---
# System prepended metadata

title: Team Lead Training

---

# Team Lead Training

## Content

* Transformational Leadership
* Basic Communication
* Influential Leader
* Delegation Effectiveness
* Conduct Performance Conversation
* Motivation and Engagement

## Transformational Leadership

### People Management

* Communication Skills
* Coaching Skills
* Giving Feedback
* Delegation
* Motivating
* Engagement

### Roles and Responsibilities

* Individual Contributor
    * Responsibility

* Team Leader
    * Accountability

### Leader vs. Manager

| Leader              | Manager    |
| ------------------- | ---------- |
| Vision              | Planning   |
| Establish Direction | Directing  |
| Strategic Thinking  | Organizing |

### Iceberg Model

* Faith
* Beliefs
* Behaviors

### 5 Why Excercise

_____ is Important to me because _____
_____ is Important to me because _____
_____ is Important to me because _____
_____ is Important to me because _____
_____ is Important to me because _____

### Identify Limited Belief

* Ineffective Situation

* Behavior caused this result

* What beliefs support these behaviors?

### Implant Effective Belief

* Ideal Situation

* What behaviors may help to create this ideal situation?

* What beliefs support these behaviors?


### DISC

[DISC Wiki](http://wiki.mbalib.com/zh-tw/DISC%E4%B8%AA%E6%80%A7%E6%B5%8B%E9%AA%8C)

![DISC Figure](https://i0.wp.com/chrislocurto.com/wp-content/uploads/2017/03/8_illustration_disc_wheel.png)

| Dominance        | Influence              | Steadiness         | Compliance               |
| ---------------- | ---------------------- | ------------------ | ------------------------ |
| Give Authorities | Coach Face to Face     | Harmony            | Detail Plan              |
| Responsibilities | Approach them Directly | No Conflict/Fight  | Clear Objectives         |
| Take the Lead    | Understand the Feeling | Show consideration | Reasons before Execution |


## Basic Communication

### Communication

* A bi-directional message delivery
* There are always Sender and Receiver

### Ineffective Communication

1. Money
2. Time
3. Reputation
4. Men Power

### Essential Skills for Effective Communication

* Active Listening
* Frank / Diplomatic Styles of Speaking
* Positive Wording
* Correct Interpretation

| Frank\Diplomatic | Low                 | High               |
| ---------------- | ------------------- | ------------------ |
| __Low__          | Avoid Communication | Evasive            |
| __High__         | Blunt               | Frankly Diplomatic |

### Three Unavoidable Communication Blind Spots

* Deletion 遺忘事物

* Distortion 曲解事實

* Generation 以偏概全

### 3Vs Model

1. __Visual (55%)__

    * Eye contact
    * Facial Expression
    * Posture
    * Outfit
    * Gesture

2. __Voice (38%)__

    * Volume
    * Pitch
    * Tone
    * Pace
    * Pause

3. __Verbal (7%)__

    * Wording
    * Phase

### Tools for Better Communication

1. __Active Listening__

2. __Basic Questioning__
    * Open-Ended
        * Start
        * Give Space
        * Ask Definition
        * "Anything More?"

    * Close-Ended
        * Limited Questions

3. __Chunking__
    * Chunk Up
    * Chunk Down
    * Horizontal

4. __Rapport Building__
    * Matching and Mirroring
        * Build Connection
            * Behaviors
            * Postures
            * Habbits
            * Emotions

   * Pacing and Leading

   * Matching with Iceberg Model

### Tai Chi Communication

* Define the Scope
* Concrete, Positive, Encourage
* Empathy
* Point out the problem, On the same side, Propose Support

### In and Out of the Box

* You are the one to put yourself in the box
* Choice is up to you

### Triggers and Behaviors

| Triggers             | Behaviors     | Feeling   |
| -------------------- | ------------- | --------- |
| Aggressive Emotions  | Incooperative | Angry     |
| Unreasonable Demands | Run Away      | Bored     |
| Time Pressure        | Delay         | Wronged   |
| Expectation Failure  | Blame         | Anxious   |

### ETC

* __Emotion including Thinking__
    * Feeling and Thinking

* __Truth__
    * Facts are really True
    * Truth vs. Judgement

* __Choice__
    * Conscious options from a position of Truth

### VAK - Representative System

* __Visual__
    * Sight
    * Looking UP

* __Auditory__
    * Speak
    * Looking Left and Right

* __Kinesthetic__
    * Smell, Taste, Touch
    * Looking Down

> Know Your strength and Know others are different

## Influential Leader

### Authority Power vs. Personal Power


| Authority Power | Personal Power     |
| --------------- | ------------------ |
| Authority       | Charisma           |
| Based on System | Based on Influence |

