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Leadership Skills: Learning and Competencies

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Teams cannot achieve their goals if team members aren’t capable enough. To combat this, managers must create an environment of continuous learning, thus contributing to the development of competence. Learn more about what makes teams competent and how to promote learning on a team with Management 3.0

https://management30.com/develop-competence/learning-competencies/
https://management30.com/practice/

Veröffentlicht in: Leadership & Management
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Leadership Skills: Learning and Competencies

  1. 1. Learning and Competencies © Happy Melly One BV (Original Management 3.0 Foundation Workshop Material)
  2. 2. Develop Competence: 
 Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 4
  3. 3. 3 Learning and competencies Teams cannot achieve their goals if team members and the team as a whole aren’t capable enough, and managers must therefore create 
 an environment of 
 continuous learning 
 and contribute to the 
 development of 
 competence.
  4. 4. What is competence? The ability to do something well. http://www.merriam-webster.com/dictionary/competence A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation. http://www.businessdictionary.com/definition/competence.html#ixzz4DSPEy6hA The ability to do something successfully or efficiently. http://www.oxforddictionaries.com/definition/english/competence
  5. 5. What makes 
 teams competent? Team communi- cation Team competence 
 structure Creative tension Individual competence Helping each other
  6. 6. What competencies does a team need? Subject matter Tools and technologies Processes and practices Soft skills
  7. 7. What levels of competence are required? Apprentice Journeyman Master
  8. 8. T-Skilled people (Generalizing specialists) Journeyman Journeyman Master
  9. 9. 1 4 2 1 0 5 5 0 1 1 Required competence levels Competences Team members Team Competence Matrix
  10. 10. What makes 
 teams competent? Team communi- cation Team competence 
 structure Creative tension Individual competence Helping each other
  11. 11. 1. Lead by example
 2. Encourage and enable self-study
 3. Training and certification
 4. Coaching
 5. Learning from failure / experiments Individual competence development
  12. 12. Learn more about individual competence, helping each other, team communicaHon, creaHve tension, and team competence structure at a Management 3.0 Workshop! www.management30.com/events/
  13. 13. What makes 
 teams competent? Team communi- cation Team competence 
 structure Creative tension Individual competence Helping each other
  14. 14. Communication Talk more Talk better
  15. 15. Establish 
 rituals Reduce/
 bridge distance Document 
 relevant 
 outcome
  16. 16. ? ? ? Powerful questions Listen/pay attention Nonviolent communication
  17. 17. What makes 
 teams competent? Team communi- cation Team competence 
 structure Creative tension Individual competence Helping each other
  18. 18. Shared 
 vision / goal Common ownership of responsibility
  19. 19. 19 Help each other through Peer Learning •Setup internal mentoring program •Pairing, exercises, games and contests
  20. 20. Knowledge hours •Regular lectures or workshops •Self-organized by teams •Everyone gets a turn to present
  21. 21. Exploration days •Everyone spends one day of learning •Try to deliver something within 24 hrs •Demo the results to colleagues
  22. 22. 22 Lead by example (again...) Ask for help – often! It is not a weakness 
 but a strength!
  23. 23. What makes 
 teams competent? Team communi- cation Team competence 
 structure Creative tension Individual competence Helping each other
  24. 24. To create creative tension you must first clearly articulate a goal / vision for the team and compare it to the current reality.
  25. 25. Team diversity Instability causes new models (ideas) to emerge. What are important aspects of diversity that you know? (Hint: it’s not just gender…)
  26. 26. Team diversity requires an attentive manager to help the team work with potential friction. 26 Use • A common team goal • Shared values • Team identity to create harmony in diversity
  27. 27. What roles make up a creative team? Broker Creator Owner – Dr. Peter Kruse, Professor for Organizational Psychology, University of Bremen, Germany
  28. 28. Management 3.0 is not another framework, it’s a mindset, combined with an ever-changing collecHon of games, tools, and pracHces to help any worker manage the organizaHon. It’s a way of looking at work systems. Management 3.0 examines how to analyze that system to come up with the right soluHons for beUer leadership across organizaHons. Management 3.0 FoundaHon Workshops are all about principles and pracHces. Combining the best of classical thinking with a fresh approach and new insights. All embedded in a social context and in the networked businesses we work in today.
  29. 29. Book your Management 3.0 Workshop today and improve your Leadership Skills. Visit www.management30.com info@management30.com www.management30.com

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