Professional Documents
Culture Documents
Leadership and Team Building Skills - Salma Kanaan
Leadership and Team Building Skills - Salma Kanaan
Skills
May 2024
Prepared by:
Salma Kanaan
www.blueoceanacademy.com
Course Agenda
Is Management an Art or a
Science?
Imroving
Managerial Skills
& Competencies Imroving
Managerial Skills
& Competencies
Continuous
Professional
Development
1- Responsibilities To Management
3- Responsibilities To Yourself
Development Level:
Development and
Performance: The primary goal
of the SLII Model is to increase
the development level of team
members, thereby enhancing
their competence and
commitment, leading to
improved performance and job
satisfaction.
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Motivation
Motivation
What is motivation?
What is motivation?
The Carrot
The Whip
The Plant
• Represents a positive
environment.
• Suggests many things a
supervisor should strive for.
The managers must identify the need level at which the employee is
existing and then those needs can be utilized as push for motivation.
Managers can give the employees challenging jobs in which the employees’
skills and competencies are fully utilized. Moreover, growth opportunities can
be given to them so that they can reach the peak.
Managers can appreciate and reward employees on accomplishing and
exceeding their targets. The management can give the deserved employee
higher job rank / position in the organization.
Management should encourage teamwork and organize social
events.
Managers should provide the employees job security, safe and
hygienic work environment, and retirement benefits so as to
retain them.
Managers should give employees appropriate salaries to
purchase the basic necessities of life. Breaks and eating
opportunities should be given to employees
Advanced Leadership and Effective Team Skills
Motivation
Motivational Theories - Herzberg’s Two-Factor Theory
1- Share your vision and set clear 2- Learn what people want 3- Communicate with your staff
goals
Regularly set clear and measurable Every employee has a different Communication is a two-way street
goals that are framed by a clear vision so motivation for why they work. and you should make sure that there
that you and your teams can track Learning what employees want will help is a constant flow of communication
progress and they are able to see their you formulate the next step when between you and your employees.
success in a tangible way building motivation in the workplace. This way you can not only keep them
up-to-date with what needs to be
4- Promote Positive Employee Self Esteem done but you can also listen to their
ideas, opinions and feedback.
Self-esteem has two essential components: Make sure you are available to
a) Self-efficacy: Confidence in the ability to cope with life's challenges. Self- contact and be open and
efficacy leads to a sense of control over one's life. approachable in your attitude to
b) Self-respect: Experience oneself as deserving of happiness, achievement, and communication.
love. Self-respect makes possible a sense of community with others.
Motivation
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Specificity
Difficulty
Acceptance
Commitment
Specificity
Difficulty
Acceptance
Commitment
Commitment
END
Key takeaways?
Advanced Leadership and Effective Team Skills
• This is often where people struggle. They react to what they think the problem is. Instead, seek to
understand more about why you think there's a problem.
Define the problem: (with input from yourself and others). Ask yourself and others, the following questions:
1. What can you see that causes you to think there's a problem?
2. Where is it happening?
3. How is it happening?
4. When is it happening?
5. With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When we're
stressed, blaming is often one of our first reactions. To be an effective manager, you need to address
issues more than people.)
6. Why is it happening?
7. Write down a five-sentence description of the problem in terms of "The following should be
happening, but isn't ..." or "The following is happening and should be: ..." As much as possible, be
specific in your description, including what is happening, where, how, with whom and why. (It may be
helpful at this point to use a variety of research methods.
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Importance of Teamwork
Importance of Teamwork
Defining Teams
• What is synergy?
• What is a team?
• What makes a team different from a
group?
• The Contributor
This is the detailed person who keeps track of
everything.
• The Collaborator
This is the visionary who is always looking to the
future and a better way of doing things.
• The Communicator
This type is a people person. They don’t want to
rock the boat; they just want to enjoy the boat
ride.
• The Challenger
This person wears the hat of the Devil’s
Advocate.
Advanced Leadership and Effective Team Skills
Importance of Teamwork
Building Team Trust
• What is communication?
• What are some guidelines for active
listening?
• What are some guidelines for
constructive listening?
• Why should we paraphrase?
Inner Conflict
• Inner conflict can be difficult
to recognize.
• Yet, in many ways, this
conflict is the most difficult to
live with because it often has
an impact on our core values
(the things that are most
important to us), our
personal integrity, and ethics.
Interpersonal Conflict
• This is conflict between two
or more people. It may be
caused by a number of
different factors.
• What are some of the factors
you have seen?
• Since interpersonal conflict is
common in the workplace,
we will spend some time
investigating what causes it.
Group Conflict
• Group conflict may be relatively independent of
the individuals occupying the roles within a
structure.
o For example, conflict between two
departments, such as marketing and
production, is fairly common. The marketing
department, being customer oriented, may
believe some exceptions can and should be
made in production for the sake of future
sales. The production department may view
such exceptions as unreasonable and not in
the best interest of the organization.
Latent Conflict
• At this stage, the basic conditions for
conflict exist but have not been
recognized.
o For example, racial differences
may preclude basic
communication between two
employees.
Perceived Conflict
• Here, one or both participants recognize the
cause of the conflict.
o For example, two people are good friends,
doing lots of things together in their free
time. One of the friends gets married and
is no longer available for lunches and
Sunday morning tennis. The unmarried
friend feels left out and feels that the
marriage has interfered with the
friendship
Felt Conflict
• This stage is where tension is beginning
to build between the participants,
although no real struggle has begun.
o For example, when employees
become
short-tempered with one another,
the potential for all out conflict
begins to develop.
o The two friends begin sniping at one
another.
