effective leadership lec 7 - developing teamwork (1)

EXECUTIVE LEADERSHIP DEVELOPMENT SERIES

EFFECTIVE LEADERSHIP

‘Developing Team work’

LECTURE 7

by

Subhas Chandran

Faculty of Defence & Management Studies

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TEAMWORK

‘ Leaders today rely on teams and

new technology to communicate

and win important

victories’

Leadership in the military is not about solo performance but

more about team effort.

The challenge is to build a cohesive team taking advantage of

people diversity within the unit.

The Military can’t function except as a team! It is a requirement

and forms the fundamentals of organization and leadership

SC COPYRIGHT 2012 EFFECTIVE LEADERSHIP

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DEVELOPING TEAMS

• Involves motivating a group of individuals to work

together to achieve a common objective.

• The Military is a classic example of teams in operation.

• The emphasis is on forming relationships with all group

members, not just with a few special individuals

• Each person must perceive that he or she is an important

and respected member of the team rather than a non-

entity


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DEVELOPING TEAMS


• Developing teams by the leader takes hard work,

patience and interpersonal skills

• People who are part of a good team complete their

mission on time within the resources provided and with

minimum casualties (in combat).

• Effective Teams :

Emphasize good and safety of the team

Work together to accomplish mission

Execute tasks on time and meeting standards

Learn from their experiences

Winning mentality to meet challenges.

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USE OF TEAMS


• Offers the best opportunity for better organizational

performance in the form of increased productivity and

profits

• Leads to cooperation and synergy

• The use of teams has led to performance improvements,

such as:

• Improved quality

• Improved efficiency

• Improved employee satisfaction

• Improved customer satisfaction

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GROUPS & TEAMS


What is the Difference? GROUP TEAM

• Focus on individual performance

and goals

• Rely on individual abilities

• Work more independently with

greater motivation to achieve

personal goals

• Very hierarchical leadership style

• Characterized by individual

self-interest

• Sense of shared mission and collective responsibility

• Focus on sharing information, insights, and perspectives

• Make decisions that support each individual to do his or her own job better

• Reinforce each other’s individual performance standards

• Have a participative or empowerment-oriented leadership style

• Have performance measures that create direct accountability for the team

• Strive for equality between members

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TEAMWORK (ADV. & DISADV.)


ADVANTAGES • Synergy

• Avoidance of major errors

• Faster, better decisions

• Continuous improvement

• Innovation

• Self-motivation

• Empowerment

• Greater job satisfaction

• Needs fulfillment

DISADVANTAGES

• Pressure to conform to group

standards of performance and

conduct

• Resistance to the team effort from

impinging on autonomy

• Social loafing

• Groupthink

• Intergroup conflicts

• High levels of pressure and stress

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DEVELOPING TEAM WORK


To develop effective teamwork leaders have to understand that they

cannot force the team to come together! It grows from the bond

between leader and subordinate mutual respect among members and

discipline. The essentials for team work are:

1. Trust

Military values like duty, respect, honor, integrity and personal courage

is important for building trust.

Trust begins when leaders to demonstrate discipline, competence and

leading from the front. Subordinates will learn to trust leaders if they

understand how leaders will behave in battle!

Trust is derived from training together and developing an understanding

of what to expect from their leaders, and ‘buddies’ in a crisis.

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2. Communication:

Leaders are expected to understand themselves, their

mission and the message.

For the subordinates to succeed and move the organization

forward, the leader must work hard maintaining positive

communications or open dialogue (two way).

Persuasion is a communication skill used by leaders to

reduce grounds for misunderstanding issues while dailogue

shows the leader values subordinate’s opinions.

The leader is fact saying ‘I value your opinion; you are part

of the team’ – this strengths the teams bonding ability.

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3. Loyalty

The Armed Forces trains soldiers to be part of a team

and loyal to the force (including flag, anthem,

traditions etc)

Soldiers perform because they do not want to let their

buddies down.

