1. Inspiration session: Delivered by alumni or H4TF members. Can also ask Ali about this. Design and implement in spring?
2. Partners visit: Could be Hub Tampere or New Factory next time. To be incorporated more closely - probably every 2 LC Meetings.
3. Update on current functional activities: Let members know what’s going on.
1. Decision-making process:
When faced with a difficult problem to solve, my mentor has a process of his own to reach the decision. It goes like this:
I will establish team rules in the next meeting: 21.08. Then discuss about my communication skills with team at the end of September.
—Sasha Azevedo (via simply-quotes)
These Group Leadership or Leadership Teams have specific characteristics:
Characteristics of a Team
Ten characteristics of well-functioning teams:
Imagine you’ve recently started a new job as a team leader. At first, you’re completely overwhelmed with all there is to do. You’ve got to get to grips with the group’s objectives, assign tasks, keep everyone motivated, and adhere to a strict schedule. And that feels like just the tip of the iceberg!
You also know that, under your predecessor, several of the team were struggling a little, so you devote a lot of your time to coaching these individuals. This seems to be working well, with the team members concerned growing in confidence as a result of your hard work. But after a few weeks, your start to realize that things are going badly wrong in other areas.
The group isn’t working cohesively as a whole, and an unpleasant blame culture has sprung up amongst several team members. And an important deadline is missed. You’ve been so busy coaching people that you didn’t see these things till it was too late.
Managing a team is very much like juggling several balls at once. Drop one ball, and it spoils the whole pattern.
Unfortunately, this is an easy mistake for managers to make, as they spend too much time on one responsibility at the expense of others that are just as important. This is where a management model like Action Centered Leadership helps you monitor the balance between the key areas for which you’re responsible, helping you avoid dropping any balls along the way.
In this article we’ll detail what Action Centered Leadership is, and how to use it with your team.
Action Centered Leadership (sometimes known as ACL) is a model that was first published in 1973 by leadership expert, John Adair.
It’s so-called because it highlights the key actions that leaders have to take when managing their teams. And it’s particularly helpful because it groups these responsibilities together under three key areas:
These areas are represented by the three interlocking circles, as shown in Figure 1 below.
The model states that leaders must balance the actions they take across all three key areas if they want their group to succeed. The areas are interdependent; if a leader focuses too much on one area and neglects the other two, then the group will experience problems.
Although Figure 1 shows all the circles being the same size, this doesn’t mean that leaders should always divide up their effort across these areas equally. Rather, the most appropriate balance varies according to the situation, and over time.
The shaded areas in Figure 1 show where one element relies on one or both of the others for success.
Here is an example that illustrates this interdependency:
Imagine your team is working well together, and everyone has the skills to accomplish the final goal. However, there’s one team member who isn’t carrying his share of the load. He’s lacking motivation, and missing deadlines. The entire group’s morale starts to suffer because this one member is dragging down their productivity, and the team misses its deadline because he hasn’t finished his work.
Here, issues with the individual are negatively affecting the task as well as the team.
Alternatively, imagine what would happen if you didn’t articulate your team’s goal properly. Everyone may have great individual skills, and people may work really well together, but because no one is sure what they should be trying to achieve, progress isn’t being made towards your goal.
In this example, both the individual and the team needs are being met, but task needs are being ignored. Because the group isn’t sure how to accomplish their task, they’re headed towards failure.
Review the activities you’re carrying out for each of the three key leadership areas, and make sure that you’re dividing your time amongst all three appropriately.
Here’s a list of common tasks for each of the three management responsibilities. You can use these as a guideline; and tasks can be added or eliminated based on your specific situation.
If you’d like to learn more about your leadership style and how you can apply it to the Action Centered Leadership model, you can purchase ACL tests from John Adair’s website.
Leaders have many responsibilities when it comes to managing their teams. And, it’s easy to get so focused on one area that the others slip by the wayside, leading to an unbalanced, poorly-functioning group.
Using a tool like Action Centered Leadership can help any leader stay on top of the most important responsibilities, and keep the group working efficiently, happily, and productively.
Here’s what we agree on:
1. Problem of interrupting people.
I explained to my mentor that sometimes people are too engaged in irrelevant discussions in our meeting, but I feel forced when I try to stop them. We agree that there are the following solutions.
2. Leadership Philosophy.
Use the form of short stories and pictures, mind-maps or anything possible.
1. Listen to TED talks.
2. Reading books.
3. Practice public speaking & pronunciation.
4. Practice Adobe After Effects.
6. Write short stories.
7. Write short articles on marketing and management.
8. Practice Photoshop.
9. Read Finance books.
[To be continued]
6. Praise every single improvement
7. Give the other person a fine reputation to live up to.
One of our deepest desires is to live up to expectations. If you have a reputation of being the best seller in the whole sales team, or a project manager with great leadership, you won’t be happy when you lose it. Thus, we strive every day to live up to it, by working and learning harder.
By giving your team members a fine reputation, you can encourage them to be better everyday and aim higher in what they are doing.
8. Make the fault seems easy to correct.
9. Make people glad to do what we want.
- Be sincere. Try to be honest with them, and do not promise anything that you cannot deliver.
- Know what you want the other person to do.
- Be empathetic. You should know it is what the other person really wants.
- Match the benefits to the other person’s wants.
- Try to deliver the benefits when you mention the work.