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Leadership and team management presentation 18-10-18

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Joe Erskine BEng (Hons) CEng MIET PMP

Leadership & Team Management Lecture Slides. Presented on 18/10/18 to 2nd year engineering students @ UWE .

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Leadership & Team Management Presentation by Joe Erskine Global Services Controls Engineering Leader @BHGE 18th October 2018
What is Leadership…? “Leadership is about inspiring & influencing a team to deliver”
Define a Leader • Leadership cannot really be taught. It can only be learned. Harold S. Geneen • Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership Colin Powell.
What leadership is not:
Exceptional Leaders • What made them exceptional? • What qualities, skills and behaviors do they demonstrate?
What makes an exceptional leader
Exceptional Leaders qualities 1. Great Communicators 2. Transparent 3. Great Recognisers 4. Coaching 5. Honestly 6. Fairness 7. Motivators 8. Inspirational
Great Communicators • Be a great Communicator Communication is essential in any relationship. Make sure you establish clear paths of communication with your teams and make time for regular touchpoints. Part of communication is about being approachable. Create an environment where people feel comfortable asking you questions and asking for help when needed. 8 Simple Secrets of Great Communicators: 1. Build the Relationship First— Always 2. Know What You're Talking About 3. Listen More Than You Speak 4. Connect emotionally 5. Focus on Understanding What the Other Person Is Saying 6. Use a Feedback Loop 7. Read body language 8. Skip the jargon
Transparent Definition: Allowing light to pass through so that objects behind can be distinctly seen.1 What does this mean in Leadership? o Being proactive about the information you share and most important – if you are asked a direct question give a direct honest answer.2 o Being open and vulnerable o Clear and non evasive. Stop rumours or uncertainty. Transparent Leadership is key to fostering a culture of trust between leaders and their employees who are kept in the loop and understand there role to play within a company.
Great Recognisers o Leading in establishing a culture that recognizes great work. As you appreciate your teams efforts, you see them rise to the next occasion. o Here are five tips to remember to ensure your recognition is meaningful: 1. Be timely. Recognize as close to the moment as possible. 2. Be specific. Call out exactly what they did and keep the recognition in context. 3. Recognize in the appropriate volume/scale. 4. Focus on being authentic rather than automatic. 5. Make sure it’s tied to the employee’s perception of value.
Coaching Leaders have been put into a leadership position because they are good at what they do. As a leader, its important to take this opportunity to share your insights and guide your employees new ways to approach their work. • allowing you to find your own path to the solution…subtle difference but important if we are to • Hold Training meetings • Lunch roundtables • One to One coaching and guidance sharing your experiences (the good and the bad) Creating an overall atmosphere of encouragement, collaboration, communication build self thinking people.
Honest Honesty is right up there with transparency when it comes to critical leadership qualities. • Everyone makes mistakes, but if you create an environment where employees feel safe to admit their mistakes, everyone benefits from what can be learnt. • Promote open and honest communication • It establishes your working culture, • It creates consistent workplace behaviour • Earning Respect
Fairness Practice Fairness - Showing people you value the work they do by treating them fairly. If one of your employees excels at something and would be better suited for a project than a more senior member of the team, help them work together. As you encourage fairness across the board, your employees will have greater respect for you. • Fairness encourages an ethical culture Don’t Play Favourites – Playing Favourites will get you nowhere. It will leave your team members frustrated and upset that they are not getting the same opportunities. Promote equality by encouraging and advocating your employees
