A program designed to enable employees and managers to explore how they can contribute as leaders to achieving results.

1. © Jean AbiNader
jean@jeanabinader.com
Building Global Dexterity
on Company Teams
Helping Team Members Acquire Leadership
Skills to Achieve Results

2. Program Objective
To identify and develop skills that will enable you to
effectively lead, organize, support, and manage local
operations.

3. We no longer think about
leadership in one dimension.

4. It is how a job gets
done that matters.

5. Three Key Factors

6. Motivation

7. Resource identification
and access

8. Assessment of
results

9. Session Topics
What We’ll Cover

10. Leadership and
communications skills
1

11. Effective group
behaviors
2

12. Leadership skills
assessment
3

13. Making local operations
more effective
4

14. Defining and setting
priorities
5

15. Action plan
development
6

16. Cross-cultural
effectiveness
7

17. Each Section Features
Exercises
Learn by Doing

18. Leadership and Communication Skills
What is leadership to you?
1

19. Ideas of
Leadership

20. Write Down Words That Come
to Mind Regarding “Leadership.”
A Note to the Facilitator

22. Define
Leadership

23. Complete these sentences
about leadership.

24. 1. For me, leadership is about…
2. What I value most in a leader is…
3. I am disappointed when a leader…
4. I learned the most about being a
leader from…
5. My strongest leadership skill is…

25. A Picture of
Leadership

26. This exercise will keep up the
interaction with participants and let
them express themselves creatively.
A Note to the Facilitator

27. A Couple More Notes
Nurture leadership by providing an eco-
system of support and experimentation—
leadership can be learned.
Also observe how each group processes
the task.

28. Now, working at your table with your
group, take 12 minutes to draw your
visual representation of “leadership.”

29. Each group should come up and
present their visualization with time for
the audience to ask questions, offer
suggestions, and compare concepts
along several tracks.

30. What images were chosen?
What language was used?
Why were these priorities chosen?
A Note to the Facilitator

31. Effective Group Behaviors
Defining What Works & What Doesn’t
2

32. Effective vs.
Ineffective

33. Think about Effective
Group Behaviors.

34. What words can you use to describe
a “functioning” group in terms of its
Characteristics
(what does it do)
Process
(how does it get things done)?

35. Define Ineffective
Group Behaviors.

36. What words can you use to describe
a dysfunctional group in terms of its
Characteristics
(what does it do)
Process
(how does it get things done)?

37. Values &
Culture

38. Look at the two
following illustrations:

39. What do they tell you about
motivation, values, behaviors, and
priorities?
What role does culture play in
decision-making?

41. The decision the chicken makes
about crossing the road, or not, tells
us a great deal…if we ask the right
questions.

43. In dealing with other cultures, motives and
values are not always obvious or apparent…
look at the iceberg.
At the top, we someone’s behaviors—it is all that
we can “see,” and we can only guess at opinions
and motivations.

44. Don’t guess.

45. If possible, discover through
questions, presenting options,
and learning about interests.

46. Leadership Skills Assessment
How Ready am I?
3

47. Traits of A
Leader

48. Think about how we
defined a leader earlier.

49. Traits are acquired by a person over
a lifetime. They distinguish one
individual’s personality from another.

50. A simple exercise will help you
compare your key traits to
those of an effective leader.

51. 1. List traits for yourself in the middle
column.
2. Then, at each table, agree on the top five
traits of an effective group leader. Enter
those answers in the far right column.

52. Traits Me Effective Group Leader
Tolerance for ambiguity – not having all the facts
Personal control
Open-mindedness – listen to new/different ideas
Non-judgmental – listen before deciding
Empathy
Task orientation
Self-motivated
Willingness to delegate
Adaptability to different conditions
Warmth in human relations
Strength of personality
Ability to fail
Tolerance for differences
Persuasive
Strongly-held personal beliefs
Ability to follow directions
Organized
Intelligent

53. The Traits Exercise highlights your
preferences for what is important when
acting on your own and in groups.
Your motivations may be very different
from others on your team; the value you
place on others’ roles will also vary.

54. Leadership comes from
achieving the desired results,
not from being the loudest
person in the room.

55. Everyone can play a
leadership role.

56. Making Local Operations More Effective
4

57. At your table, answer
three questions.

58. What are your top
priorities in the next year?
1

59. What agenda will
deliver these priorities?
2

60. What resources, internal and
external, do you need to
manage your agenda?
3

61. Defining and Setting Priorities
5

62. Internal and external problem-solving and
conflict resolution should be priorities—
especially in the digital age when face-to-
face communications are less utilized.

63. Dealing with “key issues” is part of a
company’s internal alignment process.
A “key issue” is anything that detracts
from the “eco-system” needed to
succeed.

64. Not all issues are priorities, but if
you’re not talking about them, the
problems may never be resolved. See
the key issues in the next section.

65. Action Plan Development
Key Issues
6

66. How to motivate group members.
What to do with dysfunctional leadership.
How to manage unequal relationships within
the group.
How to deal with “elder” participants.
How to create common goals.
Knowledge transfer to new leadership.
Key Issues

67. Do you change members/people or find ones
with the same aspirations?
How to deal with difficult members.
How to deal with people leaving with no notice.
Can there be too many leaders?
Do people make a leader or does a leader
make the people?
More Key Issues

68. Can you have a functional group without a
leader?
How to deal with destructive group behaviors.
How to motivate people from different
disciplines/research backgrounds.
How to manage a large size group.
Defining self motivation.
More Key Issues

69. Revisit
Your Traits

70. Looking at it, would you change anything?
Did you learn anything about yourself today?
How do you work in a group and enable it to
work effectively?
On what do you need to work?
Go back to your Traits ranking

71. Cross Cultural Effectiveness
Useful Observations
7

72. Local operations succeed because all
members accept leadership roles and
develop needed skills.
In functional groups, everybody has one or
more roles—growth comes from trying
different roles and getting useful feedback.

73. Any role that helps your group be
more effective is a leadership role.
Learning to be a better leader is a
continuous process.

74. In a cross-cultural context, group
members must be able to adapt
behaviors to benefit the group.
Everyone learns from adapting—there is
no single leadership style for being
effective.

75. Your goal should be to develop global
dexterity—the ability to adapt within
different environments while
maintaining your core values.

76. © Jean AbiNader
jean@jeanabinader.com
Thank You
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