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Transcript of day 1 presentation cohe 1
International Leadership, Management and Entrepreneurship Program
Leadership, Management and Entrepreneurship workshop
ByDr. Henry Efegbere
GLOBAL COMMUNITY HEALTH FOUNDATION
Agenda: Monday 25 July 2011 Time Sessions
11:00 – 13:00Opening Session Review Leadership, Management and Entrepreneurship workshop and objectives Review workshop agenda Introductions and Expectations Establish ground rules
13:00 – 14:00 Break
14:00 – 15:00 Session 1: Team Building Overview Introduce team concepts and its relevance within the Fellowship program Roles and interconnectedness of the Fellowship family Characteristics/stages of a functional team
15:00 – 15:30 Game
15:30 – 16:30 Lessons from the game
Session 2: Common team challenges Using the ladder of inference Session 3: Emotional Intelligence
16:30 – 17:00 Intro to the world of personal computers & close
OBJECTIVES
Clarify the different groups involved Clarify team work concepts, its relevance,
application and strengths Discuss the different aspects of team work and
their unique characteristics/stages Propose tools and techniques that promote
productive conversations Ability to practice the new skills
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Fellowship Program Standards Client satisfaction Professionalism Good attitude Timeliness Precise and accurate information
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Fellowship Family: different teams
Facilitators
Mentees Mentors
Resource persons
Advisory board
MSH
GLOBAL COMMUNITY HEALTH FOUNDATION
Fellowship Program: Roles and interconnectedness
MSH
MentorsMSH/others
Advisory board
Mentees Facilitators
PEPFAR HP Fellowship Family
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Game
Game A: Individual exercise to predict what I haveGame B:Working in groups, produce a replica of what I
have
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Team building exercise: team characteristics
• What went well and why? • What went wrong in your group? • What have we learnt? • How can teams be encouraged to produce better
results? • Someone felt out of place within the teams, why
was that?
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Checklist for well-functioning teams
1. Purpose2. Priorities3. Roles4. Decisions5. Personal abilities6. Group rules
GLOBAL COMMUNITY HEALTH FOUNDATION
Checklist for well-functioning teams
1. Purpose: team mates proudly invest in accomplishing the task
2. Priorities: team mates are convinced about what to do and work towards achieving it
3. Roles: team mates are clear of who is leading the group and everybody feels part of the process
4. Decisions: decision-making lines (informal) are clearly understood and accepted
5. Personal abilities: team mates feel that their contributions are valued and utilised
6. Group rules: established together, followed through and respected by team mates
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Who is an effective leader or team mate? Effective leadership reflects in our big
and small decisions It reflects in the way we interact with our
family, colleagues and friends It reflects in the way we greet people It aligns people around an objective
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How can I be an effective leader or team mate?
By being emotionally intelligent!
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What does it mean to be emotionally intelligent?
Fully developing and applying emotional and social skills
Using improved skills to positively influence our facility and community
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Two Levels of Emotional Intelligence
Core skills: Intelligence needed by everybody who is in contact with people
Higher order skills: Intelligence needed by those managing others at home, work, community e.t.c
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First level of skillsCore skills: Intelligence needed by
everybody in contact
with people Knowing yourself Maintaining control Reading others Perceiving accurately Communicating with flexibility
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Higher Level of Emotional IntelligenceHigher order skills: Intelligence needed by
those managing
others at home, work, community e.t.c Taking responsibility Generating choices Embracing a vision Having courage Demonstrating resolve
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Blocks to Emotional Intelligence Fear and worry Avoiding pain Anger and prejudice Blaming others Negative self image Unrealistic expectations
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Team mate from hell!
Case study: Sister Temmy
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Lessons from the play: common team problems
Communication – bad listening & lack of understanding
Lack of appreciation of each team member
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Using the Ladder of Inference
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Sister Temmy Case Study
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Case study analysis
• What were the observable facts?
• What was the data Sister Temmy selected?
• What were her interpretations?
• What were her conclusions?
• What blocked Temmy’s emotional intelligence?
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Ladder of Inference:
Observable data
Selected data
Interpretation
Conclusion
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How can we improve our communication?
• Distinguishing observations/facts from interpretations
• Knowing our interpretations are partial and subjective
• Looking for data to sustain our interpretations
• Enrich our interpretations with other’s point of view
The more data we add, the more accurate our picture of the world and
the better our decision making process
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How can I not be like Temmy?I need to know myself by: Recognizing my emotions Differentiating between the emotions Understanding the reasons behind each
emotions
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How can I not be like Temmy?I need to MAINTAIN CONTROL by: Delaying or resisting an impulse or
temptation to act Controlling aggressive, hostility and
irresponsible behaviour Managing emotions in a flexible and
adaptable way
It is about staying calm and composed amidst chaos and confusion.
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How can I not be like Temmy?I need to READING OTHERS by: Being aware of the emotions of others Appreciating the emotions of others Understanding how and why people feel
and act the way they do
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How can I not be like Temmy?I need to PERCEIVE ACCURATELY by: Accurately assessing a situation Having clear vision Keeping a broad perspective and being
objective
Perceiving accurately is about tapping into the emotional
information available to us in a detached way so that we
can assess a situation objectively.
GLOBAL COMMUNITY HEALTH FOUNDATION
Exercise: Knowing yourself (20 minutes)
1. Reflect on a recurrent problem you face in your facility, community or family that create some sort of emotional tension
2. Picturing the problem, write down the feelings and emotions that it brings up
3. Now ask yourself, why am I having these feelings? Keep asking why behind the emotions
4. Based on your self enquiry, write out some new ways on how to act when faced with the situation again.
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Exercise: maintaining control (plenary)
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Exercise: Reading others (plenary)
1. Who do you know who reads others well?
2. What do they do that make you feel that they read others well?
3. How do you feel around them?
Remember: reading others takes practice. You can develop this skill by receiving feedback and try not to be defensive.
GLOBAL COMMUNITY HEALTH FOUNDATION