Emergency Capacity Building Project Leadership & Team Work.

Slides:



Advertisements
Similar presentations
The International Profiler Marketing Slides. International Trust in Teams Indicator About Trust.
Advertisements

Relationships and Dating
How to Become a Great Queen
Organizational Teams Chapter 12. Overview n Preponderance of Teams n Organizational Small Groups n Characteristics of Groups n Relational Communication.
Gallup Q12 Definitions Notes to Managers
Team work – what it is… Zsuzsanna Szabo, Ph.D. What is a Team Anyway? A team is a small group of people with complementary skills who are committed to.
2013 CollaboRATE Survey Results
Managing Small Business Chapter 16. Management What do manager do?  Plan – Developing management strategy, business plans, organizational goals, etc.
Chapter 8: Foundations of Group Behavior
Together Everyone Achieves More Caldwell,  To identify the characteristics of effective and ineffective teams  To examine the motivations and.
Introduction to Working in Teams © Workshop Objectives  To identify the characteristics of effective and ineffective teams  To examine the motivations.
Conflict Management.
“I can tell you who I am, what I think, feel, believe, want to do, and have done, without getting anxious or worrying about what you may think about.
Management and Leadership
1 MPA Core 2006 Joan Bantz The Evergreen State College TONIGHT’S TOPIC Joan Bantz, Member of the Faculty The Evergreen State College January 2005 MPA “Doing.
TOGETHER EVERYONE ACHIEVES MORE
Xtreme Programming. Software Life Cycle The activities that take place between the time software program is first conceived and the time it is finally.
TEAMWORK.
Teamwork 101.
Coaching Workshop.
Leadership & Team Building
Teamwork Dr.Ihab Nada, DOE. MSKMC.
Employee Engagement Survey
MODULE 21 TEAMS AND TEAMWORK “Two heads can be better than one” Why is an understanding of teams so important? What are the foundations of successful teamwork?
15 Powerful Habits Make You The Winner!!!.
Teamwork Chapter 6.
Develop your Leadership skills
 A situational leader changes their style depending on the skills and knowledge of the person they are working with and the situation they are in. Diagnosing.
Leading Culture Conversations The culture data offers a unique opportunity in organizations to discuss ‘how’ people work (or don’t work) together and identify.
Building Effective Interpersonal Relationships
Conservation District Supervisor Accreditation
LOCUS OF CONTROL Manishaa & Dayaanand.
Chapter 11 Management Skills
Situational Leadership
Leadership: What it is and why is it important? Lakisha Mckay.
Chapter 10 THE NATURE OF WORK GROUPS AND TEAMS. CHAPTER 10 The Nature of Work Groups and Teams Copyright © 2002 Prentice-Hall What is a Group? A set of.
2.
Management & Leadership
EFFECTIVE MANAGEMENT CRITERIA UNIT II. Effective managers lead to business success 1. Know what is going on. Be aware of what is happening in your sector,
TEAMWORK AND TEAM BUILDING KEYS TO GOAL ACHIEVEMENT AND SUSTAINABILITY.
TEAMWORK.
 Is there a difference between working as a group and working as a team? Why or why not? What is the difference?
Gerry Giffin Helping Organizations Manage Change Change Management Skills.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 16 1 Team Management and Conflict MANAGEMENT Meeting and.
Commerce 2BA3 Group Dynamics, Teamwork and Group Decision-Making Week 8 Dr. T. McAteer DeGroote School of Business McMaster University.
INDIVIDUAL DIFFERENCES: PERSONALITY AND ABILITY
Challenges to successful quality improvement HAIVN 2012.
Working in Groups The Overview. Dealing with Difficult Group Members 1. Don’t placate the troublemaker. 2. Refuse to be goaded into a reciprocal pattern.
Loyal employees in a company create loyal customers, who in turn create happy shareholders. The process sounds easy but it’s not, and it has defeated.
An essential part of workplace success!
650 Leadership and management. Objectives Explain the difference between leadership and management and identify the skills needed for both. Discuss a.
What is Facilitation? Facilitation is the process of taking a group through learning or change in a way that encourages all members of the group to participate.
Directing Definition of directing: Directing is the fourth element of the management process. It refers to a continuous task of making contacts with subordinates,
Leading. Rob McEwen – CEO of Goldcorp Inc. “Challenge the NORM! I have pushed all of Goldcorp’s employees to test the validity of entrenched assumptions.
MGT 450 – Spring, 2016 Class 4 – Chapter 3 Effective Leadership Behavior.
Leadership Models, and Styles How will you lead?.
Leadership & Teamwork. QUALITIES OF A GOOD TEAM Shared Vision Roles and Responsibilities well defined Good Communication Trust, Confidentiality, and Respect.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 7 Group and Team Behavior.
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview What Delegation Means Essentials of Delegation Benefits.
Leadership Unit Career & Family Leadership. Leadership = Relationships Past= leadership revolved around 1 person and their actions. Today= leadership.
Values AS CHILDREN OF GOD, HOW TO IMPACT OUR CULTURE & INFLUENCE THE WORLD?
District 4 Area Workshops 2016 Conflict Resolution or I say tomato you say…
Teams Kevin Posalski David Shin. What are Teams Teams are groups of two or more people who interact and influence each other, are mutually accountable.
Team Contracts We can work together! Copyright © Texas Education Agency, All rights reserved. 1.
Who Are Leaders and What Is Leadership
Hillside Elementary School
Professional Certificate in Strategic Change Management
Leading Your Team Like You Mean It
Handout 5: Feedback and support
Presentation transcript:

