1. Team Management
LDS Track
Mariana Carvalhal
João Lima

2. GOALS OF THE SESSION
1) Learning how to create a team culture
2) Learning how to push for members’ motivation
2) Learning practical tools to effectively manage team performance
EXPECTED OUTPUTS
1) Being able to manage a team to generate results

3. FLOW
2. Goal
1. Team Setting & 3. Tracking 4. Coaching
Creation Planning

4. 1. Team
Creation
BEHAVIOURS OF A HIGH
PERFORMANCE MEMBER

5. TEAM CULTURE
In order for a team to succeed, leaders have to be able to create certain positive behaviours
in their members, that will facilitate the achievement of results:
Participation
Commitment Pro-activity
Solution Orientation
Critical Thinking
Sense of Responsabillity
Culture
Results Orientation
Sacrifice Capacity Mutual-support
Results

6. TEAM CULTURE
•
• But these are too many behaviours to be constantly paying attention to. So, the best thing
you can do is to implement a team culture that will bring all those behaviours with it.
• That team culture is the culture of MOTIVATION. It’s all about keeping your members
motivated – if they are, they will naturally be committed, responsible towards the
team’s goals, participative in the team and LC activities, willing to sacrifice, capable of
face challenges and find solutions for them etc etc...
•
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7. I WAS HIGHLY MOTIVATED WHEN…
I WAS LACKING MOTIVATION WHEN…
Write on small pieces of paper (5 min)

8. DYNAMIC 1

9. • But do you know what exact things you should be paying attention when you want
to create that culture of motivation in your team?
•
I proudly present you the 4 spheres for creating a motivation team-
culture!...
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10. Personal and
Professional
Bonding
Effective
Common Vision Culture Communicatio
n
Clear Roles and
Responsabilitie
s

11. PERSONAL AND PROFESSIONAL BONDING
Importance
 Understand everyone’s personal characteristics/history
Personal and
Professional  Know each other’s motivations and objectives
Bonding
 Understand why of some reactions happen
 Support each other’s development
 Create a good working environment

How to supply it?
 Why are you in AIESEC? (ask)  Self reflection tests
 Group activities and team building  Feedback sessions
 Team spirit creation – team motto,  Public recognition
team culture, private jokes…
 Working together mome
 Social activities outside work
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12. PERSONAL AND PROFESSIONAL BONDING
Questions to ask yourself
• Do you know what characteristics your members need/want to develop?
Do you keep track of that development?
• Do feel there is a sense of belonging from your members to the team?
• Can you feel there is a team identity?
• Do you consider the working environment in your team to be good?
• Do your members work together (phisically)?
• Are your members friends with one another? Do they schedule social
activities together?
• Is it too hard to schedule a team meeting?
• Do you have members who fail to attend several meetings in a row?
• Do your members joke arround with one another? (especially right before
the meeings)
• What do they need to develop? Time management? Planning skills?
Organization? Prioritizing? Can you help them? If not, who can?

13. COMMON VISION
Importance
• Envisioning the same purpose
Common Vision • Commitment and identification with the team goals
• Commitment of each member towards the team as a
whole
• Unified vision of the ideal team
How to supply it?
 Defining expectations and team rules
 Involving everyone in the goal setting
 Always link to the team’s objectives
 Celebrate the team’s success
 Create excitement within the team
 Activities that involve interaction with their impact –
contact with trainees, EPs…
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14. COMMON VISION
Questions to ask yourself
• Does your team know what they are working for (the final result)?
• Do they think it’s achievable?
• Do they like the goal they are striving to achieve? (do they have any
emotional connection with it?)
– This question is important because some people join AIESEC for
selfish reasons (to get a better CV, to be in contact with big
companies) and fail to emotionally identify with the team and
the organization’s purpose
• Does your team know what they are working for (the final result)?
• Do they think it’s achievable?
–
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15. EFFECTIVE COMMUNICATION
Importance
• Open and honest environment to share ideas and opinions
Effective • Everyone knows what’s happening
Communication • Understanding of each other’s challenges
• Everyone has access to information and materials
How to deliver it?
 Use established communication channels
 Create links between the team and link it to key external
entities
 Encouraging honest communication inside the team
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16. EFFECTIVE COMMUNICATION
• Has everybody given their opinion for the project? Was it taken into
consideration?
• Do your team members know exactly what their colleagues are doing
and the help/challenges their facing in their work?
• Do you use established communication channels? (facebook groups,
wikis…)
• Do you store all important information for the team in an easily-
accessible platform? (wikis, dropbox…)
• Do you have weekly team meetings? Do you skip a lot of them?
• During the meetings, do you give space for your members to share
the work they have been doing and the challenges they are
facing?
• Are your members confortable to call you and their team colleagues
whenever they need help?
• Do your members know how their personal tasks affect every
colleague’s work and the final outcome of the project?
•

17. CLEAR ROLES AND RESPONSABILITIES
Importance
• Each members knows the relevance and the purpose of their
Clear Roles and own work to achieve the final goals
Responsabilites
• Each member has specific specific, measureable, attainable,
relevant, timely goals (SMART goals)
• Each member feels accountable towards for his/her own
obligations
•
How to deliver it?
 Clear Job Descriptions
 Planning the work together with the members
 Tracking Tools
 Effective Delegation (don’t keep the work to yourself,
leader!)

