MAXIS2013 conference output: Team Management. Second session of the Team Leader track for TLs, Managers, and Directors.

1. Team Management...
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2. ?
Team management refers to
techniques, processes and tools
for organizing and coordination
a group of individual working
towards a common goal

3. MAXIMISE

4. Self
Awareness

5. Considering
needs &
feelings of
others
Taking
responsibility
for own
mistakes
Being humble
about own
strengths & not
saying
thoughtless
things
Being aware of
how your words
and actions
affect others

6. Dress Rehearsal

7. Conflict Resolution
A conflict is a clash of interests of
at least two persons or groups,
which at least particularly are
contradictory to each other

8. • Identify the involved persons
• Identify the reasons for the conflict by talking to
everyone involved individually
• Organize and moderate a meeting with all involved
persons
• Set “rules” to make sure that the same conflict will
not come up again in the future

9. DONTS
•
•
•
•
•
•
•
•
Take sides
Step in too late
Allow ill feelings to fester
Allow scenarios to repeat
Address in the presence of those not involved
Single out individuals
Allow physical contact
Give more time to one than another

10. Feedback Talks
information about reactions to a
product, a person's performance of
a task, etc. which is used as a basis
for improvement.

11. Known to Others
Known to Self
1.
2.
3.
4.
OPEN
BLIND
HIDDEN
UNKNOWN
^
^
Open/Free area: what is known by the person about him/herself and is also know by others
Blind area: what is unknown by the person about him/herself but which others know
Hidden area: what the person knows about him/herself that others do not know
Unknown area: what is unknown by the person about him/herself and is also unknown by others

12. Open Area
•
• The open area increases as new information is shared:
• Reducing the blind area by asking for and receiving feedback
Expanding on the hidden area by disclosing information or feelings and as others
ask questions
• The unknown area can be reduced in different ways:
• by others' observation (increasing the blind area);
• by self-discovery (which increases the hidden area),
• by mutual enlightenment - via group experiences and discussion - which
increases the open area as the unknown area reduces

13. Unknown
• Ÿ Information, feelings, latent abilities, aptitudes, experiences that are unknown
by the person and unknown to others
• Ÿ Can be prompted through self-discovery or observation by others, or through
collective and mutual discovery
• Ÿ Uncovering « hidden talents » which are unknown skills and aptitudes, is
different from developping the « hidden area », not as sensitive as unknown
feelings
• Ÿ Discovery through sensitive communications, active listening and experience,
will reduce the unknown area, transferring in part to the blind, hidden areas,
depending on who knows what, or better still if known by the person and
others, to the open free area
• Ÿ The unknown area could also include repressed or subconscious feelings rooted
in formative events and traumatic past experiences, which can stay unknown
for a lifetime

14. • Reduce the blind spot
• Learn things about yourself by receiving feedback.
• And give others the feedback they need to develop themselves

15. • Feedback should be given in
a constructive way. The
person who receives the
feedback should have the
possibility to work with it
and develop through it.
• Therefore a good method
to give feedback is the
POW³ER-Burger.

16. Preparation
Things to Know
Think of the right setting
Write down your most
important points
Show understanding –
don’t be upset if the
person doesn’t react the
way you expected. Ask if
they have questions
concerning your
feedback and emphasize
the fact that it’s just
professional, no personal
feedback
Positive entry doesn’t
mean that you have to
look for positive
feedback. Sometimes it’s
just about appreciating
the amount of work a
person put into the
project/task
Separate personal level
from professional level –
don’t get personal and
forget the relationship
you have with this
person. It’s just about
work now!
Evaluation
Formulate next steps –
sometimes feedback
talks imply goal setting,
but also think of the way
you gave feedback: do
you want to improve at
some points?

17. DONTs
•
•
•
•
Give feedback to an individual openly
Forget the positive actions of each individual
Assume a situation or welfare of an individual
Don’t impose your activity standards or commitment on
others
• Allow the personal to be the work
• Ensure that sensitive issues are dealt with privately
• Be blind to things that could negatively affect your team

18. Team Meetings

19. How best would you run a team meeting?

20. BE
•
•
•
•
•
Organized- room allocations, meeting objectives and activities
Create objectives
Be ontime (respecting the commitments of others)
Allow for clarifications of duties, task and roles
Make sure that members leave with confidence in their
roles and contributions
• As productive and efficient as is possible

21. Delegation and Ownership
entrust (a task or responsibility) to another
person, typically one who is less senior than
oneself:
‘she must delegate duties so as to free
herself for more important tasks’
the power delegated to him must never be
misused
with object and infinitive send or authorize
(someone) to do something as a
representative:
Edward was delegated to meet new arrivals

22. What we discussed.
It is a positive activity if done well. People like ownership over
as task, this way they are accountable to the completion of it
and they feel like they have complete responsibility over it. It
should not be an excuse to free yourself time because all
activity should still be monitored but it allows for the growth
and development of your members. It also means that you take
a managerial role as opposed to one where all activity and
results are dependent on you. Effective delegation means that
all activity is led by an individual and you can ensure the
efficiency of activity.

23. Team Management...
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