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

• Step1，makingcontact 步骤一建立联系
  • A good initial atmosphere has a considerable influence on the further progress of the discussion.会谈一开始就建立良好的沟通氛围对更进一步的会谈起着重要的影响。
  • Demonstrate an interest in the other person, give a friendly welcome, offer coffee ,etc．表示对对方的兴趣。友好的欢迎，提供咖啡等等。
  • Assume and show appreciation for their willingness to come to the meeting: “Thank you for taking the time .”假设并感谢他们愿意来参加会议：“谢谢你们花时间……….”
• Step 2,providing orientation-naming topics 步骤二确立主题
  • Clarify how much time is available and if necessary, suggest how the discussion can be structured.说明会谈持续的时间，如果需要，可以建议如何讨论。
  • Concise start for orientation purposes: 2-3 sentences about the situation and aims from the manager's point of view，e.g.：明确主题，简洁开场：从管理者的角度，用2-3句描述情况和目标。例如：
    • “I would like to talk to you about the following situation …”““我想要和你谈一下这个情况
    • “The reason for this meeting is..”“这次会议的目的是….”
    • “I” remarks: “This aim/issue is important to me because …““这个目标/事件对我而言很重要，是因为.”
    • “It is difficult/annoying for mebecause.””“这个对我来说很困难/烦人的原因是…..”
• Step3，defining the situation and aims步骤三明确情况和目标
  • The participants' points of view must be comprehensively understood: “What do I/ you want to get out of the discussion? This can only succeed if both parties contribute equally to the discussion. Managers often talk too much and don't listen enough. To achieve the correct ratio of talking and listening, the following method can be used asaguide：参与者的观点必须全面理解：“我/你想从讨论中了解什么？”这样才能使与会双方充分讨论。管理者经常说的太多，倾听太少。为了使说和听达到正确的比例，以下的方法可供参考：
    • Open questions: “How do you see the issue?”..”What do you think?”…“Whatshallwedo？”…“What ideasdoyou have fora solution？”..开放式提问：“你怎么看这个问题？”……““你的想法是什么？”“我们应该做什么”…“你有什么想法来解决这个问题？
    • Active listening: Understand the employee's situation and aims (showinterest,askquestions，summarizeinformation，allowfeelingsintoplay）.主动倾听：理解员工的情况和目标（展现兴趣，提出问题，总结信息，让情感发挥作用）。
    • Stating a position: As a manager, take a position based on the four role aspects of the inner management team: “I have understood it like this …“For me, this means .”It is therefore important to me ..””That would have the followingconsequences.”表明立场：基于内部管理团队的四个角色面，做为管理者需要确立自己的立场：“我是这样理解的……”“对我而言，这个意味着…”“因此，重要的是..
• Step4，developingsolutions步骤四寻找解决方案
  • Is it an open search for consensual solutions? Then: “What ideas do you/do I have…?”“What could we do differently…?”Next: Go through and evaluate the solution options and jointly decide on how to proceed.这个解决方案获得双方的同感了吗？然后：“你/我有什么想法？”“哪些方面我们可以做的不同？”接着，检查和评估这些解决方案，双方共同决定谈话如何继续下去。
  • Is it a matter of creating conditions in which an approach / solution would be acceptable? Then: “How can I help you to work towards this…?”“What conditions and support do you need in order for this to work…？”是为可接受的解决方案创造条件的问题？然后：“我要如何帮助你完成这个工作？”为了完成这个工作，你需要什么条件和支持？
  • Is it a matter of getting something done or instructing something to be done and possibly pointing out the consequences if this is not complied with? Then: “After weighing up all these considerations, I find the following essential…““So this iswhatIexpectfromyou.”是完成某件事情的问题还是指示去做某件事情，并且如果不符合时，可能告诉后果的问题？然后：“权衡了所有的考虑之后，我发现以下至关重要……”“因此，这就是我期望从你这里..
• Step5，reachingagreements步骤五 达成共识Put implementation/agreement into concrete terms by when, what, how exactly?Whenwill wehaveanothermeeting？根据什么时间，什么，具体怎么做，把达成的共识落实成具体的条款。下一次会议在什么时候？Enable monitoring: How do we monitor…? How do you/I measure initial success?监控：我们如何监控…·？你我要如何衡量第一次的成功？
• Step6,ending theconversation步骤六结束会谈In order to ensure ownership atrelationshiplevel as well, it is worth“investing”in agood conclusion to meetings. Summing up and feedback on the discussion aresuitableforthis：为了确保双方的关系，值得为会议“投资”一个好的结尾。讨论的总结和反馈，是合适的选择：How did you/l find our cooperation during this discussion？在这次讨论中，你/我如何发现我们是合作的？Even if no consensus was reached,it is important to conclude the discussion bysummingupinacordial tone:Wearen'tgettinganyfurtheronthis…Ifeelthemeeting… this issue is important to me and I would like to get to grips with it againlater…include xyz… clarify the following before our next meeting…即使没有结果，友善地进行总结是很重要的：虽然我们没有在这件事情上更进一步但我觉得这个会议这个问题对我而言很重要，之后我想再次认真处理这个问题…包括在我们下次会议之前澄清以下这些问题Expressappreciation for constructivemomentsin the discussion:Even thoughwe haven't found a solution yet…I understand better… I value your openness..Ithinkit'sgood that theconflict hasbecomeclearer …etc.为此次建设性讨论表达感谢：虽然我们还没有找到解决方案但我更加理解了我重视你的公开我想冲突变得更加清晰，这是好事…等等。

