Enabling Possibilities

Team Management: Lead to Win

To:

By: Omar Muassess

• The Fourth Dimension Training and Consultancy (4D) is an innovative and dynamic
training and consultancy company based and licensed in Dubai, UAE.

• With a wealth of experience totaling over 25 years in the corporate sector, our team
of highly skilled trainers and consultants establishes us as a valuable player in the
market.
• We firmly believe in the power of knowledge and skill development to drive success
and foster growth.

• Our primary focus is on delivering courses and consultations that are specifically
tailored to meet the unique needs of our clients.
• We strongly believe in understanding our clients' requirements and developing
customized solutions that align with their objectives.
About Your Trainer :

Omar Muassess

A seasoned Supply Chain, Procurement end to end professional with 25+ years of experience, Omar excels at delivering
top-notch training and consultancy services in these areas and beyond.

He crafts impactful procurement sourcing strategies and policies, spearheads operational improvements, and delivers
superior cost management through expert training and mentorship.

• Driven by Integrity: Passionate about transparency and fairness in public procurement, Omar leverages his expertise
to promote ethical practices and responsible spending.
• Global Vision, Optimized Results: With a customer-centric approach, Omar facilitates global operational optimization
and empowers businesses to thrive through high-caliber training programs.
• He delivers impactful training in demanding environments, guiding organizations
towards sustainable growth and profitability.
• Team Leader and Strategist: A skilled leader, Omar builds and guides high-performing teams that achieve strategic
goals, resulting in cost reduction, optimal efficiency, and maximized profits through effective training and coaching.
• Beyond Logistics: Omar's "Total Success" programs delve deeper, offering diverse courses on Management,
Leadership, Communication, Negotiations, Skills Development, Relationships, Influence, and more.
About Your Trainer :

Areas of expertise: Industry lines:

• Supply Chain and Logistics • FMCG
• Procurement-Data analysis • Oil and Gas
• Negotiation Skills • Customs, Regulatory
• Leadership Skills • Quality and Governmental Affairs
• Industrial Engineering • Training and Consultancy
• Warehouse and Inventory management
• CILT – CISCP/CISCM - CIPP
• Lean Management
• Planning Skills
• Problem Solving
• Communication Skills
• Operational Efficiency
About Your Trainer :

Samples of Trainings and Clients:

• Advanced Procurement Management – (MB Petroleum) – Muscat / Oman

• Negotiation skills Harvard Business School – (National General Insurance) - Dubai / UAE
• CISCP / CISCM – (ADNOC) – Abu Dhabi / UAE
• Logistics Management - (ADNOC) – Online Course
• Advanced Contract Management – (ADNOC) – Online Course
• Vendor Qualification – (Aramco) – Dubai / UAE
• Contract Specialist – (Aramco) – Dubai / UAE
• Contract Management – (Aramco) – Dubai / UAE
• Fleet Transport Management – (Diriyah Gate Project-KSA) p Online Course
• Procurement & Supply Chain Management Masterclass – (Kenya Pipeline Company) Dubai / UAE
• Procurement and supply chain excellence – (Ministry of Interior) – Abu Dhabi / UAE
• Effective Warehousing & Stores Management – (EDTech) – Abu Dhabi / UAE
• CISCP / CISCM Online Course
• CILT Online Course
• Effective Warehousing & Stores Management Online Training
Table of content

Module 1: Foundations of Leadership: Module 2: Building High-Performance Teams:

Understanding Leadership Building trust and rapport within teams

Theories of motivation and their application

Team Dynamics

Creating a motivating team environment

Everyday coaching GROW Model
Recognizing and rewarding team achievements
Verbal and non-verbal
communication skills Team Motivation

Active listening and feedback

techniques Setting SMART Goals

Managing communication Managing Conflict

channels within teams

STAR and STAR AR feedback method

Table of content
Module 3: Delegation and Module 4: Practical Applications and Action
Empowerment Planning
Causes and types of conflicts in Different leadership styles and their
teams characteristics
Strategies for resolving conflicts
peacefully Situational leadership and adaptive
approaches
Mediation and negotiation skills
Developing a personal leadership philosophy
The Power of Delegation

Effective Delegation Strategies Real-world leadership challenges

Building an Empowering Culture

Goal Setting and Measurement
Succession planning and Talent
assessment
Best Practices and Resources
 Ground Rules

100% Honest
engagement Be on Time Relax & enjoy No Phone
Communication
 Daily Agenda:
Ice Breaker Session 1 Coffee Break Session 2 Coffee Break Session 3

• 09:00 • 09:10 • 10:15 • 10:30 • 11:30 • 11:45

to to to to to to
09:10 10:15 10:30 11:30 11:45 12:45

Lunch
Break
12:45 to 13:45

Coffee Break Session 5 Coffee Break Session 6 Closing Session

Sessions 4

• 13:45 • 14:45 • 15:00 • 16:00 • 16:15 • 17:15

to to to to to to
14:45 15:00 16:00 16:15 17:15 17:30
 Module 1
Foundations of Leadership
Module 1: Foundations of Leadership:

Understanding Leadership

Team Dynamics

Everyday coaching GROW Model

Verbal and non-verbal communication

Active listening and feedback techniques

Managing communication channels

 Module 1: Foundations of Leadership:
Understanding Leadership
What is Leadership? Distinguish the difference between leadership and management.

“First thing we need to understand LEADERSHIP is to understand OURSELVES.”

“Leadership is a set of behaviors used to help people align their
collective direction, to execute strategic plans, and to continually
renew an organization.”
4 types of behavior that account for 89 % of leadership effectiveness:

OPERATING WITH A
BEING SUPPORTIVE STRONG RESULTS
ORIENTATION
LEADERSHIP
BEHAVIORS

SEEKING DIFFERENT SOLVING PROBLEMS

PERSPECTIVES EFFECTIVELY
 Module 1: Foundations of Leadership:
Understanding Leadership
What is Leadership? Distinguish the difference between leadership and management.
Distinguish the difference between LEADERSHIP and MANAGEMENT.

Management:
- Specific for the organization
Leadership:
- It is specific for processes and operations
- Broader in perspective: Leadership is applicable
- To be a manager You need to be in a in every sphere of life
managerial position
- Leadership is not only process, but also a
framework and mindset
- You do not need to be in a leadership position to
be a leader
 Module 1: Foundations of Leadership:
Understanding Leadership

Walking the Talk, Mindset (thought processes), the way we manage things will showcase
our LEADERSHIP capabilities.

Even if you are not : Managing

Manager Managing teams
Processes

STILL, you can be a leader by your virtue of your thought processes and activities.
 Module 1: Foundations of Leadership:
Understanding Leadership
What does leadership involve:

Interpersonal skills and

Leadership Theories Motivational Theories effective
communication

Performance Group development

Change management
Management and teamwork

Counseling and
Conflict management Leading by example
coaching
 Module 1: Foundations of Leadership:
Understanding Leadership
What does leadership involve:

Leadership Definition:
A process of influence among leaders and followers
who intend real changes that reflect their mutual
purposes (Appelton, 1999)
 Module 1: Foundations of Leadership:
Understanding Leadership
What does leadership involve:

Leadership
Framework

Leading Leading
Leading Self
Others Leaders

Each leadership of these require certain set of skills and behaviors

 Module 1: Foundations of Leadership:
Understanding Leadership
What does leadership involve:

Compete &
Manage for Grow Talent & Collaborate Make a
Connect Lead to Win
Results Team Internally Difference
Externally
Leadership Framework

Leading Understand Practice

Know Your Proactive
the Business What You Results Focus Initiative
Self self Cooperation
Environment Preach

Leading Enable Results

Energize & Coach & Influence
Insight Through Courage
others Engage Others Develop with Integrity

Leading Foster Develop & Develop Create an

Inspire the Embrace &
Competitive Execute Organization Inclusive
Leaders Organization Lead Change
Intensity Strategy al Capability Culture
 Module 1: Foundations of Leadership:
Understanding Leadership
The three primary tasks of a leader

Set Build Confront

• Set Direction: • Build • Confront

Vision, commitment: challenges:
Mission, Motivate and Innovation,
Values and inspire deal with
Goals changes,
turbulences,
take risks
 Module 1: Foundations of Leadership:
Understanding Leadership
The three primary tasks of a leader (SET business priorities)

1st 2nd 3rd

Continuous Profitable Growth

Vision
Great

Financial
Management ? ?

