2020 iLEAD e-book

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Do I need a team? Are you thinking of forming a team? To determine whether a team is the right way to go, ask yourself 3 questions 1. How complex is the task involved? High task complexity is often ideal for team-‐based work. Why? Because no one person has the right blend of knowledge, expertise, and perspective needed to handle the entire job. Complexity comes from: The need to process large volumes of information High uncertainty Numerous subtasks, each requiring specialized skills or knowledge The absence of a standardized procedure for completing the task 2. How interdependent are the different components of the task? The greater the interdependence of task components, the greater the likelihood that a team is the right way to go. That's because, with an interdependent task, the work can be completed only if multiple individuals collaborate together. Consider this example of task interdependence: Establishing a new sales showroom is highly interdependent work. Engineers must coordinate with visual merchandisers to identify the optimal interior design. Logistics managers need to collaborate with sales people to place the right orders at the right time. And so on ... 3. How unique is the challenge at hand? If you've identified a non- ‐routine task of limited duration, a project team may be the best way to address the challenge. The team focuses on the challenge for the specified time span, then disbands. But note that unique challenges aren't the only criterion for establishing a team: Self- ‐directed work teams are useful in handling recurring challenges, such as meeting production quotas. Is your task complex, interdependent, and unique? If so, a team may be the right approach to use—as long as you match the right team to the challenge at hand. Self- ‐directed work team Meets on an on- ‐going, daily basis to perform a whole work process. For example, in a manufacturing plant, a team of 6 people is responsible for ensuring that raw materials are procured according to company guidelines. Project team
Gathers to address a specific problem or opportunity and then disbands. For example, several technical specialists in a cement company explore the potential benefits of adopting new technology, present their findings to executives, and disband. Virtual team Brings geographically separate individuals together around specific tasks. For example, a project manager for an IT company hires consultants from around the world to work with staff software developers on a major client project. Quality circle Works on specific quality, productivity or service issues. For example, customer-‐service employees in an FMCG company generate and implement ideas for improving service to the company's biggest customers.
Page 1 and 2: iLEAD WORKBOOK Extracts from the di
Page 3 and 4: Goleman’s 6 Leadership Styles ...
Page 5 and 6: How to diagnose Development Levels
Page 7 and 8: How to match your style to the situ
Page 9 and 10: How to delegate The Monkey, Franz M
Page 11 and 12: Their Barriers to Delega-on 4 1. Ca
Page 13 and 14: This should be a short and clear st
Page 15 and 16: How to practice Trumpet Practice No
Page 17 and 18: HOW TO ENERGIZE PEOPLE Different pe
Page 19 and 20: shows how to promote autonomy in th
Page 21: HOW TO BUILD AND MAINTAIN TEAMS
Page 25 and 26: 5. Understand how different strateg
Page 27 and 28: willingness of team members to open
Page 29 and 30: Conflict can be a good thing; the m
Page 31 and 32: How to manage virtual teams So, how
Page 33 and 34: Summary When it comes to problem so
Page 35 and 36: The Detective Mindset TWITTER SUMMA
Page 37 and 38: The Engineer Mindset TWITTER SUMMAR
Page 39 and 40: TWITTER SUMMARY Thinking like a pro
Page 41 and 42: How to use C in SCAMPER TWITTER SUM
Page 43 and 44: How to use M in SCAMPER TWITTER SUM
Page 45 and 46: How to use P in SCAMPER TWITTER SUM
Page 47 and 48: How to use R in SCAMPER TWITTER SUM
Page 49 and 50: DEVELOPING YOUR LEADERSHIP AGILITY
Page 51 and 52: The Leadership Continuum In 1938, L
Page 53 and 54: 3-‐D Leadership Model Professor
Page 55 and 56: Situational Leadership The Situatio
Page 57 and 58: Contingency Theory Contingency Theo
Page 59 and 60: Servant Leadership Servant-‐Lea
Page 61 and 62: Transformational Leadership Transfo
Page 63 and 64: 63 SEE WITH NEW EYES PRACTISE MAKES
Page 65 and 66: 65 SWITCH STYLES SEAMLESSLY EMBRACE

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