Strategies and Skills

7/28/2019 Strategies and Skills

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Strategies and Skillsfor Leading

High Performance Teams


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Day 1

Learning Styles

Fundamentals of High Performance Teams and TeamLeadership

Traits, Skills and Behaviour of Effective Leaders

Key Qualities of High Performance Teams

Critical Success Factors for Team Performance

Development Stages of Teams

Influencing Team Performance

Vital Communication Skills for Personal and TeamSuccess

Factors Affecting Effective Communication

Barriers to Communication and Cross Cultural

Business Communication


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20% of what we READ

30% of what we HEAR

40% of what we SEE

50% of what we SAY

60% of what we DO

90% of what we HEAR, SEE, SAY & DO

Remember:


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LEARNINGSTYLES

Visual

Auditory/verbal

Kinesthetic/tactile


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Visual learnersVisual learners relate most effectively to visual

displays like written information, notes, diagramsand pictures. They tend to prefer sitting at thefront of the classroom to avoid visual obstruction,to have a clear view of the instructor when theyare speaking so that they can see the bodylanguage and facial expression. Visual learners

often prefer to take detailed notes to absorbinformation. They learn best by writing down keypoints, and visualizing what they learn. Theyfollow written instructions better than oral ones.


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Auditory learnersAuditory learnersrelate most effectively to

verbal lectures, discussions and by listening towhat others have to say. Written information mayhave little meaning until it is verbalized or readaloud. Auditory learners like participating in classdiscussions and debates, as well as discussingideas verbally. They would rather listen to a

lecture than read the material in a textbook. Theyare good in making speeches and presentations.


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Kinesthetic /tactile learnersKinesthetic/tactile learners learn through

moving, doing and touching. Kinesthetic learnerslearn best through a hands-on approach. Theymay be considered hyperactive, take frequentbreaks and may become distracted by their needfor activity and exploration. In learning, they skimthrough learning materials to get a gist of the

content before settling down to read it in detail.They enjoy working with their hands.


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FundamentalsofHigh Performance Teams andTeam Leadership


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Teams:Work towards common goals

Personal success of team members is dependent

on others

Have an agreed and common approach

Knowledge and skills of team members are

complementary

A small number of people, usually less than twenty


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Successful

Decide whether you really need a team.

Determine your objectives and the skills needed to

achieve them.Plan a team-building strategy.

Get the team together.

Explore and establish operational ground rules.

Identify individuals strengths. Include yourself as a team member.

Check objectives.

Time meetings with care.

Dissolve the team.

Team Building


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EffectiveLeadersTraits, Skills and Behaviour

Has an understanding and appreciation of teamdynamics.

Recognizes and assesses his or her own and the teammembers strengths and weaknesses.

Is able to develop commitment to a shared purpose andvision.

Focuses on achieving, performing, stretching, demandingand challenging tasks.

Has good communication skills listens, questions andtests all assumptions.


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EffectiveLeadersTraits, Skills and Behaviour

Has the flexibility to facilitate or be directive as thesituation demands.

Is prepared for free discussions and encouragesindividual differences and disagreements.

Always moves from conflict to consensual decisions.

Provides learning opportunities encourages self-directed learning with the emphasis on the process of

learning rather than knowing.

Provides ongoing feedback appraises, rewardsachievements and focuses the team on goals and vision.


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Key QualitiesHigh Performance Teams

PurposePeople

Processes

Performance


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Critical SuccessFactorsFor Team Performance

Start with the teamDetermine responsibilities

Make people accountable

Train your people

Understand team strengths,weaknesses and self-awareness


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Critical SuccessFactorsFor Team Performance

Empower your teamDelegate work efficiently

Understand what motivates your team

Reward your team after they have

performed well


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DevelopmentStages in Team Building Forming Can we do it?

Storming We cant do it because NormingWe can do it if

Performing We are doing it!


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InfluencingTeam Building and Delegation:

How and When to Empower People

Involvement Model

Tell,

Sell,

Consult,

Join

Adding to Model

Delegate


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CommunicationSkillsFor Personal & Team Success

Listening

Asking questions

Being assertive


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CommunicationSkillsThe Communication Process

Sender ReceiverMessage Channel

Feedback

Context


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CommunicationBarriersIf your message is too lengthy, disorganized, or contains errors,

you can expect the message to be misunderstood and

misinterpreted.

Use of poor verbal and body language can also confuse themessage.

Tend to stem from senders offering too much information too fast.

When in doubt here, less is oftentimes more. It is best to be mindful

of the demands on other peoples time, especially in todays ultra-

busy society.

