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Leadership and Team building
Dr. Kithsiri Edirisinghe
MBBS , MSc, MD (Medical Administration)Master trainer (Australia)
TAFE (Australia)Cert. IVLP (USA)
1. Leadership
Leadership
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
Types of Leaders
• Leader by the position achieved• Leader by personality, charisma • Leader by moral example• Leader by power held• Intellectual leader• Leader because of ability to accomplish
things
Managers vs. Leaders
Managers• Focus on things• Do things right• Plan• Organize• Direct• Control• Follows the rules
Leaders• Focus on people• Do the right things• Inspire• Influence• Motivate• Build • Shape entities
Common Activities
• Planning • Organizing• Directing • Controlling
Planning
Manager• Planning• Budgeting• Sets targets• Establishes detailed steps• Allocates resources
Leader• Devises strategy
• Sets direction• Creates vision
Organizing
Manager• Creates structure• Job descriptions• Staffing • Hierarchy• Delegates• Training
Leader• Gets people on board
for strategy• Communication• Networks
Directing Work
Manager• Solves problems• Negotiates • Brings to consensus
Leader• Empowers
people• Cheerleader
Controlling
Manager • Implements control systems• Performance measures• Identifies variances• Fixes variances
Leader• Motivate• Inspire• Gives sense of
accomplishment
Leadership Traits
• Intelligence– More intelligent
than non-leaders– Scholarship– Knowledge– Being able to get
things done• Physical
– Doesn’t see to be correlated
• Personality – Verbal facility – Honesty – Initiative– Aggressive– Self-confident– Ambitious– Originality– Sociability– Adaptability
Leadership Styles
• Delegating– Low relationship/ low
task– Responsibility– Willing employees
• Participating– High relationship/ low
task– Facilitate decisions– Able but unwilling
• Selling – High task/high
relationship– Explain decisions– Willing but unable
• Telling– High Task/Low
relationship– Provide instruction– Closely supervise
New Leaders Take Note
• General Advice– Take advantage of
the transition period– Get advice and
counsel– Show empathy to
predecessor– Learn leadership
• Challenges– Need knowledge quickly– Establish new relationships– Expectations– Personal equilibrium
New Leader Traps
• Not learning quickly• Isolation• Know-it-all• Keeping existing team• Taking on too much
• Captured by wrong people
• Successor syndrome
Seven Basic Principles
• Have two to three years to make measurable financial and cultural progress
• Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities
• Balance intense focus on priorities with flexibility on implementation….
Seven Basic Principles, con’t
• Decide about new organization architecture• Build personal credibility and momentum• Earn right to transform entity• Remember there is no “one” way to manage
a transition
Core Tasks
• Create Momentum• Master technologies of
learning, visioning, and coalition building
• Manage oneself
Create Momentum
• Foundation for change– Vision of how the
organization will look
– Build political base to support change
– Modify culture to fit vision
• Learn and know about company
• Securing early wins
– First set short term goals
– When achieved make a big deal
– Should fit long term strategy
Create Momentum
• Build credibility– Demanding but can
be satisfied– Accessible but not
too familiar– Focused but flexible– Active– Can make tough
calls but humane
Master Technologies
• Learn from internal and external sources• Visioning - develop strategy
– Push vs. pull tools – What values does the strategy embrace?– What behaviors are needed?
• Communicate the vision– Simple text - Best channels– Clear meaning - Do it yourself!
Enabling Technologies, con’t
• Coalition building– Don’t ignore politics– Technical change not
enough– Political management
isn’t same as being political
– Prevent blocking coalitions
– Build political capital
Manage Oneself
• Be self-aware• Define your leadership style• Get advice and counsel
– Advice is from expert to leader– Counsel is insight
• Types of help– Technical– Political– Personal
• Advisor traits– Competent– Trustworthy– Enhance your status
How Far Can You Go?
Collaboration Through Team BuildingSpecialist
A Module of Purdue University’s LeadingEdge Program
26
Collaboration Through Team Building
Session Objectives:
• Identify and understand teams and how they function.
•Demonstrate the skills necessary for the development of an effective team.
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Collaboration Through Team Building
Survival Run Video
• Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.