Motivators Motivation can be defined as “the extent to which persistent effort is directed toward a goal” Motivational leadership refers to someone leading others by motivating them to strive for certain goals rather than simply act on orders. People are motivated by many factors. Abraham Maslow developed a theory that humans have five sets of needs that are arranged in a hierarchy.
Leadership and team management presentation 18-10-18
Inspirational Definition: Inspirational Leadership is about energizing and creating a sense of direction and purpose for employees and excitement and momentum for change. Inspirational Leaders: 1. Provide an inspiring vision and strategic alignment, 2. Faces up to challenges 3. Encourage extraordinary performance from people. They Imspire. 4. Are Authentic 5. Have Courage 6. Stay Curious – with Innovation and a eagerness to continue to learn
Leadership and team management presentation 18-10-18
Leadership Traits • Emotional stability (EI) • Dominance • Enthusiasm • Conscientious • confidence • Tough Mindedness (EI) • Compulsiveness • High Energy • Intuitiveness • Maturity (EI) • Team Orientated • Empathy (EI) • Charisma
Emotional Intelligence
Emotional Intelligence • Recognise, understand and manage our own emotions • Recognise, understand and influence the emotions of others
Leadership Styles Choosing the Right Style for the Situation
Situational Leadership Situational leaders learn to demonstrate four core, common and critical leadership competencies: 1. Diagnose - an individual’s Performance Readiness to complete a specific task 2. Adapt - Adapt leader behaviour based on the diagnosis 3. Communicate - Communicate an influence approach in a manner that followers can both understand and accept 4. Advance - Advance by managing the movement toward higher performance Situational Leadership the ability to adjust between styles and behaviours to a specific situation to reflect the peoples needs
What is a Team? • “A group of people with a full set of complementary skills required to complete a task, job, or project.” • “A team is a group of individuals working together to achieve a goal.” • “A Team is a number of people with complementary skills who are committed to a common purpose, performance goal, and approach for which they hold themselves mutually accountable” So how do you manage and get the best Performance from a team..?
Why work as a Team..? • Large complex scopes of work can be broken down in to small unit to be achieved. • Learning from each other, individuals may not possess all the skills regard to win on there own. • More motivation
Team Management • Selection o Analysing Team roles o Forming the Team o Establishing Team goals o Matching Team to Task • Bonding o Establishing Team Trust • Development o Balancing Skills within the Team o Ways to formulate Goals o Maximizing Team Performance o Improving Team Efficiency • Optimizing Performance o Maximizing Performance o Team Dynamics o Four Stages of Team Development o Managing Tactics o Resolving Conflicts • Assessment o Project or Goal Check “Good management” helps people function at their best and meet their goals.
The Team Development Model, identified by Bruce Tuckman offers a foundational definition of the stages teams go through during their lifecycle. • Forming • Storming • Norming • Performing • Adjourning Team Development Model
Leadership and team management presentation 18-10-18
Barriers to Team building • Credibility of the Team Leader • Unclear project objectives • Inadequate planning • Changing goals and priorities • Lack of team definition and structure • Confusion about roles and responsibilities • Performance appraisals that fail to recognize teamwork • Excessive team size (Optimum size 7 – 25) • Team don’t get along • Communication breakdown
High Performing Teams Common Characteristics of a High Performing team are: • Goals are clearly defined and matched with measurable outcomes • Accurate effective 2-way communication • Leadership is shared and participation encouraged • Effective decision making and problem solving • Team identity and cohesiveness • Diverse backgrounds and experience Cooperation and collaboration • They share a common identity
Communication Channel Formula No. of channels = n ( n − 1) / 2 Examples • 5 People -> 5(5 − 1) / 2 = 10 channels • 10 developers -> 10(10 − 1) / 2 = 45 • 50 engineers 50(50 − 1) / 2 = 1225 channels
Leadership and team management presentation 18-10-18