### What made you Influencing?

* Trust
* Power
* Resource
* Knowledge
* Skills
* Attitude

### Trust Equation

> Trust = (C + R + I) / SO

* __Credibility__
    * Experience
    * Qualification
    * Background

* __Reliability__
    * Walk the Talk
    * Being Commited
    * Not Over-Promised
    * Reliable
    * Consistency
    * Transparent

* __Intimacy__
    * Being Vulnerable
    * Relatable
    * Connection
    * Being Open

* __Self-Oriented__
    * Need Win-Win Concept

### Connecting with Your team

#### Behaviors that help showing care

1. Check-in
2. Observation and Ask
3. Active Listening
4. Show Empathy

#### Empathy for Connection - Four Qualities of Empathy

1. Perspective Taking
    * Perceiving a situation or Understand a concept from an alternative point of view
2. Stay out of Judgement
3. Recognize emotions of others
4. Communicate emotions

### Hay Group Influencing Styles

* __Empowerment__
    * Making others feel valued by involving them in decision-making and giving them recognition.

* __Interpersonal Awareness__
    * Identifying and addressing other people's concerns.

* __Bargaining__
    * Gaining support by negotiating a mutually satisfactory outcome.

* __Relationship Building__
    * Establishing and maintaining constructive relationship with people that you may need to influence.

* __Organizational Awareness__
    * Identifying and getting the support of key people.

* __Common Vision__
    * Showing how our ideas support the organization's broader goals.

* __Impact Management__
    * Choosing the most interesting, memorable or dramatic way to present ideas.

* __Logical Persuasion__
    * Using logical reasons, expertise or data to convince and persuade others.

* __Coercion__
    * Using threats or pressure to get others to do what you want.

## Delegation Effectiveness



| Competence\Willingness | Low                       | High                              |
| ---------------------- | ------------------------- | --------------------------------- |
| __Low__                | Dead Wood (PIP)           | Cow (Keep Mistakes)               |
| __High__               | Problem Child (Potential) | Star (High Performance, Overload) |


| Important\Urgency | Low       | High           |
| ----------------- | --------- | -------------- |
| __Low__           | Delete It | Delegate It    |
| __High__          | Plan It   | Do It (Ad-hoc) |

### Delegation

> Accountability vs. Responsibility

The giving of responsibility to another to carry out tasks whilst __Keeping Overall Accountability__

### Not Delegation

1. __Dirty Delegation__
2. __Dumping__

* Obstacles to Delegation
    * Willingness
    * Knowledge
    * Lack of Trust
    * Lack of Time
    * Overburen
    * Risk of Failure

### 5-STEP Delegation

* __STEP 1: Identify Task / Activity / Project__
    * Develop People -> Delegate
    * Long-Term Investment

* __STEP 2: Analyze the Task / Activity / Project__
    * Desired Results
    * Timeline
    * Difficulty
    * Skills / Knowledge
    * Support / Authority

* __STEP 3: Select the Best-Suited Employee__
    * Willingness
    * Competence
    * Receptive and Ready to Accept the task
    * With some skills abd Has potentials for development

* __STEP 4: Prepare for the Discussion__
    * Dont Rush into Delegation
    * Determine the Level of Detail required

* __STEP 5: Conduct the Delegation Discussion__

### Delegation Process

|             | Context & Goal | Desired Results | What To Do | How to Do It | 
| ----------- | -------------- | --------------- | ---------- | ------------ |
| __Level 4__ |        ✔       |                 |            |              |
| __Level 3__ |        ✔       |        ✔        |            |              |
| __Level 2__ |        ✔       |        ✔        |     ✔      |              |
| __Level 1__ |        ✔       |        ✔        |     ✔      |     ✔        |

### RCRA

* Request - Manager
* Clarify - Staff
* Restate - Staff
* Agree - Both

### 3-AREA

1. __Clear Briefing__
2. __Action__
3. __Review the Outcome__
    * And Always Say Thank You

### Insights from Role/Real Play

1. People Management First
2. Solve Their Concerns
    * Recognize Them
        * Appreciate Them
        * Quality Recognition
    * Listen To Them
        * Know Their Concerns and Fears

    * Develop Them
        
    * Delegation

### WIIFM
> What's In It For Me?

## Conduct Performance Conversation

### Feedback
* Positive
* Negative
* Constructive

### Performance Conversation

1. Day to Day Feedback
2. Performance Review
    * Celebrate Success with Praise
    * Improvement Plan

3. Career Development
4. Disciplinary Issue
5. Behavioral Issue
6. Verbal Warning

> ✔ YES... AND...
> ✖ YES... BUT...

