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Building Global Dexterity on Company Teams


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Building Global Dexterity on Company Teams

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A program designed to enable employees and managers to explore how they can contribute as leaders to achieving results.

A program designed to enable employees and managers to explore how they can contribute as leaders to achieving results.


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Building Global Dexterity on Company Teams

  1. 1. © Jean AbiNader jean@jeanabinader.com Building Global Dexterity
 on Company Teams Helping Team Members Acquire Leadership Skills to Achieve Results
  2. 2. Program Objective To identify and develop skills that will enable you to effectively lead, organize, support, and manage local operations.
  3. 3. We no longer think about leadership in one dimension.
  4. 4. It is how a job gets done that matters.
  5. 5. Three Key Factors
  6. 6. Motivation
  7. 7. Resource identification and access
  8. 8. Assessment of results
  9. 9. Session Topics What We’ll Cover
  10. 10. Leadership and communications skills 1
  11. 11. Effective group behaviors 2
  12. 12. Leadership skills assessment 3
  13. 13. Making local operations more effective 4
  14. 14. Defining and setting priorities 5
  15. 15. Action plan development 6
  16. 16. Cross-cultural effectiveness 7
  17. 17. Each Section Features Exercises Learn by Doing
  18. 18. Leadership and Communication Skills What is leadership to you? 1
  19. 19. Ideas of Leadership
  20. 20. Write Down Words That Come to Mind Regarding “Leadership.” A Note to the Facilitator
  21. 21. Define Leadership
  22. 22. Complete these sentences about leadership.
  23. 23. 1. For me, leadership is about… 2. What I value most in a leader is… 3. I am disappointed when a leader… 4. I learned the most about being a leader from… 5. My strongest leadership skill is…
  24. 24. A Picture of Leadership
  25. 25. This exercise will keep up the interaction with participants and let them express themselves creatively. A Note to the Facilitator
  26. 26. A Couple More Notes Nurture leadership by providing an eco- system of support and experimentation— leadership can be learned. Also observe how each group processes the task.
  27. 27. Now, working at your table with your group, take 12 minutes to draw your visual representation of “leadership.”
  28. 28. Each group should come up and present their visualization with time for the audience to ask questions, offer suggestions, and compare concepts along several tracks.
  29. 29. What images were chosen? What language was used? Why were these priorities chosen? A Note to the Facilitator
  30. 30. Effective Group Behaviors Defining What Works & What Doesn’t 2
  31. 31. Effective vs. Ineffective
  32. 32. Think about Effective Group Behaviors.
  33. 33. What words can you use to describe a “functioning” group in terms of its Characteristics (what does it do) Process (how does it get things done)?
  34. 34. Define Ineffective Group Behaviors.
  35. 35. What words can you use to describe a dysfunctional group in terms of its Characteristics (what does it do) Process (how does it get things done)?
  36. 36. Values & Culture
  37. 37. Look at the two following illustrations:
  38. 38. What do they tell you about motivation, values, behaviors, and priorities? 
 What role does culture play in decision-making?
  39. 39. The decision the chicken makes about crossing the road, or not, tells us a great deal…if we ask the right questions.
  40. 40. In dealing with other cultures, motives and values are not always obvious or apparent… look at the iceberg. 
 At the top, we someone’s behaviors—it is all that we can “see,” and we can only guess at opinions and motivations.
  41. 41. Don’t guess.
  42. 42. If possible, discover through questions, presenting options, and learning about interests.
  43. 43. Leadership Skills Assessment How Ready am I? 3
  44. 44. Traits of A Leader
  45. 45. Think about how we defined a leader earlier.
  46. 46. Traits are acquired by a person over a lifetime. They distinguish one individual’s personality from another.
  47. 47. A simple exercise will help you compare your key traits to those of an effective leader.
  48. 48. 1. List traits for yourself in the middle column. 2. Then, at each table, agree on the top five traits of an effective group leader. Enter those answers in the far right column.
  49. 49. Traits Me Effective Group Leader Tolerance for ambiguity – not having all the facts Personal control Open-mindedness – listen to new/different ideas Non-judgmental – listen before deciding Empathy Task orientation Self-motivated Willingness to delegate Adaptability to different conditions Warmth in human relations Strength of personality Ability to fail Tolerance for differences Persuasive Strongly-held personal beliefs Ability to follow directions Organized Intelligent
  50. 50. The Traits Exercise highlights your preferences for what is important when acting on your own and in groups. Your motivations may be very different from others on your team; the value you place on others’ roles will also vary.
  51. 51. Leadership comes from achieving the desired results, not from being the loudest person in the room.
  52. 52. Everyone can play a leadership role.
  53. 53. Making Local Operations More Effective 4
  54. 54. At your table, answer three questions.
  55. 55. What are your top priorities in the next year? 1
  56. 56. What agenda will deliver these priorities? 2
  57. 57. What resources, internal and external, do you need to manage your agenda? 3
  58. 58. Defining and Setting Priorities 5
  59. 59. Internal and external problem-solving and conflict resolution should be priorities— especially in the digital age when face-to- face communications are less utilized.
  60. 60. Dealing with “key issues” is part of a company’s internal alignment process. A “key issue” is anything that detracts from the “eco-system” needed to succeed.
  61. 61. Not all issues are priorities, but if you’re not talking about them, the problems may never be resolved. See the key issues in the next section.
  62. 62. Action Plan Development Key Issues 6
  63. 63. How to motivate group members. What to do with dysfunctional leadership. How to manage unequal relationships within the group. How to deal with “elder” participants. How to create common goals. Knowledge transfer to new leadership. Key Issues
  64. 64. Do you change members/people or find ones with the same aspirations? How to deal with difficult members. How to deal with people leaving with no notice. Can there be too many leaders? Do people make a leader or does a leader make the people? More Key Issues
  65. 65. Can you have a functional group without a leader? How to deal with destructive group behaviors. How to motivate people from different disciplines/research backgrounds. How to manage a large size group. Defining self motivation. More Key Issues
  66. 66. Revisit Your Traits
  67. 67. Looking at it, would you change anything? Did you learn anything about yourself today? How do you work in a group and enable it to work effectively? On what do you need to work? Go back to your Traits ranking
  68. 68. Cross Cultural Effectiveness Useful Observations 7
  69. 69. Local operations succeed because all members accept leadership roles and develop needed skills. In functional groups, everybody has one or more roles—growth comes from trying different roles and getting useful feedback.
  70. 70. Any role that helps your group be more effective is a leadership role. Learning to be a better leader is a continuous process.
  71. 71. In a cross-cultural context, group members must be able to adapt behaviors to benefit the group. Everyone learns from adapting—there is no single leadership style for being effective.
  72. 72. Your goal should be to develop global dexterity—the ability to adapt within different environments while maintaining your core values.
  73. 73. © Jean AbiNader jean@jeanabinader.com Thank You More Resources at www.jeanabinader.com