Team Leader Level 2 Certificate

Transcription

1 Team Leader Level 2 Certificate University of Nottingham 2013 Jenny Wilkinson jmw@gwa.co.uk

2 Looking Back Looking Forward

3 How s it going??

4 The Programme Developing yourself as a Team Leader Leading your Team Key Skills to Team Leaders Developing People and teams Improvement and Change Programme Introduction Leadership vmanagement Planning and monitoring Induction and training Understanding Change Team leading Developing yourself Improving your effectiveness Getting feedback Leadership styles Performance Motivating Organising the team Workplace communication Briefing the team Coaching Developing the work team Team roles Supporting the team Continuous improvement Improvement project Personal action planning Personal action planning Personal action planning Personal action planning Personal action planning Programme review

5 Today Leading your Team Leadership v- management Leadership styles Performance Motivating Personal action planning

6 Assessment for Day 2 Mini Project 2 (3 credits) Leading Your Work Team (2 credits) Improving Performance of the Work Team (1 credit)

7 Mini Project 2 Unit Leading Your Work Team

8 Leadership and Management

9 Mini Project 2 Unit Leading Your Work Team

10 Mini Project 2 Unit Leading Your Work Team

11 Leading or Managing? What is the difference between a leading and managing?

12 Fill in the blanks with leadership/leader or managing/managers Fill in the Blanks

13 Leadership/ Management

14 Leading? Identify a situation when you have been a leader

15 Managing? Identify a situation when you have been a manager

16 Leadership Styles

17 Mini Project 2 Unit Leading Your Work Team

18 Mini Project 2 Unit Leading Your Work Team

19 Mini Project 2 Unit Leading Your Work Team

20 Mini Project 2 Unit Leading Your Work Team

21 Activity: Why Leadership? Why is it important for teams to be led?

22 Activity: Leadership style What s do we mean by leadership style?

23 Activity: Leadership style What s the difference between a style and a model of leadership?

24 Functional Leadership Action Centred Leadership John Adair

25 What s the difference?

26 What s the difference?

27 Three Styles Model Kurt Lewin Authoritarian Autocratic Participative Democratic Delegative Laissez Faire

28 Authoritarian Identify a situation when an authoritarian style of leadership was appropriate

29 Participative Identify a situation when a participative, consultative style of leadership was appropriate

30 Is leadership all about the leader?

31 Readiness of Followers (D3) High Competence Variable Commitment (D2) Some Competence Low Commitment (D4) High Competence High Commitment (D1) Low Competence Low Commitment

32 Leadership Style (S3) Supporting: Low on Direction High on Support (S2) Coaching: High on Direction High on Support (S4) Delegating: Low on Direction Low on Support (S1) Directing: High on Direction Low on Support

33 Situational Leadership

34 Situational Leadership

35 Getting the Best out of the Team (Performance)

36 Mini Project 2 Unit Improving Performance of the Work Team

37 Mini Project 2 Unit Improving Performance of the Work Team

38 Mini Project 2 Unit Improving Performance of the Work Team

39 Mini Project 2 Unit Improving Performance of the Work Team

40 How do your team members know what is expected of them? Setting Standards

41 Organisational Policy Organisational Objectives

42 Mini Project 2 Unit Improving Performance of the Work Team

43 Mini Project 2 Unit Improving Performance of the Work Team

44 Mini Project 2 Unit Improving Performance of the Work Team

45 What is performance management?

46 The Performance Gap Why don t they do what I want?

47 The Performance Gap Why? What? How? Can't Prevented Won t Individual may not know why they are supposed to be doing something. Manager may not be communicating strategic vision or specific objectives. Individual may not know what to do. Poor team communication, usually stemming from manager. They are not clear what standard they have to achieve. They don't know how to do the task. Require training, coaching, better instruction - management responsibility. They cannot do the task as they don't have or cannot acquire the necessary skills. This is a recruitment problem, or delegation problem and the member of staff is usually not responsible. They are prevented from completing tasks by organisational constraints: resources, poor communication, poor management. They refuse and won t do the task. This is a discipline issue but only after the questions above, have been asked.

48 Activity: Design a Performance Management Model In groups design a performance management model for Jessie use a flowchart to show your thinking

49 Deming Continuous Improvement

50 Performance Management Models

51 Performance Management Models

52 Performance Management Models

53 Performance Management Models

54 Performance Management Models

55 Getting the Best out of the Team (Motivation)

56 Activity: What motivates you? In pairs discuss what motivates you at work describe the last time you felt satisfied at work what led to that feeling. Describe the last time you felt dissatisfied at work what led to that feeling. Record your ideas on post it notes and put them on the walls.

57 Mini Project 2 Unit Improving Performance of the Work Team

58 Mini Project 2 Unit Improving Performance of the Work Team

59 Motivational Theories

60 Motivational Theories Maslow Self-actualisation personal growth and fulfilment Esteem needs achievement, status, responsibility, reputation Belongingness and Love needs family, affection, relationships, work group, etc Safety needs protection, security, order, law, limits, stability, etc Hierarchy of Needs Biological and Physiological needs basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.

61 Motivational Theories Herzberg achievement recognition work itself responsibility advancement personal growth Motivators and Hygiene Factors 'hygiene' (or 'maintenance') factors status security relationship with subordinates personal life relationship with peers salary work conditions relationship with supervisor company policy and administration supervision

62 Motivational Theories Vroom Expectancy Theory

63 Activity: Team Leaders and Motivation In groups discuss the question what can a team leader do to motivate staff? What restrictions do you have (what can t you do?) What is in your gift (what can you do?)

64 Looking back: Looking forward

65 Time Required 7 hours + 7 hours = 14 hours Word Count ILM recommendations between 800 1,500 per unit = 1,600 words 1, ,500 = 3,000 words Assignment Guidelines Mini Project Document = 3,900 therefore limit is 7,000 words

66 Next time Day 3: Key Skills for Team Leaders: Planning and Communicating Planning and Monitoring Organising the Team Workplace Communication Briefing the Team Personal Action Planning