The Workshop on Leadership Development and Teambuilding
Transcript of The Workshop on Leadership Development and Teambuilding
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The Workshop on Leadership Development and TeambuildingPARTICIPANT WORKBOOK
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Table of ContentsDevelop and Retain Your “Dream Team” .................................................................................................................................... 04
Address Weak Links: A Team Coaching Approach ................................................................................................................... 09
Remove Obstacles and Boost Team Success ........................................................................................................................... 13
Trust: Your Key to Winning Hearts and Minds ........................................................................................................................... 19
Master 21st-Century Communication: The New Rules ............................................................................................................24
Lead—and Succeed—Through the Tough Times......................................................................................................................31
04 Develop and Retain Your “Dream Team”
Develop and Retain Your “Dream Team”
Learning objectives
• Identify up-to-date performance management practices
• Describe the new employee motivators
• Recognize how to engage and retain employees
• Understand how communicating a vision is key to the team’s performance
“The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization.”
—Paul Hersey and Kenneth H. BlanchardManagement of Organizational Behavior
Develop and Retain Your “Dream Team” 05
Why Leading Organizations Are Scrapping Tried-and-True Performance Management Practices and What They’re Doing InsteadTraditional employee ranking- and ratings-based performance management is considered to be outdated and
possibly even damaging to high-performance teams in today’s knowledge-based and service jobs.
Why:
• It damages employee engagement
• Today’s business climate and business priorities seldom follow the annual evaluation cycle due to shifting
goals and evolving business strategies
• Many companies have cross-functional and/or matrix teams, which makes traditional annual
evaluations difficult
• It’s an ineffective use of the manager’s time
What many top companies are doing instead:
• Asking managers to function as coaches rather than evaluators
• Decoupling compensation from evaluations to encourage coaching relationships
Adapted from Global Human Capital Trends 2014: Engaging the 21st-century workforce, Deloitte University Press
A report by Deloitte Consulting LLP and Bersin by Deloitte
A New Role for ManagersThe days when managers could lead from a position of command and control are over. With the current
business climate and use of high-performing teams, employees must take ownership of their performance and
act on their own to improve their capabilities. Managers become coaches, rather than evaluators.
• Use performance management to build skills
• Give effective feedback
• Coach everyone
Adapted from Global Human Capital Trends 2014: Engaging the 21st-century workforce, Deloitte University Press
A report by Deloitte Consulting LLP and Bersin by Deloitte
06 Develop and Retain Your “Dream Team”
The New Employee Motivator: An Exciting, Rewarding and Engaging Job ExperienceIt’s important to understand that success depends on at least two things: Keeping good people and keeping
them engaged and productive.
• Ask your employees what matters to them
• Make certain you are meeting your employees’ needs for purpose and meaningful work
• Make learning and development a part of the job
Develop an Engagement and Retention StrategyRetaining and engaging employees are two separate but closely related organizational performance measures.
In fact, many studies indicate that the key to higher retention is having a well-planned program to increase
employee engagement.
The 12 drivers to employee engagement
People continually make choices, consciously or not, as to how committed they are to their work and their
company. There are many studies that identify a wide range of factors involved in employee engagement.
“Relationship with the employee’s direct supervisor” is listed as most important in most studies. Some list pay
and benefits as the top two drivers for employee engagement. The order of importance of other drivers varies
by study.
1. Relationship with the employee’s
direct supervisor
2. Compensation
3. Benefits
4. Nature of the job
5. Relationships with co-workers/team members
6. Trust and integrity of management
7. Clear connection between the employee’s
performance and organization performance
8. Employee development
9. Career growth opportunities
10. Pride in the organization
11. Communication
12. Recognition
Develop and Retain Your “Dream Team” 07
Create a climate of trust
At the heart of collaboration is trust. It’s the central issue in human relationships within and outside
organizations. Without trust you cannot lead. Without trust you cannot get extraordinary things done.
Source: The Leadership Challenge
EXERCISE
How would you rank your organization? Next to each of the 12 factors on the previous page, rank
your organization on a scale of 1 (low/poor) – 5 (high/outstanding). Where should efforts be placed
to make the organization more engaging to employees?
