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Emotionally Intelligence
Leadership
Otto Tawanda Chisiri
Otto Tawanda Chisiri . All rights reserved.
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EMOTIONAL INTELLIGENCETRAINING
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Todays Training Will Help You
Understand emotional intelligence and why it isimportant to personal and professional success.
Recognize five competencies you can work on toincrease your level of emotional intelligence.
Listen to and employ your emotions for better decision making.
Show you care, and build trust by displaying sensitivity andconcern.
Use your energy and enthusiasm to motivate others.
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Introductory remarks
Success in theworkplace is
determined lessby IQ and moreby Emotional
Intelligence (EI).
EI is necessaryfor people to
work together inharmony
towards theorganisations
goals
EI is largelylearnt.
EI is nothing butmaturity andcharacter.
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What is Emotional Intelligence?
Emotional intelligence is not about being nice all the time.
It is about being honest.
Emotional intelligence is not about being touchy-feely.
It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
It is about being smart with your emotions.
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We are being judged by a
new yardstick; not just howsmart we are, or by ourtraining and expertise, butalso how well we handleourselves and each other.
Daniel Go leman, Ph.D.
Working with EmotionalIntelligence
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More potent predictors of career success were
Ability to handle frustrations
manage own emotions
manage own social skills
Do you knowany highly
intelligent
people whoarent socially
adept?
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How do we view emotions?
chaotic
haphazard
superfluous incompatible with
reason
disorganized
largely primitive
resulting from the lackof effective adjustment
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How do we view emotions?
Arouse, sustain, direct activity
Part of the total economy of
living organisms Not in opposition to intelligence
Themselves a higher order ofintelligence
Emotional processingmay be an essential partof rational decisionmaking
http://www.epub.org.br/cm/n02/historia/phineas.htm -
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The main purpose of theinnermost part of the brain issurvival.
To Get atEmotion,GoDeep...
Amygdala is deep within the mostelemental parts of the brain.
http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm -
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There is a
Biological Purpose for Emotion
Signaling function (that
we might take action)
Promote unique,stereotypical patterns of
physiological change
Provide strong impulseto take action
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Basic Emotions--presumed to be hardwired and physiologically distinctive
Joy
Surprise
Sadness
Anger
Disgust
Fear
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Evolutionary Advantage to Emotion
For example:
Fight or flightresponse
but can basic
emotionsoverwhelmrational thinking?
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Neurobiology of Rationality
Damasios work shows howneurobiology can help usunderstand the role of
emotion in thinking. Weconstantly learn more aboutthis important area.
Work like his underlies theconcepts of emotionalintelligence.
There are less obvious
advantages to emotionalexperience.
Emotion is emerging as an
essential contributor to
rational decision making.
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Being nice
Letting feelings
hang out
What is Emotional Intelligence (EI)?
The capacity for recognizing our
own feelings and those of others,for motivating ourselves, and formanaging emotions well inourselves and in our relationships.
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It is no longer enough to
lead by virtue of poweralone.
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Why EI is important
Good leadership works throughemotions
Emotions are important because of theopen loop nature of the limbic system.
Open loop system depends on
external forces to regulate itself. People rely on connections with othersfor their emotional stability
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The Emotional Process and Emotional Intelligence
BehaviorAwareness of Situation Emotional Arousal
Amygda l (triggers emotionalresponse)
Neo-Cortex (mostrecent evolutioncomplex thought)
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Negative emotions must be controlled
Anger, anxiety and depression can divertattention from the task at hand.
An upset person finds it difficult to empathise withothers.
On the other hand, positive emotions increaseoptimism, helpfulness and creativity.
Emotionally intelligent leaders create resonance Advertisers target our emotions!!!!!!!!!!!!!!!!!!!.
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Effective leadership involves acombination of feeling and thought
In many situations, especially duringstress and emergency, the emotionalcentres command the rest of the brain
The ability to sooth the surge ofemotionsparticularly intense surges
is an important skill.
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The brains design means that a person
has little control over when he or sheis swept by an emotional wave.
However, through effort, behaviourchange or even medication, individualscan exert control over how long andintensely an emotion will endure.
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Fundamental Questions
1. What emotional resourcesdo leaders need to thrive
amidst chaos and turbulent
change?
2. How do leaders create anemotional organizational
climate that fosters creativeinnovations, change,
performance, or lastingrelationships?