Team building involves leaders employing interpersonal

skills to transform recruits into productive teams.

Team loyalty is a feature of war fighting teams.

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4. Selfless Service

Goes hand in hand with loyalty thus making it an essential component of

teamwork.

Team members sometimes sacrifice so that the team can succeed but this

requires them to place their needs below that of the organization.

5. Respect

To develop a disciplined, cohesive team or a fighting force with a

winning mentality, it is essential to have respect for authority.

Selfless service and duty rests in the subordinates respect and trust in

their fellow members and leaders.

Discrimination and harassment destroys respect. It involves being

sensitive to diversity and consciously refraining from being abusive.

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6. Discipline

Discipline coupled with tough realistic training is key to high

morale in teams. Soldiers like civilians want to part of a good

team or outfit.

The ‘never say die’ spirit of teams can overcome challenges.

True discipline demands habitual and reasoned obedience to

do the right thing even though the leader is not present.

Highest form of discipline is when people trust leaders, believe

in their mission, value their membership in the team and

have the will to complete their mission

Discipline does not mean barking orders – disciplined leaders

with strong values develop disciplined soldiers and team members

with strong values.

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Discipline (cont…)

Leaders who feel that people have to be treated with

respect will inspire others to respect him.

Whilst other leaders who disrespect others especially to

subordinates or inferiors will inspire hatred towards

himself.

In the Armed Forces leaders build discipline by training,

using rewards and punishment judiciously, instilling

confidence in and building trust among team members

and a instilling a focused will to execute the mission.

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TEAM BUILDING STAGES


Stage I: FormingCautionExcitementAnxietyLow performance

Stage II: StormingConflict over taskConflict over structureConflict over influenceIncreased skills & knowledge

Stage III: NormingAgreement on roles & tasksAgreement on normsIncreased cohesiveness & moraleIncreased productivity

Stage IV: PerformingGood communication & teamworkIndividual commitmentHigh morale & group prideHigh team performance

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STAGE I-FORMING

• The group is formed, but its purpose and

member’s expectations are unclear

• A major issue is the development of trust:

What is going to happen?

Who is in the group?

Where do I fit in the group?

How will I be treated?


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STAGE 2-STORMING

• Individuals react to what has been done, question

authority, and feel comfortable being themselves

• A major issue is increased conflict from:

Openly dealing with problems

Increasing group interaction

Power struggles

Increasing independence from leader


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STAGE 3-NORMING

• Norms of behavior are developed

• A major issue is development of norms for:

Team member behavior

Decision-making processes

Resolving differences

Leadership behavior


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STAGE 4 - PERFORMING

• This is the payoff stage in the life of a

group

• Major issue is group performance, including:

Using wide range of task and process behaviors

Monitoring and taking pride in group

accomplishments

Focusing on goals and interpersonal needs

Maintaining the values and norms of the group


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THE TEAM CONCEPT

Leadership success requires:

An understanding of group behavior

The ability to tap the constructive power of teams


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EXCELLENT TEAMSFully functioning groups and excellent teams possess

12 key characteristics:


Clear mission

Informal atmosphere

Lots of discussion

Active listening

Trust and openness

Disagreement is OK

Criticism is issue-oriented,

never personal

Consensus is the norm

Effective leadership

Task clarity

Shared values and

norms of behaviour

Commitment

Learn from their

experiences

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EXCELLENT TEAMS

• To build and sustain

a high-performance team:

Reinforce strengths

Address deficiencies

• Success depends on:

The individual and what they choose to do

The example and direction of leaders

Modeling and reinforcing positive group member roles


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POSITIVE GROUP MEMBER ROLES

Encourager

Clarifier

Harmonizer

Idea generator

Ignition key

Standard setter

Detail specialist


• Friendly, diplomatic, responsive to

others

• Restates problems and solutions

• Agrees with the group; brings together

other points of view

• Spontaneous and creative

• Provides the spark for group action

• Serves as a model for members

• Considers the facts of a problem

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NEGATIVE GROUP MEMBER ROLES


Ego tripper

Negative artist

Above-it-all-

person

Aggressor

Jokester

Avoider

• Demands attention, and tries to

manipulate the group

• Pessimistic and dampens group

enthusiasm

• Has a “don’t care” attitude

• Attacks and blames others

• Fools around, present for fun

• Dedicated to self-preservation and

security

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DEALING WITH PROBLEM BEHAVIOR

