MODULE TWO: LEADERSHIP AND MANAGEMENT PRACTICE

1. MODULE TWO: LEADERSHIP AND MANAGEMENT PRACTICE

2. SESSION FIVE: LEADERSHIP AND TEAM PERFORMANCE • A team is a group in which members work together intensively to achieve a common group goal • The team capitalizes on the skills and personalities of its members to achieve a high degree of synergy. • A team leader …..offers instruction, guidance, direction and leadership to the team in order to realize key or defined results • Team performance… the extent to which a team meets established objectives. • Team performance is the final outcome variable of trust/confidence in leadership.

3. Importance of a team leader • Ateam is only as strong as its leader • WHY? • Because the leader sets the tone/ pace setter • It is possible to have a group of highly intelligent people working together, but their collective performance is dismal • DISCONNECT BETWEEN TEAM AND OUTCOMES • The team leader plays a central role in determining group performance. • The development and cohesion of a team only occurs when there is a feeling of SHARED LEADERSHIP among members. • Team leaders should inspire and motivate people to change

4. ROLES OF LEADERS/MANAGERS (COVERED IN MODULE ONE) • INTERPERSONAL ROLES (inter-relationships..leader, liason, headship)) • INFORMATIONAL ROLES (Communication within and outside)…monitoring, disemination, spokesperson) • DECISIONAL ROLES (conflict resolver, resource allocation, entrepreneur, negotiation)

5. MANAGEMENT/LEADERSHIP SKILLS (COVERED IN MODULE ONE) • TECHNICAL SKILLS • HUMAN RELATIONS SKILLS • CONCEPTUAL SKILLS • DIAGNOSTIC / STRATEGIC SKILLS

6. Characteristics of a strong (cohesive) team In a strong team there is: • Commitment to the team, • Appreciation of the strengths of each other, • Lots of time spent together, • Free communication of feelings and opinions • Helping out each other, • Shared common interests, and • Seeking help from each other

7. CHARACTERISTICS OF HIGHLY EFFECTIVE TEAM LEADERS (output oriented) • i) Focus on their team more than themselves. • ii) Create space where people can trust one another. • iii) Focus on strengths of members, not weaknesses. • iv) Push for a higher standard. • v) Are a source of positive energy that inspires team members to be productive.

8. CHARACTERISTICS CONT…. vi) Are level-headed and do not get rattled every time there is a problem. vii) Serve as role models for team members to ensure that they will act in a similar. viii) Offer guidance to all members of the team to ensure they are fulfilling their roles. ix) Ensure that team morale remains high and that members are motivated to perform.

9. SESSION SIX: TIME MANAGEMENT (Dr Gakobo) • OBJECTIVES OF THIS LESSON • Plan for time • Recognize timewasters • Prioritize activities. • Apply time management techniques

10. Definition of time management • Time management is ‘the process of improving an individual or group’s ability and productivity through more efficient use of time resource • It is the ability to accomplish given tasks and goals effectively within a given time frame.

11. Planning for effective use of time • It is possible to manage time by adopting several techniques such as: • Better planning, • Prioritizing, • Delegating, • Controlling ones’ environment,

12. Planning for effective use of time • Understanding oneself/organization including identifying habits, routines and attitudes that may require change. • Time management tools are mostly simple, that is a diary and a weekly task list. • The tools should be organized according to tasks that are urgent, urgent but can wait, those that should be accomplished within the week, including allocating time to attend to personal issues. • The table below is an example of planning for tasks by prioritization, adopted from Stephen Covey's Seven habits of highly effective people. • Two important variables : Importance and urgency IMPORTANCE VS NOT IMPORTANT URGENT VS NOT URGENT

13. URGENT VS NOT URGENT

14. URGENT VS NOT URGENT

15. Effective time management practice • Unlike other resources, all people and organizations have exactly equal hours available to them daily. • It is the use of these hours that makes the difference between effective people and others. • Those who always do the most important things they need to be doing at that time, are more effective. • Effective time management is crucial to accomplishing organizational tasks as well as to avoiding wasting valuable personal or organizational assets. • To manage time properly you have to do the following three things: • Identify the things that waste your time and are not productive. • Make a list of all your tasks and prioritize the most important ones. • Draw up a daily tasks- list to make sure that all tasks are completed in time

16. Time wasters • Time wasters are all those things that are not essential to core tasks. • People may do these things because they are used to doing them, or • Because they are easier to do or • because of other people and • the demands they make or problems they cause.

