leadership - leading teams and developing people_v2

8/3/2019 Leadership - Leading Teams and Developing People_v2

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Leadership vs. Management

What is the difference between management and leadership? It is a question that has

been asked more than once and also answered in different ways. The biggest difference

between managers and leaders is the way they motivate the people who work or follow

them, and this sets the tone for most other aspects of what they do.

Many people, by the way, are both. They have management jobs, but they realize that

you cannot buy hearts, especially to follow them down a difficult path, and so act as

leaders too.

Managers have subordinates

By definition, managers have subordinates - unless their title is honorary and given as a

mark of seniority, in which case the title is a misnomer and their power over others is

other than formal authority.

AUTHORITARIAN, TRANSACTIONAL STYLE

Managers have a position of authority vested in them by the company, and their

subordinates work for them and largely do as they are told. Management style is

transactional, in which the manager tells the subordinate what to do, and the

subordinates do this not because they are blind robots, but because they have been

promised a reward (at minimum their salary) for doing so.

WORK FOCUS

Managers are paid to get things done (they are subordinates too), often within tight

constraints of time and money. They, thus, naturally pass on this work focus to their

subordinates.

SEEK COMFORT

An interesting research finding about managers is that they tend to come from stable

home backgrounds and lead relatively normal and comfortable lives. This leads them to

be relatively risk-averse and they will seek to avoid conflict where possible. In terms of

people, they generally like to run a 'happy ship'.


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LEADERS HAVE FOLLOWERS

Leaders do not have subordinates - at least not when they are leading. Many

organizational leaders do have subordinates, but only because they are also managers.

But when they want to lead, they have to give up formal authoritarian control, because

to lead is to have followers, and following is always a voluntary activity.

CHARISMATIC, TRANSFORMATIONAL STYLE

Telling people what to do does not inspire them to follow you. You have to appeal to

them, showing how following you will lead them to their hearts' desire. They must want

to follow you enough to stop what they are doing and perhaps walk into danger and

situations that they would not normally consider risking.

Leaders with a stronger charisma find it easier to attract people to their cause. As a part

of their persuasion they typically promise transformational benefits, such that their

followers will not just receive extrinsic rewards but will somehow become better people.

PEOPLE FOCUS

Although many leaders have a charismatic

style to some extent, this does not require a

loud personality. They are always good with

people, and quiet styles that give credit to

others (and take blame on themselves) are

very effective at creating the loyalty that

great leaders engender.

Although leaders are good with people, this

does not mean they are friendly with them. In order to keep the mystique of leadership,they often retain a degree of separation and aloofness.

This does not mean that leaders do not pay attention to tasks - in fact they are often very

achievement-focused. What they do realize, however, is the importance of enthusing

others to work towards their vision.


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SEEK RISK

In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,

although they are not blind thrill-seekers. When pursuing their vision, they consider it

natural to encounter problems and hurdles that must be overcome along the way. They

are thus comfortable with risk and will see routes that others avoid as potential

opportunities for advantage and will happily break rules in order to get things done.

A surprising number of these leaders had some form of handicap in their lives which they

had to overcome. Some had traumatic childhoods, some had problems such as dyslexia,

others were shorter than average. This perhaps taught them the independence of mind

that is needed to go out on a limb and not worry about what others are thinking about

you.

THIS TABLE SUMMARIZES THE ABOVE (AND MORE) AND GIVES A

SENSE OF THE DIFFERENCES BETWEEN BEING A LEADER AND BEING A

MANAGER. This is, of course, an illustrative characterization, and there is a whole

spectrum between either ends of these scales along which each role can range. And many

people lead and manage at the same time, and so may display a combination of

behaviours.


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Subject Leader Manager

Essence Change Stability

Focus Leading people Managing work

Have Followers Subordinates

Horizon Long-term Short-term

Seeks Vision Objectives

Approach Sets direction Plans detail

Decision Facilitates Makes

Power Personal charisma Formal authority

Appeal to Heart Head

Energy Passion Control

Culture Shapes Enacts

Dynamic Proactive Reactive

Persuasion Sell Tell

Style Transformational Transactional

Exchange Excitement for work Money for work

Likes Striving Action

Wants Achievement Results

Risk Takes Minimizes

Rules Breaks Makes

Conflict Uses Avoids

Direction New roads Existing roads

Truth Seeks Establishes

Concern What is right Being right

Credit Gives Takes

Blame Takes Blames


5/19

The Good News

To be a successful leader, you dont have to be charismatic like Alexander the Great, JFK,

or Churchill. Ordinary people such as teachers, ministers, coaches, and janitors can get

extraordinary results from people because they lead by example.

