1. Team Management Basics President’s Retreat May 23, 2015

2. Agenda Life Cycle of a Team Self Care (How to Support yourself & Your Team’s Success) How to Support Your Team Addressing Conflicts

3. Cycle of a Team

5. Leaders Role in Each Stage StageActivities of Leader FormingDirect the team, and establish clear objectives, both for the team as a whole & indiv members StormingEstablish processes & structures. MBTI can also help understand different work styles/strengths. Build trust and good relationships between team members. Resolve problems swiftly as they occur. Provide support, especially to those team members who are less secure. Remain positive and firm in the face of challenges to your leadership, or to team goals. Explain the model, so they can understand what’s going on and that it gets better. Coach team members in assertiveness in assertiveness and conflict resolution skills as needed. NormingStep back and help team members take responsibility for progress towards the goal. Good time for a team building event. PerformingDelegate tasks and projects as far as you can. Once the team is achieving well, you should aim to have as light a touch as possible. You will now be able to start focusing on other goals and areas of work.

6. Team Management Basics Self Care Suporting for Success Addressing Challenges

7. Self Care – Comes First! -Priority setting & Time Management (video clip)video clip -Rocks are the Priorities you were working on yesterday, AND … -Another rock is managing your team! -Saying Yes, Saying No – pitfalls of each in extreme -Personal Check in: “Am I getting energy from this?” -We can achieve a lot more, and feel a lot better, when we are energized by our work - If you’re not energized, what’s going on? - What needs to happen?

8. Time Management

9. Tips to keep it all in the jar -Estimating and Planning – broadstrokes -How much time is available? -Critical Path of milestones -Ask yourself: -What must you do and how much other time does that leave -What can others do? - delegate, support, coach or direct -Who’s on board I can pass off to? Who do I need to invest in? How much time will that take? -Speaks to need to: - recruit – for the skills and number of people you need on your team - develop the potential in your team -As President, you are setting an example of leadership – what kind do you want to set? -EWB – push hard to achieve a lot, and don’t burn out

10. Supporting Your Team Key to your chapters success! EWB is a great incubator of developing leaders Chapter members want to do good work, and in return they get opportunities to develop skills they might not otherwise Not all chapter members are the same! Situational Leadership Diagnose the skill and will of the coachee Low skill/Low will – focus on coaching Low skill/High will – provide direction High skill/Low will – get the coachee motivated! – lend support High skill/High will – delegate and let magic happen!

12. Scenarios – What Style to Apply? ScenarioStyle Required 1. New member joins your chapter. Keen to learn. Had been involved in an EWB chapter in another city for a few months before moving. 2. Experienced leader moves to new position on your Exec. They didn’t want to come, but you encouraged them as you had a need to fill and believed they could do it. 3. New member joins who has a lot of volunteer experience. Thinks EWB is about technical engineering and gets disillusioned. 4. You choose one of your team for an opening on your Exec that several people wanted, but this person was the clear choice.

13. Crash Course Meet them where they are Listen effectively – member needs to feel heard (vs talked down to) Apply the right balance of challenge and support Both Leader and Member must be willing Identify any blocks you have /park them (biases, judgments)

14. Addressing Conflict

15. Addressing Challenges – Conflict in the Team Try not to internalize chapter strife, and, don’t ignore it either If there’s a real problem, address it early saves a lot of ‘made up’ grief and wasted energy Know when to intervene – encourage/allow members to sort things out on their own first rather than rescue - coach them on how Be aware of your own fears wrt addressing conflicts

16. What’s your Conflict Management Style?

17. Experiential Move to the part of the room that best represents your style Look around the room – what do you notice? In your groups Share with each other how your style will support, and get in your way as a leader What do you need to be aware of as you move forward? Questions/Processing

19. How you intervene is key! Some Tips … Name what you see - be objective, non-judging eg. I’ve noticed … Include all people directly involved Provide a safe environment - where they feel invited to share openly Be clear - Share the impact the situation has on you, and how you see it impacting the team Ask each to share their experience of the situation – encourage them to include their full experience (observations, thoughts, feelings, wants) Come from a place of curiosity vs knowing Myth about telling the truth - not have fear of hurting someone else, about your own discomfort

20. Experiential – Managing Conflict Choose a scenario and role play it Groups of 3 – 1 leader, 1 member, 1 observer Observer to provide feedback

21. Remember … As president, you are setting an example Resources: Orange Book – update coming soon!

22. Recruiting The Right Mix for Your Team refer to Simply EWB session Have a clear Vision – what are you trying to build? This will help you attract others Know your strengths, and where you need help Recruit others who are better where you are weak Shared Values – alignment with EWB Values (share postcards?) Balance of skills – creatives, practical, dreamer, pragmatist, strategist, implementers, questioners, administrators, thinkers … Make sure you have the right mix to ideate, initiate, grind through and finish successful projects!