1. Ordinary People- Extraordinary Life's! Seek the Leader in you! Team Building and Leadership workshop

2. “ I will pay more for the ability to deal with people than for any other ability under the sun ” - John D. Rockfeller

3. Team Leader “ Your first and foremost job as a Leader is to take charge of your own energy and then orchestrate the energy of those around you ” - Peter Drucker

4. Dynamic Team High Performing Interdependent Confident

5. A Dynamic Team Clearly states its mission and goals; Operates creatively; Focuses on results; Clarifies roles and responsibilities; Is well organized; Builds upon individual strengths; Supports leadership and each other; Resolves disagreement; Communicates openly; Evaluates its own effectiveness.

6. Steps to build a ‘ Dynamic ’ Team Drive  Map out your team ’ s mission statement. Define its purpose of existance.  Chart out the team ’ s goals and priorities.  Register your “ rules of the road ” - Guidelines.

7. Drive Strive  Clarify team members ’ roles and responsibilities. à Set realistic goals. à Identify roadblocks. à Draw up action plans. Steps to build a ‘ Dynamic ’ Team

8. Drive Strive Thrive à Provide feedback. à Commit to conflict resolution. à Collaborate for creativity. à Deal with decision making - Empowerment Steps to build a ‘ Dynamic ’ Team

9. Drive Strive Arrive Thrive à Celebrate success. à Keep track of progress. à Consistently encourage involvement. à Revitalise team meetings. Steps to build a ‘ Dynamic ’ Team

10. Drive Strive Revive Arrive Thrive à Unwelcome intrusions / changes disrupt plans. Eg. 2 members quit / new project. à Restructuring of department ? à Need to backtrack few steps to regroup.  Reestablish team ’ s goals, priorities & re- look at responsibilities. Steps to build a ‘ Dynamic ’ Team

11. The ‘ Dynamic ’ Team Drive Strive Revive Arrive Thrive

12. Towards building a healthy team  Hold team meetings regularly.  Make them interesting - share information.  Involve team members in discussion & activities.  Make them responsible for team processes.  Encourage problem solving & sharing of ideas.  Share success.  Timely recognition & appreciation.

13. Symptoms of poor teamwork  Guarded communication.  Lack of disagreements.  Unwilling to share information.  Ineffective team meetings.  Unrealistic goals.  Unhealthy competition.  Little faith in others.

14. After the Team Challenge  Observer ’ s comments on group behaviour and performance.  How did you feel at the different stages of the exercise?  Did the team develop a successful strategy to cope with destructive members?  How did you feel to be a saboteur ?  What are the positive and negative aspects of competition?  What are your learnings ???

15. Different Roles in a team Team Enhancing Roles Team Impeding Roles  Knowledge Contributor  Process Observer  People Supporter  Challenger  Listener  Summarizer  Conciliator  Mediator  Gatekeeper  Concealer  Pessimist  Squelcher  People diagnoser  Dominator  Flaw Finder  Naysayer

16. The ‘ OK ’ Corral

17. Transactional Analysis What is TA? A model for understanding human behavior Three Ego States (parent, adult, and child) or “ parts of the brain ” Parent's is a language of values Adult's is a language of logic and rationality Child's is a language of emotions Effective functioning in the world depends on the availability of all three, intact ego states.

18. Parent ego What are the Parent Types? Prejudiced ( lacks facts & logic ) Nurturing ( caring and sympathetic behavior ) Critical ( fault-finding, condescending … )

19. The Child (Ego) in all of us … Represents the feeling/emotional part of us. Includes the impulses, feelings, and behaviors that comes naturally to a small child. Often referred to as the ‘ emotional ’ part of us.

