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Strategies and Skillsfor Leading
High Performance Teams
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Day 1
Learning Styles
Fundamentals of High Performance Teams and TeamLeadership
Traits, Skills and Behaviour of Effective Leaders
Key Qualities of High Performance Teams
Critical Success Factors for Team Performance
Development Stages of Teams
Influencing Team Performance
Vital Communication Skills for Personal and TeamSuccess
Factors Affecting Effective Communication
Barriers to Communication and Cross Cultural
Business Communication
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20% of what we READ
30% of what we HEAR
40% of what we SEE
50% of what we SAY
60% of what we DO
90% of what we HEAR, SEE, SAY & DO
Remember:
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LEARNINGSTYLES
Visual
Auditory/verbal
Kinesthetic/tactile
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Visual learnersVisual learners relate most effectively to visual
displays like written information, notes, diagramsand pictures. They tend to prefer sitting at thefront of the classroom to avoid visual obstruction,to have a clear view of the instructor when theyare speaking so that they can see the bodylanguage and facial expression. Visual learners
often prefer to take detailed notes to absorbinformation. They learn best by writing down keypoints, and visualizing what they learn. Theyfollow written instructions better than oral ones.
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Auditory learnersAuditory learnersrelate most effectively to
verbal lectures, discussions and by listening towhat others have to say. Written information mayhave little meaning until it is verbalized or readaloud. Auditory learners like participating in classdiscussions and debates, as well as discussingideas verbally. They would rather listen to a
lecture than read the material in a textbook. Theyare good in making speeches and presentations.
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Kinesthetic /tactile learnersKinesthetic/tactile learners learn through
moving, doing and touching. Kinesthetic learnerslearn best through a hands-on approach. Theymay be considered hyperactive, take frequentbreaks and may become distracted by their needfor activity and exploration. In learning, they skimthrough learning materials to get a gist of the
content before settling down to read it in detail.They enjoy working with their hands.
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FundamentalsofHigh Performance Teams andTeam Leadership
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Teams:Work towards common goals
Personal success of team members is dependent
on others
Have an agreed and common approach
Knowledge and skills of team members are
complementary
A small number of people, usually less than twenty
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Successful
Decide whether you really need a team.
Determine your objectives and the skills needed to
achieve them.Plan a team-building strategy.
Get the team together.
Explore and establish operational ground rules.
Identify individuals strengths. Include yourself as a team member.
Check objectives.
Time meetings with care.
Dissolve the team.
Team Building
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EffectiveLeadersTraits, Skills and Behaviour
Has an understanding and appreciation of teamdynamics.
Recognizes and assesses his or her own and the teammembers strengths and weaknesses.
Is able to develop commitment to a shared purpose andvision.
Focuses on achieving, performing, stretching, demandingand challenging tasks.
Has good communication skills listens, questions andtests all assumptions.
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EffectiveLeadersTraits, Skills and Behaviour
Has the flexibility to facilitate or be directive as thesituation demands.
Is prepared for free discussions and encouragesindividual differences and disagreements.
Always moves from conflict to consensual decisions.
Provides learning opportunities encourages self-directed learning with the emphasis on the process of
learning rather than knowing.
Provides ongoing feedback appraises, rewardsachievements and focuses the team on goals and vision.
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Key QualitiesHigh Performance Teams
PurposePeople
Processes
Performance
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Critical SuccessFactorsFor Team Performance
Start with the teamDetermine responsibilities
Make people accountable
Train your people
Understand team strengths,weaknesses and self-awareness
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Critical SuccessFactorsFor Team Performance
Empower your teamDelegate work efficiently
Understand what motivates your team
Reward your team after they have
performed well
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DevelopmentStages in Team Building Forming Can we do it?
Storming We cant do it because NormingWe can do it if
Performing We are doing it!
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InfluencingTeam Building and Delegation:
How and When to Empower People
Involvement Model
Tell,
Sell,
Consult,
Join
Adding to Model
Delegate
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CommunicationSkillsFor Personal & Team Success
Listening
Asking questions
Being assertive
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CommunicationSkillsThe Communication Process
Sender ReceiverMessage Channel
Feedback
Context
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CommunicationBarriersIf your message is too lengthy, disorganized, or contains errors,
you can expect the message to be misunderstood and
misinterpreted.
Use of poor verbal and body language can also confuse themessage.
Tend to stem from senders offering too much information too fast.
When in doubt here, less is oftentimes more. It is best to be mindful
of the demands on other peoples time, especially in todays ultra-
busy society.
