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Food Security Program for Linking Relief to Rehabilitation and Development in Afghanistan

Food Security Program for Linking Relief to Rehabilitation and Development in Afghanistan Team Workshop Dushanbe / Tajikistan Thorsten Trede (APPLICATIO Training & Management GmbH). A. TEAM BUILDING. Team Building. Team Building. Team Building. Team Building. Team Building.

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Food Security Program for Linking Relief to Rehabilitation and Development in Afghanistan

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  1. Food Security Program for Linking Relief to Rehabilitation and Development in Afghanistan Team Workshop Dushanbe / Tajikistan Thorsten Trede (APPLICATIO Training & Management GmbH)

  2. A. TEAM BUILDING

  3. Team Building

  4. Team Building

  5. Team Building

  6. Team Building

  7. Team Building

  8. Team Building

  9. Team Building

  10. Team Building

  11. Team Building

  12. Team Building

  13. Team Building

  14. Team Building

  15. Team Building

  16. Team Building

  17. Team Building Increasing effectiveness in a team • Confidentialness in a team • Task: • An interconnected rope may help, to make the members sensible for confidence in a team as to let them “feel” it. • Members stand around in a circuit and take hold of the rope. • Then they go back until the rope is tight. • At they same moment all participants step back. • It is important that all participate do that at the same moment. • In case one person is not confident the whole building will lose balance… … try this with your colleagues in your Organisation

  18. Team Building Johario Window

  19. Team Building Our Team

  20. Team Building Our Team

  21. Team Building Our Teams Transformation Needs • Let’s see where you want to go and how to get there: • Build groups of four • Define your current situation in in the project as a whole • Define your vision… where do you want to be in future or how do you see the future if it was perfect? • Define how to get there by selecting a vehicle you would use for your trip from where you are to where you want to be • Define the luggage you will need to successfully travel • Prepare a presentation, showing all of the above (no words, letters, numbers allowed)

  22. Team Building Our Team – The Spider

  23. B. STAKEHOLDER MANAGEMENT

  24. Stakeholder Management Stakeholderanalysisandmanagement low POWERhigh to keep satisfied to cooperate closely StakeholderC StakeholderA StakeholderB to observe (minimal effort) to inform StakeholderE StakeholderF StakeholderD low INTEREST high

  25. Stakeholder Management Stakeholderanalysisandmanagement

  26. Stakeholder Management Stakeholder Landscape Based on CapacityWORKS, GIZ

  27. Stakeholder Management Stakeholder Landscape SecondaryStakeholder Primary Stakeholder ? V V Key Stakeholder Topic andAims

  28. Stakeholder Management Stakeholder Landscape

  29. Stakeholder Management Stakeholder Landscape

  30. C. LEADERSHIP

  31. Leadership Whattheotherssay: "Effective leadership is putting first things first. Effective management is discipline, carrying it out“ (Stephen R. Covey) "Leadership should be born out of the understanding of the needs of those who would be affected by it“ (Marian Anderson ) … what do you say?

  32. Leadership A leader being an example for others • Successful leaders lead successful organizations! • What can we do as leaders to enable our everyone to perform to their best? • Tasks (headstand method) • Write one card each, answering the question “What can we do to decrease • performanceof your staff as fast as possible • Pin your card on the pin board • Let us sort the cards • Turn the answers and find out what will enable subordinates to perform better

  33. Leadership A leader being an example for others: Enabling performance • Four easy rules of leadership: • Mistakes of subordinates are mistakes of the leader – good leaders cover • their staff • Mistakes of the leader are mistakes of the leader – good leaders do not • blame other for their failures • Success of staff belongs to the staff – leaders do not use success of others • for their own promotion • Successes of the leader belong to all – even if he did it alone.

  34. Leadership A leader being an example for others: Ownership Ownership culture, decision making breaks down into three major categories: Autonomy: Individual employees having the space to manage their day-to- day jobs in the manner they see best. Autonomy is the absence of "micro-management." Participation: Groups of employees contributing to the operation of the group in which they work, whether that be a department, division, shift or work team. Participation can be considered having a role in "local" decision-making. Influence: The work force as a whole having input over the overall direction and strategy of the organization. Influence can be considered having a role in "global" decisions.

  35. Leadership Leadership and management: The difference between leaders and managers

  36. Leadership Leadership and management: Tasks of leaders and managers according WarenBennes • Manager • Leader innovates develops focuses on people inspirestrust has a along rang prespective Doestherightthings administers maintaines focuses on system & structure relies on control Has a shortrangeview Doesthingsright

  37. Leadership The ideal Leader • Whichcharcateristicsshouldthe ideal leaderhave? Percentage of firstchoiceby German employees • 42 % settingcleargoals • 25 % beingcriticalabouthimself • 15 % delegatingresponsabilities • 14 % giving positive feedback to employees • 3,5% Beingpresentat all attimes • : • Let’s try to find out what leadership will bring • to you personally and to your Institute!