Emotions Are Contagious—Use Them to Gain FollowersAppeal to employees’ and colleagues’ emotions and make them feel good about what they do that helps their
teams reach success. Be positive, build enthusiasm and inspire motivation. Discover what drives and motivates
people you work with.
How to trigger emotional responses:
• Identify what kind of response you want
people to have
• Appeal to key values held by others
• Use descriptive words and vivid images
• Use positive and encouraging words
• Notice your own emotional responses
• Share success stories
08 Develop and Retain Your “Dream Team”
Vision: Could This Be the Missing Ingredient in Your Team’s Performance?Few managers take the time or see the need to communicate the organization’s vision or strategic plan or
even keep it visible. Everyone wants to make an impact, and people need to see how their daily work benefits
the organization.
How a manager can align the organization’s vision to team performance:
• Define it
• Communicate it
• Focus on it
• Recognize it
If we want employees to buy into the organization’s mission, we must clearly communicate what it is and what
impact they make on it.
Adapted from http://vision-alignment.com/2014/07/08/doing-a-job-or-making-an-impact-what-would-your-people-say/
Address Weak Links: A Team Coaching Approach 09
Address Weak Links: A Team Coaching Approach
Learning objectives
• Explain the difference between teambuilding and team coaching
• Describe a systematic approach to coaching that generates great results
• Understand the importance of coaching instead of just evaluating
• Recognize the crucial role you play in teaching and training employees
“You can get something done in a short time with fear, but in the long run it just doesn’t pay off.”
—Wendell Parsons
10 Address Weak Links: A Team Coaching Approach
Teambuilding vs. Team Coaching
“Team building and team coaching may share similar properties but team coaching endeavours to build a comprehensive appreciation of the system a team must work within, and the actions a team needs to take, both within itself and with the outside world, to ensure task success.”
Source: http://acorn-intl.com/is-team-coaching-merely-team-building-repackaged/
Teambuilding
• Is used to establish clarity and strength by enhancing team fundamentals
• Is used to generate a shared experience and build trust, communication and openness among
team members
• Activities are used to enable a team to develop how they relate and function with each other
Team coaching
• Shares some of the same goals with teambuilding such as relationship building, but the teambuilding goals
it shares are only one element
• Has a reduced investment in time
• Is based on key areas of focus and pertinent questions, not an overall focus
Adapted from http://acorn-intl.com/is-team-coaching-merely-team-building-repackaged/
Address Weak Links: A Team Coaching Approach 11
A Systematic Approach to Coaching That Generates Quicker and Better ResultsTeam coaching’s approach is to view the situation that the team is in systemically. Team coaching aims to help
the team generate insight into who, where and how the surrounding system needs to be influenced and adapt
itself accordingly to ensure task delivery.
The framework for systemically generating insight:
• Purpose and focus
• Team leadership
• Process and interaction
• Team influence
• People
Adapted from http://acorn-intl.com/is-team-coaching-merely-team-building-repackaged/
Establish your priorities based on your values. Determining your general priorities will help you decide on your
more specific priorities, which makes it easy to create your “to-do” lists.
VALUES +
MISSION STATEMENT
GENERAL PRIORITIES
SPECIFIC PRIORITIES
TO-DO LIST
Source: Organized for Success!
12 Address Weak Links: A Team Coaching Approach
Place Your Focus on Coaching—Instead of Just EvaluatingMost performance management processes in organizations today include a process of continuous feedback,
coaching and development.
Possible starting points include:
1. Get an upper-level management and/or HR conversation started about the strategy for employee
performance improvement in the company
2. Use performance management to build skills
3. Learn to give better feedback
4. Coach everyone
The Critical Role Leaders Play in Teaching and Training EmployeesAn important aspect of management that is very often neglected is development planning—helping employees
shape the direction of their careers. For a variety of reasons, this valuable activity is often ignored … or an
afterthought. The result is that organizations pay a high price—the loss of top young talent.