Your audiences culture, making sure you can converse and deliver
your message to people of different backgrounds and cultures
within your own organization, in this country and even abroad
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Day 2
Understanding Different Personalities
Behaviour Focused Business Communication Keysto Influencing People
Managing Difficult Situations and BehavioursAvoiding Confrontations and Responding to Hostile
Situations
Managing Cross Cultural Conflicts and Differences
Characteristics that Works Against Meeting of MindsCreative Problem Solving and Decision Making Skills
Persuasive Communication Strategies and Choosingthe Right Strategy for Performance
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PersonalitiesUnderstanding Different Personalities
Dominant * Driver
Authority, varied activities, prestige, freedom, assignments promoting growth, bottom-line
approach, opportunity for advancement.Stable * Steady
Security in situations, sincere appreciation, repeated work patterns, time to adapt to change,
limited territory of responsibility, identification with group, areas of specialisation.
Influencing * Inspiring
Social esteem and acceptance, freedom from details and control, people to talk to, positive
working conditions, recognition for abilities, opportunity to motivate and influence others.
Compliant * Correct
Autonomy and independence, controlled work environment, reassurance, precise
expectations and goals, exact job descriptions, planned change.
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The 4 RsManaging Difficult Situation & Behaviours
Review
Stop
Look
Listen
Reframe
Respond
Resolve
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Avoiding Confrontationsand Responding toHostile SituationsWhat not to do in conflict situations The Dirty Dozen
Yelling
Blaming
Reacting Defensively
Focusing on perceived intentions
Not dealing with the situation
Making subtle digs and sarcastic remarks
Making personal insults Complaining constantly about the situation
Issuing Ultimatums
Pushing harder and harder for your way
Sending flaming e-mail messages
Going to others rather than the source
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Avoiding Confrontationsand Responding toHostile SituationsWhat to do in conflict situations The
Magnificent Seven
Go to the source Stay in control
Stay focused on the issues
Actively listen
Be straight and sincere
Go for solutions
Assume the other person means
well
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The FiveNegotiating Styles
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The Five NegotiatingStylesCollaboration -
This results from a high concern for your group's own interests, matchedwith a high concern for the interests of other partners. The outcome is
"win/win." This strategy is generally used when concerns for others are
important. It is also generally the best strategy when society's interest is at
stake. This approach helps build commitment and reduce bad feelings. The
drawbacks are that it takes time and energy. In addition, some partners
may take advantage of the others' trust and openness. Generally regardedas the best approach for managing conflict, the objective of collaboration is
to reach consensus.
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The Five NegotiatingStylesCompromise -
This strategy results from a high concern for your group's own interests
along with a moderate concern for the interests of other partners. The
outcome is "win some/lose some." This strategy is generally used to
achieve temporary solutions, to avoid destructive power struggles or when
time pressures exist. One drawback is that partners can lose sight of
important values and long-term objectives. This approach can also distractthe partners from the merits of an issue and create a cynical climate.
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The Five NegotiatingStylesCompetition -
This strategy results from a high concern for your group's own interests
with less concern for others. The outcome is "win/lose." This strategy
includes most attempts at bargaining. It is generally used when basic rights
are at stake or to set a precedent. However, it can cause the conflict to
escalate and losers may try to retaliate.
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The Five NegotiatingStylesAccommodation -
This results from a low concern for your group's own interests combined
with a high concern for the interests of other partners. The outcome is
"lose/win." This strategy is generally used when the issue is more important
to others than to you. It is a "goodwill gesture." It is also appropriate when
you recognize that you are wrong .The drawbacks are that your own ideas
and concerns don't get attention. You may also lose credibility and futureinfluence.
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The Five NegotiatingStylesAvoidance -
This results from a low concern for your group's own interests coupled
with a low concern for the interests of others. The outcome is "lose/lose."
This strategy is generally used when the issue is trivial or other issues are
more pressing. It is also used when confrontation has a high potential for
damage or more information is needed. The drawbacks are that important
decisions may be made by default.
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Avoiding Confrontationsand Responding toHostile SituationsOther Elements that affect negotiation
Communications: be careful about using the phone, e-mail, and other
non-visual communication vehicles. A lack of facial expressions, vocal
intonation, and other cues can result in a negotiation breakdown.Constantly reiterate your interest in the other side's concerns and your
determination to find a mutually satisfactory resolution.
Personalities: be conscious of aspects of your personality such of your
own needs and interpersonal style as well as the other person's personality;
these factors will play a key role and understanding yourself will be animportant factor
Your own personality and style: how much you trust the person; how
free with your emotions; how much you want to conceal or reveal;
.
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Avoiding Confrontations andResponding to HostileSituations
Other Elements that affect negotiation
Physical space: sometimes where the negotiation takes place can be
important; are we negotiating in a space we are uncomfortable and other is
comfortable?
Past interaction: if there is a history of conflict resolution with this
person, think about how this history might affect the upcoming negotiation
Time pressure: Think about whether time pressure will affect the
negotiation and whether you need to try to change this variable?
Values: be aware that people place very different values on elements of a
negotiation. For example, in negotiating for a job, you may place a high
value on location and relatively lower on salary. Finding out what is "valued"
is one of the key parts of negotiation..
