1-5th June 2011

 Day 1 Leading in Context
 Day 2 Understanding Leadership
 Day 3 ‘Whole’ Leadership
 Day 4 Leading Teams
 Day 5 Leading Innovation & Growth

COTRUGLI
Business School

 STOP
 AND
 THINK

 Write down 2 things you learned/heard
yesterday
◦ Why were they interesting?
◦ How will you use them

COTRUGLI
Business School

Team Needs Individual Needs (Followers) (Trait) Situational Needs COTRUGLI Business School .

 What worked well?  Was there a clear process?  Did you agree roles?  Did everyone feel involved?  Who were the dominant people?  Did the team review the outcome?  What would you do differently next time?  Were there any gorillas? COTRUGLI Business School .

 What is a team?  What are the Characteristics of an Effective Team?  What is the role of the Team Leader? COTRUGLI Business School .

Fundamental Interpersonal Relationships Orientation-Behavior .

Stands for: F undamental I nterpersonal R elationships O rientation - B ehavior COTRUGLI Business School .

 Scales were constructed using Guttman scaling procedures (items reflect increasing intensity of difficulty of acceptance). COTRUGLI Business School . FIRO-B theory was developed to understand and predict how high-performing military teams would work together.

COTRUGLI Business School .  Wanted Behaviors that you want others to demonstrate towards you and that you like to receive.Measures two relationship aspects:  Expressed Behaviors that are observable to others and that you like to demonstrate.

COTRUGLI Business School .  The need for Affection has to do with emotional ties and warm connections between people. and persuasion between people. and reaching out. and it determines the extent of closeness that a person seeks.  The need for Control has to do with decision making. and it determines the extent of power or dominance that a person seeks. bringing people together.Measures interpersonal needs (preferences/comfort zones) in three areas:  The need for Inclusion has to do with forming new relations and associations with people. influence. and it determines the extent of contact and involvement that a person seeks.

Inclusion (I) Control (C) Affection (A) Distinction Power Personal Recognition Authority Consensus-oriented Attention Influence Sensitive Participation Responsible Empathetic Involved Managerial Open Association Directive Affirming Acknowledgment Leader Supportive Contact Decisive Closeness Belonging Consistent Faithfulness Acceptance Regulated Warmth COTRUGLI Business School .

COTRUGLI Business School .

COTRUGLI Business School . I try to belong and to be with people as much as possible. I enjoy it when others notice me. I want other people to include me in their activities and invite me to belong.I make an effort to include others in my activities.

Expressed Inclusion ◦ Talking and joking with others ◦ Taking a personal interest in others ◦ Involving others in projects and meetings ◦ Recognizing the accomplishments of others ◦ Incorporating others’ ideas and suggestions Wanted Inclusion ◦ Frequenting heavily trafficked areas ◦ Seeking recognition or responsibility ◦ Getting involved in high-profile projects and activities ◦ Going along with the majority opinion COTRUGLI Business School .

I try to exert control and influence over things. COTRUGLI Business School . I feel most comfortable working in well- defined situations. I enjoy organizing things and directing others. I try to get clear expectations and instructions.

making winning a priority ◦ Managing the conversation ◦ Influencing others’ opinions Wanted Control ◦ Asking for help on the job ◦ Involving others in decision making ◦ Requesting precise instructions and clarification ◦ Deferring to the wishes.Expressed Control ◦ Assuming positions of authority ◦ Advancing an idea within the group ◦ Taking a competitive stance. and requests of others ◦ Asking for permission and circulating details of progress COTRUGLI Business School . needs.

I want others to act warmly toward me. COTRUGLI Business School .I make an effort to get close to people. I am comfortable expressing personal feelings and I try to be supportive of others. I enjoy it when people share their feelings with me and when they encourage my efforts.

Expressed Affection ◦ Reassuring and supporting colleagues ◦ Being trustworthy and loyal ◦ Sharing personal opinions and feelings about issues ◦ Coaching and developing others Wanted Affection ◦ Being flexible and accommodating ◦ Listening carefully to others ◦ Trying to please others ◦ Giving others more than they want or need COTRUGLI Business School .