The role you play and its importance—why development planning makes good business sense:
1. Employees appreciate it when you take a genuine interest in their future; they feel that you care
2. It helps build loyalty, which increases productivity
3. Talented staff want to advance, and your support helps them prosper
4. Staff builds skills and becomes more valuable to the organization
5. Work can be done at the appropriate level
6. It is cost-effective
Adapted from http://www.forbes.com/sites/victorlipman/2013/01/29/
why-development-planning-is-important-neglected-and-can-cost-you-young-talent/
Remove Obstacles and Boost Team Success 13
Remove Obstacles and Boost Team Success
Learning objectives
• Describe problems that put leaders in jeopardy and how to avoid them
• Understand how to manage change when there is resistance
• Explain methods for resolving team conflict
• Recognize obstacles to team success and how to overcome them
“You can get something done in a short time with fear, but in the long run it just doesn’t pay off.”
—Wendell Parsons
14 Remove Obstacles and Boost Team Success
Two Types of Problems Leaders EncounterIn leadership, people are going to come to you for advice and direction even when the problem is something they
may be able to work out themselves.
There are two types of problems:
1. Issues that need your individual expertise and attention
2. Questions team members can solve themselves
EXERCISE
In a small group, brainstorm answers to the following questions:
What are the reasons for having team members solve problems that arise within your team?
What kinds of problems should you solve rather than having the team solve?
Avoid becoming the person everyone in your organization brings problems to
Fostering accountability and responsibility in your organization will help others become independent thinkers
and encourage leadership skills in others. Problem solving in the workplace is important to develop because it
shows initiative and adaptability.
To empower others:
• Avoid offering your solution unless absolutely necessary
• Coach others through solving their own problems
• Foster an environment of ownership
Remove Obstacles and Boost Team Success 15
Be a Problem Solver—Not a Finger Pointer: Apply Problem-solving Tools That Will Earn You Respect
PROBLEM-SOLVING TOOLS
Don’t worry about failure Take up creative hobbies
Set smaller goals toward your greater goal Seek out ideas before you need them
Brainstorm Keep an idea notebook
Try lateral thinking activities Find your most productive time of the day
Be playful Be curious … ask questions
Break down large problems into smaller,
solvable ones
Get help from others; after all, two minds are better
than one
Eliminate Resistance When Implementing Unwanted Change
The resistance to change
1. The risk of change is perceived as being greater than the risk of not changing
2. People are afraid they lack the capability to change
3. People feel overloaded and overwhelmed
4. Employees may have a healthy skepticism about new ideas
5. Employees fear you have a hidden agenda
6. Employees sense that the proposed change will affect their “sense of self”
7. People anticipate a loss of status or a lessened quality of life
16 Remove Obstacles and Boost Team Success
Understand human needs and how to utilize that information when it comes to dealing with change
Knowledge
• How will the change benefit or impact them?
• What is going to change?
• How is the change going to occur?
• When is the change going to occur?
• Why is the change going to occur?
Support
• Offer opportunities to voice concerns
• Listen to ideas and suggestions
• Express empathy
• Maintain self-assurance by providing needed training
Bickering, Disagreements and Full-blown Arguments: How to Resolve Team Conflicts
Use these six steps to a win-win solution:
Step 1: Identify and define the problem
• Separate personalities from problems
• Separate facts and opinions
• Make sure everyone agrees on one version
of the facts
• Collect additional information, if needed
• Search for underlying reasons
Step 2: Identify goals
• What are we each trying to accomplish in
this situation?
• What do we want the results to be?
Step 3: Generate alternative solutions
• Brainstorm
• Accept ideas from all parties of the conflict
Step 4: Evaluate alternatives and make a decision
Step 5: Set standards for measuring the outcome
• Create an action plan
• Break the plan into achievable steps
• Make changes measurable or quantifiable
Step 6: Set a date to review implementation
Remove Obstacles and Boost Team Success 17
Decide what to do if the plan doesn’t work:
• Review the results of the previous dialogues
• Provide clear and consistent supervision
• Work on the interpersonal issues
• Have a formal development conference
• If you’re to the point of formal discipline, get help
Source: Coping With Supervisory Nightmares
Common Obstacles to Team Success and How Leaders Overcome ThemHighly effective teams can achieve extraordinary results for the organization, and achieving success leads
to greater personal satisfaction. However, team success is not necessarily guaranteed. The following are six
common barriers to team success and what you can do to avoid them.
1. Lack of direction: Team success depends on everyone being clear about what they are trying to achieve.
When there is a lack of clarity on the direction of the team, there’s a real obstacle to successful outcomes
and achievement.
