Leadership and Team building

1. Leadership and Team building Dr. Kithsiri Edirisinghe MBBS , MSc, MD (Medical Administration) Master trainer (Australia) TAFE (Australia) Cert. IVLP (USA)

2. 1. Leadership

3. Leadership

4. What is leadership? Leading people Influencing people Commanding people Guiding people

5. 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

6. 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 Managers vs. Leaders

7. Common Activities • Planning • Organizing • Directing • Controlling

8. Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision Planning

9. Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks Organizing

10. Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader Directing Work

11. Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment Controlling

12. 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 Traits

13. 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 Leadership Styles

14. 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 Leaders Take Note

15. Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome New Leader Traps

16. 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….

17. 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

18. Core Tasks • Create Momentum • Master technologies of learning, visioning, and coalition building • Manage oneself

19. 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

20. Create Momentum • Build credibility • Demanding but can be satisfied • Accessible but not too familiar • Focused but flexible • Active • Can make tough calls but humane

21. 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!

22. 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

23. 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 Manage Oneself

24. How Far Can You Go?

25. 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.

27. 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: Collaboration Through Team Building Complete the Self-Awareness Assessment. • Write down 05 good things • 05 bad things you experienced in a team

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. Collaboration Through Team Building 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.

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. Collaboration Through Team Building 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.

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 in an open, candid, honest, and trustful manner.

42. Collaboration Through Team Building Activity: “Hurricane Disaster” - problem solving and team building exercise.

43. Collaboration Through Team Building Problem Solving Process • Identifying the issue. • Setting a specific objective. • Gathering and analyzing the facts. • Developing alternatives. • Evaluating the alternatives. • Deciding and acting.

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. Collaboration Through Team Building “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.

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.

47. 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

48. When to use a team? Quality and Acceptance

49. 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

50. 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?