People Revenue Cost

Business in one sentence of 3 WORDs

 Module 1: Foundations of Leadership:
Understanding Leadership
The three primary tasks of a leader (Knows the Way - Shows the Way – Walks the Way)

ROADMAP
Creating delightful experiences to consumers ……..

INSPIRE PEOPLE EXCEL IN OPERATIONS

Driving a high- Creating
performance competitive gaps
culture
Our AMBITION across the value
chain

MEASURES OF
SUCCESS

DELIGHT CONSUMERS WIN WITH CUSTOMERS

Consistently delivering preferred Becoming their key growth partner
products and solutions
 Module 1: Foundations of Leadership:
Understanding Leadership
The three primary tasks of a leader (Setting Values and Building commitment to the
organizational values):
Values Foresight
Inspiration
Passion for Execution
Passion for Winning
“I achieve sustained high performance by
“positive can-do attitude, challenging the status executing tasks 1st time right each time and avoid
quo, prioritizing IFFCO interests above all.” complacency."

IFFCO
Commitment Openness
Passion for Ownership Passion for People
“Fulfilling responsibility to stakeholders. It's not “I praise diversity to unite as One IFFCO,
just a job; it's a source of pride.” achieving with excellence ”
 Module 1: Foundations of Leadership:
Understanding Leadership
The three primary tasks of a leader (Confront challenges to reach excellence priorities)

Business Excellence

Product
Low cost Highly
Availability Consumer Innovation &
efficient Satisfaction Renovation
whenever–
operations
whatever

Customer
Service
vs.
Inventory NPD
TIMWOOD 60/40 +
Management
 Module 1: Foundations of Leadership:
Understanding Leadership

What are the three primary tasks of a leader? Choose three.

Confront
Manage
Set
Perform
Build
Lead
 Module 1: Foundations of Leadership:
Understanding Leadership

True or False: To be a leader, you need to be in a management position.

True
False
 Module 1: Foundations of Leadership:
Understanding Leadership

What is Management:

Management is also a
process of inflecting Management is the Management is planning,
people but with a process of getting work organizing, coordinating
specific intention of done, through other and controlling work
contributing to meeting people given to employees
the organization’s goals
 Module 1: Foundations of Leadership:
Understanding Leadership

Management Hiring & Exit

Functions:
Evaluating performance
Preparing Budget
Approving expenses and purchases

Work schedules and assignments

Plan current and future activities of a unit
Be open to demands of continuous change
 Module 1: Foundations of Leadership:
Understanding Leadership

Managers vs. Leaders

Managers:
- Has (his/her) eyes on the bottom line
- Goal Oriented Leaders:
- Do things right - Has (his/her) eyes on the horizon
- The manager ask how and when - Future oriented
- The leader show the way how to do the right
thing
- The leader ask what and why
Module 1: Foundations of Leadership:
Understanding Leadership

Leader Manager

Vision Goals
Influence Control
People Processes
Change Stability
Inspiration Direction
Strategic Result focus
 Module 1: Foundations of Leadership:
Understanding Leadership

Management = correct is planning, organizing, coordinating,

Fill in the blank: ________________
and controlling work given to employees.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

WHAT IS SELF-LEADERSHIP?

Developing a better sense of self is incredibly grounding.

It helps you navigate difficult situations with less stress and negative
emotion — because you have a higher level of emotional intelligence.

Self-leadership doesn't happen overnight, and it takes effort on your part,

but the results are definitely worth it.
Module 1: Foundations of Leadership:
Understanding Leadership

Self leadership pillars

Self Management
Self Acceptance
Self discovery

Self Growth
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.
SELF-LEADERSHIP PILLAR 1: SELF-DISCOVERY
To be great leaders, we have to understand ourselves. It might sound silly.
I mean you are you — how can you not know yourself?

But it’s surprising how when we don’t take the time to get in touch with ourselves,
we lose sight of who we really are.

And when I talk about who you really are, I mean the real you. Not the pretend you,
that you carry around to make the world think you’re okay.

When you understand what’s important to you, what energizes you, what you believe
in, and where you want to be; you can make leadership decisions with confidence.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 1: SELF-DISCOVERY

Think of all the great leaders in history. They’re often considered great because they
had the courage to stand up for what they believed in.

But to get there, first they had to be 100% clear on what exactly it was that they
believed in.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 2: SELF-ACCEPTANCE

Self-Acceptance is about being completely honest with yourself and accepting it
without self-criticism or self-sabotage.

All too often, we focus on the negatives about ourselves.

Perhaps you feel, that your career isn't progressing fast enough you're drained with
the amount of 'stuff you have to do, or you're not capable of driving the results you
want to see.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 2: SELF-ACCEPTANCE

Self-acceptance is about -recognizing where things aren't going the way you'd like,
understanding your part in that and then accepting it.

You can recognize where you could do things better without beating yourself up for
not already being perfect.

Importantly, self-acceptance isn't just about accepting your flaws. It's also about -
accepting and owning your strengths.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 2: SELF-ACCEPTANCE

While most people find it easy to point out their flaws, many of us struggle to openly
identify our strengths.

When you can honestly identify what you're good at, you can leverage that to get
better results.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 3: SELF- MANAGEMENT

Leaders who can self-manage are more productive and more focused and more
able to work independently. But what exactly is self- management?

Self-management and self-discipline are closely linked. It involves holding yourself

accountable and ensuring you manage your time and resources effectively,

Self-management isn't about overworking or pushing yourself too hard.

Your greatest resources are your own time and energy.
Self-managing means maintaining a good balance and prioritizing the right things.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self leadership pillars.

SELF-LEADERSHIP PILLAR 4: SELF-GROWTH

Self-Leadership is all about personal growth and becoming a better leader.
It's about being completely honest with yourself, but it isn't about self-criticism.

• It's about recognizing what you're doing, what is and isn't working, and how you
can make positive changes.
• It develops a leader's sense of accountability and responsibility for the right
things.
• Self-growth is about striving to continuously improve yourself. It requires being
open to feedback and creating a development plan to keep you accountable and
on track. Committing to self-growth can make a positive impact in your career and
helps you to lead by example for those around you.
 Module 1: Foundations of Leadership:
Understanding Leadership

When you understand what is important for

Self Discovery you, what energize you, and where you want
to be.
Self Acceptance Holding yourself accountable and ensuring you
manage your time and resources effectively
Self Management
Striving to continuously improve yourself by
Self Growth creating a development plan
to keep you in track
Being honest with yourself and accepting
yourself without self-criticism or self-sabotage
 Module 1: Foundations of Leadership:
Understanding Leadership

A leader asks what and why

A leader asks how and when
A leader does the right thing
A leader does things right
 Module 1: Foundations of Leadership:
Understanding Leadership

Who am I
Write fifteen The paper remains
Time allocated us
sentences about with you.
10 minutes
yourself Therefore, be frank
 Module 1: Foundations of Leadership:
Understanding Leadership
Refer to what you wrote about yourself

Super ordinate Goal Orientation

Concern for Personal Excellence

Concern for influence

DEBRIEF Concern for family

Concern for others & Society

Awareness of Personal Strength

Awareness of Personal Weaknesses

 Module 1: Foundations of Leadership:
Understanding Leadership
Refer to what you wrote about yourself

Awareness of achievement

Concern for Self Development

Internal Locus of Control

DEBRIEF Proactive Orientation

Resource Utilization

Self-Discipline

Planning Orientation

Future Orientation
 Module 1: Foundations of Leadership:
Understanding Leadership

Follow through
Refer to Which out You would need to
develop or
what you the fifteen strengthen the
wrote about aspects are missing aspects for
greater personal
yourself missing? effectiveness
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.

