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General l cs lead
- 2. http://www.youtube.com/watch?v=4khwf3EJ4SY - Video (Teams in voluntary organizations)
- 3. What do you define as success? Success = Strategy + organizational execution
- 4. What is the key factor that contributes or organizational effectiveness? “The work of leadership is to get results through high performance teams inspired by trust”
- 5. How do you inspire trust? Character – Integrity, Values, Purpose, vision. Competence – Ability, skills, results, past performance
- 6. PEOPLE TRUST PEOPLE WHO MAKE THINGS HAPPEN IN THE RIGHT WAY.
- 7. Think of 2 situations One – You trusted a co- worker/Team mate. 1. What was your relationship like? 2. How quickly did you get work done?
- 8. “Trust each other again and again. When the trust level gets high enough, people transcend apparent limits, discovering new and awesome abilities for which they were previously unaware.”
- 9. Video about trust in teams – http://www.youtube.com/watch?v=pYwYIrRohsY
- 10. Stages in the development of a team
- 12. Forming Team polite stage (everyone agrees most times) Teams are positive, excited and optimistic. High dependence on leader for direction. Individual roles and responsibilities and unclear. Team needs to define its purpose and “why” that will guide everyone through the term.
- 13. What can the leader do? 1. Define team values by asking: What are the values of our organization? What are three of my core values? How do I connect my value to the value of the organization? Define 3 common value statements of the team using this.
- 14. 2. Create Team Purpose along with the team: Answer these questions to define your purpose: - How is our project contributing to our overall LC vision? - What would be missing without this project? - What is the impact “we as a team together” want to achieve
- 15. 3. Train the team
- 16. 4. Creating a team plan Project Goal Key Action Week Current Next/Acti Action steps for wise situation on steps steps the month action steps
- 17. 5. Understand the team and build inter-personal relationships Do the belbin assessment test with the team to understand every individuals team role and contribution. Have bi-weekly informal meetings with the team. Remember – TRUST your team and inspire TRUST in your team through your values and performance. Be a good listener
- 18. In groups of 3 What are the few things you will do in the forming stage with your team? How will this positively impact performance and culture in the LC? What are some of your strengths that allow you to focus on this stage and build a strong foundation for the team?
- 19. Storming
- 20. What is the team characterized by? Decisions don’t come easily within the group. Number of disagreements increase. There are many suggestions and ideas. Team members tend to form an opinion of each other and the leader. The team and the leader realize that the project is more challenging than expected. Some things may not go as per plan.
- 21. What can the leader do? 1. Make goals, roles and responsibilities very clear: If the team understands who is responsible for what, the INDIVIDUAL bottom line of EVERY member along with the overall goal, confusions will be lesser. Ensure the team has a week wise plan which is being followed. Have an EFFECTIVE weekly meeting to get quick updates.
- 22. How to do effective meetings? Define the objective and purpose of the meeting. Have a concrete and timed agenda. 2 hours is ideal. Carry minutes of the previous meeting with you. Ask the right questions. Listen and be open to suggestions/ideas. Being decisive is important!
- 23. 3. Individual meetings with the team Have a conversation about goals vs. achieved Appreciate the individual for what is going right and create a POA with him/her to fix something that isn’t working out. Focus on the individual learning by asking questions: 1. What do you think are your strengths? 2. What have you learnt? 3. What do you want to learn in the coming 2 or 3 months? Ask the individual if he/she has any feedback for you as a leader.
- 24. In groups of 3 1. How will I as a leader ensure maximum synergy and coordination at this stage to drive performance? 2. What are they key leadership behaviours that are going to be necessary at this stage? 3. How will I ensure the team continues enjoying work and is still focused?
- 25. Norming
- 26. What is the team characterized by? Agreement and consensus. Big decisions are made. Results improve on the team. The team starts bonding more at social occasions as well. Shared respect for each other and the leader.
