Team Building & Presentations

By Philip Sinclair

A two-part book packed with practical “how-to” advice on two vitally important management skills. Part One will teach you how to mould groups of individuals into a team, so that not only you, as leader, have a sense of direction and purpose but your followers also have a "collective" sense of direction and purpose. Part Two teaches how to vest in yourself the power of effectively and persuasively presenting your vision, your plan, your ideas to any assembly of listeners from your team, or a small group to a large audience.

Do you have the courage to stand at the helm of your own ship? If not, join the crew, because you will never be the captain! If you are now the captain, or you aspire to be the captain you will need to know how to mould groups of individuals into a team, so that you as leader have a motivated and enthusiastic team of followers with a synergy much greater than the total of the individuals in the group.
Two vital management skills required are the ability to build, lead and develop effective teamwork and also to be able to make effective and persuasive presentations to your team or any assembly of people who need to know your vision, your ideas and plans.

PART ONE CONTENTS : the value of teamwork; how to select team members, how to direct and lead a team, how to hold team meetings and what to watch out for that blocks team effectiveness.

PART TWO CONTENTS: how to overcome all fear of making a strong and effective spoken presentation. You are taken step-by-step through the planning of all stages and coached in the best way to prepare and deliver your spoken message with maximum effect.

This is another short but concise book in the popular Leader’s-Edge Management tune-up series. It’s a “must-have” for managers who want to get the leading edge.

• Language: English
• Publisher: Philip Sinclair
• Release date: Oct 25, 2012
• ISBN: 9781301026364

Philip Sinclair

Phil Sinclair has a long career in developing and publishing materials for self-improvement and training of young managers. He is presently publishing director for Leader's-Edge (South Africa). He has authored seven books teaching management skills and fourteen training programmes. His audio seminars on human resources topics have been heard by well over 100,000 individuals. Phil's work has received international recognition in the form of three awards. His interest is in helping people to better themselves.

Book preview

TEAM BUILDING

&

PRESENTATIONS

by

Phil Sinclair

Copyright: Phil Sinclair

Published by Leader’s-Edge (RSA) 2012

Smashwords Edition

No part of this publication may be copied, or stored in any retrieval system save that of the purchaser. No person may sell, use for hire, training, or any reward whatsoever unless with the written permission of the publisher.

Other eBooks, Cds, Mp3 downloads in the Leader’s-Edge Management tune-up series are available on-line from:

Shop.leadersedge.co.za

Contents

PART ONE – TEAM BUILDING

Teams and their value

Team Selection

Directing Teams

Team Development

Team Meetings

Team Leadership

Blockages to Team Building

Conclusion

PART TWO – MAKING PRESENTATIONS

Empowerment by your Audience

Developing your presentation

The structure

The opening

The body

The ending

Basic principles

Preparing your presentation

Controlling nerves

Summary

INTRODUCTION

All of the books in the Leader’s-Edge Mangement tune-up series teach the principles of moving up from being a manager, who may need to push and shove his people from behind to get things done, to becoming a leader. That is, someone who has motivated followers who willingly pile on extra steam to achieve the tasks that you set them. Someone who works upfront of a group of followers. Leaders, by definition, must have followers...but are your followers a group of individuals, or are they a team? Do they have a common goal and are they bound together with healthy respect for each other and a spirit of interdependence and co-operation? In other words, are they working for each other as well as for you? Or are they working for you regardless of each other?

In PART ONE of this book we will examine some of the benefits of teamwork; why teamwork produces exceptional results in terms of productivity and profitability for some leaders and managers and why it simply doesn't work for others. We'll examine how the team works and what fuels its enthusiasm...and we'll discuss your role as leader and how you should consider heading up your team.

In PART TWO we will examine how to address your team in particular, or a gathering in general, using the vitally important skill of making a good spoken presentation.

I will reveal to you the considerable power that becomes yours when you learn how to persuade groups of assembled delegates. People who are motivated by you, who learn from you and are respected by you. You will learn how to overcome your fears, to plan and control your spoken presentations for the greatest effect and achievement of goals.

In business today there are two types of people. Those who lead and those who follow. Those who direct and those who follow directions. And you should be in no doubt what kind of person you are.

If you are in doubt, consider, do you want to be really successful? Do you have the energy to be an entrepreneur within your company? Do you have the courage to stand at the helm of your own ship? If not, join the crew, because you will never be the captain! If you are now the captain, or you aspire to be the captain you will need to know how to mould groups of individuals into a team, so that not only you, as leader, have a sense of direction and purpose but your followers also have a collective sense of direction and purpose.

PART ONE – TEAM BUILDING

What do we mean by a team? Will you agree that a team is a group of individuals all working for a common purpose? Would that be acceptable definition? Well, no it wouldn't. A group of individuals can all have the same idea of where they want to go but they wouldn't necessarily have the same idea of how to get there. A group of people doesn't pull together as does a team. Individuals in a group, which has not been moulded into a team, have varying degrees of commitment, varying views on and capabilities in communicating with each other. A group of people might not like each other, although it isn't vital that members of a team should like each other. But they should respect each other and in particular they should respect their leader. So let's have another go at defining what is a team...

A team is a co-ordinated group of people who share common vision and who have common goals. They are linked together by camaraderie, commitment, mutual respect for each other's skills and by the pursuit of excellence.

Think of any world-class sports team you like and apply the definition you've just heard. You'll find that it fits perfectly. It also fits any proficient and productive business-class team. The team members have a need