Auckland Leadership Training Team Management Introduction Package 10 /6 /2010 Name: Role: Auckland Leadership Training Auckland Leadership Training Auckland Leadership Training Overview As you move into a leadership role in AIESEC your actions and attitudes ultimately shape the way our organisation looks like. Leadership development forms a significant, tangible benefit of your experience in AIESEC and at any given time, there are thousands of people like yourself in different parts of the organisation facing the same challenges and experiences you are. This booklet is aimed at providing a simple tool to apply to your leadership experience that ultimately increases your overall learning experience and effectiveness. Leadership roles share many commonalities and people‟s experience of you as a leader can come down to your ability of dealing with the basics as much anything else. Leadership Style Each leader ultimately has a style which other people both recognise and react to. There is no single best style of leadership and in order to maximise your effectiveness of a leader it is not about changing your leadership style but rather learning the strengths and limitations of your style. By having a strong self awareness of our leadership style we acknowledge how others may perceive us as a leader. Our strengths can be applied readily and checkpoints put in place to ensure that our weaknesses do not become glaring blind spots. To be an effective leader is therefore to always be learning about yourself and how you work in relation to other people. DISC TEST: My behaviour style is: ______________________________________ To undertake the disk test follow the following link http://www.myaiesec.net/content/viewfile.do?contentid=132855# Your Tools It is important to make sure that you are using all of the following tools where possible to complete your tasks and that of your team: Gmail Google Calendar Online documents: o Shared contact details Planning Documents Shared Emails (e.g. 1011Outgoingexchange team@gmail.com emails) Results trackers o Myaiesec.net o Cycle trackers o Personal documents Myaiesec.net o Competency tracker o Exchange tools o Partnership tools o Resources and Wiki‟s Table of Contents 1) Personal Questions 2) Introduction to Management Handbook 3) Disk Test Information 4) Stages of Team formation 5) Team Building 6) Running Effective Meetings 7) Delegation 8) Giving Feedback 9) AIESEC Auckland Structure 10) Resources Manager Handbook Auckland Leadership Training Personal Questions What is it about your role that you are looking forward to? Describe your leadership style? What is the scariest thing about being a manager next semester? How well are you going to do? Auckland Leadership Training Disk Test Explanation The disk test is a behaviour measurement of both the task and people focus of an individual, and also a measure of their extroversion. There is no single best disk type nor are the results all together conclusive of your behaviour type. The disk test does provide a good measure of how the scores could be interpreted when interacting with others in a leadership or interpersonal role. Dominance Red (Task/Extroverted) How you might be perceived by others: Autocratic Critical Demanding Insensitive Domineering How you might want to be seen: Exacting Efficient Determined Direct Decisive Things that are likely to irritate you: Delays Lack of interest Indecision Disagreement Time wasting People who score in the high range: enjoy competition and challenge. are goal orientated and want to be recognised for their efforts. aim high, want authority and are generally resourceful and adaptable. are usually self-sufficient and individualistic. may lose interest in projects once the challenge has gone and they tend to be impatient and dissatisfied with minor detail. They are usually direct and positive with people, enjoying being the centre of attraction and may take it for granted that people will think highly of them. They may have a tendency to be rather critical of others. Consequently, other people may tend to see them as being rather domineering and overpowering People who score in the low range: tend to want peace and harmony. prefer to let others initiate action and resolve problems. are quiet and indirect in their approach to most situations. are usually cautious and calculate risks carefully before acting. They are generally well liked because of their mild and gentle nature. Other people will tend to see them as being patient, calm, thoughtful and a good listener. Influence Yellow (People/Extroverted) How you might be perceived by others: Pushy Exaggerates No follow through Over commits How you might want to be seen: Energetic Creative Open Optimistic Enthusiastic Auckland Leadership Training People who score in the high range: are usually patient, calm and controlled. have a high willingness to help others particularly those they consider as friends. Generally they have the ability to deal with the task in hand and to do routine work with patience and care. People who score in the low range: tend to enjoy change and variety in their work and non-work life. are expansive by nature and tend not to like routine and repetitive work/activities. Compliance Blue (Task/Introverted) How you might be perceived by others: Stubborn Nitpicker Perfectionist Pedantic