Contents

Preface About the authors Acknowledgements PART 1 1 KEY PRINCIPLES OF LEADERSHIP

xiii xv xvii 1 3 3 4 5 6 7 8 9 9 10 10 10 10 11 12 13 14 15 15 16 17 18 21 21 22 23

Different types of teams 1.1 Introduction 1.2 History of teamworking 1.3 What is a team? 1.4 Why work in teams? 1.5 Research into teams 1.6 Different types of teams 1.7 Development of a team 1.7.1 Forming (coming together) 1.7.2 Storming (open conict) 1.7.3 Norming (settling) 1.7.4 Performing (executing task) 1.7.5 Mourning (letting go) 1.8 A major step forward in the concept of team development 1.9 Characteristics of high performing teams 1.10 Areas of team focus 1.11 Chapter summary Role and responsibilities of team leaders 2.1 Introduction 2.2 What is team leadership for? 2.3 Today and tomorrow 2.4 The team leaders role 2.4.1 Achieving the task 2.4.2 Building and maintaining the team 2.4.3 Developing the individual 2.5 The team leader as an agent of change

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Contents 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 The leader-led relationship Principles of human team leadership The team leaders responsibilities What is the team leaders specic responsibility? Team leader or team facilitator? You decide Team leader and team facilitator roles and responsibilities Something often forgotten Staying on track Chapter summary 26 27 27 28 29 31 32 32 34 35 35 36 36 38 38 39 39 40 42 43 43 44 45 45 47 50

Leadership styles and required attributes 3.1 Introduction 3.2 Leadership 3.3 Leader or manager 3.4 A team leaders dual role 3.5 The difference between senior leaders and team leaders 3.6 The departmental team leader 3.7 The team leader as manager and a leader 3.8 Traditional classication of management styles 3.8.1 Style 1 (S1): Authoritarian style 3.8.2 Style 2 (S2): Directive style 3.8.3 Style 3 (S3): Supporting style 3.8.4 Style 4 (S4): Delegating style 3.8.5 When should you use which style? 3.9 Personal attributes. What kind of person are you? 3.10 Applying attributes 3.11 Chapter summary

PART 2 4

CREATING THE ENVIRONMENT TO MAKE IT WORK

51 53 53 54 54 55 55 56 57 57 57 58 59 60 64

Continuous improvement 4.1 Rationale for continuous improvement 4.2 The continuous improvement environment 4.2.1 Openness 4.2.2 Harmony 4.2.3 Inform 4.2.4 Learning environment 4.2.5 Enablement/empowerment 4.2.6 No blame 4.2.7 Making constant improvements 4.2.8 Customer focus 4.3 The bigger picture 4.4 Implementing continuous improvement 4.5 Chapter summary

Contents PART 3 5 PRACTICAL IMPLEMENTATION

ix 67 69 69 73 73 73 74 75 76 78 79 79 80 81 82 83 83

Operational management 5.1 First things rst 5.2 Project-related activities 5.2.1 What is a project? 5.2.2 The objectives of the project process 5.2.3 Raising project efciency 5.2.4 The end-users view 5.2.5 The major elements of projects 5.3 Attending and running meetings 5.3.1 Is your meeting necessary? 5.3.2 The categories of meetings 5.3.3 Preparation for the meeting 5.3.4 Stage two of preparation 5.3.5 The meeting itself 5.3.6 After the meeting 5.4 Chapter summary

Recruitment and induction 6.1 Recruitment error 6.2 Dening the job and candidate requirements 6.2.1 Dene the job description 6.2.2 Dene the job requirements 6.2.3 Dene the candidates skills, competencies and attributes 6.2.4 Determine screening and assessing criteria 6.3 Carrying out the interview itself 6.3.1 Various interview questioning techniques 6.3.2 Hard evidence 6.4 Induction 6.4.1 What are your responsibilities for induction, as team leader? 6.4.2 Why is proper induction so important? 6.5 Chapter summary

85 85 87 88 88 88 88 89 90 95 95 96 96 100

The art of motivation 7.1 Why is motivation important? 7.2 Unlearning autocratic style 7.2.1 Why change? 7.2.2 Movere: motivation setting in motion 7.3 First principles 7.3.1 Maslow in the workplace 7.4 Management and motivation

