Building Team Synergy

Facilitated by:
AHMAD NAZRI MOKHTAR


EXERCISE: WHO AM I MATRIX?
MY NAME: ________________________________________________

POSITION TITLE: __________________________________________

DIV/DEPT: ________________________________________________

SOME ISSUES AND CONCERNS I HAVE WHEN RELATING WITH OTHERS:




Well share knowledge
Well have Fun
Well Play Roles
Well learn
What is there for the day . . .
PROPOSED LEARNING RULES IN THE COURSE
EXERCISING LEADERSHIP IN IMPROVING PRODUCTIVITY

SHARING YOUR NEEDS, CONCERNS, WISHES, FEELINGS, ETC.

SEEKING FEEDBACK FROM OTHERS

MAINTAINING HIGH POSITIVE TO NEGATIVE FEEDBACK RATIO

ASKING WHATS HAPPENING HERE AND NOW?

EFFECTIVE COMMUNICATION PARAPHRASING, PERCEPTION
CHECKING, STATING/REFLECTING FEELINGS, LISTENING
ACTIVELY

RESPECTING IDEAS, NEEDS AND FEELINGS OF OTHERS

IDENTIFYING AND SHARING LEARNING

MINIMIZE INTERRUPTIONS SWITCH FON OFF, ETC.
LEARNING PRINCIPLES
COMMITTED

OPEN

POSITIVE

ENJOY THE PROGRAM

ACCEPT LEARNING

PARTICIPATE

PRACTICE

PUNCTUAL

ACTIONS FOR PERSONAL DEVELOPMENT
YOUR TASK DURING THIS COURSE IS TO NOTE DOWN:

IDEAS WHICH STRIKE YOU AS BEING PARTICULARLY USEFUL
HOW YOU WANT TO MAKE THEM WORK FOR YOU
WHEN YOU INTEND TO APPLY THE LEARNING POINTS INTO
PRACTICE


PURPOSE

TO HELP YOU BECOME MORE EFFECTIVE IN THE COURSE AND
AT YOUR WORK PLACE
PROGRAM OBJECTIVES

DEVELOP TEAM AND SELF
CONFIDENCE

ENHANCE RELATIONSHIP SKILLS IN
THE TEAM

INSTILL THE IMPORTANCE OF
LEADERSHIP
PERSONALITY PROFILING
An approach by Dr. Carl Jung to translate
individual style/profile of communication

There are 4 dominant styles/profiles of
communication:
- Intuitor
- Thinker
- Feeler
- Sensor
INTUITOR THINKER FEELER SENSOR

EMPHASIS IDEAS, CONSEPT, THEORY LOGIC, SYSTEMATIC HUMAN INTERACTION ACTION, WANTS RESULTS,
INNOVATIONS, FUTURE ANALYSIS, INQUIRY FEELINGS, EMOTIONS GETTING THINGS DONE


SATISFACTION PROBLEM SOLVING ENJOYS SEEING A ENJOYS READING LIKES QUICK RESULTS.
ORIENTED, BUT NOT PROBLEM TO BETWEEN THE LINES, ENJOYS MAKING THINGS
IMPLENTING IT IMPLEMENTING INTERPERSONAL HAPPEN.


STRENGTHS ORIGINAL, IMAGINATIVE, RATIONAL, PRUDENT, EMPHATY, PROBING, PRAGMATIC, ASSERTIVE,
CREATIVE, IDEALISTIC EFFECTIVE LOYAL & TRADITIONAL COMPETITIVE
COMMUNICATOR VALUES


IN CLOTHINGS ERRATIC AND HARD TO CONSERVATIVE, COLORFUL, MOOD INFORMAL, SIMPLE, NEAT
PREDICT COLOR COORDINATED ORIENTED BUT NOT FANCY


SPACE FUTURISTIC, MODERN ORGANIZED PERSONALISED CLUTTER


PROFESSION LEADER MANAGER COUNSELOR SPECIALIST
PESONALITY PROFILE ANALYSIS
When to use team
Use team when
There is a clear purpose
The job requires the people to work
together
Ample resources are available

CONSTRUCTION GAME QUESTIONS . . .
HOW DO YOU FEEL?
ANY DISAGREEMENT? WHY?
WHAT MADE YOU ACHIEVE YOUR GOAL?
WHAT ARE YOUR STRENGTHS? SETBACKS?
WHAT WAS YOUR STRATEGY?
WHO MADE THE MOST DECISIONS? WHY?
WHY YOU FAILED?
WHAT MAKES YOU DECIDE TO FORM A TEAM?
WHAT WERE SIMILAR TO WORK SITUATION? EXAMPLES
CONSTRUCTION GAME SUMMARY
TO WIN/BE COMPETITIVE . . . .
SET YOUR OBJECTIVES/GOALS/MISSION/VISION
ANALYZE . . .

