Leadership Skills

This work was performed under the auspices of the Significant Opportunities in Atmospheric Research and Science Program. SOARS is managed by the University Corporation for Atmospheric Research and is funded by the ationa! Science "oundation# the ationa! Oceanic and Atmospheric Administration# and by the Cooperative $nstitute for Research in %nvironmenta! Science.

Team Charter
Objective: The ob&ective of this is to identify the behaviora! norms that wi!! he!p everyone on the team reach their highest !eve! of performance. Instructions: Respond to the fo!!owing. 'hen communicating with each other# we wi!! (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 'hen working through differences of opinion or disagreements with each other# we wi!! (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 'hen so !ight prob!ems and making a group decisions# we wi!! (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 'hen working with the ((((( staff# we wi!! (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( 'hen working with our mentors# we wi!! (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( (((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((( ((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((

Communication tools
Tips for the Active Listener
"ocus on the speaker Shut out interna! ad e)terna! noise * i.e.# turn+off ce!! phones# step away from your computer# etc. ,isten without bias Affirm and acknow!edge statements %ye contact is one way of showing interest. -ut don.t overdo it. Show interest with your facia! e)pressions * smi!e or show concern where appropriate $ndicate that you are fo!!owing with nods and gestures Ask /uestions about what is being said or paraphrase 0So # the way $ understand it is 12 3on.t interrupt. 'ait. ,isten with your hear * put yourse!f in the speaker.s shoes and show you care.

Situation-Behavior-Impact: A model for providin feedback

Situation: describe the situation# where did the behavior take p!ace# when it took p!ace# and what e!se was happening. Behavior: describe the behavior without coming to a conc!usion. -e specific# be time!y# and most important!y * do not &udge a person. Impact: describe how the behavior affected you or how you perceived it to affected you or how you perceived it to affect others. 4ust stick with the facts and don.t get emotiona!.

Tips for !eceivin "eedback

-e open Take notes Ask for e)amp!es Seek to understand

Tools for resolvin Conflict Constructivel#

Conflict occurs $hen individuals or roups are not obtainin $hat the# need or $ant and are seekin their o$n interest%

Tool number &: Speaker-Listener Techni'ues

Rules for the speaker: Speak for yourse!f5 don.t mind read6 7eep statements brief. 3on.t ramb!e on. Stop to !et the !istener paraphrase. Rules for the listener: Paraphrase what you hear. "ocus on the speaker.s message. 3on.t rebut. Rules for both: The speaker has the f!oor. Speakers keep the f!oor whi!e the !istener paraphrases. Share the f!oor.

Tool number (: )stablish *round !ules

Purpose: The parties in the conf!ict agree that the goa! is to fi) the prob!em*not to assign b!ame# hurt# humi!iate# or threaten. Timing: -oth parties agree as to when they wi!! work out the situation. 8Timing means individua! readiness# psycho!ogica!!y# physica!!y# and menta!!y# to invest energy in reso!ving the conf!ict.9 Commitment: -oth parties agree as to 0stick it out2 unti! an e/uitab!e so!ution is found*neither party wi!! avoid the issue or run away from it. Mediator: -oth parties participate in the decision as to whether or not a third party or mediator is needed. $f one is desired# both parties must agree as to who that person wi!! be*preferab!y someone who is ob&ective to the prob!em# f!e)ib!e# assertive about moving things forward# has a sense of humor# and has the abi!ity to cut to the meat of the prob!em. Place: A p!ace that is comfortab!e and neutra! is best. $t shou!d provide privacy and be free of a!! kinds of interruptions. Food and Drink: o a!coho! or drugs wi!! be consumed. Refreshments are O7.

Confidentiality: -oth parties agree that whatever happens in the conf!ict session wi!! remain confidentia!. Bad Mouthing: The parties agree not to bad mouth each other before or after the session.

Tool number +: !eachin Consensus throu h Collaboration

;. <. =. >. ?. Review the conf!ict and the causes of conf!ict*everyone must understand this. The faci!itator guides the discussion and e!icits suggestions from everyone in the group. 'hen a!! opinions have been heard# suggest a so!ution that you think is a consensus of everyone.s ideas. 7eep peop!e ta!king unti! everyone is comfortab!e with the reso!ution. %veryone shou!d have the opportunity to e)press their thoughts and opinions.

Collaboration Guidelines
Avoid arguing over individua! ranking or position. Avoid win@!ose sta!emates. 3iscard the notion that someone must win and thus someone must !ose. Avoid the changing of minds on!y in order to avoid conf!ict and achieve harmony. Avoid ma&ority voting# averaging coin f!ipping# or bargaining. These do not !ead to a consensus. 7eep the attitude that ho!ding different views is both natura! and hea!thy to a group# rather than a hindrance.

The +-step action plannin method

The action p!anning method is a fast simp!e =+step process. ;. <. =. -rainstorm about the actions items that need to be comp!eted to accomp!ish the goa!. Se/uence the action items and assign a target comp!etion date. $dentify an owner for each action item. Action Item ;9 <9 =9 >9 ?9 $dentify speaker for the first seminar. $dentify a !ocation for the first seminar. OrganiAe video and re/uirements. Sent out invitations. Prepare introduction speech of guest speakers. Completion ,ate B@C=@CB B@C?@CB B@;C@CB B@;?@CB B@;?@CB O$ner 4immy Stacy 4ose Patty Ra&u!