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Remember!
Emotional intelligence is not about being n ice al l the time.
It is about being honest.
Emotional intelligence is not about being touchy-feely.
It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emot ional.
It is about being smart with your emotions.
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DISCUSSION
In politics,(workplace) it is much safer tobe feared than to be loved.
The princeThe Prince
Do YouAgree?
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The Five Essential Competencies Of EmotionalIntelligence
Self-Awareness
Self-Regulation
Self-Motivation
Empathy
Effective Relationships
Relate to Ourselves
Relate to Others
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Personal Benefits of Emotional Intelligence
Greater career success
Stronger personal relationships
Increased optimism and confidence
Better health
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Professional Benefits of Emotional Intelligence
Effective leadership skills
Improved communication
Less workplace conflict
Better problem solving skills
Increased likelihood of promotion
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SELF-ALIGNMENT
LEADERSHIP
IN THE MIDDLE
INTEGRATION WORKING WITH OTHERS
Customer Orientation
Business Acumen
Project Leadership
Managing Change
Self-UnderstandingResiliency
Relationship Skills
Communication
Coaching/Mentoring
Actualizing Vision
Conflict Management
What is Leadership?
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DISCUSSION
Note How Many of the
Leadership Competencies RelyOn High Emotional Intelligence!
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Good Leadership
The understanding of the nature of
leadership has greatly developedduring the last few decades.
A position of leadership gives one anunusual degree of influence overothers.
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Good Leadership
Onesinfluence may be either positive ornegative.
Studies in capitalist enterprises show thatthe actions of the leader account for up to
70 percent of employees perceptions ofthe climate of their organization.
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Model to Develop Emotional Intelligence
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How to Become an Emotionally IntelligentLeader?
The first step is to envision your ideal.
Who do you want to be?
What do you want to achieve in life?
What do you want to achieve in your work?
What do you want to give to the world?
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Our Limitations
To change the world requires great struggleto overcome tremendous obstacles.
Yet the greatest obstacles we will face arewithin:
our own limitations and bondages; our mental complexes and weaknesses.
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To Overcome our Limitations
Self-analysis
The spirit of struggle Inner change:
superimpose jealousy with friendliness hatred with compassion, forgiveness
envy with praise, encouragement
pride, arrogance with humility
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The Good - Description
Good Boss
Visionary
Humorous
Kind
Appreciative
Good communicator
Clear, precise
(communication)
Hard worker
Empathetic
Good team
builderPositive
EthicalResults-oriented
(vs. process)
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The Bad - Descriptions
Bad Boss
Disrespectful
Belligerent
DemeaningMoody
Negative
UnethicalIncompetent
Discouraging
Self-absorbed
Inconsistent direction
Vindictive
Ego-maniac
Prideful
Manipulative
Paranoid
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The Good - Feelings
Good Boss
Empowered
Enthusiastic
Valued
Energized
Hopeful, Confident
Safe, Relaxed
Mutual admiration
Respected
Motivated to excel
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The Bad - Feelings
Bad Boss
Little, small,
demeaned
Hopeless
Stupid
Drained
Very Stressed
Angry
Fearful
Depressed
Unappreciated
Incompetent
RebelliousWithdrawn
Uncooperative
UnproductiveEager to
sabotage
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Intent vs. Impact
People with highly-developed EI are aware of theirIMPACT.
They are acutely aware that the impact thatbehaviorhas on others can be different from whatyou intend or expect.
People respond to you based upon what theyperceive about your behavior, not what you thinkthey perceive.
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Developing Your Emotional Intelligence
Acting With Integrity
Difficult choices occur
Align choices with core values
Negative impact from being out of alignment
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If we knew nothing about a store except thatemployee attitudes had improved 5%, wecould predict that its revenue would rise .5%above what it otherwise would have been.
--Sears executive, Harvard Business Review,January, 1998
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NineStrategies
for
Taking the time for mindfulness
Recognizing and naming emotions
Understanding the causes of feelings
Differentiating between emotion and the need to take action
Preventing depression through learned optimism
Managing anger through learned behavior or distraction techniques
Listening for the lessons of feelings
Using gut feelings in decision making
Developing listening skills
PromotingEmotionalIntelligence
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Discussion
How can we strengthen competencies
that are currently less-developed? How does this information shape the
way we guide and interact with others?
How does our understanding of behaviorand motivations impact our EI?