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Leadership and team management presentation 18-10-18

  • 1. Leadership & Team Management Presentation by Joe Erskine Global Services Controls Engineering Leader @BHGE 18th October 2018
  • 2. What is Leadership…? “Leadership is about inspiring & influencing a team to deliver”
  • 3. Define a Leader • Leadership cannot really be taught. It can only be learned. Harold S. Geneen • Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership Colin Powell.
  • 5. Exceptional Leaders • What made them exceptional? • What qualities, skills and behaviors do they demonstrate?
  • 6. What makes an exceptional leader
  • 7. Exceptional Leaders qualities 1. Great Communicators 2. Transparent 3. Great Recognisers 4. Coaching 5. Honestly 6. Fairness 7. Motivators 8. Inspirational
  • 8. Great Communicators • Be a great Communicator Communication is essential in any relationship. Make sure you establish clear paths of communication with your teams and make time for regular touchpoints. Part of communication is about being approachable. Create an environment where people feel comfortable asking you questions and asking for help when needed. 8 Simple Secrets of Great Communicators: 1. Build the Relationship First— Always 2. Know What You're Talking About 3. Listen More Than You Speak 4. Connect emotionally 5. Focus on Understanding What the Other Person Is Saying 6. Use a Feedback Loop 7. Read body language 8. Skip the jargon
  • 9. Transparent Definition: Allowing light to pass through so that objects behind can be distinctly seen.1 What does this mean in Leadership? o Being proactive about the information you share and most important – if you are asked a direct question give a direct honest answer.2 o Being open and vulnerable o Clear and non evasive. Stop rumours or uncertainty. Transparent Leadership is key to fostering a culture of trust between leaders and their employees who are kept in the loop and understand there role to play within a company.
  • 10. Great Recognisers o Leading in establishing a culture that recognizes great work. As you appreciate your teams efforts, you see them rise to the next occasion. o Here are five tips to remember to ensure your recognition is meaningful: 1. Be timely. Recognize as close to the moment as possible. 2. Be specific. Call out exactly what they did and keep the recognition in context. 3. Recognize in the appropriate volume/scale. 4. Focus on being authentic rather than automatic. 5. Make sure it’s tied to the employee’s perception of value.
  • 11. Coaching Leaders have been put into a leadership position because they are good at what they do. As a leader, its important to take this opportunity to share your insights and guide your employees new ways to approach their work. • allowing you to find your own path to the solution…subtle difference but important if we are to • Hold Training meetings • Lunch roundtables • One to One coaching and guidance sharing your experiences (the good and the bad) Creating an overall atmosphere of encouragement, collaboration, communication build self thinking people.
  • 12. Honest Honesty is right up there with transparency when it comes to critical leadership qualities. • Everyone makes mistakes, but if you create an environment where employees feel safe to admit their mistakes, everyone benefits from what can be learnt. • Promote open and honest communication • It establishes your working culture, • It creates consistent workplace behaviour • Earning Respect
  • 13. Fairness Practice Fairness - Showing people you value the work they do by treating them fairly. If one of your employees excels at something and would be better suited for a project than a more senior member of the team, help them work together. As you encourage fairness across the board, your employees will have greater respect for you. • Fairness encourages an ethical culture Don’t Play Favourites – Playing Favourites will get you nowhere. It will leave your team members frustrated and upset that they are not getting the same opportunities. Promote equality by encouraging and advocating your employees
  • 14. Motivators Motivation can be defined as “the extent to which persistent effort is directed toward a goal” Motivational leadership refers to someone leading others by motivating them to strive for certain goals rather than simply act on orders. People are motivated by many factors. Abraham Maslow developed a theory that humans have five sets of needs that are arranged in a hierarchy.
  • 16. Inspirational Definition: Inspirational Leadership is about energizing and creating a sense of direction and purpose for employees and excitement and momentum for change. Inspirational Leaders: 1. Provide an inspiring vision and strategic alignment, 2. Faces up to challenges 3. Encourage extraordinary performance from people. They Imspire. 4. Are Authentic 5. Have Courage 6. Stay Curious – with Innovation and a eagerness to continue to learn
  • 18. Leadership Traits • Emotional stability (EI) • Dominance • Enthusiasm • Conscientious • confidence • Tough Mindedness (EI) • Compulsiveness • High Energy • Intuitiveness • Maturity (EI) • Team Orientated • Empathy (EI) • Charisma
  • 20. Emotional Intelligence • Recognise, understand and manage our own emotions • Recognise, understand and influence the emotions of others
  • 21. Leadership Styles Choosing the Right Style for the Situation
  • 22. Situational Leadership Situational leaders learn to demonstrate four core, common and critical leadership competencies: 1. Diagnose - an individual’s Performance Readiness to complete a specific task 2. Adapt - Adapt leader behaviour based on the diagnosis 3. Communicate - Communicate an influence approach in a manner that followers can both understand and accept 4. Advance - Advance by managing the movement toward higher performance Situational Leadership the ability to adjust between styles and behaviours to a specific situation to reflect the peoples needs
  • 23. What is a Team? • “A group of people with a full set of complementary skills required to complete a task, job, or project.” • “A team is a group of individuals working together to achieve a goal.” • “A Team is a number of people with complementary skills who are committed to a common purpose, performance goal, and approach for which they hold themselves mutually accountable” So how do you manage and get the best Performance from a team..?
  • 24. Why work as a Team..? • Large complex scopes of work can be broken down in to small unit to be achieved. • Learning from each other, individuals may not possess all the skills regard to win on there own. • More motivation
  • 25. Team Management • Selection o Analysing Team roles o Forming the Team o Establishing Team goals o Matching Team to Task • Bonding o Establishing Team Trust • Development o Balancing Skills within the Team o Ways to formulate Goals o Maximizing Team Performance o Improving Team Efficiency • Optimizing Performance o Maximizing Performance o Team Dynamics o Four Stages of Team Development o Managing Tactics o Resolving Conflicts • Assessment o Project or Goal Check “Good management” helps people function at their best and meet their goals.
  • 26. The Team Development Model, identified by Bruce Tuckman offers a foundational definition of the stages teams go through during their lifecycle. • Forming • Storming • Norming • Performing • Adjourning Team Development Model
  • 28. Barriers to Team building • Credibility of the Team Leader • Unclear project objectives • Inadequate planning • Changing goals and priorities • Lack of team definition and structure • Confusion about roles and responsibilities • Performance appraisals that fail to recognize teamwork • Excessive team size (Optimum size 7 – 25) • Team don’t get along • Communication breakdown
  • 29. High Performing Teams Common Characteristics of a High Performing team are: • Goals are clearly defined and matched with measurable outcomes • Accurate effective 2-way communication • Leadership is shared and participation encouraged • Effective decision making and problem solving • Team identity and cohesiveness • Diverse backgrounds and experience Cooperation and collaboration • They share a common identity
  • 30. Communication Channel Formula No. of channels = n ( n − 1) / 2 Examples • 5 People -> 5(5 − 1) / 2 = 10 channels • 10 developers -> 10(10 − 1) / 2 = 45 • 50 engineers 50(50 − 1) / 2 = 1225 channels