2. Unproductive conflict: All successful teams need to have challenges or the team will become too
complacent and fall into groupthink. However, it’s important to ensure that conflict is productive rather
than destructive.
3. Playing it safe: Making a change or turning things around requires teams and team members to take some
risks and step out of their comfort zone
4. Individual agendas: For a team to succeed everyone needs to be committed to the team goals, not their
own agendas
5. Lack of employee empowerment: Rigid management strategies stagnate quickly in today’s fast-paced
business environment
6. Unclear or unproductive communication
18 Remove Obstacles and Boost Team Success
Real power is win-win
There are two ways to look at power. In the old style of management, power is a matter of position: I WIN, you
LOSE. The new style of management focuses on personal power: I WIN, you WIN.
Positional power
If you’re a manager or a team leader, you have no power. That’s right. What you have is a perception of power.
But just because you have the more perceived power, will others automatically follow you? The answer is an
emphatic no.
Personal power
The most important traits of people with personal power are trust, honesty, ability to inspire, openness and a
people-orientation. People choose to follow leaders with personal power; they don’t have to be forced to.
Source: Team Power
Trust: Your Key to Winning Hearts and Minds 19
Trust: Your Key to Winning Hearts and Minds
Learning objectives
• Explain how to develop a team identity and share expectations
• List techniques for fostering trust, respect and loyalty
• Understand the importance of authenticity, visibility and maintaining credibility as a leader
• Recognize leadership best practices that ensure loyalty
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
—Stephen R. Covey
20 Trust: Your Key to Winning Hearts and Minds
Develop a Team Identity and Share ExpectationsDeveloping a team identity is foundational for establishing team trust, synergy and collaboration. It’s a must for
success. As a leader, one of your responsibilities is to help your team create its identity. Creating a team identity is
a great way to improve employee performance and help your department and organization thrive.
The team needs to:
1. Be clear on what it’s supposed to achieve
2. Know what its goals are
3. Work collaboratively and cooperatively
EXERCISE
In a small group, as directed by your trainer, discuss what steps you would take to develop a team
identity. Be willing to share your information with the large group after your discussion.
10 Simple Techniques for Fostering Trust and Respect
Building trust that lasts
A trusting relationship revolves around credibility. Think about these questions when trying to understand the
importance of credibility in establishing trust:
• Would you believe the message if you didn’t believe the messenger?
• Would you honestly listen to a person who refused to listen to you?
• Would someone who doesn’t care about you work harder than someone who cares about you and
your future?
• Would you trust a person who was inconsistent with their words and actions?
Trust: Your Key to Winning Hearts and Minds 21
10 techniques that will help you obtain and maintain credibility:
1. Demonstrate fairness and consistency
2. Communicate effectively
3. Listen respectfully and openly to other
people’s ideas
4. Have a thorough understanding of
department procedures and protocols
5. Display a positive, enthusiastic attitude
6. Deal with performance issues immediately
7. Recognize good performance
8. Be proactive—when you see a problem, go for
a solution
9. Accept responsibility for mistakes as well
as accomplishments
10. Treat people with diplomacy and respect at
all times
Why Credibility Is Important for LeadersTry as you might, there will be times when credibility and trust are damaged. This may be due to factors beyond
your control. But credibility and trust, once lost, are not easily regained. You must work even harder to repair the
relationship and ensure that productivity and organizational goals don’t suffer.
Why credibility is important
“Credibility as a leader allows your subordinates to look at you as a reliable resource for information and decision making … Credibility can translate into improved staff performance under your guidance and effective relationships with vendors and clients.”
Source: http://smallbusiness.chron.com/ten-ways-build-credibility-leader-20954.html
Behaviors that damage credibility and trust:
• Broken promises
• Inconsistency in words and behaviors
• Betrayal of confidences
• Lack of integrity
• Unfair treatment
• Lack of communication and information sharing
22 Trust: Your Key to Winning Hearts and Minds
Assert yourself the right way
Asserting involves “I” statements and “we” statements rather than blaming statements using the word “you.”
Asserting means becoming calm so that your pace, vocal inflection, facial expression and body language match
the logical tone of your request.