- 27. What can the leader do? Beware that the team may bounce back to the storming stage – this needs to be solved through coaching and informal social activities. Give some team members additional responsibilities. Will make them feel they are trusted! Provide constructive feedback to resistant and difficult team members constantly.
- 28. In groups of 3 What are the 3 key things you will do in the norming stage with your team? How will this positively impact performance and culture in the LC? What are some of your strengths that allow you to focus on this stage and build a strong foundation for the team?
- 29. Performing
- 30. What is this stage characterized by? The team is more strategically aware. The team knows it is moving towards meeting its purpose. Members are self-driven with a will to achieve organizational goals and reflect on their individual learning.
- 31. What the leader can do? Keep the enthusiasm level high constantly! Make sure members are thinking about their individual learning and doing more because they value what they have learnt. Over-see and not give too much advise. Let team members learn from leading themselves.
- 32. In groups of 3 What are the 3 key things you will do in the norming stage with your team? How will this positively impact performance and culture in the LC? What are some of your strengths that allow you to focus on this stage and build a strong foundation for the team?
- 33. Remember Without building trust, your team will not follow these stages of development. Individual development is AS important as meeting organizational goals! Being goal and impact oriented in meetings is good. ALWAYS talk about the bigger picture! None of this will work unless YOU are not performing to your best! High performance teams with the right value will TRANSFORM YOUR LC culture!
- 34. Activity
Hinweis der Redaktion
- Once the team has gone through self-awareness and personality tests – begin this and towards the end of the coaching visit.
- Now, you have the strategy. What you need to do is implement!
- Talk about first trusting each other, getting things done, and inspiring Teams through results and work done by EB team. Then move on to the 4 stages of team development.
- It all begins with the individual VP inspiring trust. At this stage make them put down the three key things they will do to inspire trust in the teams they are leading and within their teams. STRESS on how performance + values play a Huge role in building and inspiring trust!
- Talk about how teams will only trust them if they MAKE IT HAPPEN. Talking is not the most important doing is. It is doing simple and effective things that can make things happen – doing this keeping your vision and values in mind always.
- Think of both situations. Think about how trust played a huge difference. When you inspire trust in people, you can make things happen faster. Trust is not intangible because it gives you tangible results – goal achievement. While coaching give them examples.
- For the EB team and the leadership journal. Think of situations where team members trust each other – because of character and competence leading to performance. Think of the possibilities of this team. Imagine a situation where you inspire trust in the team, the team has the right purpose and values and is performing. What do you think this will do to the LC? How will it impact culture?
- Then move on to the stages in the development of a team and what to do in each stage. However before moving on talk about how building trust is important in building culture and high performance.
- Explain how going through this can lead to a high performance team. Only if the leader is focusing and the team is receptive. There is a direct relationship between focus, trust and the right relationships between people which leads to high performance.
- Every team needs to have common team values and principles that align to the organizations ultimate vision.
- Your Team Purpose needs to guide the team and you throughout the term. The importance of a task is determined by whether it brings you closer to your purpose or not.
- Talk about how the person understanding and having the right skill comes from training. Training needs to be the focus in the first 7-10 days. Training enhances talent, the right thought and approach.
- Use this format to create team plans. Your year projects come from the team plans.
- Ensure they are objective and concrete in the answers. Ask some people to share. Give good input. Give positive feedback in an encourgaing way to good answers Talk about using their strengths to build the team in the forming stage.
- To make a decision – think about your end goal. Which decision/option will get you closer to the end goal?
- AIESEC is also about personal development. It is essential to have frequent individual meetings with team members to make them aware that they are learning a lot from the process and also help them perform better.
- For point number 3 – help difficult people evolve rather than only blame them.
- Ensure they are objective and concrete in the answers. Ask some people to share.
- Ensure they are objective and concrete in the answers. Ask some people to share.
- Go back to the cover story. Add 2-3 key points from here to complete it.