28
The Most Effective Teams:
Collaboration Through Team Building
• Share information openly
• Participate in the team’s task
• Encourage each other
• Use all of the team’s resources
29
Activity:
Complete the Self-Awareness Assessment.
• Write down 05 good things
• 05 bad things you experienced in a team
Collaboration Through Team Building
30
Collaboration Through Team Building
When groups are formed into teams:
• Roles and interactions are not established.
• Some members may observe as they attempt to determine what’s expected of them.
• Others engage the team process immediately.
• As members learn their roles they find ways to work together and learn about team issues.
• These processes occur in 4 stages.
31
Collaboration Through Team Building
Stage One - Forming
Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members.
This is also the period in which members form opinions of their teammates.
During this stage, productivity is low.
32
Collaboration Through Team Building
Forming – Enhance Team Development by:
• Share responsibility
• Encourage open dialogue
• Provide structure
• Direct team issues
• Develop a climate of trust and respect.
33
Collaboration Through Team Building
Stage two - Storming Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making.
This is the most critical stage for the team.
34
Collaboration Through Team Building
Storming - Enhance Team Development by:
• Joint problem solving.
• Norms for different points of view.
• Decision-making procedures.
• Encourage two-way communication.
• Support collaborative team efforts.
35
Stage three -Norming Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences.
Functional relationships are developed resulting in the evolution of trust among members.
Collaboration Through Team Building
36
Collaboration Through Team Building
Norming - Enhance Team Development by:
• Communicate frequently and openly about concerns.
• Encourage members to manage the team process.
• Give positive and constructive feedback.
• Support consensus decision-making efforts.
• Delegate to team members as much as possible.
37
Stage four -Performing The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves.
Communication is open and supportive. Members interact with without fear of rejection.
Leadership is participative and shared. Different viewpoints and information is shared openly.
Conflict is now viewed as a catalyst that generates creativity in the problem-solving process.
Collaboration Through Team Building
38
Collaboration Through Team Building
Performing - Enhance Team Development by:
• Offer feedback when requested.
• Support new ideas and ways for achieving outcomes.
• Encourage ongoing self-assessment.
• Develop team members to their fullest potential.
• Look for ways to increase the team’s capacity.
39
Collaboration Through Team Building
REMEMBER!!!
Any change in the composition of the team or its leadership will return the team to the forming stage.
40
Collaboration Through Team Building
The most effective teams arrive at decisions through consensus by following a rational process that includes:
• Identifying the issue.
• Setting a specific objective.
• Gathering and analyzing the facts.
• Developing alternatives.
• Evaluating the alternatives.
• Deciding and acting.
41
Collaboration Through Team Building
In addition to the problem solving process, teams must also engage in interpersonal interaction.
Decisions are made and objectives are achieved not only by effectively following the problem solving process, but also to the extent that team members share information inan open, candid, honest, and trustful manner.
42
Collaboration Through Team Building
Activity:
“Hurricane Disaster” - problem solving and team building exercise.
43
• Identifying the issue.
• Setting a specific objective.
• Gathering and analyzing the facts.
• Developing alternatives.
• Evaluating the alternatives.
• Deciding and acting.
Collaboration Through Team Building
Problem Solving Process
44
Collaboration Through Team Building
“Hurricane Disaster” Activity - Five essential strategies:
1. Issue an evacuation order and ensure it is communicated throughout the entire community using all available resources.
2. Order that all designated emergency shelters be opened and manned.
3. Instruct all public safety units to aid in an orderly evacuation and in assisting those who cannot be evacuated to be transported to the designated emergency shelters.
45
“Hurricane Disaster Activity” - Five essential strategies:
4. Arrange for controlled access to evacuated areas and prepare to prevent looting.
5. Plan for the return of the evacuees after the hurricane danger is over: including shelter and relocation, damage assessment, and recovery operations.
Collaboration Through Team Building
46
Collaboration Through Team Building
In Review:
• Differences between groups and teams.
• 4 Stages of team development and ways to enhance team development.
• Team problem solving process.
• Experienced the team building and problem solving processes.
There are Many Types of Teams
• Examples of Teams:
– Athletic Team – people working together to win a game
– Natural Work Group – people working together every day in same office with similar processes and equipment
– Business Team – cross-functional team overseeing a specific product line or customer segment
– Improvement Team – ad hoc team with responsibility for improving an existing process
– Healthcare Team – several healthcare professionals working closely together for the benefit of a patient or group of patients
When to use a team?