Emergency Capacity Building Project Leadership & Team Work

 Brainstorm some of your thoughts on leadership…

 Each team will get 15 minute to discuss what are the most important 10 factors to develop good team work  Prioritize identified factors in terms of importance and you will get only five minute  If you need any assistance there will be mentors to help you  Each team get only 3 minute for presentation and please be specific as much as you can.  Please use flip chart for the presentation

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I.“ They think "we" they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit…. This is what creates trust, what enables you to get the task done. PETER DRUCKER

Research carried out by McKinsey and Company in 2006 after asking 102 managers from seven different agencies for their views on the most important staffing factors for emergency-response teams on behalf of the Emergency Capacity Building Project (ECB) creating a ‘culture of trust’ amongst national and international staff was the second most important factor in creating effective emergency-response teams.

Just as money facilitates the physical-task aspects of emergency-response team work, so, too, does trust facilitate the human relationships, Research carried out by McKinsey and Company in 2006 after asking 102 managers from seven different agencies for their views on the most important staffing factors for emergency-response teams on behalf of the Emergency Capacity Building Project (ECB)

Where mistrust prevails; low levels of trust affect productivity as people minimize their vulnerability by ‘playing safe’. Research carried out by McKinsey and Company in 2006 after asking 102 managers from seven different agencies for their views on the most important staffing factors for emergency-response teams on behalf of the Emergency Capacity Building Project (ECB)

Offers of advice are ignored, and valuable but sensitive information is withheld. Cultural differences in values, experience, and working practices become a source of stress, divisiveness, Research carried out by McKinsey and Company in 2006 after asking 102 managers from seven different agencies for their views on the most important staffing factors for emergency-response teams on behalf of the Emergency Capacity Building Project (ECB)

Poor communication rather than an opportunity for valuing diversity and more creative decision-making, these circumstances, in turn, lead to communication breakdowns, defensiveness, poor team learning, and higher levels of anxiety and stress. Team energies are diverted away from the external needs of the beneficiaries. Research carried out by McKinsey and Company in 2006 after asking 102 managers from seven different agencies for their views on the most important staffing factors for emergency-response teams on behalf of the Emergency Capacity Building Project (ECB)

What trust will give us…  more effective co-operation and collaboration  higher levels of organizational commitment and morale  improved flexibility and lowering of co-ordination costs  quicker and better knowledge transfer between team members  increased productivity including in virtual teamwork  greater participation in decision-making processes and improved communication  higher levels of innovation and creativity in solving problems  easier support for change initiatives

 Swift trust can be more readily achieved and is necessary from early stages of emergency response. I. Competence II. Openness with Information III. Integrity IV. Reciprocity

 Trust based on a perception that team members are competent, and so will not let me down.  Every day we have to trust people. When we fly on an aeroplane we trust that the pilot who flies it and the engineers who have serviced it know what they are doing and will do a good job.  We trust them because we believe they are competent at their jobs  In the same way, in the emergency-response team we need to trust that other people in the team are competent at their jobs and will perform to a good standard.