THE PAPER WRINGS GAME

 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
It is a valuable approach but not with out its critics, let’s get into it:

A TRAIT IS A
DEFINING
CHARACTERISTICS
QUALITY, OR
ENDURING TENDENCY
OF A PERSON.
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
This theory suggest that some people are borne with distinguished traits that the
average person does not such as:

People around such leader notice certain qualities of leadership like:

1-
Intelligence
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
This theory suggest that some people are borne with distinguished traits that the
average person does not such as:
People around such leader notice certain qualities of leadership like:

2- Self- 3-
4- Integrity 5- Sociability
Confidence Determination
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
3 Criticism of this Theory

1- The lists of traits 3-Some people

2-Are the studies
are all different perform well but
suggesting traits or
from one study to don’t have the
behaviors
another trait

Some people admit

that they have high
level of anxiety in
But still some people shows leadership traits in early age like when even 12
private life but act
confident in public
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
3 Criticism of this Theory

1- The lists of traits 3-Some people

2-Are the studies
are all different perform well but
suggesting traits or
from one study to don’t have the
behaviors
another trait

Some people admit

that they have high
But still some people stand apart with there leadership traits that appear in
level of anxiety in
an early age stage - like when even 12
private life but act
confident in public
 Module 1: Foundations of Leadership:
Understanding Leadership
Explain leadership theories.
1. TRAITS APPROACH
Question: How do you line up with these 5 key traits

1-Intelligence 2- Self-Confidence 3- Determination 4-Integrity 5-Sociability

 Module 1: Foundations of Leadership:
Understanding Leadership

Which of the following traits DOES NOT form a part of the Trait Theory?
Choose one.
Confidence
Integrity
Intelligence
Kindness
Sociability
Determination
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Autocratic leadership style
• AUTHORITARIAN BOSS_CENTERED APPROACH
• ASSUME FULL CONTROL OF THE GROUP,GOALS,AND DECISIONS
• CENTERALIZED POWER
• TOP-DOWN COMMUNICATION
• A DRIVE FOR CONTROL & COMPLIANCE
• SEEK LITTLE OR NO INOUT
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Autocratic leadership style

To picture an autocratic leader, he or

she will come into the room and just
tilling people what to do
• High power distance
• Clear unequal dynamics
with followers
• Rely on position of authority,
not relationships
• Do not socialize with
subordinate
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Autocratic leadership style

STRENGTHS WEAKNESS
• WHEN QUICK,DECISIVE • DEMANDING,STRESSFUL STYLE
DECISIONS ARE NEEDED • LEADERS MUST GIVE CONSTANT
• WITH LOW-SKILLED FOLLOWERS HANDS-ON ATTENTION
WHO NEED DIRECTION • FLOOWERS TAKE LESS INITIATIVE
• WHEN THERE’S A LEADERSHIP • FOLLOWERS ACT OUT MORE &
VOID OR LACK OF DIRECTION WORK LESS WHEN LEADER LEAVE
• HELPS SUPPRESS CONFLICT THE ROOM
TEMPORARIL • TURNOVER IS HIGH
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Democratic leadership style
• TAKE A COLLABORATIVE • DELEGATE MANY DECSIONS
APPROACH TO FOLLOWERS
• SOLICIT FEEDBACK AND INPUT • DECENTRALIZED POWER AND
TO MAKE DECISIONS AUTHORITY
• LISTEN TO RANGE OF • ALLOW FOLLOWERS TO MAKE
OPINIONS CHOICES
• TWO-HEADS-ARE-BETTER- • LEADER IS STILL
THAN-ONE PHILOSOPHY ACCOUNTABLE FOR DECISIONS
• TEST IDEAS WITH FOLLOWERS

captain Jean Luc Star Trek

 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Democratic leadership style

• LOW POWER DISTANCE

• GAP OF INEQUALITY IS NOT
EMPHASIZED
• GOOD COMMUNICATION
• RELY ON RELATIONAL
INFLUENCE
• TRUST THEIR FOLOWERS
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Democratic leadership style

STRENGTHS WEAKNESS
• HIGH QUALITY INFOMRED • NOT AS HELPFUL WHEN PRESSURE
DECISIONS IS HIGH AND TIME IS SHORT
• FOLLOWERS ARE MORE CREATIVE • NOT PRACTICAL WHEN HARMONY
AND INNOVATIVE ARE NOT POSSIBLE
• FOLLOWERS ARE CONSISTENTLY • NOT AS USEFUL WHEN
PRODUCTIVE,EVEN WHEN THE FOLLOWERS AREN’T
LEADER IS NOT IN THE ROOM TRUSTWORTHY
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Laissez-Fair Leadership style (LET THEM DO IT)
Laissez-Fair Leaders are like:

SURROUND DON’T INTERFERE AS

YOURSELF WITH THE LONG AS THE POLICY
BEST PEOPLE YOU YOU’VE DECIDED
CAN [Link] UPON IS BEING
AUTHORITY. CARRIED OUT.
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Laissez-Fair Leadership style

• PROVIDES OVERALL
DIRECTION,DEADLINES
GOALS,AND RESOURCES Examples of Laissez-Fair Leaders from TV and more:
• ENCOURAGE FOLLOWERS TO A hands-off leader
DO ON THEIR OWN example:
Ron Swanson
• HOLD FEWER MEETINGS AND Michael Scott
The Office
ARE LESS LIKELY TO CHECK IN Giving people space to
work or not work ☺
• DON’T OBSERVE DIRECTLY
VERY OFTEN
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.
Laissez-Fair Leadership style

STRENGTHS WEAKNESS
• WORKS WHEN FOLLOWERS ARE • RESULT IN LOW PRODUCTIVITY IN
HIGHLY EDUCATED,SKILLED AND MOST CASES
MOTIVATED • NOT HELPFUL WHEN FOLLOWERS’
• CAN WORK IN CREATIVE AMBIGUITY IS HIGH
INDUSTRIES WHEN WORKERS • LEADER MAY NOT DETECT UNDER-
ARE SELF-DRIVEN PERFORMANCE,BULLYING,COMFLICT
• REQUIRES LESS TOP-DOWN ,ETC.
PRESSURE
ENGINEERS –DRs – PROFESSORs …..
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders. COMPARISON

Authoritarian Democratic Laissez-Faire

Degree of freedom Little Moderate Much

Degree of control High Moderate None
Decision making By leader Leader & group Group or no one
Leader activity level High High Minimal
Assumption of Responsibility Leader Shared Abdicated
Output of group High and good quality High & creative Vulnerable - Poor?
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.

Key differences in the leadership styles

• Democratic leader moves the group towards its goal

• Autocratic leader moves the group toward the leader’s goals
• Laissez-faire leader makes no attempt to move the group
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.

• Theory X (McGregor’s) says most people

Human think work is something to be avoided,
Relations- and the managers job us to make them
Oriented work hard.
Management • According to Theory X employees need
Theory: X&Y strict rules, constant supervision,& the
threat of punishment to make them
conscientious.
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.

Theory Y Management
• Theory Y manager believe the work itself is motivating and people
really want to do the job.
• Theory Y manager emphasizes guidance rather than control,
development vs. close supervision, and reward vs. punishment.
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.

X
Fill in the blank: Theory ___________ states that most people think
work is something to be avoided and that the manager's job is to
make them work hard.
 Module 1: Foundations of Leadership:
Understanding Leadership
Types of Leaders.

True or False: In Theory Y, a manager emphasizes employee guidance rather than control.

