Professional Documents
Culture Documents
Leadership Qualities
What makes a good leader?
Leadership Styles
Leadership Styles
Modern leadership demands an ability to adapt one's style to achieve the maximum effectiveness. Excellent leaders are able to take different approaches to suit the various needs of differing situations.
Leadership Styles
Modern leader will: develop flexibility and adaptability to use any of the styles; recognize the different demands of each situation; use the style(s) that will give optimum success.
Leadership Styles
I. ACTIVE BLUE: People-oriented, motivator, builds personal relationships, likeable, interpersonal skills, cares for others When to use Commitment from others is critical, or sensitive situations When not to use Decisions need to be forced through, conflict is being avoided
ACTIVE BLUE
People-oriented, motivator, builds personal relationships, likeable, interpersonal skills, cares for others When to use Commitment from others is critical, or sensitive situations
When not to use Decisions need to be forced through, conflict is being avoided
Leadership Styles
II. REFLECTIVE BLUE Value-driven, has passion for key issues, focuses on important themes, champions the cause When to use The group has lost its sense of identity, or it is doing too many unimportant things When not to use There is a problem that needs to be solved with dispassionate objectivity (eg: technical issues)
REFLECTIVE BLUE
When to use Lost its sense of identity
When not to use There is a problem that needs to be solved with objectivity
Leadership Styles
III. ACTIVE GREEN Tries things that are new, prototypes, introduces change, looks for unexpected outcomes, creates new opportunities, experiments When to use The group is 'stuck in a rut', or the status quo needs to be challenged When not to use There are already too many initiatives under way and some stability is needed
ACTIVE GREEN
When to use The group is stuck in a rut', or the status quo needs to be challenged
Tries new things, prototypes, introduces change, looks for unexpected outcomes, creates new opportunities, experiments
When not to use There are already too many initiatives under way and some stability is needed
Leadership Styles
IV. REFLECTIVE GREEN Develops long term vision, produces radical ideas, foresees the future, anticipates what is outside current knowledge. When to use Radical change is needed, change is a long term activity When not to use There are immediate dangers, the group may not survive in the short term
REFLECTIVE GREEN
When to use Radical change is needed, change is a long term activity Visionary, produces radical ideas, foresees the future, anticipates what is outside current knowledge. When not to use There are immediate dangers, the group may not survive in the short term
Leadership Styles
V. ACTIVE YELLOW Takes action, produces results, leads from the front, sets an example, does what is asked of others When to use There is some inertia, or lack of achievement has destroyed motivation When not to use The group is being too expedient, current success may ebb in the future
ACTIVE YELLOW
When to use Lack of achievement has destroyed motivation
Takes action, produces results, leads from the front, sets an example, does what is asked of others
When not to use The group is being too expedient, current success maybe low in the future
Leadership Styles
VI. REFLECTIVE YELLOW Observes, listens, clarifies goals, establishes realistic expectations, makes aims crystal clear When to use The direction is vague or expectations have not been articulated When not to use There are already too many goals or too much information
REFLECTIVE YELLOW
When to use The direction is vague or expectations have not been articulated
Observes, listens, clarifies goals, establishes realistic expectations, makes aims crystal clear
When not to use Already too many goals or too much information
Leadership Styles
VII. ACTIVE RED Organizes, makes plans, sets measurable goals, coordinates work of different people, manages resources When to use There is chaos/lack of organization, or there are no measures of achievement When not to use There are so many processes that creativity has been stifled
ACTIVE RED
When to use There is chaos/lack of organization, or there are no measures of achievement
Organizes, makes plans, sets measurable goals, coordinates work of different people, manages resources
When not to use There are so many processes that creativity has been stifled
Leadership Styles
VIII. REFLECTIVE RED Analyses, uses models, produces explanations, compares other situations, engages in intellectual debate When to use The situation is complex or driven by technical solutions When not to use People's feelings are paramount, or the group go round in circular arguments
REFLECTIVE RED
When to use The situation is complex or driven by technical solutions
Analyses, uses models, produces explanations, compares other situations, engages in intellectual debate
When not to use People's feelings are paramount, or the group go round in circular arguments
Management
Performance and Change Management
Performance Management
Performance Management is a process aimed at improving performance (eg: achievement of program objectives). Performance Management" is used in two contexts: A way of maximizing performance of an individual, team or organization A process for dealing with underperforming individuals (or teams).
Measurement
Establish performance measures
sales turnover
Appraisal
Compare the current behaviors
20 phone calls
The difference
10 calls
Behavioral goals
30 calls a day
Action
Actual behavior
20 phone calls
Behavioral goals
30 calls a day
Improve Performance
I. Revised script II. Shortening calls III. Enable more calls
Monitoring
Check new plans
I. Revised script II. Shortening calls III. Enable more calls
New Plans
I. Review calls to see if script is followed II. Check to see if its workable
Return to Appraisal
Behavioral goals
Measurement
Appraisal
Action
Monitoring
Performance Management
Waste of Potentially Good Ideas Failure to listen and comment when workers offer suggestions. Failure to encourage workers to offer suggestions. Not asking workers advice on problems. Failure to read and study about the work and about business methods.