 Trust based on the observation that other team members share information important to the team proactively and clearly.  Information is power. Those who have access to information and do not share it with others are creating a power differential. On one hand, if we believe that other people have information that is important for us and they are not sharing it with us  we may become suspicious. We may begin to wonder what the information is, and why they are not sharing it. This suspicion breeds mistrust.

 Trust based on the observation that other team members maintain promises, are team-orientated, and behave towards me in accordance with a moral code.  If people keep their word and fulfill their commitments, over time, we come to trust them more. It is sometimes tempting to promise things that we are not sure we can deliver, just to please people. This is particularly true in certain cultural contexts where saying ‘no’ might be regarded as bad for relationships. In the long run, when we cannot deliver, this reduces other people’s trust in us. It takes time to build trust.

 Trust based on the observation that other group members are trusting and Cooperative towards me.  It is easier to trust someone else if we feel they are trusting towards us. Equally, if we feel someone is behaving towards us in a suspicious way, then we can easily project negative motivations onto them in order to explain their behavior, and this makes it more difficult for us to trust them. This reciprocal nature of trust means that we can quickly get into positive or negative ‘spirals’ of trust.

 Deeper trust takes more time and effort to establish. I. Compatibility II. Goodwill III. Predictability IV. Well-being V. Inclusion VI. Accessibility

 Trust based on background, values, approaches, interests, and objectives held in common.  Most of us feel more comfortable and more ready to trust in the company of people who are ‘like us’. In reality, we are all different from each other. We are different in terms of, for example, personalities, experience, gender, and culture. We have to understand and work through these differences before we cease to notice them and feel instead that we are all part of something bigger and more important than ourselves.

 Trust based on the belief that other team members are concerned about my overall welfare.  Working in an emergency-response team is a demanding and stressful experience. Nobody is immune from these pressures and everyone needs help and support from time to time. If I feel that other people in the team are concerned about me and how I am feeling, I can trust them more easily.

 Trust based on the observation that the behavior of team members is consistent over time and in different contexts.  I will find it easier to trust people who are disciplined in their approach to work and abide by the norms and standards of the group in their everyday lives, as these qualities make their behavior more predictable. Sometimes I may lose trust in those from other cultural backgrounds because they may behave in ways that seem unpredictable, as I don’t fully understand the values that lie behind their actions,

 Trust arising from the feeling that I have nothing to fear from other members of the group.  It is difficult to fear and trust people at the same time. Sometimes fear of an outside threat can lead us to trust the people in our own group more strongly, as often happens in times of war or heightened security threats. But we are not likely to find it easy to trust the people who make us afraid. In the working environment the Commonest cause of fear is a culture of ‘blame’. When something goes wrong, then first reactions are to look for the person whose ‘fault’ it was with a view to punishing them. Such a culture destroys trust and leads people to behave in a defensive way

 Trust based on the observation that other group members actively include me in their social and work activities.  All of us need to be included in important social and work activities. Excluding someone, leaving them out of activities that involve everyone else, sends a powerful message that destroys trust. In the context of an emergency-response team there is always a danger that factions or sub-groups will form. These may be based on whether some people are ‘internationals’ and some ‘nationals’.  Subgroups may also form based on ethnic differences or simply on the basis of functional or regional separation.

 Trust based on the observation that other team members share their true feelings and I can relate to them on a personal level.  People who are cool and distant in their personal manner may seem more difficult to trust. By keeping their thoughts and feelings to themselves they seem to be indicating that they do not trust others and are not prepared to take the risk of making themselves vulnerable