2020 iLEAD e-book

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14. Publish goals and standards of behavior. A team increases the likelihood that members will call out one another’s aberrant behaviors when it clearly articulates the behaviors that are destructive to the team’s performance. 15. Regularly review progress against goals. When a team ensures deviations from plans are identified quickly, they make it more likely that performance issues of team members will be highlighted and addressed. 16. Start meetings using the lightning round. This is when team members quickly review what they are working on. When team members keep one another informed about what they are doing, it gives peers an opportunity to provide feedback and advice before a mistake can occur. Overcoming the inattention to results 17. Have all team members make public commitments to objectives. When people make public declarations of their intention to do something, they are much more likely to follow through and less likely to let personal needs take precedence. 18. Ensure the alignment of goals throughout the organization. When team members understand how the team’s objectives provide a context for other goals deeper in the organization, they are much more likely to stay focused on collective results, rather than departmental or individual ones. 19. Ensure that team-‐based rewards form the basis for most recognition programs. When team members have incentives to focus on their individual performance objectives and not those of the team, it becomes easy for results to take a back seat to personal goals and career development. 20. Confirm that the team priority is in order. It is critical–and difficult–for team members to subordinate the needs and interests of the teams they manage to those of the team they belong to. Results suffer when team members put a higher priority on the activities of their own departments or divisions. HOW TO USE THIS 1. If you're the leader of a team, go back and start by ensuring team members trust one another and are comfortable engaging in open conflict around issues. There is no substitute for trust. Trust begins with the
willingness of team members to open themselves up to one another and admit their weaknesses and mistakes. 2. In addition, any individual, whether an executive or a line employee, can impact a team in either a positive or negative way. Without holding one another accountable, even the best- ‐intentioned team members can create dysfunctions within a team. 3. If you're not the leader of the team, find a way to get your leader committed to addressing the five dysfunctions. Or be prepared to take risks calling people on unproductive behaviours.
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 and 22: HOW TO BUILD AND MAINTAIN TEAMS
Page 23 and 24: Gathers to address a specific probl
Page 25: 5. Understand how different strateg
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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