True
False
 Module 1: Foundations of Leadership:
Understanding Leadership

Self Assessment of leadership style

 Module 1: Foundations of Leadership:
Understanding Leadership

Self Assessment of leadership style:

The Blake Mouton Grid

 Module 1: Foundations of Leadership:
Understanding Leadership

Authoritarian Team
Leader Leader
(high task, (high task,
low high
relationship) relationship).
Self Assessment of leadership style:

Country Club Impoverished

Leader Leader
(low task, high (low task, low
relationship) relationship)
 Module 1: Foundations of Leadership:
Understanding Leadership Self Assessment
People who get this rating are very much task This type of person leads by positive example and
oriented and are hard on their workers endeavors to foster a team environment in
(autocratic). There is little or no allowance
for cooperation or collaboration. Heavily
which all team members can reach their highest
task oriented people display these potential, both as team members and as
characteristics: they are very strong on people. They encourage the team to reach team
schedules; they expect people to do what goals as effectively as possible, while also
they are told without question or debate; Authoritarian Team working tirelessly to strengthen the bonds
when something goes wrong they tend to among the various members. They normally
focus on who is to blame rather than Leader Leader form and lead some of the most productive
concentrate on exactly what is wrong and
teams.
how to prevent it; they are intolerant of what
they see as dissent (it may just be
(high task, (high task,
someone's creativity), so it is difficult for low high
their subordinates to contribute or develop.
relationship) relationship)
Country
Impoverished
Club
Leader
A leader who uses a "delegate and disappear" management style. Since
Leader
they are not committed to either task accomplishment or (low task,
maintenance; they essentially allow their team to do whatever it
wishes and prefer to detach themselves from the team process by low (low task, This person uses predominantly reward
power to maintain discipline and to
allowing the team to suffer from a series of power struggles. The most
desirable place for a leader to be along the two axis at most times relationship) high encourage the team to accomplish its
would be a 9 on task and a 9 on people -- the Team Leader. However,
relationship) goals. Conversely, they are almost
do not entirely dismiss the other three. Certain situations might call incapable of employing the more punitive
for one of the other three to be used at times. For example, by playing
the Impoverished Leader, you allow your team to gain self reliance. Be coercive and legitimate powers. This
an Authoritarian Leader to instill a sense of discipline in an inability results from fear that using such
unmotivated worker. By carefully studying the situation and the forces powers could jeopardize relationships with
affecting it, you will know at what points along the axis you need to be
in order to achieve the desired result. the other team members.
 Module 1: Foundations of Leadership:
Understanding Leadership
Self Assessment of leadership style:

Which of the following leader types gives high importance to both tasks and
relationships?

Impoverished Leader

Team Leader

Authoritarian Leader

Country Club Leader

 Module 1: Foundations of Leadership:
Team Dynamics
Team Dynamics: Stages, roles, communication needs, fostering trust.

The SUCCESS of any group effort, be it in the professional

domain, academic world, or elsewhere, LINKED TO THE
STRENGTH OF ITS TEAM DYNAMICS. By recognizing the
developmental stages teams go through, identifying individual
roles, establishing clear communication channels, and cultivating
trust, teams PAVE THE WAY FOR EXCEPTIONAL RESULTS.
 Module 1: Foundations of Leadership:
Team Dynamics
Team Dynamics: Stages, roles, communication needs, fostering trust.
Stages of Team Development:

Adjourning
Forming: Storming: Norming: Performing: (Mourning)
(Breakup):

• Team members are • Conflicts may arise • The team starts to • The team is • This is when the
introduced to one as team members establish norms, functioning at its project comes to
another, and start to express roles become highest level. Trust an end, and team
there's a lot of their opinions, clearer, and there's has been members disband.
uncertainty about ideas, and more cohesion established, and It's essential to
roles, preferences. It's among team members work acknowledge the
responsibilities, essential to members. They together efficiently accomplishments
and goals. manage these begin to accept to achieve and say goodbye
conflicts each other's common goals. respectfully.
constructively to strengths and
move forward. weaknesses.
 Module 1: Foundations of Leadership:
Team Dynamics
Team Dynamics: Stages, roles, communication needs, fostering trust.
Team Diversity

Gender
Team Diversity

Vintage
Education

Geographical
Background
Experience
Module 1: Foundations of Leadership:
Everyday coaching GROW Model
First, tell me
Get out of the way about
... let me do it. your ideas.
 Module 1: Foundations of Leadership:
Everyday coaching GROW Model
Roles
GUIDE
ck List
Skills
ba

en
d
Fee
REALITY

ing
GOAL

ATO R
Process
RAPPORT

in g
C h al
T EA WHAT

on
NEXT? OPTIONS

ng

IT
le in g Q u e s

ti
H
C

IL
ER FA C
 Module 1: Foundations of Leadership:
Everyday coaching GROW Model

GROW
GOAL:
The coach asks probing questions to establish what my AIM is
REALITY:
The coach asks open questions to help is clarify CURRENT situation
OPTIONS:
The coach encourages me to explore every possible solution available
WAY FORWARD:
The coach asks questions to gain my commitment to action
 Module 1: Foundations of Leadership:
Everyday coaching GROW Model

Teacher: Developing Guide: Acting as a Facilitator: Drawing out

skills and abilities, constant source of people's views and
effective behaviours, encouragement, ideas and their
attitude and independent advice, understanding of the
The 3 roles of understanding. support and inspiration. content. Helping people
Sharing wisdom and to make their own
an everyday coach experience. choices, solving
problems and making
decisions.
 Module 1: Foundations of Leadership:
Everyday coaching GROW Model

The skills
Build rapport Listening Questioning Feedback Challenge
• Take time to find out • Look interested – face • Open questions for • Affirmative – • Challenge people to take
about the other person speaker and maintain exploring / information acknowledge of on difficult or stretching
eye contact gathering positives tasks
• Demonstrate genuine
interest and desire to • Neutralise your feelings • Closed – confirming • Developmental – areas • Encourage people to
help – keep an open mind facts of improvement regard personal criticism
as an opportunity to
• Be honest, open and • Stay connected and on • Probing – checking • Use BOOST improve
consistent target – don’t drift away information / focusing
from central theme on a particular area • Balanced • Point out performance
• Build rapport step by • Observed shortfalls directly and
step • Test your • Leading – gaining without undue hesitation
understanding – restate acceptance of a view • Owned
• Ritual cliché and summarise • Help people to move past
• Comparison – • Specific performance blocks
• Facts and • Match body language to obtaining opinions
Information words – look for • Timely • Encourage self-belief in
inconsistencies • Speculative – their ability to succeed
• Ideas and assessing attitudes in • Provide encouragement
Judgements • Listen for data, low-risk way and challenge
• Feelings and thoughts, feelings and
Emotions wants

• Peak Rapport
 Module 1: Foundations of Leadership:
Everyday coaching GROW Model

• What would you like to achieve? • What/when/how is happening at

• Is this challenging enough? the moment?
• • Be precise if possible?

REALITY
What does success look like?
• What effect does this have?

GOAL
• How will you know when you
have achieved it? • What other factors are relevant?
• Is your goal positive, • Who else is involved?
challenging, attainable? • What is their perception of the
• How will you measure it? situation?
• What have you done about this
so far? Results?
GROW process
• What could you do to change the
situation? • What are you going to do about it?
• What alternatives are there to that • What will you commit to doing?

WHAT NEXT
approach? • What are your next steps?
OPTIONS

• What approach / actions have you • When are you going to start?
seen used, or used yourself, in • Will these actions meet your goal?
similar circumstances? • What might get in the way?
• Who might be able to help? • What support do you need?
• What are the benefits and pitfalls of • When will you enlist that support?
each option? • On a scale of 1 – 10 how committed
• Which option are you going to act are you to taking this action?
upon?
 Module 1: Foundations of Leadership:
Verbal and non-verbal communication skills

THIS RULE CREATED BY UCLA PSYCHOLOGY PROFESSOR

Through his study he found out that the message will be transferred following these percentages:

7 % – WORDS
38% – TONE OF VOICE
55% – BODY LANGUAGE AND FACE
UCLA = University of California, Los Angeles
 Module 1: Foundations of Leadership:
Verbal and non-verbal communication skills

True or False:
Having good communication skills means having a good
command of the language you speak.

Answer instructions
True
Fales
 Module 1: Foundations of Leadership:
Verbal and non-verbal communication skills

Most of the non –verbal is done unconsciously

Non-verbal is more difficult to control

Discrepancies often exist between verbal & nonverbal

What is stated is often not felt or believed

Listening is the most critical communication skill

Verbal and non-verbal communication

 Module 1: Foundations of Leadership:
Verbal and non-verbal communication skills
Which of the following statements is TRUE about effective communication? Choose two.

