Reaching the summit

with BlueGlobe Inc.

Table of Contents
Color guide.....................................................................3
Introduction....................................................................4
Employee Relations.......................................................5-8
Base Camp One: Employee Relations....................................6
Base Camp Two: Open Communication..................................7
Base Camp Three: Hiring and Recuiting.................................8
Leadership Principles....................................................9-13
Base Camp Four: Embrace Risks and Challenges....................10
Base Camp Five: Adapting to Changing Climates....................11
Base Camp Six: Managers vs. Leaders..................................12
Base Camp Seven: Attitude................................................13
Protocol....................................................................14-17
Base Camp Eight: Your Role...............................................15
Base Camp Nine: Details...................................................16
The Summit: Have Fun!.....................................................17
Case Study.....................................................................18
Questions......................................................................19
Notes.......................................................................20-22

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Color Guide
Employee Relations-Red
Base Camp One: Employee Relations
Base Camp Two: Open Communication
Base Camp Three: Hiring and Recuiting
Leadership Principles-Green
Base Camp Four: Embrace Risks and Challenges
Base Camp Five: Adapting to Changing Climates
Base Camp Six: Managers vs. Leaders
Base Camp Seven: Attitude
Protocol-Blue
Base Camp Eight: Your Role
Base Camp Nine: Details
The Summit: Have Fun!

Introduction
Hello!
Welcome to our leadership conference! We have prepared a training
manual for you to reference throughout the conference and beyond in
the workplace.
We are excited to have have you here at BlueGlobe Inc. and we hope
you find this eperinece helpful. If you have any questions or concerns
during the conference you are welcome to ask your instructor for
guidance. You will be asked to fill out an evaluation at the end of the
conference.
Thank you and enjoy the conference,

The BlueGlobe Team

Employee
Relations

Base Camp One: Types of Employees

Your employees are your best assets
Give specific examples for how you would engage these three types
of employees?

Base Camp Two: Open Communication

Transparency within the organization fosters open communiation
Transparency leads to a trusting and positive work culture
Positive work culture=happy employees
Open communication supports trust
Create a physical workspace condusive to open communication
What are some ways you can promote open communication in your work
environment?

Base Camp Three: Hiring and Recruiting

You are the talent agent
Look for intelligence, judgement and a capacity to anticipate
Look for loyalty, integrity, a high energy drive, a balanced ego, and
the drive to get things done
It is your team so donnot be afraid to choose who you want
What are the qualities you are looking for in an employee or team
member?

Leadership
Principles

Base Camp Four: Embrace Risks and

Challenges
Change and uncertainty is an integral part of leadership. Although it can
be intimidating, it can lead to positives outcomes.
Be open to learning new, relevent skill sets in this technology-filled
world
Support your employees and encourage them to take risks
Be proactive in decision making, not reactive
Explain a situation where taking a risk did or did not pay off for you.
Please explain why.

Base Camp Five: Adapt to Changing Climates

Embrace transformation in the workplace
Everyday jobs become obsolete
Willingness to learn new skills and responsibilities is key
It is imperative to continually work on reinventing ones job
How can you change your job wihtout overstepping organizational
boundaries?

Base Camp Six: Managers vs. Leaders

A manager

A Leader

Maintains order and control

Innovates and transforms

Administers

Encourages risks

Minimizes risk

Change agent

Problem solver

Influences commitment

Keeps things running

Problem finders

Focus on physical resources

Focus on emotional resources

Bureaucratic mindset

Network mindet

Planning and budgeting

Establishes direction

Controlling and problemsolving

Motivates and inspires

Organizing and stafffing

Aligns people

How can you encourage bottom-up communication in your position as a

manager or leader?

Base Camp Seven: Attitude

The glass is half full
Your attitude will rub off on your team and those around you
This is the ripple effect
Give an example of
how ones attitude effected the workplace
environment?
Is the oxygen
tank half full or
half empty?

Protocol

Base Camp Eight: Your Role

Good leadership involves being responsible for the welfare of the
group
Be aware of your teammates strengths and weaknesses
Be understanding
Implement occasional bonding activities
Balance tasks and relationships
Set objectives and goals at the beginning
What are the benefits of implementing bonding activities?

Base Camp Nine: Details

Great leaders are great simplifiers
Express over-arching goals and visions strategically and concisely
Delegate responsibilities to employees, but stay involved
As leaders, it is important to be knowledgable and interactive in all levels
of operations and decision making
How can you delegate and still stay involved in your teams projects?

The Summit: Have some fun

Self Explainitory....
Work hard, play hard

What is the perfect work environment?

Case Study

Jim Towne: Virtual Leadership

Jim Towne heads up a newly formed information technology team for a major
international corporation. The team is composed of about 20 professionals who live
and work in Canada, the United States, Europe, South America, Africa, and Australia. All
members of the team report to Jim Towne. The team is a virtual team and is connected
primarily using technology (video conference, group decision support ware, e-mail, and
telephone.) The team has met twice in a face-to-face setting to set goals and plan. All of
the team members are quite competent technically in their respective areas. Some team
members have a long and valued history with the company; others have recently become
members of the company through a corporate merger. The team members have never
worked together on any projects previously.
The task of the team is to develop and implement new technology innovations for all of
the business units of the corporation globally. The team is excited about the importance
and the innovative nature of their assignment; they respect each other and enjoy being
part of this team. However, the team is having difficulty getting off the ground, and the
members report being extremely overloaded. Most team members travel to business
sites at least 2 weeks each month. The travel is important, but it causes team members
to get father and farther behind.
There is one part time secretary for the team, located in New York. Her responsibility is
primarily to organize travel and meetings of team members. Team members are working
on several projects at once and have great difficulty finishing any of the projects. One
team member had 500 e-mail messages that have yet to be read because each team
member sends copies of all messages to everyone on the team. Jim Towne feels under
great pressure to prove that his team can work and provide a valuable function to the
organization.

Case Study Questions

1. Which of the characteristics of team excellence
are lacking in this team?
2. At what level(s) should Jim Towne intervene to
improve this team (internal task, internal relational,
external)? Or should he just keep monitoring the
team and not intervene?
3. What specific leadership functions should John
Towne implement to improve the team?
4. Relate this case study back to lessons.

Notes

Notes

Notes