Vision to Reality leics梦想与现实在.gov.uk.pptVIP

1:20 to 1:40 Exercise : In your groups think about what you need to do for each group * 1:40 This is Tuckmans model one many of you will be very familiar with. A strong exisiting team may be able to take change in its stride but a newer team may find that their development is effected by change and once again you have to deal with the forming or storming team * So having looked at the individual and team responses to change lets look at your response as managers to change. * * We now know what we need to do when but how we do it will be based on our emotionally intelligence if we have high levels of emotional intelligence we will unconsciuoly competently be able to judge where the team are at , how the individuals are reacting and respond accordingly. If you are not emotionally intelligent don’t worry it can be learnt – there is lots of literature out there and I would recommend ‘Primal Leadership’ by Daniel Goleman et al. Level 5 ILM spend some time looking at EI and the course which I believe you have been offered in the past the Arty of being brilliant also relates to that. To summarrise though............. What we are going to do for the rest of the afternoon is to briefly look at some Management tools you can practically use to introduce the change in your work place * The work of Daniel Goleman is based upon brain science. He has identified 16 competencies that Emotionally intelligent leaders have – mind you he says that no one manger he has come across displays all 16 but successful leaders have strengths in each area . Within these competencies there are a number of other skills required. . * EI leaders are really good at what all managers at times of change need to do * * You will not be surprised to hear that there are many different lists of what managers need to do at times of change but in essence they boil down to three elements. * Anecdote re golf clubs , kitchen / garden implements. You need to have at your disposal a number of manageme