Keep these common characteristics of good leaders in mind while developing your

leadership skills:

Vision A leader has a clear vision of where he wants to take his business, as well as what

the final product will look like. But thats just the start. They must also be able to share

the vision with others in a way that empowers people so theyll want to follow and be

involved.

Integrity Trust is vital! A leader must be trusted. Team members want to follow

someone whose outward actions match their inner values. Such a leader can be trusted

because they never veer from the inner values even when it might be a shortcut to do so.

Dedication Leaders spend whatever time is necessary to accomplish their vision. Others

are inspired by seeing the example, seeing the leader doing whatever it takes to get to the

next step. When this happens, followers see opportunity to achieve something great for

themselves.


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Five Steps for Building High Performing Teams

1. Benchmark your team with PERFORM2. Create a team charter3. Diagnose your teams development level4. Match leadership style to your teams development level.5. Develop Strategies for higher team performance

Step One: Benchmark your team with PERFORM

We define a team as two or more persons who come together for a common purpose and

who are mutually accountable for results. This is the difference between a team and a

group. Often, Work groups are called teams without developing a common purpose and

shared accountability. This can lead to disappointing results and a belief that teams do

not work well.

Building High Performing Teams is like building a great organization, begins with a picture

of what you are aiming for- a target. It is imperative to know what a high performing team

is. That is why the team performance process begins with PERFORM, an acronym that

represents seven key characteristics found in all high performing teams. These represent

the gold standard for team committed to excellence. By benchmarking your team in each

of these areas, you can identify the areas where you need to focus team development.

PP -- PPuurrppoossee && VVaalluueess

EE -- EEmmppoowweerrmmeenntt

RR -- RReellaattiioonnsshhiipp && CCoommmmuunniiccaattiioonn

FF -- FFlleexxiibbiilliittyy

OO -- OOppttiimmaall PPeerrffoorrmmaannccee // PPrroodduuccttiivviittyy

RR -- RReeccooggnniittiioonn aanndd aapppprreecciiaattiioonn

MM -- MMoorraallee


7/19

PPuurrppoossee && VVaalluueessare the glue that holds the team together and form the foundationof a high performing team.

Following are the indicators of the team with clear purpose and value...

Clear commitment to a common purpose Common values and norms promote integrity, quality and collaboration Specific team goals are clear, challenging , agreed on and relevant to the purpose Strategies for achieving goals are clear and agreed on Individual roles are clear, and their relationship to the team purpose and goals is

understood

EEmmppoowweerrmmeennttis what happens when the organization supports the team in doing itswork effectively.

Following are the indicators of an empowered team...

Values, norms and policies encourage initiative, involvement and creativity All relevant organization and business information is readily available to the team The team has the authority within understood boundaries, to take action and make

decisions

Direction, structure and training are available to support individual and teamdevelopment

The team is committed to the continuing growth and development of all teammembers


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RReellaattiioonnsshhiipp && CCoommmmuunniiccaattiioonn,,both internal and external, are the teams lifeblood.Following are the indicators for excellent relationship and communication...

Different ideas, opinions, feelings and perspectives from all team members areencouraged and considered

Team members listen actively to each other for understanding, not judgement Methods of managing conflict and finding common ground are understood Cultural differences including race, gender, nationality, age, etc., are valued and

respected

Honest and caring feedback helps team members to be aware of their strengthsand weaknesses

FFlleexxiibbiilliittyyis the ability to adapt to constantly changing conditions and demands, withteam members backing up and supporting one another as needed.In a flexible team...