COTRUGLI Business School .

COTRUGLI Business School .

Stages of Team Development Performing Norming Storming Forming COTRUGLI Business School .

Team Characteristics  Balanced Roles  Sound Procedures  Clear Objectives  Appropriate  Openness and Leadership Confrontation  Regular Review  Support and Trust  Individual Development  Co-operation and Conflict  Sound Inter-group relations  Good communications COTRUGLI Business School .

Team team apart composition Customer Stakeholder Team communication Team leadership Team Team dynamics Norms COTRUGLI Business School . Effective Teams Team purpose Team together.

Effective Teams  Customers/Stakeholders – Have we identified our customers/clients/stakeholders – Have we identified their needs? – Can we meet those needs?  Team Purpose – What is our collective purpose? – Can we define success for the team? – How will we measure it?  Team Composition – Appropriate members. size of team – Appropriate skills to achieve the task – Balance of team role preferences  Team Leadership – What style of leadership is appropriate? – Has it changed/does it need to change? COTRUGLI Business School .

problem solving? – What happens when team members do not adhere to the agreed norms?  Team Dynamics – How well do we interact? – How do we manage confrontation (or lack of it)?  Team Communication – Do we have an agreed approach to communication within the team? – Do we have an agreed approach to communication from the team?  Team together. team apart – How do we behave when we are not together? – How do we manage personal.Effective Teams  Team Norms – Have we agreed how we want to work together? – Are these norms explicit? – Do we have agreed processes for. meetings. functional and team agendas when they conflict? COTRUGLI Business School . decision making.

COTRUGLI Business School .—Patrick Lencioni. The 5 Dysfunctions of a Team.

not wanting individuals in your team to fail COTRUGLI Business School .Building Trust Trust …….

Achieving Demonstrating Results: Concern: Following Respecting the through on well-being of business Trust Trust others commitments Competence Acting with Integrity: Behaving in a predictable manner Consistency Adapted from Trust in the Balance by Robert Bruce Shaw1 COTRUGLI Business School .

the team will function at a high level. Without a clear purpose understood and agreed upon by all. (communications) 7. (team development) 9. All members of a global/distributed team must be capable in the use of long- distance communication technology. Most global/distributed teams do not spend enough time discussing the processes and approaches they will use to get things done. a global/distributed team is doomed to deliver disappointing results. that alone will cause your team to trust you. (technology) 5. (purpose) 4. its agreements and understandings should be revisited to bring him or her up to speed. (team cohesion) 10. and recommendations are clear and precise is all that is necessary to be effective. (team cohesion) COTRUGLI Business School . feelings of isolation are normal and will not significantly reduce motivation and collaboration. Self-sufficient people do not make good global/distributed team members. assuring that the issues. (trust) 2. facts. As long as the roles and responsibilities of most global/distributed team members are clear. In email communication. (operations) 8. global/distributed teams must regularly assess and openly discuss their strengths and weaknesses. When a new member joins a global/distributed team. (roles and responsibilities) 6. In global/distributed teams. If you are known for always being honest. (people) 3.1.

LAUNCH TEAM Purpose People Roles & A clear sense of direction that Capable. self-sufficient responsibilities aligns team members individuals Well-defined for everyone PROCESS Operations TEAM Communications Trust Shared methods and Shared understandings Strong trusting relationships to between everyone on the team processes for getting overcome distance things done SUPPORT Team Team TEAM Cohesion Technology Creating ways to increase Development Appropriate and skilled Ongoing analysis of team uses of technology team identification and strength/weakness commitment COTRUGLI Business School .

 With similar types on a team: ◦ The team will understand each other easily and quickly ◦ Will reach decisions quickly. but will be more likely to make errors due to not taking in all viewpoints ◦ May fail to appreciate gifts of the “outlying” types  With a variety of types on a team: ◦ Longer to establish communication between the members of the team ◦ Less likely to overlook possibilities and details ◦ Longer to reach consensus COTRUGLI Business School .