LEADING TEAMS FOR HIGH PERFORMANCE

A LEADERSHIP SHIFT
A Change in leadership could create a ripple effect throughout the organisation
The new Leader coming in must understand the dynamics of the organization and build a rapport with the employees at the earliest

(Priya C. Nair, The ET 23.10.12)

What People Want

Abandon the carrot and stick if you want your employees to excel, says author Daniel Pink (The ET,19.10.2012)

LEADING TEAMS FOR HIGH PERFORMANCE

OBJECTIVES TO BECOME AN EFFECTIVE LEADER IN DIFFERENT ENVIRONMENTS ESPECIALLY LEADING VIRTUAL OR MATRIX TEAMS
TO UNDERSTAND DYNAMICS HOW TO BUILD DEVELOP AND LEAD TEAMS

LEADING TEAMS FOR HIGH PERFORMANCE

GOOD LEADERS HAVE PRESENCE FELT TO LEAD TEAMS
QUALITY PEER INFLUENCE

PRESENCE
RESULTS

IMPACT

LEADING TEAMS FOR HIGH PERFORMANCE

GOOD MANTRA FOR LEADING A TEAM IS CAB
CONVERSATION
GOOD COMMUNICATION

CAB

ACTION

REPETION

BEHAVIOUR

SOCIAL BELONGING (NEED TO BE LIKED)

LEADING TEAMS FOR HIGH PERFORMANCE

AS PER PETER DRUCTER VAST DIFFERENCE BETWEEN
AND

MANAGER

LEADERS

TRUST IS IMPORTANT ASPECT OF LEADERSHIP HIGH TRUST EQUITY STRONG LEADERSHIP LOW TRUST EQUITY WEAK LEADERSHIP

MINDSETS
CHARACTERSTICS MINDSET 3 (M 3) MIND FUL -THIRD LEVEL (E.G. JAMES BARKE,CEO, J & J, U.S.A) LOGICAL -SECOND LEVEL ORIENTATION LEARNING AND CHANGE ORIENTED

MINDSET 2 (M 2)

CONTROL AND STABILITY ORIENTED

MINDSET 1 (M 1)

REACTIVE -FIRST LEVEL

SURVIVAL ORIENTED

INFORMATION AVAILABILITY

40% (MIN)

70% (MAX)

MINDSET TIMEOUTS
MINDSET TYPE
M1

TIMEOUT
BREATHE WELL SLEEP WELL SHIFT M1

M2

M2

CREATE BREAKS IN SCHEDULE BRING IN CUSTOMER MULTIPLE PERSPECTIVES (ASK QUESTIONS) DISRUPT YOUR HABITS SHIFT M2 M3

M3

REMAIN CALM (BIGGEST LEADER SHIP QUALITY) FIRM WELL THOUGH OF DECISION

EXCERCISE
C A B
EXTERNAL RESOURCES
PROFILE TO

SELFWARE
INTERNAL RESOURCES

M 1 M 2 M 3

CAB CAB CAB

PROFILE TO

PROFILE TO

THOMAN KILMANN CONFLICT

(TOOL TO MEASURE LEADERSHIP DEGREE)

MOTIVATION
FOUR STAGES OF MOTIVATION
DEVELOPMENT CONTRACT
CAREER DEVELOPMENT SUCCESSION

MONETARY CONTRACT

PAY BENEFITS ETC

MEANINGFUL WORK

VALUE CONTRACT

SENSE OF BELONGINGNE SS

SOCIAL CONTRACT

MOTIVATION
SETTLING DOWN CAREER DEVELOPMENT LOW RISK

2
CHALLENGES LEARNINGS NEW OPPORTUNITIES SECONDARY PASSIONS

ADULT 30-40 yrs

OUTER DIRECTED HIGH RISK

YOUTH 20-30 yrs

MID LIFE 40-55 yrs

MATURITY > 55 yrs

MENTOR SOCIAL CONTRIBUTION

PERFORMANCE
A LEADER SHOULD STEER HIGH PERFORMANCE
VARIOUS SITUATIONS FOR A LEADER TO LEAD HIGH PERFORMANCE TEAM COULD BE
KICK START PERFORMANCE(NEW) CORRECTIVE PERFORMANCE (OLD) SUSTAIN HIGH PERFORMANCE(OLD) RE-START HIGH PERFORMANCE (OLD) SALES DISTRIBUTED TEAM PERFORMANCE (DISBURSED TEAM) VIRTUAL TEAM PERFORMANCE

THANK YOU