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44 Leadership Characteristics

Glenn Parker HRD Press, Inc. PDF

44

Leadership

Characteristics

Objectives

1. To gain agreement on the most important characteristics of a team leader.

2. To teach the team how to reach a consensus.

Participants

An intact team of 6 to 8 people or several teams of 6 to 8 people who are all conducting the activity at the same time.

Time Limit

60 to 90 minutes

Physical Setting

For one team, a round or rectangular table and chairs in a small room. With several teams, a large room with sets of tables and chairs spread out around the room.

Materials and Resources

1. Copy of Exercise 44.1 for each participant.

2. Flipchart, markers, tape or push pins.

Process

1. Explain the objectives of the session. Clearly review the directions at the top of the exercise. Ask each person to privately rank the ten characteristics and place their ranking in the left column labeled “Individual.” Allow about 10 minutes for this activity.

2. Ask the team to come up with a consensus on the ranking of the ten items and place their ranking in the right column marked “Team.” You may want to review the definition of a consensus decision and the guidelines for reaching a consensus. Allow about 30 minutes for this activity.

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47 I’m Gonna Sit Right Down and Write Myself a Letter

Glenn Parker HRD Press, Inc. PDF

47

PURPOSE:

I’m Gonna Sit Right Down and Write Myself a Letter

1. To summarize the key learnings from a team building or team training session.

2. To close a team building or training session on a positive note.

3. To provide the basis for on-the-job follow-up of a team building or training session.

GROUP SIZE:

TIME:

Unlimited

30 minutes

PHYSICAL

SETTING:

For a team building session, chairs set up around a conference table.

For a team training workshop, chairs and tables arranged in a

U-shape or groupings of rectangular tables and chairs spread around the room.

MATERIALS:

Pens, stationery, and envelopes for each person. Postage stamps will be required at a later date.

PROCESS:

1. Explain the purpose of the activity. You may wish to sing the title song of the activity.

2. Distribute materials.

3. Ask each person to write him-/herself a letter that summarizes key learnings from the session. Explain that the letter will be sent to them in two weeks. Therefore, they should include things in the letter they want to be reminded of (e.g., personal action plan, new skills/knowledge, team goals). The letter should be placed in the envelope and sealed. The envelope should be self-addressed.

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17 A Personal Action Planner for Building Self-Directed Teams

Glenn Parker HRD Press, Inc. PDF
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35 Team Development: A Grid Perspective

Glenn Parker HRD Press, Inc. PDF

35

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Team Development:

A Grid Perspective

1.

To diagnose and evaluate the stage of development of an intact work team.

2.

To compare team development with performance independence.

3.

To compare team members’ perceptions of team development at a given time.

A team of 7 to 12 is best, but larger teams can be organized into subgroups and final grids compared.

60 minutes

Tables and chairs arranged in a conference or U-shape.

1.

Pencils/marking pens.

2.

Copies of Team Development Grid.

3.

Easel and flipchart.

1.

The team leader gives a briefing on team development, stressing the notion of interdependence and the need to become selfdirected. The team leader also discusses the process of selfrenewal.

2.

The team leader asks each member to review the Team

Development Grid, explaining the Self-Direction Axis and the SelfRenewal Axis. The team leader explains that in order to complete the team development grid, each team member plots his or her perception of the team’s self-directedness and self-renewal and locates the intersection of the scores they have assigned. For example, if they believe that the team is 75% self-directed, and

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37 Selecting a Team Problem

Glenn Parker HRD Press, Inc. PDF

37

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Selecting a

Team Problem

1.

To teach a team or team leaders the factors that should be considered in selecting a problem to be solved.

2.

To teach a team or team leaders a process for deciding which problem the team should try to solve.

Works best with a team of 4 to 12 people or in a team training workshop of up to 20 people.

1 to 2 hours

With a team, a round or rectangular table and chairs. In a training workshop, groups of tables and chairs spread out around the room.

1.

A copy of the Problem Selection Worksheet and Rating Scales for each person.

2.

Easel, flipchart, and markers.

1.

This activity takes place after the team has brainstormed or in some other way generated a list of problems.

2.

Distribute a copy of the Problem Selection Worksheet to each person. Tell the team to write a brief description of the problem in the left column of the worksheet. Review the directions on the worksheet. If necessary, review what is meant by each of the factors across the top of the worksheet.

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