How can we use this information tobe better leaders?
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THE END
THANK YOU FOR YOURATTENTION
REMEMBER EI IS THE
DIFFERENCE BETWEENSUCCESS AND FAILURE
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EXTRA SLIDES
EIComponents-Inmore detail
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EI Components-In more detail.
Self
awareness
Knowing what we
are feeling at the
moment
Having a realistic
assessment of ourcapabilities
Being self
confident
Emotional
awareness
Accurate self
assessment
Self confidence
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Selfregulation
Controlling ouremotions so that
they do not
interfere with the
task at hand
Self controlTrustworthiness
Conscientiousness
Adaptability
Innovation
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Motivat ion Moving towards ourgoals
Taking initiative
Striving to improve
Persevering in the faceof setbacks and
frustrations
Achievementdrive
Commitment
Initiative
Optimism
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EmpathySensing what
people are feeling
Understanding
their perspective
Cultivating rapport
Supporting
diversity
Understanding
others
Developing others
Service
Leveraging
diversity
Political
awareness
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Social skills Handling emotions insocial relationships
well
Persuading andleading
Negotiating
Settling disputes for
cooperation andteamwork
Communication
Conflict
management
Leadership
Change agent
Building bonds
Collaboration and
cooperation
Team capabilities
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Self Awareness
Emotions can be and often are unconscious as well asconscious.
They begin before we are rationally aware of an oncomingfeeling.
Unconscious emotions can have a powerful effect on ourthoughts and reactions, even though we are not aware ofthem.
When we become conscious of these feelings, then we canevaluate and better control them.
Therefore, self-awareness is the foundation for managingemotions, such as being able to shake off a bad mood.
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Self Awareness
A self-aware person who knows that tight deadlines bring out the
worst in him will plan his time carefully and get his work done wellin advance.
Someone who is highly self-aware will be able to be firm turning
down a job offer that is tempting financially but does not fit with
his principles or long-term goals.
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How can one recognize self-awareness?
It shows itself as candor and an ability to assess oneselfrealistically.
People with high self-awareness are able to speak accurately andopenly about their emotions and the impact they have on theirwork
One of the hallmarks of self-awareness is a self-deprecatingsense of humor.
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Self- aware people know - and are comfortable talking about - their
limitations and strengths, and they often demonstrate a thirst for
constructive criticism.
Self-aware people know well their capabilities and are less likely to
set themselves up to fail by, for example, overstretching on
assignments. They know when to ask for help.
And the risks they take on the job are calculated. They won't ask
for a challenge that they know they can't handle alone.
They'll play to their strengths.
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Emotional awareness
Understanding our emotions
Understanding the links between our feelings and our thoughtsand actions
Realising how feelings affect performance
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Self assessment
Awareness of our strengths and weaknesses
Ability to reflect and learn from experience Openness to feedback
Sense of humour
Sense of perspective
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Self confidence
Self assured presence
Voicing unpopular views Decisiveness even under pressure and uncertainty
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Self Regulation
Self-mastery and the ability to withstand emotional storms is a
valuable competency.
Managing emotions is a full-time job.
Many of the things we do every day, from work to recreation,
are attempts to manage mood.
The signs of emotional self-regulation include reflection and
thoughtfulness; comfort with ambiguity, change, an ability tosay no to impulsive urges.
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Self control
Controlling impulse
Getting on top of distressing emotions Staying composed even under pressure
Thinking clearly and staying focused under pressure
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Trustworthiness
Acting ethically
Reliable and authentic
Ability to admit mistakes
Ability to confront unethical actions
Taking tough principled stands even if they are unpopular
C i i
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Conscientiousness
Meeting commitments
Keeping promises Self accountable
Organised and careful in the workplace
Ad t bilit
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Adaptability
Ability to handle multiple demands and shifting priorities and rapid
change Adapting responses and tactics to fluid circumstances
Flexibility in seeing and interpreting events
Positive and cheerful disposition
I ti
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Innovation
Seeking out new ideas from various sources
Entertaining original solutions to problems Generating new ideas
Taking fresh perspectives and risks in their thinking
M ti ti
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Motivation
Positive motivation is crucial to achievement. Emotions determine motivation levels, ie how people get on in
life because they can enhance or limit the capacity to useinnate abilities.
Such people seek out creative challenges, love to learn, and
take great pride in a job well done. They also display an unflagging energy to do things better.
