Leadership Itl-1

LEADERSHIP & TEAM DEVELOPMENT By Aziz Alam

“If I accept you as you are, I will make you worse; however, if I treat you as though you are what you are capable of becoming, I help you become that.” Goethe..

CONDUC T

PART - 1 ■ ■

Defining leadership. What makes effective leaders.

PART - 2 ■

Team management ◆ Development

of teams. ◆ Management of teams. ◆ Checklist for team leaders.

Defining Leadership “Leadership , I’m not sure how to define it, but I know it when I see it.” Dwight D Eisenhower

Today’s accelerating, unrelentless change has altered the foundation of corporate enterprise and government bureaucracy. Organizations & governments are under tremendous pressure since they have been RRRECQD (wrecked). That is reinventing, rightsizing, reengineering, empowerment, customer & Quality Driven efforts have transformed the way they operate. More and better leaders are essential to guide organizations in today’s changing, unpredictable environment.

Warren Blank

Definition The ability to inspire confidence and support among the people who are needed to achieve organizational goals.

Leadership Vs Management leader ■

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Establishes Direction. Involves Aligning people. Motivates and inspires. Produces change

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Plans & Budgets. Organizes and Staffs. Controls & solves problems. Produces a degree of predictability

Nine Natural Laws of Leadership ■ ■

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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 formal authority. Law - 5 . Leaders operate outside the boundaries of organizationally defined procedures.

Nine Natural Laws of Leadership contd... ■

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Law -6. Leadership involves risk and uncertainty. 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 information from their own subjective, internal frame of reference.

Law # 1 The leader has willing followers ■

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Followers are the underlying element that defines all leaders in all situations. Followers play a collegial, partnering role in leadership. Follower is a necessary ally

Action Idea ■

Focus on gaining followers:

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ASK? Who do I need to follow or align themselves with me?. Or ◆ Whose support is necessary?. ◆

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Concentrate on gaining the backing of these people.

Law # 2

Leadership is a field of interaction --a relationship between leaders and followers ■

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Leadership is not a person, a position, or a program but a relationship. A field of interaction with others. Leadership is a dance.

Action Idea ■

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Build solid work relationship with others: Others are more likely to follow when you step forward to lead. Building solid work relationships is an ongoing activity. Quality of relationship you have with others is central to leadership.

Law # 3

Leadership occurs as an event ■

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Leader followers field, has a start, a middle and an end. Leadership event will exist as long as it has followers. It can be continuous if a leader manifests multiple leadership events. Leadership occurs throughout organizations.

Action Idea ■

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Concentrate on the leadership event. Accept the variable duration and scope of your ability to gain followers. Take initiative when action is needed to gain followers-allies. Create the field when necessary. Share leadership power by reinforcing others as willing followers.

Law # 4 Leaders use influence beyond formal authority ■

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Leaders gain followers through influence and not merely authority.

Leader is person to person influence whereas manager is position to position. Leader follower interactions are based on commitment. Manager-subordinate association rely on command.

Action Idea ■

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Develop influence beyond authority. Take on Tasks relevant to the organizations core mission. Gain access to critical information networks and mentor other people. Develop task expertise, attend training or formal education programs, and support others’ work projects.

Leaders operate outside the boundaries of the organizationally defined procedure ■ Leaders gain followers because people ■

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and organizations need direction. Leadership arena exists when the institutional structure does not offer certain guidance on how to proceed. Don’t follow where the pathway goes, lead instead where there is no path and leave a trail. suntzu

Action Idea ■ ■

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Fix your sights on nonprescribed areas: Look for opportunities and seek ways to resolve problems beyond your job description and outside the prescribed organizational boundaries set by rules, regulations, policies and procedures. Pay attention to projects or responsibilities that are not fully defined and have few established requirements. Focus on what is not working. Ask questions to identify possibilities and challenge assumptions. Ask yourself each day, “ what more can I do to move the organization forward?”

Law # 6

Leadership involves risk and Uncertainty ■ ■

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Leaders live without a safety net. Leadership arena is fraught with ambiguity and chaos, and the leader’s task always involves risk & uncertainty. Leadership here demands performing action in uncertain circumstances. Taking risks may not result in success because no one can completely control the results of action.

Action Idea ■

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Embrace risk and uncertainty as a challenge. Risk is an interpretation. View risk as a challenge. Transform the tension created by uncertainty into the productive energy needed to take action. Enjoy the action without being attached to the unpredictable fruits of action.

Law # 7

Not Everyone Will Follow a Leader’s Initiative ■ ■

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Leaders face limits. Gaining followers is unpredictable; Allies are hard to come by. Efforts to prescribe a”correct” 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

Action Idea ■ ■ ■

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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 who offers you positive support. Align with the critical followers by asking yourself, “who must I get to follow me to achieve this initiative?”.

Law # 8

Consciousness -Information Processing Capacity -Creates Leadership ■

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Leadership begins with an idea that might resolve a problem or exploit an opportunity. Consciousness -- the capacity to process information -- is underlying source of leadership power. Consciousness defines how people interpret information and create meaning from it. Leaders gain followers - allies when both parties process information in similar ways. The mechanics of the process begin with the leader. In the final analysis, leaders reflect the followers, and followers get the leaders they deserve.

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Develop greater self-awareness. Become aware of how you restrict or overload your information reception process. Explore the assumptions and judgements you make when you interpret information. ◆

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Are your assumptions based on information or derived from what you suppose exists? Do your judgements represent old mental programs, or are they informed through a dialectic learning process of thesisantithesis-synthesis? Are you overly cautious and unwilling to commit an action.

Continually update your information base. Explore alternate ways to interpret data. Use different models to evaluate ideas.

