leading a team workbook

8/12/2019 Leading a Team Workbook

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.................................................................................................... 5.................................................................................................. 5

.................................................................................................... 5............................................................................................... 6

1 YOUR ROLE AS A TEAM LEADER .............................................................. 71.1 Maintaining trust and support ................................................................ 71.2 Minimize interpersonal conflict ............................................................... 7

2 BUILDING YOUR TEAM ........................................................................... 92.1 Getting to know your team .................................................................. 102.2 Cohesiveness .................................................................................... 11

3 VISION, PURPOSE & STRATEGY ........................................................... 143.1 A Definition ....................................................................................... 143.2 Vision adds meaning to corporate Life .................................................. 153.3 Fear of Failure ................................................................................... 163.4 Ridicule: A technique used to make leaders quit .................................... 18

4 COMMUNICATING YOUR VISION .......................................................... 204.1 Going From Communication to Commitment: ........................................ 204.2 Empowerment ................................................................................... 22

5 SUPPORTING YOUR TEAM/TEAM MEMBER ...............................................5.1 Assigning appropriate tasks ................................................................. 295.2 Clarifying job roles ............................................................................. 305.3 Assessing performance ....................................................................... 305.4 Protecting the individual ..................................................................... 305.5 The Team ......................................................................................... 31

6 DEVELOPING YOUR TEAM .........................................................................6.1 Benefits ............................................................................................ 356.2 Some tips to develop your team/team member: .................................... 35

7 MOTIVATION ............................................................................................7.1 Introduction ...................................................................................... 367.2 Values and Attitudes .......................................................................... 387.3 The right atmosphere ......................................................................... 397.4 Clear objectives ................................................................................. 407.5 Theories of Motivation ........................................................................ 407.6 Guidelines for motivating your team ..................................................... 467.7 Three elements of Motivation............................................................... 477.8 Positive approaches to offset negative attitudes in the workplace ............. 477.9 Turning around negative attitudes ........................................................ 487.10 Leadership style toolkit Theory X and Theory Y ................................ 487.11 Toolkit What motivates your team .................................................. 49

8 BIBLIOGRAPHY ........................................................................................


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Whats your vision for your team?

In the next six months, the team will bring to

market one new training product which matches

or exceeds the quality of the previous two.

In the next 2 years, the team will increase the

profitability of the bakery section by 20% with

the addition of a gourmet European product line

including Italian breads.

In the next 5 years, the team will set up a

distribution operation in Eastern Europe with at

least 20 distributors in 4 countries turning over

200 million ECU's.

In the next 2 years, the department will improveits efficiency by building an atmosphere of

cooperation and free communication.

How are you going to set the

Standards?

Give fast and honest feedback to each member of

the team on the

quality of their work.

Write down what you want your team to achieve

How are you going to set the

Standards?

How are you going to get there?

Hold a meeting with the team to formulate the

team's goals

Break the goals down into tasks, deadlines and

milestones

Deidre to research and report on the

Mediterranean bread and cake products by 30th

June

Appoint Mediterranean bread and cake supplier

by 15th July

First Mediterranean bread and cake products onthe shelves for the "Mediterranean Mega Loaf"

introduction and special offers in August

How are you going to communicate

your expectations to each team

member?

Hold a meeting with each person to review

individual goals

Tell Deidre what information youll need to make

How are you going to get there?

How are you going to communicate

your expectations to each team

member?


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the decision on what products and what supplier

to use. Work with her on a report format that will

meet the standards you expect.

Work with Colin on the prelaunch and lunch

activities. Tell him that you want to monitor the

performance of the new products, ask him how he

can do that most effectively and work out a

performance reporting structure.

How are you going to set the standards?

Give fast and honest feedback to each member of

the team on the quality of their work

How are you going to set the standards?


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Motivation is the drive to satisfy desires that are deep rooted in our

physical, psychological and emotional make up.

To Have To Belong To Be To Do To Grow


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Recognise individual and team performance Emphasise integrity in internal and external

relationships

Day to day actions

Praise people in public Host team celebrations Schedule frequent performance reviews Regularly reward outstanding

contributions

If you get letters of appreciation fromCustomers Pin them on the notice board

Day to day actions

Keep your promises-never alt Communicate honestly and assertively Deal fairly with customersboth

externally and internally

Dont ask team members to do

anything you wouldnt be prepared to do

Encourage open, free flowing communications

between the members of the team

Maintain positive, supportive relationships between

team members

Day to day actions

Hold regular meetings Walk around- be visible and available Keep an open door policy Encourage questions from the team Ask each team member to summarise Their understanding of your expectations

Day to day actions

Encourage every member of the team tovoice their opinions

Ensure that critisms is constructive byencouraging sincere compliments and

positive suggestions

Look for possible conflict and mediate orresolve it before it becomes destructive

Encourage people to support otherslookfor solutionsdont waste time attributing

blame


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TEAM

LEADER

Co- ordinatingwith other

teams anddepartments

Representing

management

totheteamRepresentin

g

thet

eam

to

man

agem

ent


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Theory X Leaders

Assume:

Theory Y Leaders

Assume:

1- Employees inherently dislike work andwhenever possible, will attempt to avoid it

2- Because employees dislike work, they mustbe coerced ,controlled or threatened with

punishment to achieve desired goals

3- Employees will shirk responsibilities andseek formal direction whenever possible

4- Most workers place security above all otherfactors associated with work and will

display little ambition

1- Employees can view work as being asnatural as rest or play

2- Men and women will exercise self-directionand self-control if they are committed to the

objectives

3- The average person can learn to accept,even seek, responsibility

4- The ability to make good decisions iswidely dispersed throughout the population

and is not necessarily the sole province of

managers.

MaslowsHierarchy of Needs

Self-Actualization

Need to do the work we like

Esteem

Need to feel worthy

And respected

Social

Need for love, to be a

member of a group

safety

Need to feel safe and secure

Physiological

Need to stay alive: to breathe, to eat,

to drink, to sleep

Motivational Factors

Interesting, challenging work

Utilization of ones capabilities

Opportunity to do something meaningful

Recognition for achievement

Sense of importance to organization

Access to information

Involvement in decision-making

Hygiene MaintenanceFactors

Congenial people to work with

Good working conditionsPensions

Paid insuranceJob security

Vacations

Holidays

Good pay

Herzbergs

Motivation Hygiene Theory

Paid insurance


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The essential job What the worker The result, if all these

characteristics gets from them: job characteristics

are present

Knowledge of the

Feedback from job actual results ofthe work activities

Experienced

Autonomy responsibility

for outcomes High internal work

of the work motivation

Skill variety Experienced

Task identity meaningfulness

Task significance of the work


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REWARD You A B C D E F

(Person's name or initials)

Good wages or salary

The prospect of promotion

Status or power

Having as much free time off as

possible

Recognition for work well done

Learning new skills

Providing good customer service

Having responsibility at work

Being part of a successful company

Being told what to do

Good working conditions

Being part of a friendly team

Reaching company targets

Being respected in the company


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leading a team workbook

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