COMPETITORS OUR UNIQUENESS

STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS

POLC (PLAN, ORGANIZE, LEAD & CONTROL)
- MOST IMPORTANT ELEMENT IS COMMUNICATION
EVALUATE
ALL THE ABOVE ARE ACHIEVED THROUGH TEAM WORK/EFFORT & THE
USE OF VARIOUS SKILLS NEGOTIATION, PROBLEM SOLVING & DECISION
MAKING, COMMUNICATION & INTERPERSONAL, LEADERSHIP, ETC.
TWO IMPORTANT COMPONENTS IN COMMUNICATION
WHAT WE SAY CONTENTS

FOCUS ON:

- INFORMATION
- QUESTIONS
- INSTRUCTIONS, ETC.


HOW WE SAY PROCESS

FOCUS ON:

- TONE OF VOICE
- STYLE
- INDIRECT SIGNALS
- FACIAL EXPRESSION
- VOCABULARY
SENI MENDENGAR DENGAN AKTIF
DENGAR DENGAN JUJUR IALAH MENGAMBIL BERAT
IAITU MENYAYANGI

DENGAR DENGAN TELITI IALAH PEKA
IAITU MEMAHAMI

DENGAR DENGAN REAKSI IALAH BERKONGSI
IAITU KETERBUKAAN

DENGAR DENGAN RASA TANGGUNGJAWAB IALAH BERANI
IAITU MENGAMBIL BAHAGIAN
SATU FALASAFAH . . . . .
HI HI HII !
Let me be honest with you
To tell you the truth
To be frank with you
Translation:

Dishonest Communication.
Powerful Choice:

Avoid this verbal distraction, and youll keep
your audience focused on your message.
Verbal Faux Pas
The Words You Use Can Empower or Confuse
Ill try
Translation:

Non-commitment. Ill try to give you a call next week. So
when we say well try, what we are really saying is, Maybe I
will maybe I wont. Ill give it a shot, maybe, and if I dont
follow through or fail, dont hold me to it. In life you dont
tryeither you do or you dont.
Powerful Choice:

Better to eliminate use of this word. Speak in the active tense
and convey that you are working towards something.

I will call you by Wednesday to set up a luncheon date.
You know or You know what I mean
Translation:

Confusion. The phrase implies, Its obvious what Im trying to
say. I shouldnt have to say any more-you know what I mean.
Cant you read my mind? For many, the first thought is, No I
dont know what you mean, please tell me. You know is a
speech filler which gives the speaker time to think about what
to say next.
Powerful Choice:

Keep your message concise by eliminating the use of this
phrase. Pause instead, and youll avoid this speech
distraction and add clarity to your message.
Sure can, but . . .
Translation:

Dishonest. Obviously, the truth is after the but and it is a way
of giving excuses. It portrays uncertainty in the speaker and shows
lack of confident.
Powerful Choice:

Use and instead of but. It strengthen your reasoning about a
topic. It also gives you confident to further elaborate what you
mean.
In order to communicate powerfully, we need to
be selective about the words we choose to use.
Explain Yourself! The Reason Why
Excuses Sabotage Your Success
Is there a difference between an excuse and a reason?
Is there really a difference?
Explanations come in two forms excuses and reasons.
Remember: you make excuses and you give reasons.
The next time you are faced with the prospect of
explaining your actions, ask yourself:
Is this an excuse or a valid reason?

Always find the courage to behave with Integrity
and honor your self-respect. When faced with a
choice, the question is what will you do?
Making Excuses or Giving Reasons !
Saying NO
Be sure you have all the facts before making a commitment

Ask yourself Is this a unreasonable request?

Take Your Time

Set goals

Speak up without excuses or apologies

Repeat your position if they wont take no for an answer

Feel good about your decision to say no
BUSHS BRAIN
UPON EXAMINING BUSHs BRAIN, TWO SIDES
WERE FOUND, LEFT AND RIGHT.

IN THE LEFT SIDE THERE WAS NOTHING RIGHT AND IN
THE RIGHT SIDE THERE WAS NOTHING LEFT .
AN AMATEUR CAN ONLY
LEARN WHAT HE/SHE LIKES
TO DO
A PROFESSIONAL CAN LEARN
WHAT MUST BE DONE
HOW DO WE VALUE OURSELVES?
WHAT IS OUR DREAM?
WHAT IS THE MEANING OF
LIFE AND WORK FOR US?
HOW DO WE CONTINUE
FIND WAYS TO IMPROVE?
WHAT HAVE WE CONTRIBUTE TO OUR
FAMILY, COMMUNITY AND ORGANIZTAION?
PERFORMANCE
JOB KNOW HOW
(Knowledge & Skills)
I CARE
(Attitude)
[Environmental Factors X Hygiene Factors]
PERFORMANCE FORMULA . . .
I Care I Dont Care
I Know My
Job
I Dont Know My
Job
Laggard Learner
Maintainer
EXCEPTIONAL NEEDS
(ACTUALIZATION)
Purpose - Meaning - Love

COMPLEX NEEDS (ESTEEM)
Achievement - Accountability
Professional Development
Responsibility Respect
- Education
SIMPLE INDIVIDUAL NEEDS (BELONGING)
Recognition - Happiness - Known
ENVIRONMENTAL NEEDS (SAFETY)
Security - Organization - Ownership
BASIC NEEDS (PHYSIOLOGICAL)
Buying Power
5
4
3
2
1
PYRAMID OF NEEDS
HOW DO WE MAINTAIN OUR MOTIVATION?