  38. Leadership Values of leaders: The 4 E’s of leadership The 4 E’s Step 1: Envision Step 2: Enable Step 3: Empower Step 4: Energize ... and step 5: Execute

  39. ENVISION Strategic Innovation ENABLE Institutional Interdependence Facilitating & Teaching EMPOWER Leadership Values of leaders: The 4 E’s of leadership ENERGIZE Responsibility

  40. Leadership Values of leaders: The 4 E’s of leadership Famous examples: Genghis Khan Preserve nomadic lifestyle & live off the land. Realize the longstanding Mongol dream of "conquering the World". ENVISION Compound bow, short stirrup. "Yasa" code. Merit based units of 10, 1000, 10000. Pony express communications. ENABLE Trusted Locals running conquered cities. Promotion on merit. Generous. Loyal. Frank. EMPOWER Very strong & clear Mongol values. Always led from the front. Charismatic. Either surrender or be slaughtered! ENERGIZE

  41. Leadership Tool Values of leaders: Are you a leader? Five Key Leadership Questions By answering these questions you will be led to discovering insights about your leadership focus, how much you know about yourself, your level of courage and persistence, your ability to listen to and work through other people, and your sense of timing in getting things done when they need to be done.  1: FOCUS: How focused am I? 2: AUTHENTICITY: Am I viewed as authentic? 3: COURAGE: How courageous am I? 4: EMPATHY: How empathic am I? 5: TIMING: Do I make and execute decisions in a timely fashion?

  42. Leadership Tool Values of leaders: Are you a leader? Leadership assessment - Learn about yourself! To answer the question – Who/What Am I? – you will perhaps need to review and examine your many SELVES. SELF-IMAGE - How I see myself? REPUTATION - How others see me? ACTUAL SELF - How I am at a given moment and situation? IDEAL SELF - How I would like to be REAL OR TRUE SELF - How I ought to be according to my true nature as human person

  43. flexibility Mentor Innovator Broker Facilitator internal external Producer Monitor Director Coordinator control Leadership Tool Leadership roles: Competitive Values Framework

  44. Leadership Leadership styles theory - Goleman When… When… changes require a new vision, a clear direction is needed, radical change is needed helping competent, motivated employees improve performance by building long-term capabilities you can… you can… move people towards shared dreams connect what a person wants with the organization's goals if you as a leader are… if you as a leader are… listening, helping people identifying own strengths and weaknesses, encouraging, delegating inspiring, believing in own vision, explaining how and why VISIONARY COACHING

  45. Leadership Leadership styles theory - Goleman When… When… you need high-quality results from a motivated and competent team in a crisis, to kick-start an urgent  turnaround or with problematic employees you can… you can… set challenging and exciting goals reduce fear by giving clear direction in an emergency if you as a leader are… if you as a leader are… having high own standards, be initiative, have low collaboration, are micromanaging, numbers-driven commanding, threatening, tight control, monitoring studiously, driving away talent PACESETTING COMMANDING

  46. Leadership Leadership styles theory - Goleman When… When… the team needs healing, motivation during stressful times or you have to strengthen connections consensus is needed, or valuable input from employees is required you can… you can… create harmony by connecting people to each other value people's input and get commitment through participation if you as a leader are… if you as a leader are… promoting harmony, be empathetic, boost moral, solve conflicts a superb listener, team worker, collaborator, influencer AFFILIATIVE DEMOCRATIC

  47. D. MOTIVATION

  48. Motivation Tool Motivating people i.a. by team building: The leadership motivation assessment Motivated leader: The leadership motivation assessment Are you motivated to lead? The first and most basic prerequisite for leadership is the desire to lead. After all, becoming an effective leader takes hard work. If you are not prepared to work hard at developing your leadership skills or if, deep down, you are really not sure whether you want to lead or not, you'll struggle to become an effective leader. Use the self-test in the tools section to assess your leadership motivation. If you yourself are not motivated to lead – how can you lead others?

  49. Motivation Motivating people i.a. by team building:Maslow hierarchy of needs Maslow hierarchy of needs Self actualization Esteem Love / belonging Safety Physiological

  50. Motivation Tool Motivating people i.a. by team building: Two factor theory Motivation factors, hygiene factors: Two factor theory Employee is dissatisfied and unmotivated Employee is not dissatisfied but unmotivated Employee is satisfied and motivated Motivation factors Hygiene factors

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