pc world workshop 1btec stage 3: customer management btec cp stage 3 customer contact management for...

PC World Workshop 1 BTEC Stage 3: Customer Management

BTEC CP Stage 3Customer Contact Management

for Team Leaders and Supervisors

Workshop 1Exercises on Leadership

Presented by Qualifi on behalf of BTEC

August 2004


Workshop 1: Leadership Exercises

Leadershipdemonstrate the nature of Leadership

look at how Leadership styles can make a difference within the business

use Leadership models within the business context

develop into more successful team Leaders


Content

• What do I want and need to Lead?• Audit of Leadership abilities• What Type of Leader am I?• Style of Leadership• Style Checklist• Learning to Lead


What makes a good Leader?• This exercise is designed to test your knowledge of the

subject. • The questions are open-ended. • There may be no correct answer and you should seek

the answer that best suits your circumstances, ambitions and organisational priorities.

• We will discuss the answers at the Workshop – so for now think about as many answers as possible.

• Write down your answers of a clean sheet of paper if you want more space.


What do I want & need?My role as a team leader is different from a manager’s role.

I understand the differences.

A team leader can be expected to learn from his or her mistakes?

Give examples of this.

As a leader, I know what obstacles I face in leading my team.

List the obstacles.

I clearly understand what resources I need to lead my team.

List the things that you have available to you.

I have access to the support that I need. List any concerns and list any support that you think you need.

I clearly understand the criteria against which my leadership skills are to be assessed

List the personal objectives that you have set yourself.

List the KPI’s by which the organisation will judge you.

I know what the strengths of my organisation are.

Show how you can use these strengths to your advantage


Leadership Audit

• To get your Leadership profile, indicate the degree to which you agree with the statements.

• 1 = strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree.

• As before we will discuss the answers in the first Workshop.


Audit of Leadership AbilitiesI think I'm good at sensing how people feel.

I can usually find an efficient way of getting a job done.

I tend to overcome barriers to reach goals.

Others see me as an energetic and committed person.

I delegate to others in the team

I prefer to reapply others' ideas rather than put forward my own thoughts

I’m able to break big projects into easy steps

I'm good at finding practical solutions to problems

I am clear on the long-term direction we should take

I avoid taking risks

many call centres are being over managed but under lead


What Type of Leader am I?• This exercise is based on Blake and Mouton Managerial

Grid It uses two axis. "Concern for people" is plotted using the vertical axis and "Concern for task" is along the horizontal axis. Both have a range of 1 to 9.

• The proposition is that there are four types of Leaders: – Authoritarian (9 on task, 1 on people), – Team Leader (9 on task, 9 on people), – Country Club (1 on task, 9 on people), – Impoverished (1 on task, 1 on people)

• Now place a mark in the grid where you feel you fit in.• Once you have completed this we will discuss the

different styles in the Workshop


Style of Leadership9

8

7

6

5

4

3

2

1 2 3 4 5 6 7 8 9

Concern for Task

Concern for People


Team Task: How do you address the following?• Authoritarian Leader - high task, low relationship - 9,1: This person is task oriented and hard

on their workers (autocratic). There is little allowance for cooperation or collaboration. Heavily task oriented people tend to be: strong on schedules; expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on what is wrong and how to prevent it; they are intolerant of what they see as dissents (it may just be someone's creativity) so it is difficult for their subordinates to contribute or develop.

• Country Club Leader - low task, high relationship - 1,9: This leader uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, she is almost incapable of employing the more punitive coercive and legitimate powers. This inability results from the leaders' fear that using such powers could jeopardize her relationships with the team members.

• Impoverished Leader - low task, low relationship -1,1. This person uses a "delegate and disappear" management style. Since he or she is not committed to either task accomplishment or maintenance; he essentially allows the team to do what ever it wishes and prefers to detach himself from the team process by allowing the team to suffer from a series of power struggles.

• Team Leader - high task, high relationship - 9,9: This person leads by positive example. He or she endeavours to foster a team environment in which all team members can reach their highest potential, both as team members and as people. She encourages the team to reach team goals as effectively as possible, while also strengthening the bonds among the various members. This is the ideal type.


Consider what style best suits you role?

• Do it. • Do it then tell me what you did. • Tell me what you are going to do and do it. • Tell me what you want to do and wait for a

decision. • Don't do anything without my approval. • Don't do anything until I tell you.


Leadership Style Checklist• There are forces that influence the style, delegative or

participative, you adopt. Consider the influence of these.– How much time is available. – Who has the information - you, your team, your manager, the

customer, both or neither? – How well is your team trained and how familiar are they with the

task to be performed?– Type of task. Is it structured, unstructured, complicated, or

simple? – Do established procedures, legal requirements, service

agreements or operating plans limit the style adopted?• Give examples of these situations from your work

environment.


Learning Leadership What have the exercises taught you?

How could you improve your Leadership style?

What support do you require to achieve this improvement?

How should your improvement be measured?

What are you going to do next?


Navigation\

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To go to the next exercise

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