Leadership and Teambuilding SkillsFor Changing Behavior and Enhancing Motivation

Ordinary people can lead others to do extraordinary things. The best leader grows on the job and earns the right to lead by coming to understand the role, the responsibilities, the

requirements and the people. The best leader practices continual self-development and self-management in the knowledge and skills of leadership.

Mitch Manning Sr.manningmitch@aol.com

OBJECTIVES

The objectives of this class are to review leadership and teambuilding skills in a logical and systematic way in order to

enhance existing knowledge and skills.

Situational LeadershipPromises

High Performing TeamsDISC

Leadership Training for Supervisors

Leadership

The best of all leaders is the one who helps people.So that, eventually they don't need him.Then comes the one they love and admire.Then comes the one they fear.The worst is the one who lets people push him around.Where there is no trust, people will act in bad faith.The best leader doesn't say much, but what he says carries weight.When he is finished with his work, the people say; It happened naturally.

Lao Tzu550 BC

Becoming a Leader

Inherited - the family is accountable.

Appointed - the appointer is accountable.

Promoted - the promoter is accountable.

Elected - the people are accountable.

Earned - the leader is accountable.

Leadership Responsibilities

To meet team member needs.• Use skills which increase team members sense of self-esteem and personal worth.• Use skills which increase group cohesiveness and team spirit.

To meet organizational needs.• Use skills that motivate productivity and the achievement of team goals.• Use skills that help team members reach goals; planning , scheduling, coordinating, problem-solving and providing resources.

Meeting the People Needs of the Team

Self-Actualization is achieved by self-management and self-development.

Self-Esteem is enhanced by rewarding work, responsibility, achievement, recognition and advancement.

Social needs are met through team acceptance.

Safety needs are met through greater control of work.

Physiological needs are met by the team member.

Meeting the Organizational Needs of the Team

INPUT PROCESS OUTPUT

Natural Resources Procure Products Technology Store Services Capital Transport and People Refine Profit

A team is an organized group of people committed to work together to complete a well-defined piece of tedious and difficult work.

What is a Team?

"There is no difference between work and play, but the mind makes it so.”

Mark Twain

Why Build a Team?

Problem solving

Decision making

Goal setting

Change

How to Build a Team?

•Increase member's identification with team goals.

•Increase members feelings of greater control.

•Enhance member's on-going self development and self-management.

•Satisfy member's higher-level people needs.

•Foster member's open and honest communications.

•Move leadership down through the levels of the team.

•Combine resources for higher quality decisions.

Keys to Teamwork Qualities of a Team Player

Chemistry UnselfishnessRecruiting DisciplineAttitude DeterminationRole Acceptance DedicationEnvironment ConfidenceVision Enthusiasm

Symbiosis: The relationship of two or more different organisms in a close association that may be, but is not necessarily of benefit to each.

We Are On the Same Team, Remember?

Instructions:Watch video (19 minutes)List team members at Syntek and Harper TechnologyIdentify job and impact of actions (+/-)Name Company Job Impact (+/-)

Stage Expertise Learning State Knowledge/Attitude Information

Form Novice Unconscious Incompetent Unknowing/Unwilling Situation/Direction/GoalStorm Journeyman Conscious Incompetent Knowing/Unwilling Opportunity/SupportNorm Master Conscious Competent Knowing/Willing Problems/Potential Problems Perform Sage Unconscious Competent Unknowing/Willing Decisions/Change

Team Development and Relevant Relationships

Where the team is…

Stage Personality Manager Leadership Functions Tasks Skills Profile

Form Visionary Autocratic Force/Seduction Planning Tell Communicate DominanceStorm Coach Benevolent Persuasion Organizing Sell Motivate InfluenceNorm Troubleshooter Consultative Empowerment Directing Involve Educate Conscientiousness Perform Manager Participative Integrity/wisdom Controlling Delegate Administrate Steadiness

directs what the leader needs to do.

Communication Hearsay/QuestionsMotivation Jealously/InequityEducation ReluctanceAdministration BureaucracyAlignment PrioritiesApproach PoliticsApplication UrgencyArea OpinionsAccess Policy

Teambuilding Force Field Analysis

Desired Change: Achieve Chemistry

Driving Forces Restraining Forces

Vision - What will the team become? The vision is the team's ultimate ambition.

Mission - What will the team do? The mission is the team's action statement.

Objectives - What will the team achieve? Objectives are the teams higher goals.

Goals - What are the key measures of team success? Goals are the team's targets.

Strategies - What tactics, processes, tools and techniques will the team use?

A vision without a mission is a dream.A mission without a vision is a nightmare.

Strategic Planning for Team Leadership

Building the Team Mission Statement

We are __________(name)__________ who

__________(what we do)__________ for

___________(customers)__________ in

_____________(where)___________ by

___(how? quality and timeliness)____ to

____(why? quality, cost effectiveness, etc.).

Team Action Planning

Identify and prioritize the issues.

Plan, organize, and implement the action items.

Assign, direct and support the responsibilities.

Schedule, allocate and control the resources.

Schedule,commit to, and meet the target dates.

What are you willing to pay?

Five Questions for the Team Leader

How do you feel about what you are doing?

What will you do differently?

What do you want?

When do you have to have it?

Teambuilding Golden Rule and Rationale

Do the right thingDo the best you canDo good for others

Lou HoltzFather of Skip HoltzCoach, ECU Pirates

Feel confidentFeel proudFeel good

Mitch Manning Sr.manningmitch@aol.com

Golden Rule Rationale

Mitchell W. Manning Sr.

Mitch has chartered, trained and managed more than 250 employee teams accountable for more than 2000 completed projects and responsible for more than $100,000,000 earnings before interest, taxes, depreciation and amortization (EBITDA).

Links to Mitch are:Mitchell W. Manning Sr. on LinkedIn

Mitchell W. Manning Sr. at MindRead.net