OBHR601 Session 6: Moving from Team Member to Team Leader
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OBHR601 Session 6: Moving from Team Member to Team Leader
- 1. Leadership in a Global Environment Team Member to Team Leader Moving from
- 2. NICK CHELSEA SARAH GREGORIO ALEX MELISSA Leadership in a Global Environment
- 3. Team organogram Melissa Richardson Sales Manager Alex Hoffman Account Rep Gregorio Torres Account Rep Sarah Vega Account Rep Chelsea Peterson Store Merchandiser Nick Ruiz Store Merchandiser
- 4. Leadership in a Global Environment CHRONOLOGY OF A CRISIS APR MAY JUN JUL Submitted inaccurate Quarterly Sales Report 1st meet & greet with team members Order delays due to fungal attack Monthly Sales Report, paperwork crunch Re-potting emergency (Home Depot) Visit by Line Manager (Campbell) Potential lawsuit (Chelsea) New demanding, detail-oriented client (Lowe) Declining sales, poor team performance
- 5. Breakout discussion (8 mins) ‘What is the root cause of the problems I was facing prior to this meeting?’ ‘How would I characterise my team & their needs?’
- 6. Breakout discussion (8 mins) Problem Why? The joint is not very tight Why? 2 of 4 nuts are loose Why? Difficult to tighten fully Why? No indicator to identify if nuts are tightened Why? Solid washer is used Oil leaks from the pipe
- 7. Breakout discussion (8 mins) ‘How would I characterise my team & their needs?’ Use the ‘Five Whys’ method 3 words / phrases to describe each team member 1 priority action by Melissa to address each team member & herself (challenge & build) ‘What is the root cause of the problems I was facing prior to this meeting?’ Melissa Richardson is in big trouble. Problem
- 8. Root cause determination Melissa Richardson is in big trouble. Problem Why? Her boss is onto her Why? Declining sales figures Why? Poor team performance Why? She could not manage her team effectively Why? Lack of managerial awareness (self & team)
- 9. Hierarchy of needs (Maslow) Belonging Esteem Self-Actualisation Safety Friendship, Intimacy Self-confidence, Achievement, Respect for & by others Security of employment Problem-solving, Lack of prejudice, Acceptance of facts Melissa Richardson Conscientious Highly agreeable Nurturing
- 10. BEL EST S-A SAF Hierarchy of needs (Maslow) BEL EST S-A SAF BEL EST S-A SAF Alex Hoffman Gregorio Torres Sarah Vega Egoistic High achiever Competitive Gregarious People-oriented Uninspired by current work Absent
- 11. Hierarchy of needs (Maslow) BEL EST S-A SAF Chelsea Peterson BEL EST S-A SAF Nick Ruiz Neurotic Low self-esteem Highly critical of others Ambitious Methodical & resourceful Extraverted
- 12. Learned needs (McClelland) Affiliation Achievement Power Melissa Richardson Learned needs (McClelland) Desire to excel Low & high risk avoidance Work alone or with other high achievers Harmonious relationships Conform to norms Personal: to direct others Institutional (social): advancing organisational goals Conscientious Highly agreeable Nurturing
- 13. Learned needs (McClelland) Alex Hoffman Gregorio Torres Sarah Vega Egoistic High achiever Competitive Gregarious People-oriented Uninspired by current work Absent Affiliation Achievement Power Affiliation Achievement Power Affiliation Achievement Power
- 14. Learned needs (McClelland) Chelsea Peterson Nick Ruiz Neurotic Low self-esteem Highly critical of others Ambitious Methodical & resourceful Extraverted Affiliation Achievement Power Affiliation Achievement Power
- 15. Melissa’s next steps Awareness of self & team members Team Leadership decisions & actions Hill’s model of Team Leadership Managing cultural differences Addressing self- limiting behaviours to inform Monitoring & taking action Appropriate interventions for optimal team performance
- 16. in the context of OBHR601 An effective Team Leader Cultural awareness & empathy Managing Self & Superiors Additive effects of transformational leadership Authenticity & social leadership Understanding & managing (gender) diversity
- 17. Key takeaways Root cause identification 5 Whys (Toyota Production System) Understand your team’s needs & motivations Hierarchy of needs (Maslow) Learned needs theory (McClelland) Leverage your understanding to make informed team leadership decisions & actions
Notes de l'éditeur
- Team organogram
- How problems can quickly escalate & compound on each other in a matter of weeks
- The class continues the narrative
- Root cause determination – Five Whys (Toyota Production System)
- The class continues the narrative
- Root cause determination – Five Whys (Toyota Production System)
- Team organogram
- Team organogram
- Team organogram
- Motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context 1. Achievers want to excel and would prefer timely recognition of their efforts. As they are achievers they will not take risks, avoid them and will perform such that their efforts have some gain for themselves. Also, they will not do anything in which there is a possibility of any failure. 2. Affiliation seekers want peaceful relationships with their surrounding people. They refrain from activities which will attract attraction to themselves. Their need is just sufficient approval rather than receiving justified recognition for their work. 3. The third category is power seekers. Their need is power. They may require power to exercise control over others in their surrounding. Again this power is for acquiring their own personal needs or to achieve their objectives in life. This theory states a clear distinction on the basis of what they expect (need). Power seekers, do not expect recognition or approval. They consider themselves superior for such things. They demand direct compliance and expect that other should agree to their decisions.