Quality and Acceptance
Low Quality/Low acceptance
Flip a coin
High Quality/Low acceptance
Ask an Expert
Low Quality/High Acceptance
Group decision
High Quality/High acceptance
Team Consensus
Understanding group behavior
• Group Content - what is being said, the words, the discussion
• Group Process - how the group works, methods, ways of making decisions, how people participate
Aspects of Group Process: Communication
• Who talks to whom? • Who interrupts and how is it handled?• How are quiet members treated?• High and low participators? Shifts in
participation levels?• Do people look at each other when they talk?• How are new members treated?
Aspects of Group Process: Decision -making
• What process does the group use to make decisions?
• Is the process agreed upon by everyone?• Does the process change as group proceeds?• Does anyone make a decision and carry it out
without agreement from the others?• Is there evidence of a majority pushing a
decision• Are minority opinions heard?
Aspects of Group Process: Problem-solving
• Does the group take time to understand the problem?
• Is the problem well articulated?• Is there time for brainstorming creative
solutions?• Can the group move to from problem
identification, identifying possible solutions, to selecting solutions and implementation?
Group Problem Solving
•Listen for common Themes
• Organize ideas
•Evaluate alternatives
• Manage conflict
•Involve people
•Get information
• Develop plan
•Generate ideas
•Assign responsibilities
• Find resources
•Monitor progress
•Motivate
•Details/Finish
•Presentation
• IDENTIFY PROBLEM
Recognizing Dysfunctional Behavior
• Blocking• Aggression• Dominating• Withdrawing• Out of field behavior
Team Roles: Task
• Initiating• Seeking and Giving Information• Clarifying• Summarizing• Consensus Taking• Accountability
Team Roles: Relationships• Communication Gatekeeping• Encouraging• Resolving Conflict• Acknowledging Feelings• Setting Standards/Norms• Openness
Attitudes for Effective Teamwork
• Appreciation for value of team decisions• Respect for team members• Mutual trust• Openness to feedback• Reflection on group process and interest in
improving• Shared vision
Team Exercise
• Instructions for Observers
• Instructions for Team members
• Team Exercise• Scoring, Team
members and Observer comments
• Discussion
What are Characteristics of Effective Teams?
• Members have a clear goal• The focus is on achieving results• There is a plan for achieving the goal• Members have clear roles• Members are committed to the goal• Members are competent• They achieve decisions through consensus• There is diversity among team members• Members have effective interpersonal skills• They know each other well and have good relationships
More Characteristics
• Each member feels empowered to act, speak up, offer ideas
• Each member has a high standard of excellence• An informal climate and easiness exists among members• The team has the support of management• The team is open to new ideas• There is periodic self-assessment• There is shared leadership of the team• The team is a relatively small size• There is recognition of team member accomplishments• There are sufficient resources to support the team work
Effective Team-Building Takes Time
• There must be frequent and prolonged contact
• Team members come together around a specific goal or project
• Effective teams go through four stages of team development
What are the Four Stages of Team Development?
• Forming• Storming• Norming• Performing
• Every effective team goes through these life cycle stages
Forming
• Team members are introduced and begin getting to know each other
• Goals and tasks are established
• Generally polite behavior among members
• Norms are not understood
Storming
• Members are sizing each other up and may feel more comfortable and voice their views
• Members may compete for team roles
• May argue about goals or how they should be accomplished
• May choose sides against other members
Norming
• Once issues are resolved, agreement occurs around team norms and expectations
• Trust and common interests are developing
• Roles and objectives are clarified and understood
Performing
• Members make contributions and are motivated by results
• Leadership is shared according to members’ knowledge and skills
• Norms and culture are well understood
• Tasks get accomplished effectively and efficiently
References• Thiagarajan, S. and Parker, G. (1999). Teamwork and Teamplay. San
Francisco: Jossey-Bass/Pfeiffer.
• Dean, P., LaVallee, R., & McLaughlin, C. (1999). Teams at the core of continuous learning in McLaughlin, & Kaluzny, A. (eds.) Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications, 147 – 168.
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