Your audiences culture, making sure you can converse and deliver

your message to people of different backgrounds and cultures

within your own organization, in this country and even abroad


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Day 2

Understanding Different Personalities

Behaviour Focused Business Communication Keysto Influencing People

Managing Difficult Situations and BehavioursAvoiding Confrontations and Responding to Hostile

Situations

Managing Cross Cultural Conflicts and Differences

Characteristics that Works Against Meeting of MindsCreative Problem Solving and Decision Making Skills

Persuasive Communication Strategies and Choosingthe Right Strategy for Performance


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PersonalitiesUnderstanding Different Personalities

Dominant * Driver

Authority, varied activities, prestige, freedom, assignments promoting growth, bottom-line

approach, opportunity for advancement.Stable * Steady

Security in situations, sincere appreciation, repeated work patterns, time to adapt to change,

limited territory of responsibility, identification with group, areas of specialisation.

Influencing * Inspiring

Social esteem and acceptance, freedom from details and control, people to talk to, positive

working conditions, recognition for abilities, opportunity to motivate and influence others.

Compliant * Correct

Autonomy and independence, controlled work environment, reassurance, precise

expectations and goals, exact job descriptions, planned change.


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The 4 RsManaging Difficult Situation & Behaviours

Review

Stop

Look

Listen

Reframe

Respond

Resolve


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Avoiding Confrontationsand Responding toHostile SituationsWhat not to do in conflict situations The Dirty Dozen

Yelling

Blaming

Reacting Defensively

Focusing on perceived intentions

Not dealing with the situation

Making subtle digs and sarcastic remarks

Making personal insults Complaining constantly about the situation

Issuing Ultimatums

Pushing harder and harder for your way

Sending flaming e-mail messages

Going to others rather than the source


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Avoiding Confrontationsand Responding toHostile SituationsWhat to do in conflict situations The

Magnificent Seven

Go to the source Stay in control

Stay focused on the issues

Actively listen

Be straight and sincere

Go for solutions

Assume the other person means

well


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The FiveNegotiating Styles


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The Five NegotiatingStylesCollaboration -

This results from a high concern for your group's own interests, matchedwith a high concern for the interests of other partners. The outcome is

"win/win." This strategy is generally used when concerns for others are

important. It is also generally the best strategy when society's interest is at

stake. This approach helps build commitment and reduce bad feelings. The

drawbacks are that it takes time and energy. In addition, some partners

may take advantage of the others' trust and openness. Generally regardedas the best approach for managing conflict, the objective of collaboration is

to reach consensus.


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The Five NegotiatingStylesCompromise -

This strategy results from a high concern for your group's own interests

along with a moderate concern for the interests of other partners. The

outcome is "win some/lose some." This strategy is generally used to

achieve temporary solutions, to avoid destructive power struggles or when

time pressures exist. One drawback is that partners can lose sight of

important values and long-term objectives. This approach can also distractthe partners from the merits of an issue and create a cynical climate.


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The Five NegotiatingStylesCompetition -

This strategy results from a high concern for your group's own interests

with less concern for others. The outcome is "win/lose." This strategy

includes most attempts at bargaining. It is generally used when basic rights

are at stake or to set a precedent. However, it can cause the conflict to

escalate and losers may try to retaliate.


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The Five NegotiatingStylesAccommodation -

This results from a low concern for your group's own interests combined

with a high concern for the interests of other partners. The outcome is

"lose/win." This strategy is generally used when the issue is more important

to others than to you. It is a "goodwill gesture." It is also appropriate when

you recognize that you are wrong .The drawbacks are that your own ideas

and concerns don't get attention. You may also lose credibility and futureinfluence.


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The Five NegotiatingStylesAvoidance -

This results from a low concern for your group's own interests coupled

with a low concern for the interests of others. The outcome is "lose/lose."

This strategy is generally used when the issue is trivial or other issues are

more pressing. It is also used when confrontation has a high potential for

damage or more information is needed. The drawbacks are that important

decisions may be made by default.


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Avoiding Confrontationsand Responding toHostile SituationsOther Elements that affect negotiation

Communications: be careful about using the phone, e-mail, and other

non-visual communication vehicles. A lack of facial expressions, vocal

intonation, and other cues can result in a negotiation breakdown.Constantly reiterate your interest in the other side's concerns and your

determination to find a mutually satisfactory resolution.

Personalities: be conscious of aspects of your personality such of your

own needs and interpersonal style as well as the other person's personality;

these factors will play a key role and understanding yourself will be animportant factor

Your own personality and style: how much you trust the person; how

free with your emotions; how much you want to conceal or reveal;

.