Manifest Conflict
• At this stage, the struggle is underway
and the behavior of the participants
makes the problem obvious to others not
directly involved.
• Arguments or damaged feelings are no
longer privately held.
• Remember that conflict is more than
disagreement and more than something
we can easily let go or get over.
Conflict Aftermath
• In the aftermath stage, the conflict has
been ended either through resolution or
suppression.
• The result may be a new condition that
will lead into more effective cooperation
or to a new conflict that may be more
severe than the first.
• In some cases the resolution can be
positive and serve to end the issue.
Listening
• Listening to someone else gives you an
opportunity to consider something from
his/her point of view.
• Instead of arguing when you hear a point you
disagree with, listen attentively to the other
person’s main points.
• These statements can help you to listen actively
and to deeply hear what someone is saying:
• “Tell me more. That’s interesting. Uh-huh.”
• “I’m not sure I understand. Could you go
over that again?”
Empathizing
• Empathy is the ability to put yourself in
someone else’s position in order to
understand what they are saying and
feeling, even though you may not agree
with them.
• Statements like these can help you to
demonstrate that you empathize with
what you are hearing:
• “I don’t blame you for feeling that way.
I see what you mean.”
• “I understand how you feel. I’m sure I’d
feel the same way if...”
Seeking Permission
• When you seek to understand, you may
find you have a tendency to problem solve
instead of listen.
• Keep on track by being someone who
seeks permission.
• Before you ask questions, make sure that
you have asked the person if they are
ready for you to ask.
• Keep in mind that many of us hear a
problem and then let our minds wander
into “advice” or “problem solving” mode.
Importance of Teamwork
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Effective Delegation
Effective Delegation
What is Delegation?
Group 1 Group 2
Delegator Delegatee
• You are going on a four-week cruise • Your boss is going on a four-week
vacation. cruise vacation.
• In order to get the time off you must • You will need to do their job in their
train somebody else to do your job in absence.
your absence. • This is your only opportunity to learn
• In a short role play, go over several of how to do this work so make sure
the most important tasks that he/she that you understand the instructions.
will be performing in your absence. • Take several minutes to prepare for
the instructions you are about to
receive.
Observer
• While the delegator gives his/her
instructions to the delegate, watch
the interaction.
• What improvements could be made
on both sides?
Effective Delegation
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Reviewing Performance
Reviewing Performance
Feedback and Evaluation
2. Be specific
• Employee feedback should be solutions oriented, crystal clear, and to the point. If
your intention is to offer corrective feedback, general comments, like “Your work
needs to be improved” or “I wasn’t very impressed with those reports". You have
to do better than that” can leave your employee confused and in the dark as to
what aspect of their work needs to be corrected.
• Be specific on what you’d like your employee to do and offer guidance on how they
can apply the feedback. For example, “I noticed you were late on your last two
deadlines. I’d like to work with you on your time management to ensure you’re not
committing to too much and completing each of your tasks in a timely manner.”
• Pro tip: Don’t get stuck on corrective feedback. Remember to also share positive
feedback with your employees so they know the things they should continue doing
but not at the same time.
5. Keep it private
• Don’t criticize publicly—ever.
• For some, even praise is better delivered in a private meeting. Some people simply
don’t like being the center of attention.
• You can also consider offering employee feedback in the form of a written
response. This can give you time to reflect and offer a more thoughtful answer.
• Feedback isn’t just uncomfortable for the receiver, it can be uncomfortable for the
giver as well.
• By moving the location to a more informal area, you can help to ease some of the
underlying pressure.
• Savvy supervisors know that effective coaching and counseling builds strong working
relationships. It also encourages retention and helps employees grow in their careers.
• In fact, a 2006 Sun Microsystems 5-year study of over 1,000 employees found that those
who mentored others were 6 times more likely to be promoted than those who didn’t,
and their mentees were 5x more likely to be promoted than those who weren’t.
• Quality mentoring increases worker satisfaction, productivity, helps the bottom line and is
necessary for transferring knowledge and expertise from seniors to newer employees.
Efforts from coaching and counseling will bear positive outcomes that outweigh any time
or financial investments when done correctly.
Coaching Counseling
• Future focused • Past focused
• Solution focused • Problem focused
• Outcomes driven • Challenge/issue driven
• Doesn’t give advice, instead • Gives advice, recommendations and
it leads the individual to find their own directives, at times, forcefully
answers • States: Why you must change.
• Asks: “How can you change?” • The counselor has the answers
• Believes that the individual has the • Gives the individual a diagnosis and
answers within treatment or solution to fix the
• Helps the individual find their own problem
solutions to meet their goal
• The difference between coaching and counseling is all about perspective. Coaching asks:
Do you need help with attaining your work goals; whereas, counseling states: You need
help in addressing this issue that hinders your performance in the workplace.
• One is to inspire and motivate; the other is to improve and correct. One helps an
employee move forward to achieve a goal; the other helps a struggling employee
improve.
• One of the major differences between coaches and counselors is in their focus. Coaches
look to the future and work to help an individual achieve certain goals in the workplace.
They’re looking to improve the employee’s already adequate performance.
Reviewing Performance
END
Key takeaways?
Advanced Leadership and Effective Team Skills
Final Thoughts?
Advanced Leadership &
Effective Team Skills
March 2024
Prepared by:
Lama Atoui
www.blueoceanacademy.com