lead and team development

LEAD !

team development

Team Building is:

Planned Process

High Performance

Aligned Team

this is no longer just a process

that can be supported by one

‘team day’ per quarter.

let’s explore and understand our team.

why isn’t everyone like me???????

1. Focus their energy and attention outward

2. Are interested in the world around them

1. Focus their energy and attention inward

2. Are interested in the inner world of thoughts and

reflections

where do we focus our energy?

1. Focus their energy and attention outward

2. Are interested in the world around them

1. Focus their energy and attention inward

2. Are interested in the inner world of thoughts and

reflections

Extraversion--Introversion

1. Prefer to take in information using their five senses – sight, sound, feel, smell, and taste.

1. Go beyond what is real or concrete and focus on meaning, associations, and relationships

sensing--intuition

1. Make their decisions based on impersonal, objective logic

1. Make their decisions with a person-centered, value-based process

thinking--feeling

1. Want the external world to be organised and orderly

2. Look at the world and see decisions that need to be made

1. Seek to experience the world, not organise it

2. Look at the world and see options that need to be explored

Judging--perceiving

Extroversion Introversion

what are some of the observable differences between the two groups?

Sensing Intuition

Look at the picture for 1-2 minutes what do you see?

Thinking Feeling

Imagine that you have been invited to a party with your close friend.

You look at what they are wearing and you say

“Oh no, are they really going to wear that?”!

What should you do?

Judging Perceiving

Your group is responsible for planning the next team days for the entire group.

!Make a plan and present to everyone.

what is a source of stress?


Extravert Introvert1. Working alone

2. Having to communicate mainly by email

3. Lengthy work periods with no interruptions

4. Having to reflect before taking action

5. Having to focus in depth on one thing

6. Getting feedback in writing only

1. Working with others

2. Talking on the phone a lot

3. Interacting with others frequently

4. Having to act quickly without reflection

5. Too many concurrent tasks and demands

6. Getting frequent and verbal feedback

what should I do for others?

Extravert Introvert1. Networking with

others outside your team

2. Asking them to voice their ideas

3. Paying attention to written notices and email

4. Allowing others to think about your idea before they

5. Provide feedback (count to three – or ten...) !

1. Arrive at work/ meetings early to take advantage of quiet time.

2. Intentionally seek out opportunities for reflective time.

3. Plan private breaks throughout the day to collect your thoughts

4. In meetings, voice partially thought-through perspectives

5. Provide feedback (count to three – or ten...) !


Intuitive Sensing1. Having to attend to

realities

2. Having to do things the proven way

3. Having to attend to details

4. Checking the accuracy of facts

5. Needing to focus on past experience

6. Being required to be practical !

1. Attending to own and other's insights

2. Having to do old things in new ways

3. Having to give an overview without details

4. Looking for the meaning in the facts

5. Focussing on possibilities

6. Too many complexities !


Sensing Intuition1. Getting involved in

projects that require long-range or future thinking

2. Practice “brainstorming" with the rest of the team

3. Preparing yourself for "roundabout" discussions –

4. Look for patterns

5. Going beyond specifics – try to discover meanings and themes

1. Practice presenting information in a step-by-step manner

2. Providing specific examples of vital information

3. Honouring organisational values surrounding experience and tradition

4. Reading the fine print and getting the facts straight.


Thinking Feeling1. Using personal

experience to assess situations

2. Adjusting to individual differences and needs

3. Noticing and appreciating what is positive

4. Focussing on processes and people

5. Using empathy and personal values to make decisions

6. Having others react to questioning as divisive !

1. Analysing situations objectively

2. Setting criteria and standards

3. Critiquing and focussing on flaws

4. Focusing on tasks only

5. Being expected to use logic alone to make decisions

6. Asking questions that feel divisive


Thinking Feeling1. Working on projects in

which alternative causes and solutions are evaluated in personal terms

2. Reminding yourself that factoring in the impact on people is logical even if people aren't

3. Softening critical remarks – finding the positive, too

4. Asking for others' opinions and concerns, looking for points of agreement before discussing issues

1. Practice laying out an argument logically by saying ‘if’, ‘then’, or by considering the causes and effects

2. Understanding that critical feedback is often given in the spirit of improving your professionalism

3. Bringing attention to stakeholder’s concern regarding projects/ work

4. Using brief and concise language to express your wants and needs.


Judging Perceiving1. Waiting for

structure to emerge from process

2. Too much flexibility around time frames and deadlines

3. Having to marshal energy at the last minute

4. Staying open to reevaluation of tasks

5. Dealing with surprises

1. Having to organise themselves and others planning

2. Working within timeframes and deadlines

3. Others' distrust of last minute energy

4. Having to finish and move on

5. Developing contingency plans

6. Being required to plan ahead


Judging Perceiving

1. Seeking out projects that have definite milestones and a final deadline

2. Trying to wait on a decision for a few days, continuing to gather more information and paying attention to ideas that may come up

3. Understanding that work is progressing despite differences in work styles

4. Making your own milestones and deadlines

1. Recognising that deadlines set by the organisation may not be negotiable

2. Using a past decision you believe others rushed to demonstrate the advantages of slowing down to gather more information

3. Becoming active in projects where the process is just as important as the outcome

4. Keeping "surprises" to a minimum and reducing your options

how can I give and receive feedback?

Giving feedback to types

reflection

what are the key learnings from this activity? how does your team work together? what do you contribute to the team? What is the leadership that you see?

Are some people being ‘ignored’? what are the team dynamics you see in the interaction?

!

!

reflection

how do you contribute to the team? what are the common pitfalls of your personality/ type?

What are your next steps?

Teams in AIESEC Indonesia are dysfunctional.

Orientation

!

1. Why am I here? 2. Do I see I role for myself

here? 3. Do I find this role to be

valuable to me? 4. Do I belong?

1.

QUESTIONS: ACTIONS:

Trust Building

!

!

1. Who are you?

2. What is your work style/expectations/competencies?

3. Can we work together?

4. Can I trust you?

1.

QUESTIONS: ACTIONS:

GOAL CLARIFICATION

!

!

1. What are we doing?

2. How do my goals align with this team and the organization

3. What are we responsible for?

4. What are our milestones?

1.

QUESTIONS: ACTIONS:

COMMITMENT

!1. What am I doing? 2. How do my goals align with

this team and the organization

1.

QUESTIONS: ACTIONS:

IMPLEMENTATION

!

1. Who, does what, when and where?

2. What am I accountable for?

3. How do I fit into the process?

1.

QUESTIONS: ACTIONS:

1. WOW!

2. I can trust you to do your part well

3. Chemistry/Timing/Luck

1.

FEELINGS: ACTIONS:

high performance

1. Why should we continue?

2. Why are we here?

1.

QUESTIONS: ACTIONS:

RENEWAL

let’s make a team building plan.

WHAT IS your team legacy?

lead and team development

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