Performance Management
Failure to get from new employees helpful ideas which they may bring from previous employment. Not consulting enough with other departments, such as technology, etc. Failure to consider or refer to the proper person all usable suggestions no matter where they come from.
Performance Management
Failure to take proper interest in meetings. Failure to benchmark performance of organization with other similar organizations and the sector as a whole.
Change Management
Change Management
Change management is a basic skill in which most leaders and managers need to be competent. There are very few working environments where change management is not important. In this section we will take a look at the basic principles of change management, and provides tips on how those principles can be applied.
Change Management
Five key principles that need to be kept in mind: Different people react differently to change. Everyone has fundamental needs that have to be met. Change often involves a loss, and people go through the "loss curve. Expectations need to be managed realistically. Fears have to be dealt with.
Change Management
Tips to apply to the principles when managing change:
1. Give people information - be open and honest about the facts, but don't give over optimistic speculation. 2. For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone (don't let the grapevine take over). This helps to recognize and deal appropriately with the INDIVIDUAL REACTION to change.
Change Management
3.Give people choices to make, and be honest about the possible consequences of those choices. Meet their CONTROL and INCLUSION needs. 4. Give people time, to express their views, and support their decision making, providing coaching, counseling or information as appropriate, to help them through the LOSS CURVE
Change Management
5. Where the change involves a loss, identify what will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help easy potential FEARS. 6. Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances - also to help easy potential FEARS.
Change Management
7. Keep observing good management practice, such as making time for informal discussion and feedback.
Establishing a Team
How to functions as a team
Team Building
Team Building
Team is a group of people working towards a common goal and/or objective Terms used in a team building context. A group of people; Synergy; Having one aim; Whole > Sum; Co-operation;
Team Building
Flexibility; Working together; Reporting to one leader and Serving one customer
Team Building
From the definition of a team, you have to define the common goal or objective of the team. For example, let us suppose that the goal or objective is 'to increase the sales of the company'. Sales people; Sell to clients; Sales Manager; Ensures the Sales People are equipped to sell properly;
Team Building
Marketing Manager; Designs a product thats attractive to potential buyers Accountants; Control the costs of the product to keep it competitively priced Administrators; Process the applications quickly so that the client does not lose patience and move to a competitor company
Team Building
Personnel; Recruit high performing sales people, and provide training to maximize sales
Team Building
Stationery suppliers; Provide marketing literature that looks professional and makes the product seem attractive Cleaning staff; Keep sales offices looking attractive, so that clients and prospects feel comfortable visiting the branches
Team Building
Stages in team building: Clarify the team goals and objectives Identify those issues which inhibit the team from reaching their goals and objectives Address the issues, remove the inhibitors and enable the goals and objectives to be achieved
Team Building
Team Building Scale
Individual skills and perceptions Relationships between people
Team Dynamics
Team Dynamics
Team Dynamics are the unseen forces that operate in a team between different groups of people. For example, in a small team of six people, there may be two people who have a particularly strong friendship. Friendship is a "natural force" that may have an influence on the rest of the team, and can affect the team positively or negatively.
Team Dynamics
The positive effect of a strong friendship in a team might be:
friends communicate a lot together ...which naturally results in other members being drawn into the discussion ...which results in a good 'social' feel to the group ...which makes people enjoy being in the group ...which improves motivation and commitment
Team Dynamics
The negative effect of a strong friendship might be:
to cause other people to feel excluded... ... are less likely to include the friends in decision making ... are likely to be in groups information may not flow across the whole group, but only within the subgroups miscommunication may lead to misunderstanding and poor collective performance
Team Dynamics
How do you recognize team dynamics?
Personality styles (eg: including or excluding people) Team Roles Office layout (eg: cupboards dividing teams into two) Tools and technology (eg: email, bulletin board, information pool enabling hidden communication).
Team Dynamics
Organizational culture (eg: company cars acting as status symbols to separate groups of employees) Processes/methodologies/procedures (eg: problemsolving methodology) etc.
Team Dynamics
How can team dynamics be managed constructively?
look for the team dynamics - the 'natural forces' at play determine whether they are acting for good or ill, make interventions to make the effect of those dynamics more positive.
Accountability
Owning It: How Personal Accountability Can Transform an Organization
Accountability
For organizations that consistently struggle to meet goals, worker accountability may be an issue. Symptoms of accountability deficiencies include -blaming and finger-pointing, -unclear and changing expectations and -difficulty retaining quality employees. When any or all of these issues occur, organizations should consider transforming their employees behaviors and attitudes with the power of personal accountability.
Accountability
When employees take ownership of tasks and plans are clear, personal accountability emerges, -lowering stress, -increasing productivity, -influencing job satisfaction and -propelling the organization to meet its goals and objectives.
Accountability Deficiencies
Sample Expectations Unclear: Clear: "Diversity is very To embrace our important and we will diversity, we will be embrace it." implementing monthly diversity awareness "We will change our IT seminars. systems to keep up with the times." We need to update our firewalls to keep up with "We will focus on the latest viruses. innovation this year." Our focus on innovation this year will require us to brainstorm better service techniques and processes, and improve quality.
Other Challenges
Additional symptoms that point to a lack of accountability :
Ineffective teamwork Poor meeting management Indirect and unclear communication Gossip Conflict