• Psychologist Harry Levinson prescribes a nine point

plan for dealing with problem behavior:

• When an individual disrupts the group, talk it over in a

calm and patient way

• Report observations uncritically

• Point out that you recognize the person wants to be

successful, but must take others into account

• If the behavior is irritating, report how it made you feel,

and how others must feel


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DEALING WITH PROBLEM BEHAVIOR


• Ask why the person behaves as he does

• If the person tries to debate your observations, show

how participation can accomplish the goal

• Help the person understand that the all-or-nothing

approach results in disappointment

• Confront the person with facts and consequences of

the negative behavior

• Let the person know that the behavior is unacceptable

and will not be tolerated

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LEADER TEAM BUILDING ACTIONS1. Formation Stage:

Generic - Listen and care for subordinates

Design effective reception and orientation

Communication

Reward positive contributions

Set example

Soldier Critical –

Talk with each soldier

Reassure with calm presence

Communicate vital safety tips

Establish buddy system

Assist soldier to deal with immediate problems


Adapted from Army Leadership (FM – 100)

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LEADER TEAM BUILDING ACTIONS

2. Enrichment Stage: Generic -

Trust and encourage trust

Allow growth but maintain control

Identify emerging leaders

Establish individual and unit goals

Delegate responsibility and establish self assessment habits


Train as unit for combat role

Demonstrate competence

Know the soldiers

Provide stable unit climate

Emphasize safety awareness for improved readiness

Adapted from Army Leadership (FM – 100)


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LEADER TEAM BUILDING ACTIONS

3. Sustainment Stage: Generic -

Leader must demonstrate trust

Focus on teamwork, training and maintaining

Respond to subordinate problems

Devise more challenging training

Build pride and spirit through sports, social and spiritual activities


Observe and enforce sleep discipline

Sustain safety awareness

Know and deal with soldiers perception

Keep soldiers productively busy

Do process reviews and action reviews

Act decisively in the face of panic Adapted from Army Leadership (FM – 100)


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LEADING TEAMS

Richard Hackman in his book “Leading Teams” eludes to the fact

that effective coaching as critical for team performance.

Leaders has to be a team player and establish organizational goals

while understanding soldiers fears and concerns.

To gain and maintain teams must undergo constant training and

leaders have to provide the clear direction to the teams.

Leaders should have confidence in their subordinates

and delegate authority, whilst not

abdicating responsibility.

Effective leaders provide clear direction

to their teams

.•


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LEADING TEAMS Successful leaders create a positive climate for the team that

promotes values, learning and creative performance.

Teams with positive climate include clear mission goals; well

trained, confident and disciplined members; cohesive and led by

competent leaders.

Leaders recognize mistakes and see it as an opportunity to learn.

Honest feedback is rewarded and coupled with personal

observation forms the basis for remedial action.

Ethics is a critical part of the organizational climate. Leaders have

to be ethical standard bearers and must be wwilling to correct any

discrepancies in current ethical standards.


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LEADING TEAMS

Effective leaders build cohesive teams by capitalizing on the

strengths of member diversity especially the diverse

backgrounds and experiences brought by the enemies.

Effective leaders emphasize teamwork and cooperation over

competition. The mission and the intent is communicated to

the subordinates who are empowered.

Leaders are equipped to make good decisions from the real

time information and assessments from front line

commanders.

Leaders involvement validates their involvement and

seriousness in the mission.


32

THANK YOU

SEE YOU ALL NEXT CLASS

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effective leadership lec 7 - developing teamwork (1)

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