MD-TDP-LMT

Leading my team-B

Learning Objectives

1. Understand better your role within a team
2. Gain greater insight to what's happening in your team
3. Become aware of the strengths and challenges within your team
4. Determine how to develop your team according to the demands of the stakeholders
5. Reflect on how you behave when decisions must be made and learn different approaches to delegate decision-making
6. Become familiar with the various challenges inherent in phases of change

1. Safe to voice opposite or different opinions, to take risks and ask judgment-free questions
2. Team members get things done on time and meet expectations
3. Clear goals and well defined roles in the team
4. Work is personally important
5. Team believes work is purposeful and positively impact greater good

1. Forming stage (Orientation)
   • Characteristics
     • Uncertainty and confusion
     • Cautious
     • Formal
     • Polite
     • Tense
   • Actions
     • Clearly state goals and limits
     • Let team members get to know each other
     • Build support and trust
     • Allow distance
2. Storming stage (Confrontation)
   • Characteristics
     • Disagreements on priorities
     • Power struggle
     • Clique forming
     • Labored progress
     • Subliminal conflicts
     • Either/or discussions
   • Actions
     • Allow commotion
     • Find shared goals
     • Address conflicts and support problem solving
     • Emphasize common ground
     • Be interior and foreign minister
3. Norming stage (Integration)
   • Characteristics
     • Team spirit
     • Norms and rules followed
     • Real work begins
     • Confrontations of opinion
     • Esteem and acceptance
     • Open exchange and discussion
   • Actions
     • Adhere to rules
     • Establish rituals
     • Delegate responsibility
     • Be a team player, acting foremost as ambassador
     • Establish give and take duties
4. Production stage (Production)
   • Characteristics
     • Behavior stabilized
     • Aim for the same goal together
     • Recognition, acceptance and appreciation
     • Integration of personal interests and strengths
     • Optimization
   • Actions
     • Promote reflection and optimization
     • Promote independence
     • Celebrate successes

GRIP

• Goal
• Roles
• Interaction
• Processes

Belbin Team Roles

1. Plant智多星
   • Tends to be highly creative and good at solving problems in unconventional ways.
   • Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems. 充满创意，富想象力，不会墨守成规，善于解决疑难。
   • Allowable weaknesses: Might ignore incidentals, and maybe too preoccupied to communicate effectively. 忽略现实琐事，过分沉迷于自我思维而未能有效表达。
   • Don't be surprised to find that: They could be absent-minded or forgetful. 心不在焉、健忘的
2. Monitor Evaluator审议员
   • Provides a logical eye, making impartial judgements where required and weighs up the team's options in a dispassionate way.
   • Strengths: Sober strategic and discerning. Sees all options and judges accurately.深思熟虑，精于谋略，辨识力强。周详考虑选项，判断准确。
   • Allowable weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical.可能欠缺鼓舞他人的动力和能力：可能过于批评
   • Don't be surprised to find that: They could be slow to come to decisions.决策慢
3. Specialist专业师
   • Brings in-depth knowledge of a key area to the team.
   • Strengths: Single-minded, self-starting and dedicated. They provide specialist knowledge and skills.专心致意主动自觉，全情投入。能够提供不易掌握的专门知识和技能。
   • Allowable weaknesses: Tends to contribute on a narrow front and can dwell on the technicalities.只能在有限范围内做出贡献，沉迷于个人专门兴趣。
   • Don't be surprised to find that: They overload you with information.给予过多信息
4. Implementer执行者
   • Needed to plan a workable strategy and carry it out as efficiently as possible.实际，可堪信赖，有效率。能够采取实际步骤和行动。
   • Strengths: Practical, reliable, efficient. Turns ideas into actions and organizes work that needs to be done.注重机会时反应迟缓。
   • Allowable weaknesses: Can be a bit inflexible and slow to respond to new possibilities.可能欠缺弹性，面对新
   • Don't be surprised to find that: They might be slow to relinquish their plans in favor of positivechanges.面对有利变化时可能无法快速调整计划
5. Completer Finisher完成者
   • Most effectively used at the end of tasks to polish and scrutinize the work for errors, subjecting it to the highest standards of quality control.
   • Strengths: Pains taking, conscientious, anxious for perfection. Searches out errors. Polishes and perfects.勤勉苦干，忠诚尽责，渴求完美。善于发现错漏，能够把事情改进和办妥。
   • Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate.倾向过分焦虑，不愿别人介入自己的工作。
   • Don't be surprised to find that: They could be accused of taking their perfectionism t oextremes.可能过于追求完美
6. Shaper推进者
   • Provides the necessary drive to ensure that the team keeps moving and does not lose focus or momentum.
   • Strengths: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles. 善于推动，充满活力，能够承受压力。具备克服障碍的驱动力和勇气。
   • Allowable weaknesses: Can be prone to provocation, and may sometimes offend people's feelings. 动较触怒别人，可能会冒犯他人。
   • Don't be surprised to find that: they could risk becoming aggressive and bad-humored in their attempts to get things done.推动事情的过程可能过于础逼人和情绪化
7. Coordinator协调者
   • Needed to focus on the team's objectives, draw out team members and delegate work appropriately.
   • Strengths: Mature, confident, identifies talent. Clarifies goals.成熟、自信，伯乐。澄清目标。
   • Allowable weaknesses: Can be seen as manipulative and might offload their own share of the work. 或会被视为玩弄手段，推卸个人职责。
   • Don't be surprised to find that: They might over-delegate, leaving themselves little work to do.可能过于授权让自己无事可做
8. Team worker凝聚者
   • Helps the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
   • Strengths: Co-operative, perceptive and diplomatic. Listens and averts friction.衷诚合作，态度温和，感觉敏锐，待人圆滑。聆听及采纳意见，避免磨擦。
   • Allowable weaknesses: Can be indecisive in crunch situations and tends to avoid confrontation.紧迫情况下可能优柔寡断，甚至逃避
   • Don't be surprised to find that: They might be hesitant to make unpopular decisions.可能犹豫作出不受欢迎的决策
9. Resource Investigator外交家
   • Uses their inquisitive nature to find ideas to bring back to the team.
   • Strengths: Outgoing, enthusiastic, good in communication. Explores opportunities and develops contacts.外向、热诚，善于沟通。能够探索新机会，开拓对外联系。
   • Allowable weaknesses: Might be over-optimistic, and can lose interest once the initial enthusiasm has passed.过分乐观，一旦初期的热忧减退，可能会失去兴趣。
   • Don't be surprised to find that: They might forget to follow upon a lead.可能忘记维续跟进