Source: Stress Control
Be Authentic, Visible and Approachable as a Leader1. Be transparent—people trust what they see
— Be open and honest—don’t keep people
guessing your motives
— Self-disclose—reveal information about yourself
to others appropriately
2. Keep an open-door policy
— Use MBWA (management by walking around)
— Be approachable
— Use active listening skills
— Invite new ideas
3. Be professional
— Control emotions at work
— Watch your attire—present
yourself professionally
— Live by your values
EXERCISE
How will you use these techniques in your daily leadership?
Trust: Your Key to Winning Hearts and Minds 23
Three Leadership Practices That Virtually Guarantee Loyal Followers
Leaders who have loyal followers use the following best practice behaviors:
1. Accountability
— Take full accountability when their team fails regardless of where mistakes were made or whose
performance was substandard
2. Tolerance
— Accept people as individuals who thrive best when allowed to choose their own approach to risk
and happiness
3. Humility and gratitude
— Are energized by the entire team reaching success, not by being right all the time
— Demonstrate appreciation to those who give of themselves to support the team’s success
Adapted from http://www.inc.com/kevin-daum/10-traits-of-great-leaders-and-their-followers.html
24 Master 21st-Century Communication: The New Rules
Master 21st-Century Communication: The New Rules
Learning objectives
• Use emotional intelligence to work through emotionally stressful situations
• Describe how to communicate messages effectively and appropriately according to the situation
• Explain how to delegate efficiently and effectively
“To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.”
—Tony Robbins
Master 21st-Century Communication: The New Rules 25
Use Emotional Intelligence to Work Through Emotionally Stressful SituationsA key aspect of emotional intelligence is empathy, and employees know how important it is to feel understood
by their boss. If you are not naturally empathetic, the good news is that you can learn to be.
Tips to help you show more empathy:
1. Truly listen to others when they talk to you
2. Imagine how you would feel if you were in someone else’s situation
3. Use the Platinum Rule: Treat others how they want to be treated
4. Help someone out with a task before they ask you to (this requires you to be aware of what they need
help with)
5. Try to be understanding of other people’s moods, opinions and beliefs
6. Show compassion to others—even strangers—as often as possible
This is a way to use all your faculties—your heart, logic, instincts and emotions—to make the best decision and
find solutions to problems.
Prepare
The worst time to work on a process for dealing with conflict is when you’re in the midst of one. The time to learn
about emotional intelligence and to sharpen skills in managing conflict is before it occurs.
Process matters
Pay attention not just to what the conflict is about, but how it is being handled. People are much better off if,
prior to a difficult conversation, they jointly clarify how they are going to have the conversation (e.g., debate,
argue or listen to each other for five minutes each).
Put emotional intelligence to practice in conflict situations
Emotional intelligence has been around as long as there have been human beings. People have always had this
form of intelligence. Some may be more naturally gifted than others, but anyone can benefit from refining these
skills. Refining the skill is critical.
Adapted from http://www.6seconds.org/2013/05/01/emotional-intelligence-conflict-negotation/
26 Master 21st-Century Communication: The New Rules
Email … Memo … Videoconference … Stand-up Meeting: Choose the Right Medium for Your Message
CHANNEL BEST USE
Stand-up meeting • For quick team communication that does not require discussion or
complicated information
• When documentation is not necessary
Email • For easy-to-decipher messages of new policies, procedures,
general information
• When a response may be needed, but it is not lengthy or complicated
• For noncontroversial communication to staff
Written • When you want to communicate complex or detailed information
• For reports
• When documentation is required
• When you want the document to be used over and over again or as a
resource, such as in a protocol or procedure
• When the information needs to be more structured or formal
• Use for significant changes or information
Videoconference • For virtual team meetings
• For B2B meetings when they are impractical to have in person
• When you want two-way face-to-face meetings, but the distance of people
is prohibitive
• For planning or problem solving with a virtual team
Master 21st-Century Communication: The New Rules 27
Speak Clearly, Precisely and SuccinctlyEffective leaders communicate in a way that not only builds credibility and trust, but is clear and concise, leaving
no room for doubt or misunderstanding. When your employees understand you, they trust you and more readily
follow your lead.
The four foundations that support all competent communications
1. Keep it simple, clear and concise
2. Know your audience
3. Walk your talk
4. Inspire listeners to take action
Components of Clear and Effective SpeakingWe live in a world of information overload, so we need to make our messages as simple as possible. To be clear
and succinct, use an active voice and knowledge common to your recipient. It is the sender’s responsibility to
make sure that the communication takes place and is understood.