Use simple language

Respond quickly to other’s question

Use complex language

Wait until the other person has finished speaking

 Module 1: Foundations of Leadership:
Active listening and feedback techniques

Communication is a two-way process

 Module 1: Foundations of Leadership:
Active listening and feedback techniques

A good leader and A good manager listen to what their people saying
and even not saying but can see in their body language

One of the major skills in the communication is

the ability to listen well

Effective communication involves 50% more

Listening listening than talking

It is important to realize listening to someone is not only

paying attention to words but also concentrate on the
tone, facial expression and body language
 Module 1: Foundations of Leadership:
Active listening and feedback techniques

Effective Listening
1- Pay attention
2- Do not assume what is someone is
going to say next, do not rehearse your
comment while another person is
speaking
3- Remain silent. Do not speak while
To listen effectively another person is speaking
4- Listen for feeling underneath the words
you should: and nuances in language
5- Read the body language
6- Keep an open mind, do not judge
immediately
7- Encourage, the speaker to continue,
clarify what is being said if necessary
 Module 1: Foundations of Leadership:
Active listening and feedback techniques

5 EASY WAYS TO PRACTICE

ACTIVE LISTENING
 Module 1: Foundations of Leadership:
Active listening and feedback techniques
 Module 1: Foundations of Leadership:
Active listening and feedback techniques

Types of Listening:

Active Listening: It is a technique used in counseling, training and solving disputes or conflicts, it
requires that the listener fully concentrate, understand, respond and then remember what is being
said

Passive Listening: It is listening without reacting, allowing someone to speak without interrupting
and not doing anything at the same time
 Module 1: Foundations of Leadership:
Active listening and feedback techniques

Which of the following statements is TRUE about effective communication? Choose one.

Effective communication involves 50% listening and 50% Talking

Effective communication involves more talking than listening

Effective communication involves more listening than talking

 Module 1: Foundations of Leadership:
Managing communication channels within teams

• Is at the heart of leadership

Leadership • Leadership can not occur
except in relationship to other
& people & communication is
Communication means through which
leadership is accomplished
 Module 1: Foundations of Leadership:
Managing communication channels within teams

COMMUNICATION

Linking Networking (connecting people

Give & Receive Feedback (connecting ideas in a group) in group to organization)
 Module 1: Foundations of Leadership:
Managing communication channels within teams

involves fostering open dialogue, active listening,

and clear communication channels among team
Peer-to-peer communication members, while addressing conflicts promptly
management and constructively to maintain a productive team
environment.

identifying their needs, providing regular updates,

maintaining transparency, and utilizing
Communication with appropriate channels to ensure stakeholders are
stakeholders entails informed and engaged in the project or team
activities.
 Module 2
Building High-Performance Teams
Module 2: Building High-Performance Teams

Building trust and rapport within teams

Theories of motivation and their application

Creating a motivating team environment

Recognizing and rewarding team achievements

Team Motivation

Setting SMART Goals

Managing Conflict

STAR and STAR AR feedback method

 Module 2: Building High-Performance Teams
Building trust and rapport within teams

It's true that professional

relationships should be maintained,
but a good working relationship
with your team also has its
advantages.

Employees who feel connected to

their managers are more likely to
be engaged, trust their leaders, and
be motivated to perform better.
Module 2: Building High-Performance Teams
Building trust and rapport within teams
Module 2: Building High-Performance Teams
Building trust and rapport within teams

To achieve
a goal/task

To share
To achieve
the
Win - Win
challenge

Why a
team?
To share To generate
the new ideas
knowledge & solutions

To Detect
flaws
 Module 2: Building High-Performance Teams
Building trust and rapport within teams

What is rapport?

The easiest way to describe rapport is as the type of connection or relationship we

feel with people that we "click" with.

You know the charismatic people you meet sometimes, with whom you feel a
connection even before you've had time to really get to know them? That's rapport.

It's a sense of trust and understanding you get with people you feel comfortable
around - A harmonious energy if you will, that helps people understand each other's
feelings or ideas and communicate more effectively.
 Module 2: Building High-Performance Teams
Building trust and rapport within teams

How to build rapport?

8. Establish Trust
with Transparency
7. Respect their and Honesty
Skills, Time &
6. Show Boundaries
Appreciation for
5. The Power of Contributions
Nonverbal
4. Put Yourself in Communication
Their Shoes
3. Be Authentic

2. Reveal Your
Human Side
1. Get To Know
Your Employees
 Module 2: Building High-Performance Teams
Building trust and rapport within teams

What are the three key elements of rapport?

Mutual
Positivity Coordination
Attentiveness
 Module 2: Building High-Performance Teams
Building trust and rapport within teams

Why should you build rapport with employees?

Increased Enhanced
Improved Increased job
Increased trust motivation and loyalty and
communication satisfaction
cooperation retention rates
 Module 2: Building High-Performance Teams
Theories of motivation and their application

What is a motivation theory?

Motivation theory is the study of how to learn and understand what

inspires a person to pursue a specific result.

As a manager, you may aim to increase employee motivation to help

your company achieve its business goals.
 Module 2: Building High-Performance Teams
Theories of motivation and their application
Maslow's hierarchy of needs theory

GROUP DISCUSSION
 Module 2: Building High-Performance Teams
Theories of motivation and their application
Maslow's hierarchy of needs theory

5
 Module 2: Building High-Performance Teams
Theories of motivation and their application

Expectancy theory:

The expectancy theory suggests people may perform

certain behaviors if they think those actions can lead to
desirable outcomes.
4
You can apply the expectancy theory in the workplace if you're
interested in improving your team's productivity, effort or efficiency.

For example, you might offer your staff a temporary raise in their hourly wages to
motivate them to work extra hours to complete a project
 Module 2: Building High-Performance Teams
Theories of motivation and their application
Competence theory:

Competence theory proposes people often want to

engage in specific activities to display their skills,
intelligence and abilities. If an employee successfully
3 demonstrates their intelligence in front of their peers, it
can motivate them to feel competent in a particular area.

Feeling competent may increase how confidently they perform

tasks, which can improve productivity and efficiency.

Confident employees may also feel encouraged to learn more in-depth

information to share it with their peers and receive recognition.
 Module 2: Building High-Performance Teams
Theories of motivation and their application
McClelland's need theory:

McClelland's need theory proposes there are three

different needs most people have, and each need
corresponds to a type of person who feels motivated to
2 address that need. Understanding McClelland's need
theory can help managers identify employee needs, which
may give them the ability to place their employees in
situations where they can thrive and reach their goals.
Analyze these three needs to determine which incentive
may work best for each employee:
 Module 2: Building High-Performance Teams
Theories of motivation and their application
McClelland's need theory:

Need for affiliation

The affiliate theory claims humans want to belong to a group and
have other people accept them. This theory can help managers
identify whether an employee might work well on a team and grow
2 from the experience. Employees who feel motivation from affiliation
often have highly developed interpersonal skills that can help them
generate strong and meaningful relationships with their coworkers.
 Module 2: Building High-Performance Teams
Theories of motivation and their application
McClelland's need theory:

Need for achievement

Some employees naturally strive to become successful
and important. These individuals may be competitive and
2 maintain a high standard for their work ethic. They
typically have a strong desire for recognition after
completing a task and may ask for feedback on their
performance. Establishing awards, such as an employee
of the month tradition, can help motivate these people in
the workplace.
 Module 2: Building High-Performance Teams
Theories of motivation and their application
McClelland's need theory:

Need for power

Some employees are interested in influencing others,
making an impact on their coworkers and positively
2 affecting the workplace. These types of employees often
enjoy leading groups of people, distributing tasks and
coordinating events. They may attempt to motivate their
coworkers to achieve short-term and long-term goals.
Allowing these employees to apply their leadership
skills can generate feelings of motivation in large groups
of employees, which can lead to job satisfaction.
 Module 2: Building High-Performance Teams
Theories of motivation and their application
Incentive theory
The incentive motivational theory suggests reinforcement,
recognition, incentives and rewards motivate people. The incentive
theory also proposes people may display certain behaviors to
achieve a specific result, incite a particular action or receive a
reward.
1 Examples of incentives in the workplace:

Salary or Paid vacation

Bonus: Praise Opportunity Promotion
wage or time
 Module 2: Building High-Performance Teams
Creating a motivating team environment

Opportunities
Positive Culture Clear Goals and Autonomy and
for Growth and
and Climate Expectations Empowerment
Development

Recognition Promote Effective

Promote Work-
and Reward Innovation and Leadership and
Life Balance
Systems Creativity Role Modeling
 Module 2: Building High-Performance Teams
Recognizing and rewarding team achievements

Provide
Establish Personalized Team
Specific
Clear Criteria Recognition Celebrations
Feedback:

Regularly
Public Incentives
Acknowledge
Recognition and Rewards
Contributions
 Module 2: Building High-Performance Teams
Team Motivation
Team Motivation: Intrinsic and extrinsic motivators, creating a motivating environment.