Team members share responsibility for team development and leadership The team is able to meet challenges using the unique talents and strengths of all

team members

Team members shift from behaviours that provide direction or support as needed The team is open to exploring different ways of doing things and adapts to change Calculated risks are supported .Mistakes are seen as opportunities for learning

OOppttiimmaall PPeerrffoorrmmaannccee //PPrroodduuccttiivviittyyis whats generated by a high performing team.Highly productive team...

constantly produces significant results; the job gets done committed to high standards and measures for productivity, quality and service is committed to learning from mistakes and to continuous improvement uses effective problem-solving and decision-making skills to overcome obstacles

creatively

coordinates efforts with other teams, vendors and customers as appropriate

RReeccooggnniittiioonn aanndd aapppprreecciiaattiioonn are ongoing dynamics that build and reinforceproductivity and morale by focusing on progress and the accomplishment of majormilestones throughout the teams life.


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In high performing team...

Individual and team accomplishments are often acknowledged by team leaders andteam members

Team members have sense of personal accomplishment in relation to taskcontributions

Team contributions are valued and recognized by the larger organization Team members feel highly regarded within team The team celebrates successes and milestones

MMoorraalleeis the sense of pride and satisfaction that comes from belonging to the teamaccomplishing its work.

Following are the indicators of the team with high morale...

Team members are confident and enthusiastic about the teams efforts and arecommitted to success

The team encourages hard work, as well as having fun There is a strong sense of pride in and satisfaction with the teams work There is a strong sense of trust and team spirit among team members The members have developed a supportive and caring relationship and help each

other

Step Two: Create a Team Charter

Knowing where you are headed is the first step on the journey to high performing team

performance. But just calling together a team and giving it a clear charge does not mean

the team will become high performing. Team leadership is much more complicated than

one-on-one leadership. Many a times managers typically spend more time preparing for a

meeting with one of their team members rather than with their entire team. Managing a

high performing team takes considerable effort. One of the single most important things ateam leader can do is to set up the environment for and support the team in creating a

team charter.

To create a solid foundation for the teams work, it is important to complete a team

charter at this early point in teams life cycle.

A charter is a set of agreement that clearly states what the team is to accomplish, why it

is important, and how the team will work together to achieve results. The charter

documents common agreement, but it is also a dynamic document that can be modified asteam needs change.


10/19

The team charter agreement directly links the teams purpose to the organizational vision

and purpose. Team values and norms should reflect the organizational values, as well as

provide guidelines for appropriate behaviour within the team. Identifying team initiatives

sets the foundation for determining goals and roles. This is when team establishes

strategies for communication, decision making and accountability. If the team will need

resources, they are identified at this stage. Once completed, the charter provides a

touchstone for making sure the team is on track. The team is now ready to move fromplanning to doing, and it will keep the charter visible and available to navigate the stages

ahead.

Step Three: Diagnose your teams Development Level

Building a high performing team is a journey a predictable progression from a collection

of individuals to a well-oiled system where all the PERFROM characteristics are evident.

All teams are unique and complex living systems. The whole of a team is different from

the sum of its members. Knowing the characteristics and needs of a high performing team


11/19

is critical. It gives you a target to shoot for. Obviously, teams do not start with all the

PERFORM characteristics in place. Regardless of their purpose, teams, like individuals, go

through a series of developmental stages as they grow.

After in depth study and research, following four stages of team development have been

identified.

11..OOrriieennttaattiioonn22..DDiissssaattiissffaaccttiioonn33.. IInntteeggrraattiioonn44..PPrroodduuccttiioonn

Understanding these development stages and teams characteristics and needs at each

stage is essential for team leaders and team members if they will be effective in building

successful, productive teams.

Thats what diagnosis is all about.

The ability to determine a teams stage of development and assess its needs requires

stepping back and looking at the team as a whole, rather than focusing on individual

behaviours and needs.

The Stages of Team Development Model

PPrroodduuccttiivviittyy aanndd MMoorraallee

Two variables determine the team development stages : Productivity and Morale.

Productivityis the amount and quality of the work accomplished in relation to the teams

purpose and goals. Productivity is dependant on members ability to collaborate, their

knowledge and skills, clear goals and access to needed resources.

Morale is the sense of pride and satisfaction that comes from belonging to the team andaccomplishing its work.