17. Time wasters include • Visitors, • procrastination, • disorganization, • not being able to say no, • transport, waiting, phone calls, Television//Radio, • Social Media (Facebook, Tweeter etc,), • lack of interest, not getting started, • burn out, meetings, crisis, etc

18. Helps in making key decisions on time, thus meeting deadlines. • There is job/task satisfaction because major breakthroughs are made on time. This motivates people to work harder. • Improves performance on the job performance leading to increased productivity. • Reduces anxiety and unnecessary tensions which could lead to stress. • Helps in avoiding ‘firefighting’. • Better interpersonal relations because official time does not eat into social and family time

19. SESSION SEVEN: ATTITUDES AND CHANGE MANAGEMENT • Leadership is about attitudes • It is a way of looking at it • What do you carry along with you – ideas, • Don’t break relationships but nurture (social capital) to grow and nurture , will help later • Take responsibility, delayed gratification, be honest and balanced – things that will make you not go to a psychatrist • Set yourself up to succeed, manage your emotions • Use every situation to your advantage • Four things that makes a person a person emotional and out of control Fear hurt anger and guilt Helps to enlarge out circle of influence make it bigger: reduce your circle of concern AS A LEADER ENLARGE YOUR CIRCLE OF INFLUENCE AND REDUCE THE CIRCLE OF CONCERN

20. Definitions: Attitudes, Change and change management. • Definition of change • Types of change: • Evolutionary Vs revolutionary • Planned vs Unplanned • Punitive vs Rewarding change • Formal or informal • Forced or Voluntary

21. Defining the terms: cont • Attitudes • Definitions • Sources of attitudes • Changing attitudes

22. Importance of change in life: • In and to an individual, • In and to an organizations or any organ of governance • Emphasizes the reasons for change in every sphere of life.

23. Reasons for different attitudes towards change • Positive attitudes • Negative attitudes • How positive attitudes towards change can be developed • How negative attitudes towards change can be reduced

24. Importance of positive attitudes • Benefits of change • Effective implementation of change • To the individual, society, organizations etc

25. SESSION EIGHT: PROBLEM SOLVING TECHNIQUES AND DECISION MAKING(to start on 9th) By the end of this topic, you should be able to: • Describe basic steps in problem solving • Explain basic steps in problem solving • Evaluate basic skills in problem solving • Assess why people fail to solve problems effectively • Provide Problem Solving Hints

26. Basic Steps in Problem Solving There are five basic steps in problem solving as follows: • 1. Defining the problem; • 2. Generating alternatives; • 3. Evaluating and selecting alternatives; • 4. Implementing solutions; • 5. Getting feedback. Wednesday 24th

27. Defining the problem • you need to recognise that a problem exists, • to diagnose the situation so that focus is on the problem, not just its symptoms. • Avoid making snap judgments based on a few symptoms • but look for root causes whenever possible.

28. Generate Alternative solutions • Once the problem is been identified and its causes determined, • you will need to develop possible solutions to the problem. • Brainstorm, read, research, think, ask questions, discuss. • Look for ideas and solutions. • Learn as much as you can about the problem. • Avoid selecting one solution until several alternatives have been proposed.

29. Evaluate and select an alternative • Once you have collected the facts and data, • you can come up with several potential options. • Review the good and the bad of each option • Prospective solutions must be analyzed for their suitability to determine which is best to handle the problem. • Do careful analysis of the different possible courses of action • Selecting the best solution for implementation.

30. Implement and followup on the solution • Once the best solution is determined, put it into practice. This may be done on a limited scale at first to verify that the solution is indeed the best. Often times, it is necessary for leaders to “sell” the solution to others or facilitate the implementation by involving the efforts of others. Involving others in the implementation minimizes resistance to subsequent changes.

31. Get feedback • It is helpful to continue getting feedback to verify that the solution is working as expected and to find ways to adjust it if it is not working effectively

32. The skills of problem solving • Problem solving requires two distinct types of mental skill; analytical and creative. • Analytical thinking includes skills such as ordering, comparing, contrasting, evaluating and selecting. • It helps to select the best alternative from those available by narrowing down the range of possibilities.

33. The skills of problem solving cont.. • Creative thinking uses the imagination to create a large range of ideas for solutions. • It requires us to look beyond the obvious, creating ideas which may, at first, seem unrealistic or have no logical connection with the problem. • There is a large element of creative thinking in solving open problems. Effective problem solving requires a mixture of both.

34. Why people fail to solve problems • Solving problems is a complex process and some of the reasons why people fail to find effective solutions include: • Not being methodical, • Lack of commitment to solving the problem, • Misinterpreting the problem, • Lack of knowledge of the techniques and processes involved in problem solving, • Having insufficient or inaccurate information, • Inability to combine analytical and creative thinking • Failure to ensure effective implementation.

35. Problem solving hints • Take time to examine and explore the problem thoroughly before setting out in search of a solution • Break the problem into smaller parts thus making it much easier • You can always do something where a problem presents itself • A problem is not a punishment but an opportunity to show how powerful you really are • Formulation of a problem determines the range of choices • Be careful not to look for a solution until you understand the problem, and be careful not to select a solution until you have a whole range of choices

36. Problem solving hints cont…. • A wide range of choices (ideas, possible solutions) allows you to choose the best from among many options • Solve the problem that really exists, not just the symptoms of a problem • Procrastinators finish last • Denying a problem perpetuates it.