20. The Child Ego State A Child is … Impulsive Self Centered Pleasure Loving Angry Fearful Happy Rebellious Sad Aggressive

21. The Adult Ego That part of us that deals objectively with reality ( why is this important ?) Gathers objective information Organizes Tests reality Computes dispassionately

22. Claude Steiner, PhD “ Being able to see things as they are without the emotional attachments and aversions of our Child and without the prejudices of our Parent (be they that I/You are OK or not) gives us the power to make decisions on the basis of the closest approximation to reality that we can attain given our experience at the moment. ”

23. So what about the Adult Ego … Looks at the past but doesn ’ t dwell on it. Think of a person who lives in the past … what other characteristics do you see in them? Focuses on information and objectively analyzes data to make decisions. Often referred to as the computer part of us.

24. Ego Portraits Most people have a favorite ego state. when at work where do people spend most of their time? What about with family?

25. The Parent Ego: A P C What are characteristics of someone with a large adult ego?

26. The Adult Ego: A P C What are characteristics of someone with a large adult ego?

27. The Child Ego: A P C

28. Contamination … Occurs when prejudice, beliefs, pre- conceived notions are so strongly held that they contaminate the adult ’ s ability to think logically. C A P

29. YOU ’ RE OK I ’ m OK You ’ re OK I ’ m Not OK You ’ re OK I ’ m OK You ’ re Not OK I ’ m Not OK You ’ re Not OK I ’ M OK I ’ M NOT OK YOU ’ RE NOT OK The ‘ OK ’ Corral

30. Examples and Characteristics  I ’ m OK, You ’ re OK - I feel good about my own performance and the whole team is doing very well now.  Characteristics: Mutual respect. Collaboration, Construtive approach to problems and disagreements. Confidence. Refusal to put self or others down

31.  I ’ m OK, you ‘ re not OK- The boss really likes my effort. He didn ’ t say much about yours, though  Characteristics: Smugness. Superiority. Competitiveness regardless of cost to others. Will put others down readily and with enjoyment. Hostility. Constantly looking for errors by others. Victimization and harassment of others. Characteristics... (Contd)

32.  I ’ m not OK, you ’ re OK- Other people are so much better at their jobs than I am.  Characteristics: Feelings of inadequacy and powerlessness. Withdrawal. Under valuing of own skills and abilities. Running away from Problems.  I ’ m not OK, you ’ re not OK - We ’ ve made a mess of this project. It ’ s just terrible.  Characteristics : Hopelessness. Sense of getting nowhere. ‘ Why bother? ’

33. Appreciation: Key to Effective Team Work 46% of people who quit their job do so because they feel unappreciated! - US Dept. of Labour

34. Team Work is no accident, it is the by-product of good leadership!

35. Mental blocks / Inner barriers that hinders effective team working  They are built from your assumptions on how you & others should work.  They gradually transform into rules governing you - your response to people & situations.  One believes them unquestioningly.  One doesn ’ t think of them, or recognize them as sources of ineffectiveness at work. What are they??

36. Denial : I don ’ t see a problem, so it isn't there.

37. Blind Spots & shortcuts What I don ’ t like can ’ t be important

38. Self Interest Always look out for No. 1

39.  Mind reading People should know what I want without being told !

40.  Blame If something has gone wrong, it has to be somebody ’ s fault.

41.  Being nice Being nice to Avoid conflict at all cost.

42.  Perfection If it ’ s not perfect its nothing

43.  Excuses There is always a good reason why I don ’ t follow the rules everyone works by.

44.  Being right There ’ s a right way & a wrong way, my way is always right.

45. Emotional Intelligence Where the 20th century was driven by IQ, the key to success in the 21st Century will be EQ - Emotional Quotient

46. The Stages of Effective Team Management New Manager - “ I did it ” Experienced Manager - “ We did it ” Leader - “ You did it ”

47. A Team that is : à Open to ideas. à Eager to communicate. à Focused on its goals. à Accepting of all members.... is DYNAMIC.

48. Good Managers know how to cut: They trim costs, reengineer & restructure. Leaders know how to grow: They realize you can ’ t shrink your way to Greatness! Business Week - Top 25 Manager s ‘ 95