103 103 104 104 104 108 110 112

Contents 7.5 7.6 The proof of the pudding! Chapter summary 114 115 117 117 118 119 119 119 120 122 125 125 126 127 128 128 129 133 134 135 135 137 139 139 140 141 141 141 142 143 144 145 146 150 151 153 153 157

Giving and receiving feedback and the appraisal process 8.1 Setting and monitoring performance standards 8.1.1 So what is the purpose of my job? 8.1.2 Key results areas (KRAs) 8.2 Reviewing and evaluating performance 8.3 Creating balance 8.4 Giving effective feedback 8.4.1 Giving and receiving feedback on behaviour 8.4.2 Ways in which people can respond to feedback 8.4.3 How to set up feedback 8.4.4 Questions/comments which can be used in review session 8.5 The appraisal process 8.5.1 Clear objectives 8.5.2 Preparation 8.5.3 Setting up and running the right kind of meeting 8.5.4 After the meeting 8.6 Chapter summary Recognition and reward and the development of your team 9.1 Rewarding performance 9.2 Job enrichment 9.3 Increasing job satisfaction 9.3.1 Designing jobs that motivate 9.3.2 Job enrichment options 9.3.3 Implementing job enrichment 9.3.4 Key points 9.4 Career development 9.5 Personal skill development 9.5.1 Learning and development resources 9.5.2 Self-learning 9.5.3 Experiential learning and development 9.5.4 Learning through guidance 9.5.5 Formal training 9.6 Chapter summary Team enablement/empowerment and delegation 10.1 Enabling and empowerment 10.2 Prerequisites for successful delegation

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Contents 10.3 How to utilise the diversity of skills and competencies in your team 10.4 Handling resistance 10.5 Considerations in delegating a project 10.5.1 Set a clear agenda 10.5.2 Ensure roles and responsibilities are understood 10.6 Chapter summary 11 Problem-solving activities/quality improvement 11.1 Introduction 11.2 Problems are normal! 11.2.1 Stage 1: Research phase 11.2.2 Stage 2: Set goals the vital few 11.2.3 Stage 3: Means to select preferred solution 11.2.4 Stage 4: Monitor, implement and review 11.3 Chapter summary COMMUNICATION STRATEGY

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158 163 163 163 164 167 169 169 170 172 173 176 179 182 183 185 185 186 187 188 189 192 193 193 196 199 201 201 202 202 202 202 205 206 207 208

PART 4 12

Effective communication 12.1 Introduction 12.2 Barriers to communication 12.3 Breaking down communication barriers 12.4 Putting it in writing 12.5 Communicating within your organisation: make it appropriate 12.6 The use of email and videoconferencing 12.7 Communication on the telephone 12.8 Face-to-face contact 12.9 The importance of listening 12.10 Chapter summary Breaking down inter-team/departmental barriers 13.1 Internal customers: who they are and their rights and responsibilities 13.2 The rights and responsibilities of colleagues 13.2.1 Rights 13.2.2 Responsibilities 13.2.3 Internal relationships 13.3 Inuencing your internal customers 13.3.1 The formal approach 13.3.2 Communication methodology 13.3.3 The interpersonal skills approach

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Contents 13.3.4 Getting the results you want 13.4 Chapter summary 208 215 217 217 220 221 222 224 224 225 228 228 231 233 233 233 234 235 236 237 238 238 239 239 243 243

14

Handling conict 14.1 Yes to the person and no to the conict 14.2 Other examples of conict 14.3 The mechanics of conict 14.4 Stopping it from starting 14.5 Diverting the avalanche 14.5.1 Sorting it out together 14.5.2 Bringing in an umpire 14.5.3 Calling in the boss 14.6 Chapter summary CAREER MANAGEMENT

PART 5 15

Planning for the future 15.1 How should you be spending your time? 15.2 Improving your own performance 15.3 Being a good networker 15.3.1 Action learning in practice 15.4 Having a mentor 15.5 Career planning 15.5.1 Career exploration 15.5.2 Job search 15.5.3 Caution! Perception is reality 15.5.4 Active career management 15.6 Chapter summary 15.7 Final summary

References Further reading Index

245 249 251