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.
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.
15.
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
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
27.
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