### Feedback with Quality
* Future pacing vs. Past mistakes
* Listening and Understanding with Empathy
* Create Positive attitude (Out of the BOX)
* Specific Action Plan
* Create Result/Improvement

### AID Model for Feedback

* __Action__: What I saw/heard/notived was...
    * Show your understanding instead of blaming

* __Impact__: And the Impact is... OR that made me/others feel...
    * Address the Impacts
    * No Judge
    * No Criticize

* __Development__: What I would suggest is...
    * Ask for ideas

### 8 Steps of Feedback

1. __Check in and Declare your intent__
    * Also Check-in Yourself
    * State the situation. Be Factual

2. __Explain Why you are concerned__
    * Highlight
    * What are the impacts on people and performance

3. __Seek reasons/motivation of their behaviors__
    * Give them space
    * Show understanding/empathy

4. __Ask them for ideas how they can improve__
    * Review the effectiveness on their ideas
    * Ownership. Let them determine what to do

5. __Offer support__
6. __Confirm mutual action suggested__
7. __Establish a definite follow-up date__
8. __Check out__

### Praise
* Recognition
* NOT just a lip service
* Help the team member to realize their strengths
* Praise on the Effort/Process, not the Achievement

1. Positive Opening
2. Straight to the Point
3. Show Appreciation
4. Appreciative Enquiry
    * How did you to that?
    * What skills you apply to achieve this result?
    * What was your inner conversation when you were facing challenges?
    * What did you learn from this experience?

5. How your success may help you to create even better result?
6. Say "Thank you" and Reassurance

## Motivation and Engagement

> Motivation is a reason or reasons for acting or behaving in a particular way

### Motivation vs. Engagement
> Like Cake (Engagement) and Decorations (Motivation)

### Types of Motivation

* Positive Enforcement vs. Negative Enforcement

| Intrinsic Motivators | Extrinsic Motivators   |
| -------------------- | ---------------------- |
| Value                | Money                  |
| Pride                | Reputation             |
| Interest             | Promotion              |
| Meaning              | Fear of Being Punished |
| Autonomy             | Pressure               |
| Achievement          | Recognition            |
| Fun/Enjoyment        |                        |
| Curiosity            |                        |


### HOW EXTRINSIC REWARD CAN MOTIVATE?
* It can boost performance but not sustainable. Foster short term thinking
*  It should be unexpected and offered only AFTER task is complete (Now that vs If then) It can be effective for algorithmic tasks e.g. logical thinking It can crush creativity and diminish performance

### EVOLUTION OF MOTIVATION THEORIES

| Theories                                                                                   | Year |
| ------------------------------------------------------------------------------------------ | ---- |
| [Maslow’s Hierarchy of Needs](https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs) | 1943 |
| [Hawthorne Effect](https://en.wikipedia.org/wiki/Hawthorne_effect)                         | 1950 |
| [Herzberg’s Two Factors Theory](https://en.wikipedia.org/wiki/Two-factor_theory)           | 1964 |
| [Pink’s Drive](https://www.youtube.com/watch?v=y1SDV8nxypE)                                | 2009 |

### Two Factors Theory

* __Hygiene Factor__
    * Basic Needs

* __Motivator__
    * Meaning
    * Purpose

### Daniel Pink - Drive

* __Autonomy__
* __Mastery__
* __Purpose__

### 3-S

* __Say__ Positive things about company
* __Stay__ with company intentionally
* __Strive__ to achieve more than expected

### Engaging Team Leader Profile

1. __Coach and Develop for Results__
    * Proactively
2. __Inspire Loyalty and Trust__
    * Build Environment

3. __Manage Work__
    * Delegation
    * Meaning of Work

4. __Influencing__
    * Personal Power

5. __Select Talent__
    * Who can Do and also Wants to Do

### Six Channels for Staff Engagement

* Personal Professional Growth
    * Career Path

* Leadership and Culture
    * Establish Shared Leadership
    * Build Trust
    * Define Norms and Expectation
    * Resolve Conflicts

* Work Satisfaction
* Work Relationships
    * Vertical Couple

* Employee Well-Being
    * Physical
        * Not Overloaded
        * Health Check
    * Mental
        * Being Grateful
        * Being Kind
        * Positive Mindset

* Employee Value Proposition

### FLOW by Mihaly

![FLOW](https://1.bp.blogspot.com/-DY2kXltEDZg/U8bdP-Pm_gI/AAAAAAAAFOI/ONDA_vF9Tt8/s1600/flowcsikszentmihalyi.jpg)

### How Well Do You Know Your Team?

* What is the person's generation and what does that say about his/her approach to life and work?
* What are this person's career aspirations?
* What is this person's life stage? And what does that tell you about his/her needs and concerns?
* In what culture was this person raised?
* What are this person's outside interests?
* What is this person's unique life history?
* What are this person's strength as a person and as a team member?

### Define Team Norms and Expectations

| Expected Team Behavior | Interpretation | Who is Doing it? |
| ---------------------- | -------------- | ---------------- |
| Goals                  |                |                  |
| Performance            |                |                  |
| Accountability         |                |                  |
