solving

Affirm team mission

Be a cheerleader

Celebrate successes

Communicate openly and effectively soeveryone knows what to expect

Listen to understand Give feedback



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Communicate Aim to solve problems and achieve goals

Deepen trust and respect

Share a common purpose Encourage and solicit input

Invite disagreement

Share responsibility for effective communication

Performing Stage Strategies


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Performing Stage Strategies

Focus on doing Measure performance (against goals,

objectives, timelines, budgets, etc.) and displaymetrics

Remind team how far theyve come

Stay focused on customer needs

Look for new ideas from other organizations

Continue to celebrate successes Dont get complacent

Adjourning Strategies


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Adjourning Strategies

Focus on moving on

Hand off recommendations/results

Discuss how to make the next team effort even

better Celebrate (if appropriate)

See that the team is rewarded appropriately

Thank members individually for theircontributions


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Thanks

8949696 Leadership ITL1

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