12/19

High morale with low performance is partly not a team. On the other hand the team that is

achieving good result yet has low morale will eventually stumble, and its performance will

fade.

Diagnosing the level of productivity and morale is a clear way to determine a teams

development stage and understand team needs at any point in time.

TTeeaamm DDeevveellooppmmeenntt SSttaaggee 11:: OOrriieennttaattiioonn

All new teams have to have a sense of purpose as well as some

clarity about team values and goals, individual roles, team norms

and decision making processes.

CChhaarraacctteerriissttiiccss::

1. Moderate eagerness2. High, often unrealistic expectations3. Anxiety about roles , acceptance, trust in others, demands on them4. Tentative, polite, conforming behaviour5. Lack of clarity about purpose, norms, roles, goals, structure (how they will work

together)

6.

Dependant on authority for direction and support

7. Some testing of boundariesIInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......

1. A common understanding of the teams purpose2. Agreement on values and norms for working together3. Agreement on roles, goals and standards4. Agreement on decision - making authority and accountability5. Agreement on structure how work will get done and by whom, timelines ,tasks

and required skills

6. Information about available resources7. Knowledge about each other to utilize diverse talents and build personal

connections


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TThhee cchhaalllleennggee ffoorr aa LLeeaaddeerr iinn tthhee oorriieennttaattiioonn ssttaaggee iiss ttoo wwoorrkk oonn ffoolllloowwiinngg iissssuueess......

1. Developing purpose and structure of the team2. Building relationship, Acceptance & Trust

Morale is moderately high and productivity is low during this stage.

TTeeaamm DDeevveellooppmmeenntt SSttaaggee 11:: DDiissssaattiissffaaccttiioonn

During this stage the team gets some experience under itsbelt.

CChhaarraacctteerriissttiiccss::

1. Discrepancy between expectations and reality2. Confusion and frustration around roles and goals3. Dissatisfaction with dependence on authority4. Expression of dissatisfaction5. Formulation of coalitions6. Feelings of incompetence, confusion, low confidence7. Competition for power, authority and attention8. Low trust & Some task accomplishment

IInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......

1. Clarification of big picture2. Redefinition of purpose ,roles, goals and structure3. Recommitment to values and norms4. Development of team and task skills5. Development of communication processes including active listening, the exchange

of non-judgmental feedback, conflict management and problem solving

6. Valuing of differences & Access to information and resources7. Encouragement and reassurance & Recognition of accomplishments8. Open and honest discussion of issues including emotional blocks, coalition and

personality conflicts

9. Mutual accountability and responsibilityTThhee cchhaalllleennggee iinn tthhee ddiissssaattiissffaaccttiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......

1. Power


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2. Control3. Conflict and begin to work together effectively

This is the most critical stage, it is possible that team may get stuck in this stage if theleader is unable to create collaborative environment within the team.

TTeeaamm DDeevveellooppmmeenntt SSttaaggee 33:: IInntteeggrraattiioonnThis stage is a bridge between dissatisfaction and the efficiency

and excitement.

Moderate to high productivity and variable or improving morale

characterize a team at the Integration team

CChhaarraacctteerriissttiiccss

1. Increased clarity and commitment on roles, goals, tasksand structure

2. Increased commitment to norms and values3. Increased task accomplishment moderate to high4. Growing trust, cohesion, harmony and mutual respect also willingness to share

responsibility, leadership and control

5. Understanding and valuing of differences & Use of team language We ratherthan me

6. Tendency to avoid conflict7. Team members are ready to share leadership and control.


1. Integration of team and individual roles and goals, norms and structure2. Continued skill development3. Encouragement to share different perspective and to disagree in order to further

develop problem solving skills

4. Continued building of trust and positive relationships5. Shared responsibilities for leadership and team functioning6. A focus on increasing productivity7. Evaluation of and learning from each experience8. Recognition and celebration of each success


15/19

TThhee cchhaalllleennggee iinn tthhee IInntteeggrraattiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......

1. Sharing of control2. Management of conflict

TTeeaamm DDeevveellooppmmeenntt SSttaaggee 44:: PPrroodduuccttiioonn

At this stage both productivity and morale are high and reinforce one another. This is

PERFORM in action.