WHAT NEEDS TO BE DONE?

IS THERE ANY SIGNIFICANT/SPECIAL NEEDS?

DISCUSS IN YOUR TEAM AND PRESENT.
(10 Minutes Discussion)
PEMULIHAN OTAK
TERBIAR
RESURRECTION
OF THE MIND
VS
PART OF THE SOLUTION
PART OF THE PROBLEM
VS
Are you . . .
ULAR
BANGAU
VS
CARING
AMBIL BERAT
UNCARING
TIDAK KISAH
VS
KERJAKU
VS
KERJAMU
PEKAK
PEKA
VS
MASALAH
CABARAN
VS



KENAPA TAK JADI
WHY UNSUCCESSFUL?


NAK BAGI JADI
HOW TO SUCCEED?



VS
A Leadership Story:
A group of workers and their leaders are set a task of clearing
a road through a dense jungle on a remote island to get to the
coast where an estuary provides a perfect site for a port.

The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets progress is
excellent. The leaders continue to monitor and evaluate
progress, making adjustments along the way to ensure the
progress is maintained and efficiency increased wherever
possible.

Then, one day amidst all the hustle and bustle and activity,
one person climbs up a nearby tree. The person surveys the
scene from the top of the tree.
A Leadership Story:
And shouts down to the assembled
group below

Wrong Way!
(Story adapted from Stephen Covey (2004) The Seven Habits of Highly
Effective People Simon & Schuster).

Management is doing things right, leadership is doing
the right things
(Warren Bennis and Peter Drucker)
Managers versus Leaders
MANAGERS LEADERS
Do things right Do the right thing
Accepts status quo Challenge/change it
Short range view Long range perspective
Builders Architects
Problem solving Inspiring & motivating
Administers Innovates
Copies An original
Maintains Develops
Are leaders made or born?
Leadership
Types of Leadership Style
Leadership Characteristics
Involves non-coercive influence
Is goal directed
Requires followers
Change Leadership
Theories of Leadership
Situational Leadership Theory

Transactional and Transformational Leaders
Transactional
Use formal rewards
and punishments
Deal making
Contractual
obligations
Transformational
Uses personal attributes
to inspire followers
Excites followers
Factors Affecting Style

A leader is best when people barely know he exists.

Not so good when people obey and acclaim him.

Worse when they despise him.

But of a good leader who talks little, when his work is done
and his aim fulfilled, they will say, "We did it ourselves."

-- Lao Tsu, 600 B.C.
True Leader
4 Strategies to Develop
Charismatic Leadership Qualities
Develop visionary skills
Practice being candid
Develop warm, positive,
humanistic attitude.
Develop an enthusiastic,
optimistic, energetic personality.
Follower Characteristics
Identification with the leader and the vision

Heightened emotional levels

Willing subordination to the leader

Feelings of empowerment

Five Types of Followers
Independent, uncritical thinking
Independent, critical thinking
Passive
Active
Alienated
followers
Survivors
Sheep
Yes
people
Effective
followers
Dynamic Follower
Responsible steward
of his or her job
Effective in managing
the relationship with
the boss
Practices self-
management
Conclusions
Male and female leadership styles tend to be more
alike than different.
No one style of leadership is always the preferred
leadership style.
Leadership is not value free and culturally-bound.
A short course in leadership
The six most important
words
The five most important
words
The four most important
words
The three most important
words..
The two most important
words
The one most important
word
The least important word
I admit I made a
mistake.
I am proud of you.
What is your
opinion?
If you please.
Thank you.
We
I
Imagine a person who has never known any modern technology (for
example someone living in the heart of a dense jungle). One day this
person is given a radio tuned in to a very precise radio station and he
finds it suddenly extraordinary to be able to listen to music through
what is essentially a small box. He is told that to listen to this music
he need only press the 'on' button without having to do anything else
to listen to this music. This person thinks this radio is a wonderful
invention and then spends a number of years listening to this radio
and to the same program as the radio stays on the same station all of
the time. And then one day someone else comes along and shows him
that there are a multitude of other stations and frequencies to listen
to with many other programs that can be as interesting as the first....
We are in the position of this person and our potential can be
compared to this radio. Our potential is not yet fully exploited and we
are not yet aware of certain of our hidden talents.
Something to ponder . . . .
Thank You