18. CLEAR ROLES AND RESPONSABILITIES
Questions to ask yourself
• Are you putting your members in charge of a responsability, or in charge of a
task?
• Are the responsabilities of your members specific enough?
– Do they state exactly what is pretended as a final outcome? (what exactly is it
that we want to happen, who’s involved, who can help, why it’s important...)
• Are the responsabilities of your members measurable enough?
– Do you have criteria to measure the outcome of their work (milestones,
deliverables...)? Do you use tracking tools to measure the progress towards
the final outcome?
• Are the responsabilities of your members enough attainable?
– Do they have enough knowledge and trainning to achieve them?
• Are the responsabilities of your members relevant enough?
– Are the expected outcomes externally relevant? Do they matter? Do they bring
something good? Do they contribute to the team vision? Do they follow a
plan? Were the members involved int he creation of that plan?
• Are the responsabilities of your members timely enough?
– Do you present your members a timeline of their work for the whole semester or
you just delegate as it’s needed? Do you give them timelines?
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19. CLEAR ROLES AND RESPONSABILITIES
Questions to ask yourself
• Are your members confused about their roles and the ones of their teamates? (do they overlap?)
• Do your members leave important tasks unfinished for you to complete (without telling you
beforhand)?
• Do the responsabilities you delegate follow a flow (are your members in charge of a hole process
– from preparation to delivery – or are they just doing sparse and random tasks they don’t
carry until the final product)?
• Do you do most of your members’ work?

20. YOUR ROLE
• You have to lead by example
– If you are organized, responsible, collaborative,
sympathetic, uplifted and caring, the members will
look up to you and strive to do the same
–
• Be available for your members, both personally and
professionally
•
• Be attentive to your member’s needs and their development -
and help them (if you can’t, find someone who can)

21. SUMMARIZING...
The team knows one another at the personal level - they know
Personal and
Personal and how to handle the different personalities,
Professional
Bonding
Bonding they like one another, enjoy being together and therefore they
feel motivated to work in the team.
The team is aligned in terms of its purpose – they know what they
Common
Common envision, they identify emotionally with it, they believe in it, and
Vision
Vision therefore they feel motivated to achieve it.
Team
The team works in an open environment, where everyone knows
Culture of
Effective
Effective
Communicati
Communicati
what’s happening at all times, feels free to share the difficulties
and ask for help and, therefore, feels motivated to work and learn
Motivation
on
on
with one another.
Clear Roles
Clear Roles The team has SMART goals, they know their own roles and
and
and
Responsabilit
Responsabilit
contribution to achieve them, they know how to measure their
ies
ies success and, therefore, they feel motivated to achieve it.

22. FLOW
2. Goal
1. Team Setting & 3. Tracking 4. Coaching
Creation Planning

23. 2. Goal
Setting &
Planning
Goal Setting Operations Areas
Goals have to be SMART Program MoS (number of GCDP,
GIP, TMP and TLP) are already
SMART if they have a proper
timeline
Supportive Areas
COM – number of subscriptions,
number of facebook likes...
ER – number of revenue,
number of people engaged in
events...

24. When you do goal setting make sure:
-Everyone is involved in the goal setting and understand the WHY of the goal;
-
- Break down the goals (per quarter; month; week) – it will help you to make a
better tracking
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- Create milestones towards the final goal
-
- In the operations’ areas (ICX; OGX; TM) break down per RA-MA-RE

25. Planning
What is it? How to do it?
- Set of tasks that need to be - Make a timeline according to the HR allocation;
done to achieve the goals put - Every member should do its own timeline!
into a timeline
Your role?
- Ensure the needed synergies and cross-
check timelines

26. FLOW
2. Goal
1. Team Setting & 3. Tracking 4. Coaching
Creation Planning

27. 3. Tracking
Why tracking?
To indentify soon enough if we are on the right track to achieve the results and if not, to
have time to act upon that!
Break down the goals in
What you dont want: a timeline
To find out that you’re not achieving
your results 2 days before the deadline! Define success rates (for
operations)
How to conduct effective tracking?
Results Tracking ≠ Tasks Tracking

28. Results Tracking
- track the numerical goals you defined through the timeline
- if goals are not being met, look at the plan to see which activities are running late
- if no activities are running late and results are still not coming, the activities you
designed to achieve the goals are not working. Change them – innovate!
≠
Tasks Tracking
3 Quarterly priorities 1 Monthly priority 3 Weekly priorities
Track results and tasks EVERY WEEK! – no exceptions!
Now what? Act upon it!
Create an alternative action plan!

29. FLOW
2. Goal
1. Team Setting & 3. Tracking 4. Coaching
Creation Planning

30. 4. Coaching
What is it?
It’s a teaching or training process in which an individual gets support while learning to
achieve a specific personal or professional result or goal.
Current State GAP Ideal State
Causes
Solutions

31. DYNAMIC 2

32. A - The coachee
Share the key next challenge in your
Exercise leadership that you find most difficult
to address.
B – The observer
• Groups of 3
Note down key feedback for the coach
• Allocate a letter to each person: and share your insights in the debrief
– A: The Coachee stage.
– B: The Observer
– C: The Coach C – The coach
Support Person A to find new ways to
address their issue and commit to a
powerful next action.

33. WRAPPING UP…
1. Creating a team culture 3. Planning
- ensuring motivation of members leads to - what activities are you going to run to
results achieve the goals?
- how to ensure motivation? - timeline of all those activities
- personal and professional bonding
- common vision 5. Tracking
- effective communication - making sure the plan is being properly
- clear roles and responsibilities executed
- results tracking and tasks tracking
3. Goal setting
- deciding what you want to achieve with 7. Coaching
the team - Supporting the members in
- goals have to be SMART overcoming their own difficulties
- and obstacles
6. - Guiding the members through a self-
reflection process