Benefits of Team Stakeholder Analysis

1. Help to understand critical person(s)or group(s) who can impact my team performance and be able to take appropriate actions to manage them
2. Help to improve cross-team communication and collaboration
3. Help to establish and improve relationship
4. Help to develop “team marketing strategy”-Team Visibility!

Key Questions for Team Stakeholder Analysis - Current State

• Identify stakeholders
  1. Who is interested in your team's competence/product/service？谁对你的团队的技能/产品/服务感兴趣
  2. Who expects what and who gets what from your team？谁对你的团队有期望或想获得什么
  3. Whom you need supports（resource,expertise,decision….) from? What are the needed supports？你的团队需要谁的支持（资源、专业技能、决策..)？是哪些支持？
• Analyze stakeholders
  1. How do your team usually distribute your “investment” (effort, attention, time, care, etc.) to your stakeholders？（Sum=100%）对这些人/群体你的团队通常的投资%（工作量、注意力、时间、关注度、…)
  2. What is your team relationship with each stakeholder (quality, communication frequency, conflict）？和这些利益干系人的关系（质量、沟通频率、冲突）

Exercise: My Team Stakeholder Map - Target State

Answer questions and update your team stakeholder map, if needed.

1. Based on your team goals, How could or should your investment be distributed in the medium and long term？根据团队目标，这些利益干系人的投资时间（中期、长期）有何改变
2. Assuming you have achieved your team goals: who would benefit from this and in what way？ What would be changed？假设你已经达成你的团队目标，谁会获利、如何获利？这会造成哪些改变？
3. From the stake holder map, what do you currently see as the most important bottleneck for your team effectiveness? Who could change this? What could you change as a teamleader？从利益干系人地图，对你的团队效能而言，你目前看到的最关键的瓶颈是什么？做为团队领导者，你需要做什么改变？

Functions of Conflict

• Positive
  • To individual
    1. Broaden your perspectives
    2. Build better relationship
    3. Enhance performance
  • To organization
    1. Uncover potential problems
    2. Improve the cohesiveness of team
    3. Spark creativity
    4. Stimulate innovation
    5. Lead to improved result
• Negative
  1. Tension
  2. Frustration
  3. Confusion
  4. Less quality
  5. Less productivity

Possible Causes of Conflict at Workplace

• Conflicting resources
• Conflicting working styles
• Personal values
• Conflicting perceptions
• Conflicting pressure (timeline, priority)
• Conflicting goals
• Conflicting roles
• Unpredictable policies

Interest / Needs Analysis in Conflicts

Position vs. Interest 立场vs.利益/兴趣/需求

• Competing竞争/强制
  • An individual pursues their own concerns at the other person's expense. This is a power-oriented mode, in which one uses whatever power seems appropriate to win one's own position such as one's ability to argue, one's rank, economic sanctions. Competing might mean “standing up for your rights” defending a position which you believe is correct or simply trying to win.
• Collaborating合作/协作
  • Opposite of avoiding. An attempt to work with others to find solution which fully satisfies the concerns of both persons. Needs to dig into an issue to identify the underlying concerns of the two parties and to find an alternative meets both sides' concerns. Collaborating between two persons needs to explore disagreement to learn from each other's insights, conclude to resolve some condition which would otherwise have them competing and trying to find a creative solution to an interpersonal problem.
• Compromising妥协/折中
  • The objectives to find some expedient mutually acceptable solution which partially satisfies both parties. It falls on a middle ground between competing and accommodating. Compromising gives up more than avoiding but doesn't explore it in as much depth as collaborating. Compromising might mean splitting the difference exchanging concessions or seeking a quick middle-ground position
• Avoiding避免/回避
  • Individual does not immediately pursue their own or others concerns. Do not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation.
• Accommodating包容/迁就
  • Opposite of competing. Individual neglects their own concerns to satisfy the concerns of the other person-self-sacrifice. Accommodating might take the form of selfless generosity or charity, obeying another person's order when one would prefer not to, or yielding to another's point of view.

Situation Factors

1. Important Issue 重要性
2. Urgent Issue紧急性
3. Power Higher权力大小
4. Relationship Important关系重要

• Competing is more appropriate when defending “correct” position and time is limited
• Accommodating is more appropriate when relationship is the most important or when issue not important and time is limited
• Compromising is more appropriate when issue is complex and moderate important
• Collaborating is more appropriate when issue is critical, relationship is important and time is not critical
• Avoiding is more appropriate when stake is not high and relationship is not important

6 Steps of conversation

Mutual understanding: Johari Window