Leadership, team building and negotiation skill

1. PRESENTED BY : AF M ANWARUL AZIM
FIRST ASSISTANT VICE PRESIDENT
HEAD OFFICE COMPLEX BRANCH, IBBL. 1

2. LEADERSHIP
A team is a small number of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they are
mutually accountable. -Katzenbach and Smith
Leadership is an influence process that enable managers
to get their people to do willingly what must be done, do
well what ought to be done - Cribbin, J.J., Leadership:
strategies for organizational effectiveness,
Leadership is interpersonal influence, exercised in a
situation, and directed, through the communication
process, toward the attainment of a specified goal or
goals. - Tannenbaum,Weschler & Massarik
Management is doing things right; leadership is doing
the right things. — Peter F. Drucker
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3. WHAT LEADERSHIP STANDS FOR
Listen twice as much as you speak
Encourage to take calculative risk within rules
Assess the facts before making decision
Demand accountability of yourself and others
Respect those “Under” and “Above” you
Praise publically and correct privately
Expect people to do their best
Solve problems with action
Honor your word
Include others in the process
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4. PRINCIPALS OF LEADERSHIP
Know yourself and seek self improvement
Be technically proficient
Seek responsibility and take responsibility for your action
Make sound and timely decisions
Set the example
Know your people and look out for their well being
Keep your workers informed
Develop a sense of responsibility in your followers
Ensure that the task are understood
Do not over burden your followers
Put right person in the right place
Ensure continuous supervision and take corrective measures
Use optimum capabilities of your resources
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5. LEADERSHIP APPROACHES
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6. BEHAVIOR AND ATTITUDE OF
TRUSTWORTHY LEADER
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Reliability
Truthfulness
Consistency
Accepts feedback
Confidence
Collaboration
Cooperation
Communication
Predictable

7. INTERPERSONAL SKILLS OF A LEADER
Empathy
Listening skills
Insight into people
Diplomacy and tact
Patience towards people
Concern for welfare of people
Emotional security
Non competitiveness with group members
Enthusiasm for people
Satisfaction in helping others grow
Interest in the development of group members
High expectations for each group members
Ability to give authentic feed back
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8. PERSONAL TRAITS OF A LEADER
Boldness
Warmth
High tolerance for
frustration
Charisma
Inspirational
Role model behavior
Review and follow up
Performance orientation
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Risk taking
Flexibility
Generous
Forgiving
Rational
Adaptability
Skill development
Responsibility

9. DIFFERENCE BETWEEN MANAGER & LEADER
Managers administer, leaders innovate
Managers ask how and when, leaders ask what and why
Managers focus on systems, leaders focus on people
Managers do things right, leaders do the right things
Managers maintain, leaders develop
Managers rely on control, leaders inspire trust
Managers have a short-term perspective, leaders have a longer-
term perspective
Managers accept the status-quo, leaders challenge the status-quo
Managers have an eye on the bottom line, leaders have an eye on
the horizon
Managers imitate, leaders originate
Managers emulate the classic good soldier, leaders are their own
person
Managers copy, leaders show originality
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10. TEAM, TEAM BUILDING & TEAM MANAGEMENT
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Team: Two or more people working interdependently
towards a common goal. Getting a group of people
together does not make a “team.” A team develops
products that are the result of the team's collective
effort and involves synergy. Synergy is the property
where the whole is greater than the sum of its parts.
Team Building: Building a Team is an act of
improving and maximizing a group of such people who
collaborator work together to achieve a common goal.
Team Management: The direction to a group of
individuals who work as a unit. Effective teams are
result-oriented and are committed to project
objectives, goals and strategies.

11. BENEFITS OF TEAM BUILDING
Improving communication
Making the office more pleasing
Motivating a team
Getting to know each other
Getting everyone “onto an identical page”, including
goal setting
Instructing the group self-management strategies
Helping participants to find out more about themselves
(strengths & weaknesses)
Identifying and utilizing the strengths of group members
Enhancing team productivity
Practicing powerful collaboration with team members
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12. FACTORS OF SUCCESSFUL TEAM BUILDING
1. Clear elevating goal
2. Results driven structures
3. Competent Team Members
4. Right Number of Team Members
5. Perfect Team member mix
6. Unified commitment
7. A collaborative climate
8. High standard of excellence
9. Proper Leadership
10. External Support
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13. CHARACTERISTICS OF EFFECTIVE TEAMS
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14. STAGES IN TEAM BUILDING
Forming: This is the initial orientation period. The Team is unsure about
what it is supposed to do, members do not know each other well or are
not yet familiar with the way the Team leader and the other members
function. This stage is complete when the members begin to see
themselves as a part of the group.
Storming: This is a sorting out period where members begin to find their
place as Team members. The Team members now feel more comfortable
giving their opinion and challenging the Team leader's authority and
recommendations.
Norming: Team members begin to use their past experiences to solve
their problems and pull together as a cohesive group. This process should
result in the Team establishing procedures for handling conflicts,
decisions, and methods to accomplish the Team projects.
Performing: In this phase the Team has achieved harmony, defined its
tasks, worked out its relationships, and has started producing results.
Leadership is provided by the Team members best suited for the task at
hand. Members have learned how to work together, manage conflict and
contribute their resources to meet the team's purposes.