1. Simplify your words
2. Use active voice:
Active voice
— More to the point, less wordy
— Fewer assumptions need to be made
Passive voice
— More indirect and wordy
— Assumptions have to be made
3. Use knowledge common to your listener
4. Acknowledge tone
5. Be congruent
28 Master 21st-Century Communication: The New Rules
EXERCISE
Work with a partner and read the following sentence, each time putting the emphasis on a different
word. Then read it with a different pitch, rate of speed and tone/attitude. Think how the recipient
might perceive what you are saying.
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
• Do you remember who you talked to yesterday?
Remember—within vocal quality there is a range in which your voice sounds professional, courteous, confident
and enthusiastic. Make yourself aware of this range and practice projecting your voice within it.
Assertive communicators can exhibit one or more of these characteristics:
• Express feelings, wants or needs clearly, appropriately and respectfully
• Use “I” statements vs. “you” statements
• Listen without interrupting (LISTEN=SILENT)
• Feel confident and in control of self (self-management)
• Make good eye contact (not glaring)
• Speak in a calm and clear tone of voice
• Have a relaxed body posture
• Feel connected to others
• Don’t allow others to abuse or manipulate them (set boundaries)
• Stand up for their rights (without infringing on the rights of others)
Source: Assertive Communication Skills
Master 21st-Century Communication: The New Rules 29
Delegate in a Way That Makes It Easy for Others to Take Action and Be AccountableIn order to be a successful delegator, there are many skills you must truly believe in regarding the value of
delegating both for you and your direct reports. Begin incorporating the following 10 things that leaders who are
good at growing their direct reports say they do when delegating.
First-rate delegators:
1. Empower others; give ownership
2. Are coaches, not players
3. Enjoy teaching, motivating and measuring
4. Delegate assignments effectively
5. Don’t hesitate
6. Take the opportunity to train team members
7. Cross-train members on various tasks
8. Ask the team member to repeat the
instructions; get general feedback to
determine understanding
9. Give support and advice, but do NOT take
over task
10. Set realistic deadlines
How to Delegate the Right Jobs to the Right People
• Make it a point to find out where people’s
interests lie
• Familiarize yourself with their skill sets
• Be aware of their current workload
• Consider taking the time to teach someone
how to do the task (so that you can save
time by delegating the same task to them in
the future)
Enhance self-determination. Any leadership practice that increases another’s sense of self-determination, self-
confidence and personal effectiveness makes that person more powerful and greatly enhances the possibility
of success.
Source: The Leadership Challenge
30 Master 21st-Century Communication: The New Rules
How Different Generations Communicate and How to Flex Your Style AccordinglyToday’s workforce is more unique than at any time in history because this is the first time in America that we
have had four different generations of employees working together. And the differences in the generations
are immense.
FLEX YOUR STYLE TO MEET THE NEEDS OF EACH GENERATION
Traditionalist (Born before 1946)
Baby Boomer (Born 1946 – 1964)
Generation X (Born 1965 – 1981)
Millennial (Born 1982 & later)
• Reassure them you value their experience
• Make changes gradually
• Provide structure
• Show loyalty
• Respect their age
• Give feedback and show appreciation
• Tie rewards to performance
• Provide training
• Give a lot of external stimulation
• Provide variety
• Focus on relationships
• Ask their opinions
• Provide an opportunity for personal achievement
• Allow them freedom to do things their way
• Provide recognition for achievements
• Listen to them and involve them
• Communicate through technology
• Have as few rules as possible
• Expect a casual style
• Treat them as adults and equals
HOW DIFFERENT GENERATIONS WANT TO COMMUNICATE
• Formally, prefers structure
• In person, prefers a call over email
• Immediately, directly
• Indirectly but quickly—more informal style
SUGGESTED FEEDBACK FOR THE GENERATIONS
• Appreciate them; acknowledge their interests; explain need for change and how it will increase value
• Communicate need for their input; jointly discuss an action plan
• Be honest and frank; focus on expected results; recommend tools and techniques
• Give business reasons for change; tell them how they affect the organization; you’re there to help; keep touching base
Lead—and Succeed—Through the Tough Times 31
Lead—and Succeed— Through the Tough Times
“Uncertainty will always be part of the taking charge process.”