Intrinsic Motivators: Extrinsic Motivators:

1. Autonomy 1. Compensation and Benefits
2. Mastery 2. Rewards and Incentives
3. Purpose 3. Career Advancement
4. Recognition and Achievement 4. Work Environment
 Module 2: Building High-Performance Teams
Setting SMART Goals
Setting SMART Goals: Individual, team, and organizational alignment.
• CASCASDE
TEAM OBJECTIVES TO
• CASCASDE INDIVIDUAL
INDIVIDUAL FUNCTION
• CASCASDE or BUSINESS OBJECTIVES • SET INDIVIDUAL
THE MARKET TO TEAMS OBJECTIVES
OBJECTIVES TO
FUNCTIONs or • SET TEAM OBJECTIVES
Alignment is KEY! Businesses

• SET INDIVIDUAL
FUNCTION / BUSINESS
OBJECTIVES

• SET HIGH
IMPACT MARKET
OBJECTIVES 4
3
2
1
 Module 2: Building High-Performance Teams
Setting SMART Goals
Objectives: SMART

Specific Defining results to be Example:

accomplished within the Achieve an average coverage
scope of the job. of 40 stores per day.

Measurable
Defining measurements Example:
that enable progress to be Respond to all customer
determined and results to complaints within 24 hours.
be measured

Example:

Achievable Objectives should be

challenging and attainable
Receive an average minimum
rating of 3 from (the highest
rating is 5) quarterly
customer satisfaction audit.

Relevant
Objectives should state the Example:
share of market / function / Increase market share by
10% by launching MIlo RTD
business’s goal before the end of the year.

Timebound
Example:
Defining the timeline for Complete roll-out of PE/PDG
each objective in the market by the end of
December 2009.
 Module 2: Building High-Performance Teams
Setting SMART Goals
Setting SMART Goals: Individual, team, and organizational alignment.

Specific Stretching Requiring individuals to

reach beyond obvious
boundaries

Measurable Mixed Across Quantitative and

Qualitative objectives

Setting SMART Goals:

Individual, team, and
organizational
alignment.
Acheivable Aligned With business & Manager &
peer’s objectives

Relevant Reviewed With business & Manager &

peer’s objectives

Timebound Two way

To be thoroughly discussed
and agreed by Manager and
Employee
 Module 2: Building High-Performance Teams
Setting SMART Goals
They are … They are NOT …

The 4-6 key things that will make the


The 100 things you do in your job
difference, therefore the main drivers
for success in a role

Results delivered through

performing the job, which
makes the difference
 A job description


4-6 priority targets focused on the A long “to do” list
personal contribution

Results based
 Activity-based

Within the scope of the

responsibilities of your role  Out of the person‘s control

Agreed by both parties

 A top-down set of directives
 Module 2: Building High-Performance Teams
Setting SMART Goals

They are … They are NOT …

Aligned with the strategy and

manager and peer objectives
 Individualistic and isolated

Balanced between Quantitative

and Qualitative objectives
 A simple set of financial targets


Stretching and motivating Minimum acceptable achievement


Adaptable to changing Fixed at a moment in time
circumstances
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.
Constructive Approaches to Managing Conflict:
Address Issues Respectful Focus on Interests, Collaborative Neutral
Active Listening:
Promptly: Communication: Not Positions: Problem-Solving: Facilitation:
[Link] open [Link] active [Link] [Link] parties [Link] a [Link] necessary,
communication listening by respectfully and to focus on their collaborative enlist a neutral
and address paying attention professionally, underlying approach to third party, such
conflicts as soon to the concerns even when interests and problem-solving, as a mediator or
as they arise. and perspectives emotions are needs rather than where all parties facilitator, to help
[Link] of all parties running high. rigidly holding work together to guide the conflict
identify and involved. [Link] "I" onto their find mutually resolution
resolve potential [Link] statements to positions. beneficial process.
sources of conflict empathy and express your [Link] common solutions. [Link] that the
before they understanding thoughts and ground and areas [Link] facilitator remains
escalate. towards differing feelings without of mutual interest potential impartial and
viewpoints. blaming or to facilitate solutions and helps create a
accusing others. compromise and evaluate their safe space for
resolution. feasibility and open dialogue.
effectiveness
together.
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.
Resolving Disagreements:

Seek Common Explore Multiple Negotiate Win-Win

Clarify Perspectives:
Ground: Solutions: Solutions:
[Link] parties [Link] areas of [Link] a range of [Link] for win-win
to express their agreement and potential solutions solutions that
perspectives and shared interests to to the conflict and address the
clarify build rapport and evaluate their interests and
misunderstandings. trust between strengths and concerns of all
[Link] clarifying conflicting parties. weaknesses. parties involved.
questions to ensure [Link] these [Link] creativity [Link]
that everyone commonalities as a and flexibility in collaboration and
understands each basis for finding exploring cooperation rather
other's viewpoints. solutions that satisfy alternative than competition or
everyone's needs. approaches. dominance.
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.
Building Trust:

Seek Common Explore Multiple Negotiate Win-Win

Clarify Perspectives:
Ground: Solutions: Solutions:
[Link] parties [Link] areas of [Link] a range of [Link] for win-win
to express their agreement and potential solutions solutions that
perspectives and shared interests to to the conflict and address the
clarify build rapport and evaluate their interests and
misunderstandings. trust between strengths and concerns of all
[Link] clarifying conflicting parties. weaknesses. parties involved.
questions to ensure [Link] these [Link] creativity [Link]
that everyone commonalities as a and flexibility in collaboration and
understands each basis for finding exploring cooperation rather
other's viewpoints. solutions that satisfy alternative than competition or
everyone's needs. approaches. dominance.
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example: ROLE PLAYING

 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example:

3 people had a position they all wanted the pumpkin

since there was only 1 pumpkin it was

not possible to give everybody the
pumpkin there was 2 limited resources
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example:

The solution that was found:

was not found based on the position and
focused on the position but oriented on the
interests
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example:

One wanted the shell for a Halloween

mask the other one wanted the soup so he
needed the meat and the third person as
simply the seeds
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example:

On the level of interest, it was possible

to find a solution that everybody made
happy so a win-win solution
 Module 2: Building High-Performance Teams
Managing Conflict
Managing Conflict: Constructive approaches, resolving disagreements, building trust.

The pumpkin example:

Negotiate not Position Focused But Interest Oriented

What kind of questions you must ask to examine the interest of people who
are negotiating?
 Module 2: Building High-Performance Teams
STAR and STAR AR feedback method

Situation Task
What is the background? What is this example all about?