15. TEAM MEMBERS’ QUALITIES
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16. TEAM LEADER RESPONSIBILITIES
Assign clear tasks to each member
Regularly review and monitor progress of work
Ensure that the Team meets deadlines
Discuss and agree on the timetable for major
activities with the Team
Motivate Team members
Resolve conflicts
Give guidance when needed
Helps members to overcome barriers
Maintain healthy group dynamics
Regularly assess Team performance using a
checklist
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17. WHY TEAM FAILS
[EXTERNAL BARRIERS TO TEAM WORK
Work load: members are often required to work on their team
assignments in addition to a full workload or are given more
work than they are capable of handling
Team does not model the norms of behaviors that support
teams in being successful
Inadequate recognition for individual team members
Team leaders do not control or release the team members
adequately
Teams are not given adequate resources
Frequent changes in team membership
Team members resist taking responsibility for tasks expected
of them
Team’s charter is not well written
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18. WHY TEAM FAILS
[INTERNAL BARRIERS TO TEAM WORK
Team members don’t set appropriate goals for the team
and do not implement a plan for reaching them
Inadequate support from key external stakeholders
Team members don’t spend enough time planning how
they will work together
Team members don’t resolve interpersonal conflict
Teams members don’t conduct efficient meetings
Team members don’t have compatible levels of problem-
solving, analytic, or project management skills
Team members don’t know how to influence the work of
other members
Lack of consistent or clear team leadership
Inability to make decision effectively as a group
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19. NEGOTIATION
From the Latin expression, "negotiatus", "to carry on business"
Negotiation is a fact of life. People negotiate daily, often
without considering it a negotiation. Negotiation occurs in
organizations, including businesses, non-profits, and within
and between governments as well as in sales and legal
proceedings, and in personal situations such as marriage,
divorce, parenting, etc. Professional negotiators are often
specialized, such as union negotiators, leverage buyout
negotiators, peace negotiator.
Any method of negotiation may be judged by three criteria
a. Should produce wise agreement if agreement is possible;
b. Should be efficient;
c. Should improve or at least not damage the relationship
between the parties
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20. NEGOTIATION SKILLS
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21. 4 STAGES OF NEGOTIAOTION
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At the close of the meeting recap the points covered and any areas of
agreement & get confirmation

22. A SUCCESSFUL NEGOTIATOR NEEDS TO BE….
Professional
Confident, Relaxed, at ease
Open, honest, sincere & credible
Respectful of other peoples vales
Show empathy, and understanding
Committed to a WIN:WIN result
Continually enhancing their skills
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Getting too emotional
Focus on personalities, not issues
Not trying to understand the other person
Wanting to win at all costs
Regarding negotiation as confrontational
WHY NEGOTIATIONS FAILS ??

23. NEGOTIATION STYLES
COMPATIBILITY
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AVOIDER COMPROMISER ACCOMMODATOR COMPETITOR PROBLEM
SOLVER
AVOIDER Good Bad Bad Bad Bad
COMPROMISER Bad Good Good Bad Good
ACCOMMODATOR Bad Good Good Bad Good
COMPETITOR Bad Bad Bad Good Good
PROBLEM SOLVER Bad Good Good Good Good

24. TIPS FOR A SUCCESSFUL NEGOTIATION
Make sure you are clear about what you and the other
party want from the arrangement
What are your goals and which ones are most important?
What are the goals of the other parties involved and which ones
do they perceive to be the most important?
What will be the major issues be in this negotiation?
What are the strongest and weakest points in your overall
position?
What are the strongest and weakest points in the other parties
overall position?
What is the minimum you are willing to accept?
In your opinion, what is the minimum the other parties are
willing to accept?
Carry your goals with you into negotiations
Research the other side to determine their needs and
their strengths and weaknesses
Preparing supporting information for your arguments
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TIPS FOR A SUCCESSFUL NEGOTIATION
Anticipate the arguments the other side will
make and have data present that support your
side
Anticipate why the other party may say know
and low cost options that may quell the other
parties rejection.
Enlist expert opinions
Express respect for the other side’s experience
and expertise
Frame the task positively, as a joint endeavor
Remain flexible
Emphasize your openness to the other side’s
interests and concerns

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TIPS FOR A SUCCESSFUL NEGOTIATION
Be friendly
Ask probing questions
Solicit the other side’s perspective
If the other side is formal, don’t be too casual (visa-
versa). Maintain a sense of humor if its appropriate
Speak slowly, but with purpose
Stop and listen when the other side is talking
Don’t let your ego do the negotiating
Display good body language [Maintain Eye Contact,
Smile confidently, Nod in agreement when the other
party is talking, Keep hand gestures natural, Sit up
straight, Dress appropriately].
Read counterpart’s body language

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TIPS FOR A SUCCESSFUL NEGOTIATION
Listen to the other side
Never interrupt
Let the other side speak first
Silence is Golden, Don’t jump to an offer/rejection, take
your time to respond.
Never take the first offer.
Practice your best look of disappointment and politely
decline
Don’t Absorb others problems
Look for creative solutions
Write out the values that you just won’t compromise…
and don’t
Don’t be afraid to walk-away.

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