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International
Leadership,
Management and
Entrepreneurship
Program
Leadership, Management and Entrepreneurship
workshop
By
Dr. Henry Efegbere
GLOBAL COMMUNITY HEALTH FOUNDATION

Agenda: Monday 25 July 2011
Time Sessions
11:00 – 13:00
Opening Session
• Review Leadership, Management and Entrepreneurship workshop
• and objectives
• Review workshop agenda
• Introductions and Expectations
• Establish ground rules
13:00 – 14:00 Break
14:00 – 15:00 Session 1: Team Building Overview
• Introduce team concepts and its relevance within the Fellowship program
• Roles and interconnectedness of the Fellowship family
• Characteristics/stages of a functional team
15:00 – 15:30 Game
15:30 – 16:30 • Lessons from the game
Session 2: Common team challenges
• Using the ladder of inference
Session 3: Emotional Intelligence
16:30 – 17:00 Intro to the world of personal computers & close

OBJECTIVES
 Clarify the different groups involved
 Clarify team work concepts, its relevance,
application and strengths
 Discuss the different aspects of team work and
their unique characteristics/stages
 Propose tools and techniques that promote
productive conversations
 Ability to practice the new skills

Fellowship Program
Standards
 Client satisfaction
 Professionalism
 Good attitude
 Timeliness
 Precise and accurate information

Fellowship Family: different teams
Facilitators
Mentees Mentors
Resource persons
Advisory board
MSH

Fellowship Program: Roles and interconnectedness
MSH
MentorsMSH/others
Advisory board
MenteesFacilitators
PEPFAR HP
Fellowship
Family

Game
Game A:
Individual exercise to predict what I have
Game B:
Working in groups, produce a replica of what I have

Team building exercise: team characteristics
• What went well and why?
• What went wrong in your group?
• What have we learnt?
• How can teams be encouraged to produce better results?
• Someone felt out of place within the teams, why was that?

Checklist for well-functioning teams
1. Purpose
2. Priorities
3. Roles
4. Decisions
5. Personal abilities
6. Group rules

Checklist for well-functioning teams
1. Purpose: team mates proudly invest in accomplishing
the task
2. Priorities: team mates are convinced about what to do
and work towards achieving it
3. Roles: team mates are clear of who is leading the
group and everybody feels part of the process
4. Decisions: decision-making lines (informal) are clearly
understood and accepted
5. Personal abilities: team mates feel that their
contributions are valued and utilised
6. Group rules: established together, followed through
and respected by team mates

Who is an effective leader or
team mate?
 Effective leadership reflects in our big
and small decisions
 It reflects in the way we interact with our
family, colleagues and friends
 It reflects in the way we greet people
 It aligns people around an objective

How can I be an effective leader
or team mate?
 By being emotionally intelligent!


What does it mean to be
emotionally intelligent?
 Fully developing and applying emotional
and social skills
 Using improved skills to positively
influence our facility and community

Two Levels of Emotional
Intelligence
 Core skills: Intelligence needed by
everybody who is in contact with people
 Higher order skills: Intelligence needed
by those managing others at home,
work, community e.t.c

First level of skills
Core skills: Intelligence needed by
everybody in contact
with people
 Knowing yourself
 Maintaining control
 Reading others
 Perceiving accurately
 Communicating with flexibility

Higher Level of Emotional
Intelligence
Higher order skills: Intelligence needed by
those managing
others at home, work, community e.t.c
 Taking responsibility
 Generating choices
 Embracing a vision
 Having courage
 Demonstrating resolve

Blocks to Emotional Intelligence
 Fear and worry
 Avoiding pain
 Anger and prejudice
 Blaming others
 Negative self image
 Unrealistic expectations

Team mate from hell!
Case study: Sister Temmy

Lessons from the play: common team problems
 Communication – bad listening & lack of
understanding
 Lack of appreciation of each team
member

Using the Ladder of Inference

Sister Temmy Case Study

Case study analysis
• What were the observable facts?
• What was the data Sister Temmy selected?
• What were her interpretations?
• What were her conclusions?
• What blocked Temmy’s emotional intelligence?

Ladder of Inference:
Observable data
Selected data
Interpretation
Conclusion

How can we improve our communication?
• Distinguishing observations/facts from interpretations
• Knowing our interpretations are partial and subjective
• Looking for data to sustain our interpretations
• Enrich our interpretations with other’s point of view
The more data we add, the more accurate our picture of the world and
the better our decision making process

How can I not be like Temmy?
I need to know myself by:
 Recognizing my emotions
 Differentiating between the emotions
 Understanding the reasons behind each
emotions

I need to MAINTAIN CONTROL by:
 Delaying or resisting an impulse or
temptation to act
 Controlling aggressive, hostility and
irresponsible behaviour
 Managing emotions in a flexible and
adaptable way
It is about staying calm and composed amidst
chaos and confusion.

I need to READING OTHERS by:
 Being aware of the emotions of others
 Appreciating the emotions of others
 Understanding how and why people feel
and act the way they do

I need to PERCEIVE ACCURATELY by:
 Accurately assessing a situation
 Having clear vision
 Keeping a broad perspective and being
objective
Perceiving accurately is about tapping into the
emotional
information available to us in a detached way so
that we
can assess a situation objectively.

Exercise: Knowing yourself (20 minutes)
1. Reflect on a recurrent problem you face in your
facility, community or family that create some sort of
emotional tension
2. Picturing the problem, write down the feelings and
emotions that it brings up
3. Now ask yourself, why am I having these feelings?
Keep asking why behind the emotions
4. Based on your self enquiry, write out some new ways
on how to act when faced with the situation again.

Exercise: maintaining control (plenary)

Exercise: Reading others (plenary)
1. Who do you know who reads others well?
2. What do they do that make you feel that they read others well?
3. How do you feel around them?
Remember: reading others takes practice. You can develop this skill
by receiving feedback and try not to be defensive.

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Editor's Notes