Unemotional How you might want to be seen: Precise Careful Reserved Logical Analytical Things that are likely to irritate you: Illogical thinking Loud opinionated people No evidence Mistakes People who score in the high range: tend not to be aggressive. tend to be cautious rather than impulsive. avoid risk-taking. act in a tactful, diplomatic way and strive for a stable, ordered life. are comfortable following procedures in both their personal and business life. They prefer sticking to methods that have proved successful in the past. They have a high acceptance of rules and regulations. People who score in the low range: are independent and uninhibited. resent rules and restrictions. prefer to be measured by results and are always willing to try the untried. Free in thought, word and deed, they long for freedom and go to great lengths to achieve it. They feel that repetitive detail and routine work is How you might want to be seen: Energetic Creative Open Optimistic Enthusiastic Things that are likely to irritate you: Lack of enthusiasm or creativity Pessimism Harsh realities Lack of openness People who score in the high range: are strongly interested in meeting and being with people. are generally optimistic, outgoing, and socially skilled. are quick at establishing relationships. Sometimes their concern for people and people‟s feelings may make them reluctant to disturb a favourable situation or relationship People who score in the low range: are usually socially passive. are generally comfortable working alone. frequently have a tendency to be analytical and once they have sorted the facts out they communicate them in a straightforward direct way. tend to take little at face value. Steadiness Green (People/Introverted) How you might be perceived by others: Weak Time waster Lacking goals Slow to make decisions How you might want to be seen: Warm Accepting Patient Cooperation Friendly Things that are likely to irritate you: Uncooperative people Hurt feelings Aggressive behaviour Reaction of the „team‟ Conflict Auckland Leadership Training Personal Questions What does the Disk test say about you? How is your style different to that of someone else? What is similar about your role to someone else? Therefore what are some of my unique strengths? Auckland Leadership Training Norming -stage 3 Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables. Performing -stage 4 The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees. Materials About Tuckman‟s theory (http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm) Stages of Team Formation How a team functions and the best ways to lead the team differ depending on the stage where the team is. A very popular way to describe how team forms and works is Bruce Tuckman's forming storming norming performing model. Here are the basics of Tuckman‟s theory. The progression of a team is: 1. Forming 2. Storming 3. Norming 4. Performing Features of each phase: Forming -stage 1 High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs. Storming -stage 2 Decisions don't come easily within group. Team members view for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches. Auckland Leadership Training Team Building Coming together, sharing together, working together, and succeeding together. Teambuilding happens when you work together. But working together is not the only way to build a team, there are several other things that need or can be done when building a team. Through different methods you can create a situation where your team members need to act together in a relaxed atmosphere, and through this they can learn more about each other and develop their team work. Discussing about the roles different team members have in the team often helps. Open feedback culture makes it possible for the team to develop. Knowing and understanding each other is important for the team to work effectively together, so there should be sharing. And last but definitely not least, the team needs to have a shared vision and expectations. Team Bonding Team bonding is a very successful way of building the team. The most successful teams are always the ones where people are highly engaged and motivated. Those who are committed to a team will often engage in team bonding activities. Your role as a team leader is not to create as many team bonding activities as possible but to utilise team bonding as a means to prepare and maintain team moral throughout the course of the project. The best bonding activities are those that require the group to communicate and get to know each other. Good examples of bonding include: Movies nights Bowling Eating out Doing something crazy or unusual Games To get started with getting to know each other and also to work with each other different teambuilding games are a good option. You can start with easy ones and continue to more difficult ones as you are forming the team. In addition to playing the games it‟s also a good idea to discuss about the game afterwards and reflect on what happened, how did it go and what could be improved next time. At least in the beginning it‟s easier to bring up issues when they happen in a game instead on discussing work related issues. Icebreakers and games can be easily found off the internet and through myaiesec.net follow the below links for some examples: http://www.myaiesec.net/content/viewfile.do?contentid=10090219# http://www.myaiesec.net/content/viewfile.do?contentid=10099920# Examples for activities: Candy game – have a pack of different coloured candies. Each colour should have a question, eg. red = tell a funny story from your childhood, blue = what do you dream of?. Then everyone takes a candy on their turn and answers the question. Life story – everyone tells their life story: what are the important happenings in their life, what has shaped them to become the person they are now. This should go deep enough, telling things that really matter. Team Roles People take different roles in a team and it‟s good to understand them in order for the team to work. There are several different team role classifications, MBTI and Belbin being among the most used ones. You can find materials for doing these with your team from various HR and TM related communities. When doing a team role test with your team, remember that the test itself is not the most important part, but rather all the discussions around the results! And you shouldn‟t regard these team roles an absolute truth, but have them as a starting point for deeper discussions and understanding. Auckland Leadership Training Running Effective Meetings There are good meetings and there are bad meetings. Bad meetings drone on forever, you never seem to get to the point, and you leave wondering why you were even present. Effective ones leave you energized and feeling that you've really accomplished something. So what makes a meeting effective? Effective meetings really boil down to three things: 1. They achieve the meeting's objective. 2. They take up a minimum amount of time. 3. They leave participants feeling that a sensible process has been followed. If you structure your meeting planning, preparation, execution, and follow up around these three basic criteria, the result will be an effective meeting. 1. The Meeting's Objective An effective meeting serves a useful purpose. This means that in it, you achieve a desired outcome. For a meeting to meet this outcome, or objective, you have to be clear about what it is. Too often, people call a meeting to discuss something without really considering what a good outcome would be. Do you want a decision? Do you want to generate ideas? Are you getting status reports? Are you communicating something? Are you making plans? Any of these, and a myriad of others, is an example of a meeting objective. Before you do any meeting planning, you need to focus your objective. To help you determine what your meeting objective is, complete this sentence: At the close of the meeting, I want the group to ... With the end result clearly defined, you can then plan the contents of the meeting, and determine who needs to be present. 2. Use Time Wisely Time is a precious resource, and no one wants theirs wasted. With the amount of time we all spend in meetings, you owe it to yourself and your team to streamline the meeting as much as possible. What's more, time wasted in a meeting is time wasted for everybody attending. For example, if a critical person is 15 minutes late in an eight person meeting, that person has cost the organization two hours of lost activity. Starting with your meeting objective, everything that happens in the meeting itself should further that objective. If it doesn't, it's superfluous and should not be included. To ensure you cover only what needs to be covered and you stick to relevant activities, you need to create an agenda. The agenda is what you will refer to in order to keep the meeting running on target and on time. To prepare an agenda, consider the following factors: Priorities – what absolutely must be covered? Results – what do need to accomplish at the meeting? Participants – who needs to attend the meeting for it to be successful? Sequence – in what order will you cover the topics? Timing – how much time will spend on each topic? Date and Time – when will the meeting take place? Place – where will the meeting take place? With an idea of what needs to be covered and for how long, you can then look at the information that should be prepared beforehand. What do the participants need to know in order to make the most of the meeting time? And, what role are they expected to perform in the meeting, so that they can do the right preparation? Auckland Leadership Training participants need to know in order to make the most of the meeting time? And, what role are they expected to perform in the meeting, so that they can do the right preparation? If it's a meeting to solve a problem, ask the participants to come prepared with a viable solution. If you are discussing an ongoing project, have each participant summarize his or her progress to date and circulate the reports amongst members. Assigning a particular topic of discussion to various people is another great way to increase involvement and interest. On the agenda, indicate who will lead the discussion or presentation of each item. Use your agenda as your time guide. When you notice that time is running out for a particular item, consider hurrying the discussion, pushing to a decision, deferring discussion until another time, or assigning it for discussion by a subcommittee. 