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Avoiding Confrontations andResponding to HostileSituations

Other Elements that affect negotiation

Physical space: sometimes where the negotiation takes place can be

important; are we negotiating in a space we are uncomfortable and other is

comfortable?

Past interaction: if there is a history of conflict resolution with this

person, think about how this history might affect the upcoming negotiation

Time pressure: Think about whether time pressure will affect the

negotiation and whether you need to try to change this variable?

Values: be aware that people place very different values on elements of a

negotiation. For example, in negotiating for a job, you may place a high

value on location and relatively lower on salary. Finding out what is "valued"

is one of the key parts of negotiation..


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Managing Cross CulturalConflicts and Differences


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What is Culture?

Culture in general is concerned with beliefs and valueson the basis of which people interpret experiences and

behave, individually and in groups. Broadly and simply

put, "culture" refers to a group or community with which

you share common experiences that shape the way you

understand the world.


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Managing Cross CulturalConflicts and DifferencesFour Cultural Dimensions

Directness

(get to the point versus imply the messages)

Hierarchy

(follow orders versus engage in debate)

Consensus

(dissent is acceptedversus

unanimity is needed)

Individualism

(individual winners versus team effectiveness)


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Cross-Cultural Communication Challenges

Eye Contact Culture Shock

Respecting Differences and Working Together

Building Trust Across Cultural Boundaries

Harnessing the Power of Diversity


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Guidelines for Multicultural Collaboration

Learn from generalizations about other cultures, but

don't use those generalizations to stereotype. Use

them rather to understand better and appreciate othermultifaceted human beings.

Practice, practice, practice.

Don't assume that yours is the only right way tocommunicate. Keep questioning your assumptions

about the "right way" to communicate. Communicate

trust and build rapport by talking in your client's

preferred mode.


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Search for ways to make the communication work,

rather than searching for who should receive the blame

for the breakdown

Listen actively and empathetically. Try to put yourself in

the other person's shoes.

Honor others' opinions about what is going on.

Suspend judgment, and try to look at the situation as

an outsider.


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Honest acknowledgment of the mistreatment that has

taken place on the basis of cultural difference is vital for

effective communication. Use this as an opportunity to

develop trust.

Awareness of current power imbalances is necessary

for understanding each other and working together.

Remember that cultural norms may not apply to the

behavior of any particular individual. We are all more

complicated than any cultural norm could suggest.


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Characteristics thatWorks Against Meetingof MindsHow can you overcome them?

Differences How to overcome them

Perception Open communication to allow bothmembers to explain their respective

viewpoints and rationale

Values and beliefs Understanding and tolerance from

both membersPower Understand the importance of team

synergy and working in harmony to

achieve team goals


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Creative Problem Solvingand Decision MakingSkills

Divergent Thinking

Convergent Thinking

Discussions and Flowcharts.

BRAINSTORMING


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Have an Agenda

Have an Activity Schedule

Have a Checklist

Have a To-do list

Time Management Techniques


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1. Define the problem

2. Analyze Potential Causes

3. Identify Possible Solutions

4. Select Best Solution

5. Develop An action Plan

6. Implement Plan and Monitor Progress

Six Steps to Decision Making


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Persuasive CommunicationStrategies and Choosing theRight Strategy for Performance

The Seven Triggers of Persuasion

Contrast

Because all judgment is relative, use contrast to make your

argument appealing. Establish a benchmark, one that lets

your proposal show up in a favourable light. If you aretrying to explain to your team that a round of retrenchment

is a reasonable step by management, for example, mention

other companies that had to layoff many thousands more

workers.

Reciprocity

Most people feel that if they have been given something,

they should give something in return. Wise leaders are first

givers, than takers. Always be ready to make the first

concession in a negotiation. Cooperate in little things, so

that you can win the big things later.


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Commitment and Consistency

Get small initial commitments. You will bind your team in a

web of commitment that will ultimately extend to largerissues. People like to believe that they are behaving

consistently, so establishing a consistent pattern of

commitment is essential. Smart facilitators know this and

get negotiating parties to agree on ground rules first, both to

have the rules and to establish the pattern of agreement.

Authority

Leaders are naturally given the authority that comes with

the position. It is yours to keep or to lose. Dress and act the

part.


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Scarcity

We naturally want things that we perceive as scarce. Cultivate this

sense of scarcity in your team by creating a vision of the team(company) as unique, something rare, and difficult to achieve.

Conformity

While we like to believe otherwise, the need to conform or be part

of a successful team is strong. Enlist your team to your cause, not

by asking them to join you, but by asking them to join a successfulteam that you are leading.

Likeability

We naturally like to associate with people we like. Stress similarities

you have with your team, and look for ways to build bridges to them

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