Law # 9 Leadership is a Self - Referral Process ■

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Self-referral explains that the world is as we are, based on our subjective state of consciousness. Knowledge, intelligence, experience, judgement, and wisdom are 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 leader fits the followers’ self-referral image of what a leader should be. The self-referral concept is central to understanding and practicing leadership. Self - referral reveals the first and foremost directive to develop leadership power. Leaders fail to gain followers when they do not meet the followers at their level of consciousness.

Action Idea ■ ■

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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 requires continually exploring what matters to others, how they interpret events and the meaning they assign to situation. Ask participants the questions: ◆ ◆

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What do you expect form……..? What is important to you about…..?

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

Change - Oriented Leadership

Charismatic leaders have a profound emotional effect on their followers; …. They are role models and heroes who are larger than life.

Characteristics of Charismatic leaders ■ ■

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High Degree of self-confidence. Strong conviction in the correction of their ideas. High level of energy and enthusiasm. High degree of expressiveness. Excellent communication and articulation skills. Active role modeling and image building.

Characteristics of Followers of Charismatic Leaders ■

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High degree of respect and esteem for leader. Loyalty and devotion to leader. Affection for the leader. High performance expectations. Unquestioning obedience.

Situational Requirements of 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.

Transformational Leadership Factors Intellectual Stimulation

New Ideas and empowerment

Charisma &

Inspiration

Overcome resistance to change

CHANGE - ORIENTED LEADERSHIP

Individual Consideration

Motivate and Encourage

Challenging the process searching out opportunities, and experimenting Encouraging the heart through enthusiasm and contingent frequent feedback

Creating a shared vision, Focus on the future and include followers vision EXEMPLARY LEADERSHIP

Enabling follower to implementing vision through collaboration and empowerment

Role Modeling and recognizing small successes

END OF PART -1

PART - 2

Purpose of this Part Share strategies for leading teams through each stage of development to improve team performance

Objectives of this Workshop ■ ■

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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 you’ve learned.

Intro to Teams “A team is a small group of people who have a distinct identity and work together in 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

Intro to Teams ■

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Teams progress through various stages in their life cycles. Each stage has its own relationships and behaviors. When team leaders and members recognize the stage of team development they are experiencing, they have the capability to act.

Teams & Their stages Performing Forming

Norming

Adjourning Storming

Forming: “Why am I here?” ■ ■ ■

Foundation for successful team Putting the team together Define team’s mission ◆ Purpose ◆ Customers ◆ Goals/Deliverables

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

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 each other

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

Norming: “We’re in this together!” ■

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Team leader’s role more consultative Unified mission and purpose Working together Making progress toward goals

Norming: “We’re 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

Performing: “We’ve found the key to success!” ■ ■ ■

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Teamwork and commitment Get things done—goals are achieved Formal leadership less pronounced— leadership may be shared Subgroups work on important tasks

Performing: “We’ve found the key to success!” ■

Attitudes and behaviors: ◆

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Individuals adapt to meet current needs of team Evaluate task effectiveness Strong sense of commitment Open communication Constructive disagreements Creativity and innovation

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

Teams & Their stages Forming •Fear. •Excitement. •Conflict Avoidance. •Dependence on the leader

Norming •Shared goals •Team cohesion. •Acceptance •Trust •Resolve

Performing

•Teamwork •Commitment. •Performance •Creativity. •Flexibility

Adjourning Storming •Reality sets in •Conflict. •Frustration. •Power struggles. •Defensiveness

•Excitement •Sense of accomplishment •Separation Anxiety. •Dissatisfaction. •Negativity

Team Leader’s Role ■

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Team leader facilitates cooperation necessary for team to perform well Selects team members (maybe) Provides vision, sets direction/goals Role model Resource for solving problems Delegates when appropriate

Team Leader’s Role ■ ■ ■ ■

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Helps get necessary resources Liaison Motivates Balance between providing guidance and giving up control Recognizes that role will change throughout the stages Doesn’t have all the answers

Team Strategies

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What can team leaders do to influence team development? Determine current developmental stage Implement strategies for developing the team and individual team members

Forming Stage Strategies ■ ■ ■

Focus on grounding Build a collaborative environment Ensure team has necessary skills

Forming Stage Strategies ■

Focus on grounding ◆

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Set clear team purpose and performance goals —discuss and agree Provide clear boundaries, including how to know when you’re done Define roles and responsibilities Clarify expectations Define principles and values Be a positive role model Hold effective meetings

Forming Stage Strategies ■

Build a collaborative environment ◆ ◆ ◆ ◆ ◆ ◆

Common purpose Trust Clear roles Open communication Diversity Balance of tasks and relationships

Forming Stage Strategies ■

Team skills needed: ◆ ◆ ◆ ◆

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Functional/technical Interpersonal Problem-solving Decision-making

Don’t have to have the best and the brightest

Storming Stage Strategies ■

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Focus on relationship-building and consensus Understand and deal with conflicts Resolve conflicts

Storming Stage Strategies ■

Focus on relationship-building and consensus ◆

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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

Storming Stage Strategies ■

Understanding and dealing with conflict ◆ ◆

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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

Storming Stage Strategies ■

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 and problem-solving Communicate

Norming Stage Strategies ■

Focus on shared decision-making and problem-solving ◆ ◆ ◆ ◆

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Affirm team mission Be a cheerleader Celebrate successes Communicate openly and effectively so everyone knows what to expect Listen to understand Give feedback

Norming Stage Strategies ■

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 ■

Focus on “doing” ◆

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Measure performance (against goals, objectives, timelines, budgets, etc.) and display metrics Remind team how far they’ve come Stay focused on customer needs Look for new ideas from other organizations Continue to celebrate successes Don’t get complacent

Adjourning Strategies ■

Focus on “moving on” ◆ ◆

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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 their contributions

Thanks