—Harold S. Geneen
Learning objectives
• Understand how teams react to change and uncertainty
• Describe ways to be a stabilizing influence during stressful or pressure-packed times
• Explain how to move your team forward once change has taken place
32 Lead—and Succeed—Through the Tough Times
Two Common Reasons Why Teams Get Stuck During Times of ChangeTeams often get stuck during times of change because they feel threatened in some way. It’s important to
understand why teams resist change so it can be overcome.
Two common reasons:
1. Excess uncertainty
2. Loss of control
DISCUSSION
Working in small groups, discuss what a leader can do to help alleviate these two barriers. Be willing
to share your information with the large group.
When faced with communicating a change to your team:
• Be certain your facts and figures are accurate
• Inform your staff as soon as you know
• Require rapid turnaround to you. This will limit procrastination and harmful leaks.
• Stress professional responsibilities and job requirements. Don’t let personal misgivings interfere with
the task.
• Provide support to your staff
• Be clear that the final recommendations will be yours
Source: Lifescripts
Lead—and Succeed—Through the Tough Times 33
When Uncertainty Chips Away at Motivation—What to Do
• Appear calm and relaxed even if you’re under a lot of pressure
• Find out what people are feeling—use the MBWA (management by walking around) approach
• Make yourself available for employees to voice their concerns
• Be proactive and decisive
• Gather new information continuously and share it (if appropriate) with the team
• Maintain open communication with everyone affected by a crisis
BE PROACTIVE AND DECISIVE
DON’T PANIC— BE CALM
KEEP COMMUNICATION
OPENBE AVAILABLE
ALLOW EMPLOYEES
TO STATE CONCERNS
34 Lead—and Succeed—Through the Tough Times
See Problems and Crises as Opportunities—Not ThreatsThe foundation of any solution is an objective mindset and calm nerves. So take a deep breath and follow
through on some basic steps toward resolving the situation.
1. Don’t panic
2. Use good problem-solving skills
— Identify the real problem
— Think through the problem
— Consider various options to solving the problem or crisis
— Allow people to voice their concerns and opinions
— Select the best long-term solution
— Act on the solution
3. See problems as opportunities to make positive outcomes
4. Don’t allow others to press your emotional triggers
Five Ways to Be a Stabilizing Influence Through the Most Pressure-packed MomentsIt’s not easy to see the big picture, find the solution and make it happen during a crisis. Here’s how you can do
your best work … even under pressure.
1. Be flexible
2. Articulate the long-range goals and big picture
3. Make certain employees have the training, tools and resources to do their jobs
4. Give emotional support
5. Keep people informed
Lead—and Succeed—Through the Tough Times 35
Move Your Team Forward After the Dust SettlesMoving your team forward toward set objectives is a matter of keeping everyone focused and maintaining four
keys of teambuilding.
Four keys to moving your team forward:
1. Continue to link strategies and goals to foster commitment to the vision
2. Develop common values
3. Foster an environment of ownership
4. Provide a stabilizing influence during change and transition
An effective communication strategy that helps move your team forward
In order to move a team or a project forward there needs to be open communication and a sharing of
information. When you’re keeping the team informed, make sure you use the appropriate media and language,
and stick to facts. Keeping things simple will help avoid misunderstandings.
Strategies:
• Keep your team informed and use a variety of communication tools
• Use active listening skills
• Be prepared to negotiate win-win solutions
Forging a vision
Vision is central to leadership. It’s what sets leaders apart from managers.
Leaders focus on what doesn’t exist yet: The future. Leaders have the ability to know when (and how) the status
quo itself must be changed, discarded or replaced. They are driven by an energy to create a new status quo—a
better status quo.
Effective team leaders are able to express vision clearly and help their people develop ownership of a team
vision that creates a dynamic focus for team direction, energy and work.
But there are two vital imperatives here: First, the team’s vision must be in alignment with the vision and
values of the organization. Second, you must not simply impose your vision on your team—they must have an
opportunity to forge this vision with you.
Source: Leading Teams: How to Inspire, Motivate, Lead and Succeed!
Notes
skillpath.com
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