Thee is a sense of pride and excitment in the being part of a high perfroming team The

primar focus is now on perfromance.

CChhaarraacctteerriissttiiccss

1. Clear purpose, values, roles and goals2. Empowering team practices that free team energy and lead to continues

improvement

3. Relationships and communication built on trust, mutual respect and openness4. Flexibility and shared leadership that allow the team to respond to new challenges5. Optimal productivity and high standards6. Recognition and appreciation for individual and team accomplishment7. High morale


1. Continuous focus on productivity2. New challenges3. Recognition and celebration of team accomplishments4. Individual acknowledgement5. Decision-making autonomy within boundaries

TThhee cchhaalllleennggee iinn tthhee pprroodduuccttiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......

1. Sustaining the teams perfromance through new challenges and continued growth.


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Step Four: Match Leadership Style to Your Teams Development Level

As team moves through the different development stages. A team requires leadership that

is responsive to its needs at each stage. Situation Leadership II, used extensvily to

develop individual performance, works equally well when applied to a team or

collaborative group.

Situation Leadership II consists of two variables - directing behavior and supporting

behavior, which combine to form four leadership styles. The same framework applies to

leading teams.

Directing behavior structures and guides team outcomes. Behaviors that provide direction

include organizing, structuring, educating and focusing the team.

Supporting behavior develops mutual trust and respct within the team, Behaviors that

provide support include involveing,enncouraging , listening to , and collabrating with team

members.


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Combining the stages of Team Development Model with the Situation Leadership II

The directing and supporitng behaviors of the Situation Leadership IImodel provide a

framework for meeting team needs.

Situation Leadership II Team Leadership Style

HIGH

LOW

When we combine the four leadership styles with the first four stages of the

team development as illustrated in above figure, we have a framework for

matching each stage with an appropriate leadership style.


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For leaders and members to determine the appropritate leadership style .....

Step 1Diagnose the teams stage of development in relation to its goal, considering both

productivity and morale.

Step 2 Locate the teams present stage of development on the stages of Team

Development Model, and follow a verticle line up to the curve on Situation Leadership II

model.

The point of intersection indicates the appropriate leadership style for the team.

At Stage - 1, the Orientation stage, a directing style is appropriate. The team is

moderately eager but dependent on authority.

Leaders need to get the team off to a good start by developing purpose and structure

while building relationships and trust. This is the time to create team charter.

At Stage - 2, the Dissatisfaction stage, a coaching leadership style is appropriate. At

this point the team is probably experiencing confusion and frustration and needs to learn

how to manage conflict and work together effectivly.

Now is when the leader should ..

reconfirm or clarify the teams purpose, norms,goals and roles develop both task and team skills Confront difficult issues and Recongnize helpful behaviors and small accomplishment

At Stage - 3, the Integration stage, a supporting leadership style is appropriate. The

team, now working together more effectively but cautiously, must learn to share

leadership and address conflict.

In this stage the team needs less direction around the task and more supportfocused on building the confidence, cohesion, involvement, and shared leadership.

This is a time to encourage people to voice different perspective, shareresponsibility for leadership, and examine team functining.

At Stage - 4, the Production stage, a delegating leadership style is appropriate. Now

operating with high productivity and high morale, the team is challenged by the need to

sustain its high perfromance.


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Continued recognition and celebration of the teams accomplishments is needed at this

time, as well as the creation of new challenges and higher standards. At this stage it is

appropriate to foster decision-making autonomy within established boundaries.

Step Five: Develop Strategies for Higher Team Performance

Working in teams requires leaders to acquire new knowledge and skills that they may not

have developed earlier. Yet, if they hope to build high performing teams and people, they

should better learn these skills. Thinking of a team as a partnership between team

leader(s) and members is very important for any leader.

A conscious awareness of the dynamics occuring within a team is a critical factor in

helping the team develop. Observing what is going on in the team is an important function

of the team leader.

By observing the team, leaders can develop strategies and skills to address issues

confronting the teams, such as conflict management, individual differences, problem

solving and decision making. For highest perfromance, leaders should encourage regularly

scheduled team checkups to review the charter, evaluate progress, discuss changes and

incorporate lessons learned.

leadership - leading teams and developing people_v2

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