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Building Leadership Skills: Leading Teams


Building Leadership Skills: Leading Teams Presenter Andrew Sanderbeck for the Infopeople Project Eureka! Leadership Series 2006 - 2007 Individual Exercise Your ... – PowerPoint PPT presentation

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Title: Building Leadership Skills: Leading Teams

Building Leadership Skills Leading Teams
  • Presenter
  • Andrew Sanderbeck
  • for the Infopeople Project
  • Eureka! Leadership Series
  • 2006 - 2007

Group Discussion
  • How is Leadership Different from Management?

Questions This Seminar Will Answer
  • How do we Effectively Lead Our Teams?
  • Are we Leading or Managing? Or Both?
  • What are the Characteristics of a Highly
    Performing Team?

The 5 Stages of Teams
  • Goal For leaders to understand the differences
    between the different stages of team development,
    to prepare for, and respond proactively as the
    team matures over time
  • 1. Forming (The Polite Stage)
  • 2. Storming (The Fighting Stage)
  • 3. Norming (The Settling Stage)
  • 4. Performing (The Performing Stage)
  • 5. Adjourning (The Ending Stage)
  • Handout The 5 Stages of Teams

Stage 1 - Forming
  • Strategies for moving the team to the next stage
  • Provide structure and clear task direction
  • Allow for get-acquainted time
  • Create an atmosphere of confidence and optimism
  • Active involvement
  • Visionary

Opening Exercise
  • The Building of a Team

Stage 2 - Storming
  • Strategies for moving team to the next stage
  • Facilitator and teacher
  • Acknowledge conflict
  • Guide others toward consensus
  • Get members to assume more task responsibility
  • Teach conflict resolution methods

Stage 3 - Norming
  • Strategies for moving the team to the next stage
  • Coach and Sponsor
  • Give feedback and support
  • Plan celebrations
  • Allow for less structure
  • Promotes discussion
  • Asks for contributions from all employees
  • Encouraging others in making decision

Stage 4 - Performing
  • Strategies for keeping the team in this stage
  • Observing, inquiring and fulfilling
  • Provides little direction and decisions
  • Leader sets goals team accomplishes
  • Low amounts of two-way communication needed
  • Give positive reinforcement and support
  • Share new information

Stage 5 - Adjourning
  • Strategies for helping the team begin again
  • Help team with options for renewal or termination
  • Good listening
  • Provide information in many different formats
  • Offer direction to move group back through
    initial stages
  • Guide the process
  • Create opportunities for communication
  • Reflection and carry forth learning to next

Team Exercise
  • Stage Fright
  • Match the Leadership Activity to the Appropriate
    Team Stage

The Five Stages of Teams
  • Application
  • Forming (The Polite Stage)
  • Storming (The Fighting Stage)
  • Norming (The Settling Stage)
  • Performing (The Performing Stage)
  • Adjourning (The Ending Stage)

Leading Through the Myths
  • 10 Myths About Teams

Team Unity and Fostering Collaboration
  • Large Group Discussion
  • What can we do with the Lone Rangers in our
  • Why dont leaders hire people like themselves?
  • What are the challenges in leading employees of
    different generations?

Matures (1909 1945)
  • In the workplace, they
  • Are loyal to their employer and expect the same
    in return
  • Possess superb interpersonal skills
  • Are enjoying flextime arrangements today so they
    can work on their own schedule
  • Believe promotions, raises, and recognition
    should come from job tenure
  • Measure a work ethic on timeliness, productivity,
    and not drawing attention

Boomers 1946 - 1964
  • In the workplace, they
  • Believe in, champion, and evaluate themselves and
    others based on their work ethic
  • Work ethic for Boomers is measured in hours
    worked. Measuring productivity in those hours is
    less important
  • Believe teamwork is critical to success
  • Believe relationship building is very important
  • Expect loyalty from those they work with

