Let's get ready to rumble! Managing groups and cultures when you are not in charge Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator. Learning Outcome: Increase communication and team building skill At the end of this seminar, participants will be able to: a) Explore common group dynamics and goals b) Examine common challenges and struggles c) Discuss self-management and emotional intelligence d) Explore the role of culture, values, and perceptions in group situations

1. Managing Groups
& Cultures When
You Are Not In
Charge
February 8, 2014

2. OVERVIEW
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3. Panel Members
• Moderator
– Diana Wu, Test Engineer, Northrop Grumman
Corporation
• Panelists
– Aknesha Miller, Senior Program Manager, Lockheed
Martin Corporation
– Rodney Bailey, Manger, Systems Architecture, Design
and Integration Directorate, The Raytheon Company
– Lieutenant Colonel Deitra Trotter, Commander, 781st
Military Intelligence Battalion (Cyber)
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4. Session
• Description:
– Are you a team player? Do you have the skills to thrive
and contribute value in groups? In order to be
effective, it is helpful to understand the complexity of
group dynamics and people. This seminar will support
you in understanding group dynamics, dealing with
difficult people, and maintaining your professionalism
in a variety of group challenges.
• Learning Outcome:
– Increase communication and team building skills
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5. MANAGING
PEOPLE
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6. Characteristics for Managing People
 Value people
 Believe in two-way, frequent efficient and effective
communication
 Want to create an environment in which employees are
empowered to take charge of their tasks
 Able to hold people accountable and responsible without
punitive measures
 Demonstrate leadership and clear direction
 Believe in teamwork
 Place the customers (internal, external, staff) at the
center of their reason for existence
 Able to articulate your vision and build consensus
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7. Mistakes Managing People
X Fail to get to know
employees as people
X Fail to provide clear
direction
X Fail to trust
X Fail to listen to and engage
employees
X Make decisions and then
ask employees for input
X Overreact/react poorly to
bad news
X Failure to be transparent
X Fail to react to problems
before they become issues
X Trying to be friends with
employees who report to
you
X Fail to communicate
effectively and withhold
information
X Not treating employees
equally
X Throw employees under the
bus
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8. Key Skills When No Authority
• Build Legitimacy/Credibility
• Network – 360 degrees
• Perfect the arts of constructive persuasion and
negotiation
• Consultation
• Create the coalition of the willing
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9. TECHNIQUES
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10. Build Trust and Respect
• Create an environment of trust and mutual respect
• Schedule regular feedback sessions
– Interactive
– Encourage constructive criticism and
recommendations for improvement
• Share your experiences (personal and professional) and
listen to others
• Build up a store of “goodwill”
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11. Shared Goal (s)
• Set the goal (s)
• Get people behind it
• Evaluate where you are at against goal (s) initially (gap
analysis) and then as part of normal business rhythm
• Celebrate successes – reward individual and group
achievement
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12. Jointly Remove Barriers to Action
• Some employees may not want to act on the agreed
upon actions or they may agree to act on them but then
fail to follow through
• If an employee lets you down, give them benefit of doubt
• Use the “5 Whys”
• Goal is to motivate employees enough to overcome the
routine barriers that make work, work
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13. Make Concessions for the Team
• Show that you care
• Prove that you are invested in mutual success
• If you are willing to take one for the team, this
demonstrates that you will not put your selfish ambition
above others
• Be ready/willing to stand up and take the blame when a
member of your team does something wrong
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14. Use Natural Consequences to Explain
Priorities
• Priorities may not be obvious to the team
• Don’t threaten to impose consequences…you don’t have
the authority
• Explain the natural consequences—the logical results of
taking or not taking the action
• You want people to do the right thing because they
understand and agree that it’s the right thing to do
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15. Engage Others
• High-performing teams skillfully employ the efforts of
every member
• Effective team leaders seek out the best fit possible
between members’ interests and the tasks that need
doing
• Team leaders also mentor others to expand/build upon
their individual talent for mutual benefit
• Learn from the team’s experience–while it’s happening
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16. Think Systematically
•
•
•
•
Gather and lay out the necessary data
Analyze the causes of the situation
Propose actions based on this analysis
Be thorough - branches, sequels, contingencies
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17. SUMMARY
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18. Key Takeaways








Lead by example
Play to your personal strengths
Be honest in word, intent and deed
Communicate, communicate, communicate
Build bridges
Seek the win/win
Build commitment and engagement
Sell you, not your title
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19. Key Takeaways, cont.
“Maybe you can’t change the whole world, but you can
change your corner of it. And when you change your
corner, you actually change the world.” – Carl
Duivenvoorden, DTM
“Leadership isn’t about a position, it’s about behavior.
Doing something willingly because you respect and trust
someone is different from doing something because they
have the authority to give you an order.”
– Jim Kouzes, Ph.D., Toastmasters Golden Gavel recipient
2006
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