They often seem restless with the status quo.
They are persistent with their questions about why things aredone one way rather than another; they are eager to explorenew approaches to their work
A hi t d i
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Achievement drive
Result orientation
Setting challenging goals and taking calculated risks Always looking for ways to improve performance
C it t
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Commitment
Focused on larger organisational goal
Sense of purpose Aligned with core values of the organisation
I iti ti
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Initiative
Readiness to seize opportunities
Pursuing goals beyond what is ready or expected Cutting through red tape and bending the rules when necessary
to get the job done
Mobilising others through unusual, enterprising efforts
O ti i
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Optimism
Persistence in seeking goals despite obstacles and setbacks
Operating out of hope rather than fear of failure Seeing setbacks with the right perspective
Empathy
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Empathy
Rapport, the root of caring, arises from the capacity for empathy.
Those who can read the feelings of other people are better
adjusted, more popular, more outgoing and more sensitive.
These are the people who are more likely to carry differentmembers of the team along.
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Empathy doesn't mean adopting other people's emotions as one's
own and trying to please everybody.
Empathy means thoughtfully considering employees' feelings -
along with other factors - in the process of making intelligent
decisions
Empathy is particularly important today as a component of
leadership for various reasons: the increasing use of teams; the
rapid pace of globalization; and the growing need to retain talent.
Understanding others
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Understanding others
Paying attention to emotional cues and listening well
Showing sensitivity and understanding others perspectives Helping others based on their needs and feelings
Developing others
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Developing others
Acknowledging and rewarding peoples strengths and
accomplishments
Offering useful feedback and identifying peoples needs for
further growth
Mentoring and coaching
Service orientation
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Service orientation
Understanding customer needs
Looking for ways to improve customer satisfaction and loyalty Gladly offering appropriate assistance
Taking the customers perspective
Leveraging diversity
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Leveraging diversity
Respecting and relating well to people from varied backgrounds
Understanding diverse world views and being sensitive to groupdifferences
Viewing diversity as an opportunity
Challenging bias and intolerance
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Social skills
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Social skills
The ability to express feelings is a key social competence.
Emotions are contagious.People send emotional signals during every encounter and
unconsciously imitate the emotions that others emanate.
The better we are at sensing the emotions of others and
controlling the signals we send, the more we can control the
effect we have on others
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Social skill is not just a matter of friendliness.
Social skill is friendliness with a purpose: moving people in thedesired direction, whether that's agreement on a new marketingstrategy or enthusiasm about a new product.
Socially skilled people tend to have a wide circle of acquaintances. That doesn't mean they socialize continually; it means they work
according to the assumption that nothing important gets donealone.
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Such people have a network in place when the time for actioncomes.
Social skill is the culmination of the other dimensions of emotional
intelligence.
People have strong social skills when they can understand and
control their own emotions and can empathize with the feelings ofothers.
Even motivation contributes to social skill.
Influence
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Influence
This involves skills in winning people.
Sometimes it involves over-dramatising some points Ability to fine tune the pitch to appeal to the listener is important.
It often involves using influence to build consensus and support
Communication
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Communication
Ability to register emotional cues
Good at listening Information sharing
Receptiveness to bad news
Conflict management
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Conflict management
Ability to deal with tense situations with diplomacy and tact
Spotting potential conflicts and bringing them out into the open Encouraging debate and open discussion
Ability to orchestrate win win solutions
Leadership
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Arousing enthusiasm for a shared vision/mission
Stepping forward to lead as needed regardless of position
Guiding the performance of others while holding them
accountable
Leading by example
Change management
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Change management
Recognising the need for change and removing barriers
Challenging the status quo and acknowledging the need forchange
Championing the change and enlisting others in its pursuit
Modelling the change expected of others
Building bonds
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Building bonds
Cultivating and maintaining extensive informal networks
Seeking out mutually beneficial relationships Building rapport
Maintaining good personal relationships with colleagues
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Team capabilities
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Team capabilities
Modelling team qualities like respect, helpfulness and
cooperation
Drawing all members into active and enthusiastic participation
Building team identity, team spirit and commitment
Presenting the group and its reputation
Sharing credit
THE END
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THE END
THANK YOU FOR YOUR ATTENTION
REMBER EIIS THE DIFERENCE BETWEEN
SUCCESS AND FAILURE
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THANK YOU