Mutual understanding: Johari Window

7 Levels of Decision Making Delegation:

1. Tell告知: You as the manager make the decision
2. Sell推销：You make the decision but you try to persuade the team
3. Consult咨询：You get input from the team before making decision
4. Agree共识：You make decision together with the team
5. Advise建议：The team makes the decision, but you try to influence it
6. Inquire询问：The team makes the decision and then tells you about it
7. Delegate授权：Youoffernoinfluenceandlettheteamworkitout

SCARF Model: Why People Resist Been Changed

• Status地位、重要性
  • is about relative importance to thers.
  • “I'm valuable!”
• Certainty未来的明确性
  • concerns being able to predict the future.
  • “I want to know what will happen and to be kept informed.”
  • “I know where I stand.”
• Autonomy掌握力
  • provides a sense of control over events.
  • ” have a choice.”
• Relatedness归属感
  • is a sense of fitting in and belonging to our ‘tribe'
  • “I belong here!”
• Fairness公平性
  • is a perception of being treated fairly. Same rules apply to all.
  • “I am valued and treated with respect!”

4 Rooms of Change: People's Behaviors

Peoples behaviors

1. Denial

• Change has nothing to do with me.
• The change hasn't started yet.
• I won't waste my time worrying about change.
• I have no opinion about change.
• Change? I don't know. I just do what I should do
• I'm sure this chaos will end soon.

1. Confusion

• I'd rather not change anything
• I have nothing to say about this change!
• The time and way to introduce change is wrong.
• I think change will be bad for the company.
• The current situation bothers me.
• I can't concentrate on my work.
• The way of change really annoys me.

1. Renewal

• I can see the positive side of change, and I'm beginning to agree with it.
• Change can really bring many new opportunities.
• I have a feeling that I have more confidence to deal with change.
• I began to accept the fact that I believe I can work in a new environment
• I can always learn.

1. Contentment

• I'm familiar with my work.
• I'm very satisfied with the current situation
• The new solution works.
• I'm more efficient now than in the past.
• I think we should celebrate

Leadership actions

1. Denial

• Exploratory dialogue探索性对话
• Understanding emotions and thoughts empathy理解情绪和想法-同理心
• Open question and active listening开放式提问、主动倾听

1. Confusion

• Coaching dialogue
• Deal with the problems and difficulties faced by associates
• Care for associates' motivation, emotions and needs

1. Renewal

• Lessons Learned
• Celebrate little success庆祝小成功
• Reinforce confidence化心

1. Contentment

• Factually and emotionally explain the necessity. reasons, goal, future prospect, measures and time of change (why-how-what-when）理性和感性的说明变革的必要性、原因、目标、未来前景、措施和时间(Why-How-What-When)
• Motivate/inspireassociates让员工“有感”

外部链接

• Google HPT characteristics
• Team stages
• GRIP model
• Belbin Team Roles
• Team roles profile
• Stakeholder map
• Position vs interest
• TKI conflict mode
• Johari Window
• SCARF model