3. Ensuring effective two way communication Once you have an agenda prepared, you need to circulate it to the participants and get their feedback and input. Running a meeting is not a dictatorial role: You have to be participative right from the start. Perhaps there is something important that a team member has to add. Maybe you have allotted too much, or too little, time for a particular item. There may even be some points you've included that have been settled already and can be taken off the list for discussion. Whatever the reason, it is important you get feedback from the meeting participants about your proposed agenda. Once in the meeting, to ensure maximum satisfaction for everyone, there are several things you should keep in mind: If certain people are dominating the conversation, make a point of asking others for their ideas. At the end of each agenda item, quickly summarize what was said, and ask people to confirm that that's a fair summary. Then make notes regarding follow-up. Note items that require further discussion. Watch body language and make adjustments as necessary. Maybe you need a break, or you need to stop someone from speaking too much. Ensure the meeting stays on topic. List all tasks that are generated at the meeting. Make a note of who is assigned to do what, and by when. At the close of the meeting, quickly summarize next steps and inform everyone that you will be sending out a meeting summary. After the meeting is over, take some time to debrief, and determine what went well and what could have been done better. Evaluate the meeting's effectiveness based on how well you met the objective. This will help you continue to improve your process of running effective meetings Finally, prepare the meeting summary. This will be forwarded to all participants and other stakeholders. It is a record of what was accomplished and who is responsible for what as the team moves forward. This is a very crucial part of effective meetings that often gets overlooked. You need a written record of what transpired, along with a list of actions that named individuals have agreed to perform. Make sure someone is assigned to take notes during the meeting if you think you will be too busy to do so yourself. Auckland Leadership Training Delegation As a manager you have four choices when being given a task. These are: Doing it Delegating it Delaying it Dumping it As your time is limited there becomes a time when in order to complete the task you will need to delegate this to one of your team. Therefore knowing how to delegate responsibility effectively is highly important for competing your tasks and to meet the needs of the organisation. In AIESEC we only hold leadership positions for a very short period of time. Therefore it is important to hold the mentality that someone here may be your successor and that you are essentially taking the time to transition them into your role. What is delegation? Delegation is the process of transferring the responsibility and authority for a specific task to another member, and empowering that individual to accomplish the task effectively. Ten rules of delegation: 1. Clearly articulate the desired outcome. 2. Clearly identify level of authority and agree on responsibilities. 3. Include people in the delegation process. 4. Match the amount of responsibility with the amount of authority. 5. Delegate to the lowest possible organizational level. 6. Provide adequate support, and be available to answer questions 7. Focus on results and not on how to the work should be done 8. Avoid “upward delegation”. 9. Build motivation and commitment. 10. Establish and maintain control. “I not only use all the brains I have, but all I can borrow.” – Woodrow Wilson The process of delegation 1) Identify your tasks and your people 2) Analyse your tasks Determinate goals Determinate date to be completed Standard and quality required Budget (if necessary) 3) Select your delegatee Choose the most suitable person for every task. Do they have: Ability? Training? Motivation? 4) Assign your task Describe task and expected results Agree on standards and timeline (goals, deadline, budget). Identify training needs and resources. Delegate appropriate authority Communicate the importance of this task Assure them of your confidence in them Set times to communicate with you their progress. (IMPORTANT!!!) 5) During the task • Keep the communication lines open and constant. • Make sure that you are there if they need any help, • If things aren't getting done, find out why and do something about it. 6) After the task Give constructive feedback (both ways) Reward performance and appreciate achieved results. Useful myaiesec.net source: http://www.myaiesec.net/content/viewfile.do?contentid=2820# Auckland Leadership Training Feedback Why we give feedback Problems often tend to end up in blaming games – whose fault was this and that? Problems are analysed, but it really doesn‟t help much. Instead of working with problems, turn them into goals! Goals are meant to be reached, and it is far more motivating for people. This means that in feedback you should talk about goals and objectives instead of problems. Often it is needed to deliver criticism. When people act in ways that we find harmful, we must be able to tell them about it. Unfortunately, there‟s always the risk that feedback won‟t be received. However, there are easy principles to make feedback more constructive. This resource was taken from: http://www.myaiesec.net/content/viewwiki.do?contentid=10046770 Giving Feedback Focus feedback on behaviour rather than on the person. Refer to what a person does rather than comment on what we imagine he/she is. Focus feedback on observations rather than inferences/interpretations/conclusions. Describe the impact this observable behaviour has on you. Focus feedback on description rather than judgement. Focus feedback on the sharing of ideas and information rather than on giving advice. Leave the person free to decide for himself whether he wants to change or not. Focus feedback on the value it may have to the recipient, not on the value or „release“ that it provides the person giving the feedback. Use “I” statements. If possible ask people for their assessment before providing yours. People usually appreciate the opportunity to assess themselves first, and are often more critical of themselves. Confirm that people have understood and encourage them to respond Five Stages of Delegation Auckland Leadership Training Giving Feedback I look on feedback as an opportunity to learn and improve. I acknowledge my emotions. I avoid letting my emotions either prevent me from hearing or distort what I am hearing. I avoid being defensive, explaining or justifying. I listen, then ask questions and paraphrase to check my understanding. If not clear, I ask about the impact of my behaviour. The actual impact of my behaviour may be different from my intent. I thank other people for giving me feedback. Feedback Meetings Objectives of the meetings: To create people open atmosphere to give constructive feedback for each others actions. People will be aware both what they are good at and their personal development points. Personal development comes goal oriented, and it is supported by the team. Team actively creates cohesive way of working together by getting to know everybody‟s personalities and development points and taking them into account in every day life. 1. Preparations Agree about the meeting, reserve enough time for it and make sure that everybody comes with right expectations: to give and get feedback. Make sure that there‟s no disturbance during the meeting: it easily breaks the atmosphere. 2. Introduction Start with informal discussion by asking how people are doing, what has happened lately etc… Explain the purpose and flow of the meeting. 3. Written feedback Everybody writes feedback for themselves + for everybody else in the meeting 2 points of positive feedback 1-3 points of constructive feedback 4. Giving and receiving Someone starts giving feedback to himself/herself Others give feedback to the person on their turn The person who feedback is given, can ask clarifying questions but he/she should be encouraged not to start explaining or defending him/herself Handle one person at a time and give everybody the opportunity to get and give feedback in turn 5. Short feelings round Ask if anyone still has something to ask about the feedback they were given or if there were something they didn‟t understand It‟s important that everything is clear for everybody so that discussions are not continued after the meeting 6. How to improve Everybody thinks 1-3 points for what they want to improve in their actions in the future. Participants also mention 1 positive attribute they want to keep. Share and think together how you can help and support each other in the development. 7. Ending the meeting Reserve some time for chitchat, a cup of coffee or something else not feedback related to the end to finish the meeting in nice way. Book next meeting Auckland Leadership Training In AIESEC Auckland we utilise a programme structure to present our brands and opportunities in AIESEC to the external market. Each are tailored to a particular customer and target audience and are core parts of the AIESEC experience which is the underlying product that we provide. Programme Management is a programme in its own right, focused on leadership development through the development and management of AIESEC Auckland‟s programmes. The AIESEC Brand experience is: Personal and Professional Development International Experience Facilitating Social Impact Access to a Global network For more information on this please visit http://www.myaiesec.net/content/viewwiki.do?contentid=10000196 With this programme structure our local committee has the following membership structure as seen on the left. Each person inside the circle are a member of AIESEC and are therefore termed as AIESECers. Our programme participants are encouraged to join the local committee as functional members as AIESEC by its nature is completely student run. By taking up a functional role members can expect further development and the opportunity to give back some of the experience they received. Benefits of being a programme manager include: Access to local and international conferences Functional specific experience International opportunities o CEED o Global Internships Training and Development Responsibility for developing others For history of AIESEC in Auckland Inc you are encouraged to talk to senior members and also read more at: http://www.myaiesec.net/content/viewwiki.do?contentid=10109101 Auckland Structure Auckland Leadership Training Resources Good Online Resources www.jimcollins.com – Management and leadership www.sethgodin.com – Marketing