S T
Alternative A A Action
Action R R How did you solve the
What could you problem?
do?
Different Result Result
What happened?
What was the consequence?
 Module 3
Delegation and Empowerment
Module 3: Delegation and Empowerment

Causes and types of conflicts in teams

Strategies for resolving conflicts peacefully

Mediation and negotiation skills

The Power of Delegation

Effective Delegation Strategies

Building an Empowering Culture

Succession planning and Talent assessment

 Module 3: Delegation and Empowerment
Causes and types of conflicts in teams

GROUP DISCUSSION
Module 3: Delegation and Empowerment
Causes and types of conflicts in teams

Communication Breakdown

• Misunderstandings • Barriers to
Communication

• Instances where • Factors such as

messages are not language barriers,
accurately interpreted, emotions, or
leading to confusion or distractions that hinder
conflict among team effective
members. communication within a
team.
 Module 3: Delegation and Empowerment
Causes and types of conflicts in teams

Personality Clashes

• Differences in • Impact on Team

Personalities Dynamics

• Conflicts arising from • Personality clashes can

opposing traits, disrupt teamwork,
temperaments, or affect morale, and
working styles of team hinder productivity
members. within the team.
 Module 3: Delegation and Empowerment
Causes and types of conflicts in teams

Goal Misalignment

• Miscommunication • Lack of Clarity in

of Objectives Roles

• Instances where team • Issues arising from

members have ambiguity or
conflicting uncertainty regarding
understanding or individual
interpretation of project responsibilities and
goals and objectives. contributions toward
achieving team goals.
 Module 3: Delegation and Empowerment
Causes and types of conflicts in teams

Types of Conflicts

• Interpersonal • Intrapersonal • Intergroup Conflict

Conflict Conflict

• Conflict arising between • Conflict within an • Conflict occurring

individuals due to individual, often between different
differences in opinions, involving internal groups within an
values, or personalities. struggles or decision- organization, often
making dilemmas. related to competition
or resource allocation.
 Module 3: Delegation and Empowerment
Strategies for resolving conflicts peacefully

GROUP DISCUSSION
 Module 3: Delegation and Empowerment
Strategies for resolving conflicts peacefully

Active Listening
Attentive Empathetic
Listening Skills Response

• Developing the • Showing empathy

ability to actively and understanding
listen and during
comprehend conversations
others' perspectives fosters trust and
is crucial for conflict helps in resolving
resolution. conflicts peacefully.
 Module 3: Delegation and Empowerment
Strategies for resolving conflicts peacefully

Finding Common Ground

Identifying Shared Collaborative

Interests Problem-Solving

• Finding common • Engaging in

ground and shared problem-solving
goals promotes together
understanding and encourages
collaboration in cooperation and
conflict resolution. helps in reaching
mutually beneficial
solutions.
 Module 3: Delegation and Empowerment
Strategies for resolving conflicts peacefully

Negotiation Techniques

Win-Win Principled
Solutions Negotiation

• Seeking solutions • Applying principled

that benefit all negotiation
parties involved techniques can lead
fosters positive to fair and mutually
outcomes and satisfactory
sustainable agreements in
relationships. conflict resolution.
 Module 3: Delegation and Empowerment
Mediation and negotiation skills

GROUP DISCUSSION
 Module 3: Delegation and Empowerment
Mediation and negotiation skills

Mediation Techniques

Active Listening Problem-Solving

Approaches

• Enhance mediation • Utilize various problem-

skills through the solving techniques to
practice of attentive facilitate the
and empathetic negotiation process and
listening to guide conflicting parties
comprehend all parties' to mutually acceptable
perspectives. solutions.
 Module 3: Delegation and Empowerment
Mediation and negotiation skills

Negotiation Strategies

Win-Win Negotiation BATNA Analysis

• Implement negotiation • Utilize BATNA (Best

tactics that focus on Alternative to a
achieving positive Negotiated Agreement)
outcomes for all parties analysis to prepare and
involved in the strengthen negotiation
negotiation process. positions.
Module 3: Delegation and Empowerment
Mediation and negotiation skills

Building Trust

Transparency and Creating Shared

Consistency Goals

• Promote trust-building • Foster trust and

through transparent collaboration by
communication and establishing shared
consistent actions to objectives and goals to
strengthen guide the negotiation
relationships and foster and mediation
mutual understanding. processes.
 Module 3: Delegation and Empowerment
The Power of Delegation

GROUP DISCUSSION
 Module 3: Delegation and Empowerment
The Power of Delegation
The Power of Delegation: Benefits for leaders and team members.

Definition of
Delegation

• Delegation involves
transferring
responsibility and
authority from one
person to another to
accomplish specific
tasks or projects.
 Module 3: Delegation and Empowerment
The Power of Delegation
The Power of Delegation: Benefits for leaders and team members.

Benefits for Leaders

Empowerment Skill Development Time Management
• Delegation • It provides • Leaders can
empowers leaders opportunities for optimize their time
by allowing them to leaders to develop and productivity by
focus on high- the skills of their delegating tasks
priority tasks and team members and and responsibilities
strategic decision- nurture future effectively.
making. leaders.
 Module 3: Delegation and Empowerment
The Power of Delegation
The Power of Delegation: Benefits for leaders and team members.

Benefits for Team Members

Skills Development Growth Opportunities

• Team members • Delegation creates

have the chance to opportunities for
enhance their skills team members to
through new take on new roles,
challenges and expand their
responsibilities. competencies, and
grow within the
organization.
 Module 3: Delegation and Empowerment
The Power of Delegation
The Power of Delegation: Benefits for leaders and team members.

Delegation Process

Planning Assignment Monitoring

• Effective delegation begins • Assigning tasks to the right • Regular monitoring and
with thoughtful planning, individuals based on their skills feedback ensure the successful
considering tasks, deadlines, and competencies can completion of delegated tasks
and suitable team members. significantly and promote accountability.
 Module 3: Delegation and Empowerment
Effective Delegation Strategies
Effective Delegation Strategies: Selecting tasks, setting expectations, providing support.

Clear Communication
Building Trust
Establishing clear
expectations and Training and Support
A foundation of trust
communication
between leaders and
channels is essential for Providing adequate
team members is
effective delegation training and support
crucial for successful
and task for delegated tasks
delegation and
understanding. enhances team
performance.
members' ability to
deliver quality
outcomes.
 Module 3: Delegation and Empowerment
Building an Empowering Culture

Building an Empowering Culture: Fostering trust, accountability,

decision-making, continuous learning.

Accountability
Individual Shared
Responsibility Accountability
• Each team member • Team members
should uphold their should hold
individual themselves and
responsibilities to each other
ensure overall accountable for
accountability. achieving collective
objectives.
 Module 3: Delegation and Empowerment
Building an Empowering Culture

Building an Empowering Culture: Fostering trust, accountability,

decision-making, continuous learning.

Effective Decision-Making
Collaborative Decision- Data-Driven Choices
Making

• Involving the team • Using objective data

in decision-making as a basis for
fosters ownership decisions promotes
and commitment to rational and
the chosen course effective choices.
of action.
 Module 3: Delegation and Empowerment
Building an Empowering Culture

Building an Empowering Culture: Fostering trust, accountability, decision-making, continuous learning.

Continuous Learning
Skill Enhancement Adapting to Change

• Regular training and • Encouraging a

skill development culture of learning
opportunities equips the team to
ensure continuous navigate and excel
individual and team in dynamic business
growth. environments.
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

GROUP DISCUSSION
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Talent Assessment Methods

Performance Reviews Competency-Based
Assessments
• Evaluating • Assessing talent
employees' based on key
performance to competencies and
gauge their skills relevant to
potential and specific roles and
identify future organizational
leaders within the objectives.
organization.
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Identifying Key Talent

Talent Leadership
Identification Potential
Process Assessment
• Utilizing various • Assessing
methods to identify employees to
individuals with determine their
high potential and readiness and
capabilities for suitability for
future leadership assuming critical
roles. leadership roles.
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Developing Future Leaders

Leadership Training Mentorship and
Programs Coaching

• Implementing • Providing
structured training mentorship and
and development coaching to aspiring
initiatives to leaders to support
nurture the their professional
leadership skills of growth and career
high-potential advancement.
employees.
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Implementing Succession Plans

Plan Execution Leadership
and Monitoring Transition
• Implementing and • Facilitating smooth
continuously leadership
monitoring the transitions through
progress of well-defined
succession plans to processes and
ensure their comprehensive
effectiveness and communication
alignment with strategies.
organizational
goals.
 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Real Life Example

 Module 3: Delegation and Empowerment
Succession planning and Talent assessment

Talent assessment
 Module 4
Practical Applications and Action
Planning
Module 4: Practical Applications and Action Planning

Different leadership styles and their characteristics

Situational leadership and adaptive approaches

Developing a personal leadership philosophy

Real-world leadership challenges

Goal Setting and Measurement: Developing

personalized action plans and tracking progress.