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Managing Cross CulturalConflicts and Differences
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Managing Cross CulturalConflicts and Differences
What is Culture?
Culture in general is concerned with beliefs and valueson the basis of which people interpret experiences and
behave, individually and in groups. Broadly and simply
put, "culture" refers to a group or community with which
you share common experiences that shape the way you
understand the world.
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Managing Cross CulturalConflicts and DifferencesFour Cultural Dimensions
Directness
(get to the point versus imply the messages)
Hierarchy
(follow orders versus engage in debate)
Consensus
(dissent is acceptedversus
unanimity is needed)
Individualism
(individual winners versus team effectiveness)
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Managing Cross CulturalConflicts and Differences
Cross-Cultural Communication Challenges
Eye Contact Culture Shock
Respecting Differences and Working Together
Building Trust Across Cultural Boundaries
Harnessing the Power of Diversity
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Managing Cross CulturalConflicts and Differences
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Managing Cross CulturalConflicts and Differences
Guidelines for Multicultural Collaboration
Learn from generalizations about other cultures, but
don't use those generalizations to stereotype. Use
them rather to understand better and appreciate othermultifaceted human beings.
Practice, practice, practice.
Don't assume that yours is the only right way tocommunicate. Keep questioning your assumptions
about the "right way" to communicate. Communicate
trust and build rapport by talking in your client's
preferred mode.
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Managing Cross CulturalConflicts and Differences
Guidelines for Multicultural Collaboration
Search for ways to make the communication work,
rather than searching for who should receive the blame
for the breakdown
Listen actively and empathetically. Try to put yourself in
the other person's shoes.
Honor others' opinions about what is going on.
Suspend judgment, and try to look at the situation as
an outsider.
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Managing Cross CulturalConflicts and Differences
Guidelines for Multicultural Collaboration
Honest acknowledgment of the mistreatment that has
taken place on the basis of cultural difference is vital for
effective communication. Use this as an opportunity to
develop trust.
Awareness of current power imbalances is necessary
for understanding each other and working together.
Remember that cultural norms may not apply to the
behavior of any particular individual. We are all more
complicated than any cultural norm could suggest.
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Characteristics thatWorks Against Meetingof MindsHow can you overcome them?
Differences How to overcome them
Perception Open communication to allow bothmembers to explain their respective
viewpoints and rationale
Values and beliefs Understanding and tolerance from
both membersPower Understand the importance of team
synergy and working in harmony to
achieve team goals
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Creative Problem Solvingand Decision MakingSkills
Divergent Thinking
Convergent Thinking
Discussions and Flowcharts.
BRAINSTORMING
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Creative Problem Solvingand Decision MakingSkills
Have an Agenda
Have an Activity Schedule
Have a Checklist
Have a To-do list
Time Management Techniques
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Creative Problem Solvingand Decision MakingSkills
1. Define the problem
2. Analyze Potential Causes
3. Identify Possible Solutions
4. Select Best Solution
5. Develop An action Plan
6. Implement Plan and Monitor Progress
Six Steps to Decision Making
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Persuasive CommunicationStrategies and Choosing theRight Strategy for Performance
The Seven Triggers of Persuasion
Contrast
Because all judgment is relative, use contrast to make your
argument appealing. Establish a benchmark, one that lets
your proposal show up in a favourable light. If you aretrying to explain to your team that a round of retrenchment
is a reasonable step by management, for example, mention
other companies that had to layoff many thousands more
workers.
Reciprocity
Most people feel that if they have been given something,
they should give something in return. Wise leaders are first
givers, than takers. Always be ready to make the first
concession in a negotiation. Cooperate in little things, so
that you can win the big things later.
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Persuasive CommunicationStrategies and Choosing theRight Strategy for Performance
The Seven Triggers of Persuasion
Commitment and Consistency
Get small initial commitments. You will bind your team in a
web of commitment that will ultimately extend to largerissues. People like to believe that they are behaving
consistently, so establishing a consistent pattern of
commitment is essential. Smart facilitators know this and
get negotiating parties to agree on ground rules first, both to
have the rules and to establish the pattern of agreement.
Authority
Leaders are naturally given the authority that comes with
the position. It is yours to keep or to lose. Dress and act the
part.
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Persuasive CommunicationStrategies and Choosing theRight Strategy for Performance
The Seven Triggers of Persuasion
Scarcity
We naturally want things that we perceive as scarce. Cultivate this
sense of scarcity in your team by creating a vision of the team(company) as unique, something rare, and difficult to achieve.
Conformity
While we like to believe otherwise, the need to conform or be part
of a successful team is strong. Enlist your team to your cause, not
by asking them to join you, but by asking them to join a successfulteam that you are leading.
Likeability
We naturally like to associate with people we like. Stress similarities
you have with your team, and look for ways to build bridges to them