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2 1 19 th Annual Transportation Disadvantaged Best Practices & Training Workshop

3 Team - A small number of individuals with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. Coaching - Providing individualized and constructive feedback on a person’s behavior and performance while focusing on future improvement. Leadership - The process of influencing and motivating people and providing a work environment that enables them to accomplish their group or organizational objectives. 2

4  Traits are natural and learned characteristics and behaviors such as:  Drive – inner motivation to pursue goals  Integrity – truthfulness and tendency to translate words into deeds  Self-confidence – belief in one’s own leadership skills and ability to achieve objectives 3

5  Intelligence - above-average cognitive ability to process enormous amounts of information  Knowledge of the business – understanding of organization’s environment to make more intuitive decisions  Emotional intelligence – ability to monitor one’s own/others’ emotions, discriminate among them, and use information to guide one’s thoughts/actions 8.10.11 4

6 Role Model ManagerAdviserLeader 8.10.11 5

7 Team Member Facilitator Trouble- shooter Investigator Smoother EncouragerChallenger 8.10.11 6

8 DominatorNonparticipatorArguer InquisitorNaysayer 8.10.11www.ThompsonEllisConsulting.com7

9  Listening attentively  Control your biases  Validate your assumptions  Providing clear, constructive feedback  Evaluate team members’ performance, task progression ▪ Popular model – 360-degree feedback 8.10.11www.ThompsonEllisConsulting.com8

10  Building commitment and confidence  Create an environment that supports team members’ commitment to purpose of team  A positive culture exists when individuals believe their ideas are respected, receive recognition for their contributions and feel good about what they do. 8.10.11www.ThompsonEllisConsulting.com9

11  Avoiding the manipulation of others  Avoid hidden agendas  Focusing on results  Team will only be seen as successful when results are achieved  Believe in your team and its ability to accomplish tasks 8.10.11www.ThompsonEllisConsulting.com10

12  Creating opportunities for others  Delegate tasks ▪ Give team members an opportunity to develop their skills  Attend to new tasks/strategic activities  Considering the wider organizational context  Integrate individual and organizational needs 8.10.11www.ThompsonEllisConsulting.com11

13  Ask Questions  Open  Direct  Reverse  Brainstorm  Key is to maintain a nonjudgmental atmosphere and add value to all ideas 8.10.11 12

14  Guide Discussions  Keep discussions under control  Disallow few individuals to monopolize time  Avoid “Groupthink”  Demonstrate and encourage critical thinking  Encourage participation from everyone 8.10.11www.ThompsonEllisConsulting.com13

15  Learn how to deal with the differences encountered with a diverse workforce - cultural background, values, language skills, educational preparation  Build a culture of openness and inclusiveness ▪ Exercise flexibility; recognize individual/cultural differences ▪ Work hard to match people with jobs based on their abilities, skills, needs, values. 8.10.11 14

16  Acknowledge the conflict  Discuss the conflict  Agree on a solution  Monitor results  Build trust 15

17  Acknowledge work well done  Allow for experimentation without punishing mistakes/failures  Provide extrinsic rewards  Pay, fringes, promotion  Provide intrinsic rewards  Responsibility, challenge, meaningful work 8.10.11 16

18 8.10.11www.ThompsonEllisConsulting.com17 Ability and skill Intrinsic rewards Experience Satisfaction Extrinsic rewards Performance results: Individual Performance results: Individual Motivation to exert effort Performance evaluation Performance evaluation Source: J. L. Gibson, J. M. Ivancevich and J. H. Donnelly, Jr., Organizations: Behavior, Structure, Processes (Boston, MA: McGraw-Hill, 1997

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