Best Practices and Resources: Case studies, tools,

recommended reading for continuous improvement.
 Module 4: Practical Applications and Action Planning
Different leadership styles and their characteristics

Laissez-Faire Leadership
Autocratic Leadership style Democratic Leadership style
style
• Make decisions on their • Democratic leaders involve • Laissez-faire leaders give
own and expect their team their team members in the their team members a lot
members to follow them decision-making process. of autonomy and freedom.
without question. This This style can be effective This style can be effective
style can be effective in for building consensus and for highly skilled and
some situations, such as getting buy-in from team motivated teams.
when a quick decision members. However, it can However, it can also lead
needs to be made or when also be time-consuming to a lack of direction and
there is a crisis. However, it and can lead to indecision. accountability.
can also lead to
resentment and
disengagement among
team members.
 Module 4: Practical Applications and Action Planning
Different leadership styles and their characteristics

Transformational Transactional Servant Leadership Coaching Leadership

Leadership style Leadership style style style
• Inspire their team • Focus on rewarding • Put the needs of their • Help their team
members to achieve good performance team members first. members to develop
their full potential. and meeting goals. They are focused on their skills and reach
They are passionate This style can be helping their team their full potential.
and visionary, and effective for members grow and They provide
they can help their motivating team develop. Servant feedback,
team members to see members to achieve leadership can be very encouragement, and
the bigger picture. short-term goals. effective for building support. Coaching
Transformational However, it can also trust and loyalty leadership can be very
leadership can be very lead to a focus on among team effective for helping
effective for driving short-term results at members. team members to
change and the expense of long- learn and grow.
innovation. term goals.
 Module 4: Practical Applications and Action Planning
Situational leadership and adaptive approaches

Adapt their style to the situation and the needs of their team
Situational members. They may use a more autocratic style with new or
Leadership inexperienced team members, and a more democratic style with
experienced team members. Situational leadership can be very
style effective for getting the most out of a team.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

We can confirm that Leadership is about:

Having a Vision Team Building Empowerment
Visionary leadership Effective leadership Empowerment of
involves setting and entails building and individuals involves
communicating a nurturing cohesive delegating authority
compelling vision for teams that and providing
the future to inspire collaborate towards support to enhance
and motivate others. common objectives. their capabilities and
confidence.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

Defining Values and Principles

Core Values Ethical Principles Integrity

• Identifying and • Leadership • Integrity is the

aligning with based on ethical foundation of
core values principles leadership,
establishes a ensures integrity, embodying
framework for fairness, and honesty,
ethical decision- transparency in trustworthiness,
making and all dealings. and consistency
actions. in behavior and
actions.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

Defining Values and Principles

Core Values Ethical Principles Integrity

• Identifying and • Leadership • Integrity is the

aligning with based on ethical foundation of
core values principles leadership,
establishes a ensures integrity, embodying
framework for fairness, and honesty,
ethical decision- transparency in trustworthiness,
making and all dealings. and consistency
actions. in behavior and
actions.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

Setting Clear Goals

SMART Goals Goal Setting
• Utilizing SMART • Leadership involves
criteria for goal defining and
setting ensures communicating
goals are specific, clear goals to guide
measurable, the direction and
achievable, efforts of the team.
relevant, and time-
bound.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

Building Effective Communication

Communication Active Listening Clarity
Skills
• Leadership requires • Actively listening to • Clear and concise
strong team members communication
communication fosters mutual ensures messages
skills to convey understanding, are easily
ideas, provide trust, and understood and
feedback, and constructive interpreted as
facilitate dialogue. intended.
understanding.
 Module 4: Practical Applications and Action Planning
Developing a personal leadership philosophy

Leading by Example
Role Modeling Integrity Influence

• Leaders should • Leading with • Leaders can inspire

exemplify the integrity and ethical and influence
behaviors, conduct establishes others through
attitudes, and work a standard for their actions,
ethic they expect behavior within the choices, and
from their team team and decisions.
members. organization.
Module 4: Practical Applications and Action Planning
Real-world leadership challenges

Real-world leadership
challenges: Case studies,
discussions, and applying
learned skills.
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.
Validated, visual and professional OMP

3 Year Horizon

Measures, baseline and targets

Key Priorities Measure assigned per Driver with
Focus on 3-5 Key targets set over 3 years (broken down by
Priorities quarter milestones for the first year )

Drivers Activities and Milestones

Drivers per Key Clear description and person
Priority (up to 5) responsible
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.

Management Team
We start with the Management OMP level Operational Master Plan

In addition, other levels might see a value to

create their own OMPs

Middle Management Middle Management Middle Management

OMP OMP OMP

Team A Team B Team C Team D

OMP OMP OMP OMP
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.

To ensure alignment and focus on all levels to work towards delivering the Function OMP Key Priorities

To have a deeper level of details in the activities planned and to provide all levels with the tools and process to review
their activities

To make sure all levels clearly understand their contribution to the Function OMP Key Priorities
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.

BEFORE AFTER
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.

BEFORE AFTER
 Module 4: Practical Applications and Action Planning
Goal Setting and Measurement
Goal Setting and Measurement: Developing personalized action plans and tracking progress.

How do we
What is our Measure? measure it?
What is our measuring scale?

Is it appropriate?

Visually
displayed Can we easily see the trends?
measures:

Colour Management:
Black - For writing
Green - HIT Target
Red - MISSED Target Who is responsible to update?
(1 owner per chart)
 Module 4: Practical Applications and Action Planning
Best Practices and Resources
Best Practices and Resources: Case studies, tools,
recommended reading for continuous improvement.

Free Resources:

1. Free Download pdf Confident Speaking: [Link]

free-resources
2. Free Download pdf Top 5 Essential Professional Communication Skills: [Link]
free-resources

Peter Northouse’s Leadership book (Affiliate): [Link]

Johnson and Hackman (Affiliate): [Link]
 Module 4: Practical Applications and Action Planning
Best Practices and Resources
Best Practices and Resources: Case studies, tools,
recommended reading for continuous improvement.

SOURCES USED:

Burns, J. M. (1978). Transforming Leadership. Grove Press.

F. Puji, Astuti, Aunurrahman, Wahyudi. (2019). The effects of democratic, autocratic, and laissez-faire (free) leadership
style of kindergarten headmaster toward teacher discipline performance at kindergartens in Southeast Pontianak District.
Journal of Education, Teaching, and Learning, 4, 130-138.

Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created "social climates.
" Journal of Social Psychology, 10, 271-299.

Linden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange. Journal of Management,
24, 43-72.
 Module 4: Practical Applications and Action Planning
Best Practices and Resources
Best Practices and Resources: Case studies, tools,
recommended reading for continuous improvement.

SOURCES USED:

Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources.
New Jersey/Prentice Hall.

House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge
(pp. 189-207). Carbondale: Southern Illinois University Press.

Johnson & Hackman (2018). Leadership: A communication perspective. Waveland Press.

Northouse, P. (2019) Leadership: Theory and practice. Los Angeles: SAGE Publications, 2019.
 Module 4: Practical Applications and Action Planning
Best Practices and Resources
Best Practices and Resources: Case studies, tools,
recommended reading for continuous improvement.

SOURCES USED:

Van Vugt, M., Jepson, S. F., Hart, C. M., & De Cremer, D. (2004). Autocratic leadership in social dilemmas: A threat to group
stability. Journal of Experimental Social Psychology, 40, 1-13.

Weber, M. (1947). Theory of Social and Economic Organization. Chapter: "The Nature of Charismatic Authority and its
Routinization" translated by A. R. Anderson and Talcott Parsons. Originally published in 1922.
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