Xers 1965 - 1978
  • In the workplace, they
  • Avoid the hard-core, super-motivated, do or die
    Boomer work ethic
  • Want open communication regardless of position,
    title, or tenure
  • Respect production over tenure
  • Value control of their time
  • Look for a person to whom they can invest
    loyalty, not a company

Millennials 1979 - 1990
  • In the workplace, they
  • Search for the individual who will help them
    achieve their goals
  • Want open, constant communication, and positive
    reinforcement from their boss
  • Find working with someone of the Mature
    generation easy to do
  • Search for a job that provides great, personal
  • Are searching for ways to shed the stress in
    their lives

Team Collaboration Exercise
  • The Candy Game

Actions Leaders Take to Create More Collaboration
  • Meetings with a Purpose
  • Sharing Continuing Education Opportunities with
  • Team Delegation
  • Team Activities
  • Staff Development Days
  • Book Clubs

Rewards and Recognition
  • 3 Ways Leaders Build We in a Me, Me, Me Focused
  • Reward Team Performance
  • Reward Team Behavior
  • Recognize Team Grief and Difficulties
  • Handout Employee Recognition Survey

Making the Connection between Leadership and
  • Equalizing Participation
  • Problem Solving
  • Building Consensus
  • Team Empowerment
  • Less Managing Required
  • Handout Dos and Donts of Facilitating TB

Facilitating Team Situations And Empowering Team
  • Both Positive and Negative
  • Problem Solving Model
  • Brainstorming
  • E R O
  • Event Response Outcome

Team Exercise
  • Techniques in Facilitation

Making Meetings Memorable
  • Whats the Difference?
  • Facilitating Your Meetings
  • Running Your Meetings
  • Controlling Your Meetings

Large Group Discussion
  • How do we use facilitation in our meetings and in
    situations of team disagreements and conflicts?
  • How are facilitators notes used in meetings?

An Agenda Exercise
  • bluesnmarc - Unscramble
  • The Five Key Ingredients of an Agenda

Using Agendas Effectively
  • Making the Five Ingredients Work
  • Purpose
  • Efficiency
  • Communication
  • Members Needs
  • Gathering Items

Employees First
  • Whats the difference between Doing Things
    Right and Doing the Right Thing?
  • Wheres the balance between getting results and
    leading with An Employees First attitude?

Employees First Leadership
  • Our organization has a philosophy of always
    putting employees first. Why? Because it's the
    right thing to do and it's part of our
    organizational strategy.
  • While other organizations may focus on customers
    or boards first, we've learned that a focus on
    high-performing employees will benefit all the
    groups we serve - our customers, our boards, and
    our communities.
  • Adapted from First Horizon National Corporation

Employees First Leadership
  • Three Steps to an Employees First Culture
  • Tackle employee dissatisfactions
  • Boost employee morale
  • Motivate employees to put the customer first

Heart-Centered Leadership
  • Three Keys to Leading from Your Heart
  • Developing and empowering others
  • Respect and being respected
  • Leading by The Diamond Rule

Leading Team Behaviors
  • Feelings Thoughts Actions
  • Attitude problems (that arent a problem)
  • Behavior that is rewarded
  • Conflicts and disagreements
  • Complacent/unmotivated
  • Barely doing the minimum requirements

Individual Exercise
  • Your Emotional I.Q.

Team Values
  • Why Values are Important to Teams
  • Expected behavior and actions to each other and
  • How decisions are made
  • Exactly what is important to you in the
  • Handout Creating Team Values

Developing Unambiguous, Measurable, and Time
Certain Goals
  • That each team member can clearly articulate
  • That are measurable or at least verifiable
  • That have defined dates for accomplishment
  • That are set by the team not imposed by the
    organization or the team leader
  • Must be achievable neither too easy nor
  • Handout Creating Team Goals

Building Leadership Skills Leading Teams
  • Thanks for attending this Infopeople workshop!
  • Contact Andrew Sanderbeck
  • Phone 727.522.2152
  • Fax 727.526.4930
  • Email
  • Website
  • Sign-up for Andrews Free
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