1 / 54

Emerging Leaders Program

Emerging Leaders Program. Module 3: Building Your Team. www.cheurfire.com. Objectives. Compare healthy vs. unhealthy conflict Learn about different conflict management styles Discuss conflict resolution strategies Identify methods to build accountability

jtiara
Download Presentation

Emerging Leaders Program

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Emerging Leaders Program Module 3: Building Your Team www.cheurfire.com

  2. Objectives • Compare healthy vs. unhealthy conflict • Learn about different conflict management styles • Discuss conflict resolution strategies • Identify methods to build accountability • Review importance of continuous evaluation • Discuss managing and clarifying expectations through team charters cheurfire.com

  3. Managing Conflict cheurfire.com

  4. Good Conflict outcomes 0 Bad Low High Level of conflict Conflict: Pre 1970s View 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com

  5. Good Optimal conflict Conflict outcomes 0 Bad Low High Level of conflict Conflict: 1970s - 1990s View 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com

  6. Conflict: Two Types • Constructive conflict • Aimed at issue, not parties • Produces benefits of conflict • Relationship conflict • Aimed at the person (e.g. their competence), not the task or issue • Introduces perceptual biases • Distorts information processing cheurfire.com

  7. Good Conflict outcomes 0 Bad Low High Level of conflict Healthy Conflict Constructive conflict Relationship conflict 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com

  8. Conflict Perceptions Manifest Conflict Conflict Outcomes Conflict Emotions Conflict Process Sources of Conflict Conflict Escalation Cycle cheurfire.com

  9. Relationship Conflict • Three Ways to Minimize: • Emotional intelligence • Cohesive team • Supportive team norms cheurfire.com

  10. Conflict Handling Styles cheurfire.com

  11. Negotiation Activity: Ugli Orange Negotiation cheurfire.com

  12. Interest Based Approach (IBR) • Make sure that good relationships are the first priority • Keep people and problems separate • Differentiate between position (what) and interests (why) • Pay attention to the interests that are being presented • Listen first; talk second • Set out the “facts” • Explore options together cheurfire.com

  13. Conflict Resolution Process Step 1: Set the Scene Step 2: Gather Information Step 3: Agree the Problem Step 4: Brainstorm Possible Solutions Step 5: Negotiate a Solution cheurfire.com

  14. Building Accountability What does accountability mean to you? cheurfire.com

  15. Building Accountability • Intrinsic accountability is driven by extrinsic management styles, processes, systems, supports and culture What’s encouraging/discouraging accountability? cheurfire.com

  16. Building Accountability is S.I.M.P.L.E.1 • S – Set expectations • I – Invite commitment • M – Measure progress • P – Provide feedback • L – Link to consequences • E – Evaluate effectiveness 1Miller, Brian Cole (2006). Keeping Employees Accountable for Results. cheurfire.com

  17. Set Expectations • Express what’s expected • Do not rely on assumptions cheurfire.com

  18. Invite Commitment • Increase commitment • Explain the WIIFM • Explain cause and effect • Ask for commitment (don’t assume) cheurfire.com

  19. Measure Progress • Are they meeting goals/commitments? • Identify gaps cheurfire.com

  20. Provide Feedback • Share information you gather • Opens doors to problem solving discussions/follow-up actions • Feedback should be in the spirit of growth and support cheurfire.com

  21. Link to Consequences • Consequences ≠ Punishment • Can drive motivation • Increases commitment • Follow-through is important! cheurfire.com

  22. Evaluate Effectiveness • Review process and identify improvements cheurfire.com

  23. Management Styles and Accountability • Quick Quiz: • You’ve been asked to manage a high profile project and have delegated the work to your team, but the planning starts to fall behind schedule. What is your first reaction? cheurfire.com

  24. Management Styles1 and Accountability 1Adapted from Dr. Eric Berne’s The Games People Play. cheurfire.com

  25. Management Styles and Accountability Best management practices to encourage accountability? cheurfire.com

  26. How to Ensure No/Low Accountability • ‘Helicopter’/‘Tiger’ management • Unclear roles/expectations/goals • Limited choice/decision-making • Punishing over learning • No fail culture (hiding mistakes) • Allow people to fly under radar • Lack of commitment • Avoidance/poor communication cheurfire.com

  27. Continuous Evaluation How do you know when you have a high performing team? cheurfire.com

  28. Success Criteria cheurfire.com

  29. Critical Success Factors Essential to achieving the vision/mission of your team. What are some examples of Critical Success Factors? LEAD MEASURES cheurfire.com

  30. How do you determine if you have reached your goals? LAG MEASURES cheurfire.com

  31. Metrics Good metrics tell a story… • What were the goals? • What happened? • Who was involved? • What was the outcome? cheurfire.com

  32. Metrics Why do you need metrics? • Keep the focus • Assess current performance • Anticipate potential deviations • Set goals for improvement cheurfire.com

  33. Measurement and Management If you can’t measure it, you can’t manage it. - Peter Drucker cheurfire.com

  34. Measurement and Improvement If you can’t measure it and you can’t manage it, you can’t improve it. cheurfire.com

  35. Mastering Success But how do true improvements happen? cheurfire.com

  36. Belief cheurfire.com

  37. Reality cheurfire.com

  38. Lessons Learned “My barn having burned down, I can now see the moon.” - Mizuta Masahide cheurfire.com

  39. Evaluation cheurfire.com

  40. Clarifying Roles & Expectations cheurfire.com

  41. Expectations Business relationships are based on results and this drive can create many expectations Many are “unwritten” and “unexpressed” PROBLEM: Both “unwritten” and “unexpressed” expectations are based on assumptions. cheurfire.com

  42. Assumptions & Expectations Question: Today’s workplace has MORE or FEWER unwritten and unexpressed expectations than forty years ago? cheurfire.com

  43. One Solution Encourage homogeny?!? cheurfire.com

  44. Benefits of Diversity Groups with at least one diverse team member outperform homogenous groups. Why? • Results in better decision making • Breaks up group think • Improves group effectiveness cheurfire.com

  45. Better Solution Manage Expectations/Eliminate Assumptions cheurfire.com

  46. Managing Expectations • Reduce your expectations of others and increase your expectations of yourself • Express your expectations when making requests • Ask others to share their expectations • Check your assumptions—unwritten and unexpressed cheurfire.com

  47. Managing Expectations What can your teams do to manage expectations? cheurfire.com

  48. Developing Team Norms • Requires full participation • Discuss issues causing tension or “unwritten” & “unexpressed” norms • Start with a top 10 • Brainstorm the opposite of the problem (I.e., if missing deadlines is the issue, then the opposite would be meeting deadlines) cheurfire.com

  49. Developing Team Norms • Set them up using the following format: • If we are to (state positive outcome desired) then we (state the expected behaviours) • E.g. If we are to meet deadlines, then we • Must agree to a timeline at the start of the project • Notify everyone of potential missed deadlines at least “x” days before • Revise or adjust project timelines if necessary cheurfire.com

  50. Clarifying Roles & Responsibilities cheurfire.com

More Related