day 1 presentation cohe 1

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International Leadership, Management and Entrepreneurship Program

Leadership, Management and Entrepreneurship workshop

ByDr. Henry Efegbere

GLOBAL COMMUNITY HEALTH FOUNDATION

Agenda: Monday 25 July 2011 Time Sessions

11:00 – 13:00Opening Session Review Leadership, Management and Entrepreneurship workshop and objectives Review workshop agenda Introductions and Expectations Establish ground rules

13:00 – 14:00 Break

14:00 – 15:00 Session 1: Team Building Overview Introduce team concepts and its relevance within the Fellowship program Roles and interconnectedness of the Fellowship family Characteristics/stages of a functional team

15:00 – 15:30 Game

15:30 – 16:30 Lessons from the game

Session 2: Common team challenges Using the ladder of inference Session 3: Emotional Intelligence

16:30 – 17:00 Intro to the world of personal computers & close

OBJECTIVES

Clarify the different groups involved Clarify team work concepts, its relevance,

application and strengths Discuss the different aspects of team work and

their unique characteristics/stages Propose tools and techniques that promote

productive conversations Ability to practice the new skills

Fellowship Program Standards Client satisfaction Professionalism Good attitude Timeliness Precise and accurate information

Fellowship Family: different teams

Facilitators

Mentees Mentors

Resource persons

Advisory board

Fellowship Program: Roles and interconnectedness

MentorsMSH/others

Advisory board

Mentees Facilitators

PEPFAR HP Fellowship Family

Game A: Individual exercise to predict what I haveGame B:Working in groups, produce a replica of what I

Team building exercise: team characteristics

• What went well and why? • What went wrong in your group? • What have we learnt? • How can teams be encouraged to produce better

results? • Someone felt out of place within the teams, why

was that?

Checklist for well-functioning teams

1. Purpose2. Priorities3. Roles4. Decisions5. Personal abilities6. Group rules

Checklist for well-functioning teams

1. Purpose: team mates proudly invest in accomplishing the task

2. Priorities: team mates are convinced about what to do and work towards achieving it

3. Roles: team mates are clear of who is leading the group and everybody feels part of the process

4. Decisions: decision-making lines (informal) are clearly understood and accepted

5. Personal abilities: team mates feel that their contributions are valued and utilised

6. Group rules: established together, followed through and respected by team mates

Who is an effective leader or team mate? Effective leadership reflects in our big

and small decisions It reflects in the way we interact with our

family, colleagues and friends It reflects in the way we greet people It aligns people around an objective

How can I be an effective leader or team mate?

By being emotionally intelligent!

What does it mean to be emotionally intelligent?

Fully developing and applying emotional and social skills

Using improved skills to positively influence our facility and community

Two Levels of Emotional Intelligence

Core skills: Intelligence needed by everybody who is in contact with people

Higher order skills: Intelligence needed by those managing others at home, work, community e.t.c

First level of skillsCore skills: Intelligence needed by

everybody in contact

with people Knowing yourself Maintaining control Reading others Perceiving accurately Communicating with flexibility

Higher Level of Emotional IntelligenceHigher order skills: Intelligence needed by

those managing

others at home, work, community e.t.c Taking responsibility Generating choices Embracing a vision Having courage Demonstrating resolve

Blocks to Emotional Intelligence Fear and worry Avoiding pain Anger and prejudice Blaming others Negative self image Unrealistic expectations

Team mate from hell!

Case study: Sister Temmy

Lessons from the play: common team problems

Communication – bad listening & lack of understanding

Lack of appreciation of each team member

Using the Ladder of Inference

Sister Temmy Case Study

Case study analysis

• What were the observable facts?

• What was the data Sister Temmy selected?

• What were her interpretations?

• What were her conclusions?

• What blocked Temmy’s emotional intelligence?

Ladder of Inference:

Observable data

Selected data

Interpretation

Conclusion

How can we improve our communication?

• Distinguishing observations/facts from interpretations

• Knowing our interpretations are partial and subjective

• Looking for data to sustain our interpretations

• Enrich our interpretations with other’s point of view

The more data we add, the more accurate our picture of the world and

the better our decision making process

How can I not be like Temmy?I need to know myself by: Recognizing my emotions Differentiating between the emotions Understanding the reasons behind each

emotions

How can I not be like Temmy?I need to MAINTAIN CONTROL by: Delaying or resisting an impulse or

temptation to act Controlling aggressive, hostility and

irresponsible behaviour Managing emotions in a flexible and

adaptable way

It is about staying calm and composed amidst chaos and confusion.

How can I not be like Temmy?I need to READING OTHERS by: Being aware of the emotions of others Appreciating the emotions of others Understanding how and why people feel

and act the way they do

How can I not be like Temmy?I need to PERCEIVE ACCURATELY by: Accurately assessing a situation Having clear vision Keeping a broad perspective and being

objective

Perceiving accurately is about tapping into the emotional

information available to us in a detached way so that we

can assess a situation objectively.

Exercise: Knowing yourself (20 minutes)

1. Reflect on a recurrent problem you face in your facility, community or family that create some sort of emotional tension

2. Picturing the problem, write down the feelings and emotions that it brings up

3. Now ask yourself, why am I having these feelings? Keep asking why behind the emotions

4. Based on your self enquiry, write out some new ways on how to act when faced with the situation again.

Exercise: maintaining control (plenary)

Exercise: Reading others (plenary)

1. Who do you know who reads others well?

2. What do they do that make you feel that they read others well?

3. How do you feel around them?

Remember: reading others takes practice. You can develop this skill by receiving feedback and try not to be defensive.

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