Leadership, Team Building, and

Scaling | Entrepreneurial
Management BEED 2 -A
Topic 6 | Leadership, Team Building, and Scaling
Outline:

 Developing leadership skills and emotional intelligence

 Building and managing a high-performing team
 Scaling the business while maintaining profitability
 Managing growth and change

 Developing Leadership skills and emotional intelligence

When you think of a "perfect leader," what comes to mind?
You might picture someone who never lets his temper get out of control, no matter what problems he's
facing. Or you might think of someone who has the complete trust of her staff, listens to her team, is easy to
talk to, and always makes careful, informed decisions.

 What is Emotional Intelligence??

Emotional intelligence or EI is the ability to understand and manage your own emotions, and those of the
people around you.
People with a high degree of emotional intelligence know what they're feeling, what their emotions mean,
and how these emotions can affect other people.
For leaders, having emotional intelligence is essential for success. After all, who is more likely to succeed –
a leader who shouts at his team when he's under stress or a leader who stays in control, and calmly assesses
the situation?
 5 Key Elements to Emotional Intelligence according to Daniel Goleman
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social Skills

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your
actions can affect the people around you.
Being self-aware when you're in a leadership position also means having a clear picture of your
strengths and weaknesses, and it means behaving with humility.
2. Self-regulation
Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional
decisions, stereotype people, or compromise their values.
3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards
for the quality of their work.
4. Empathy
For leaders, having empathy is critical to managing a successful team or organization. Leaders with
empathy have the ability to put themselves in someone else's situation.
 Leadership, Team Building, and
Scaling | Entrepreneurial
Management BEED 2 -A
5. Social Skills
Leaders who do well in the social skills element of emotional intelligence are great communicators.
They're just as open to hearing bad news as good news, and they're experts at getting their team to
support them and be excited about a new mission or project.

 Building and managing a high performing team

● A high-performing team is an elite group of individuals who leverage their collective skills, diverse
perspectives, specialized expertise, and complementary skills to accomplish challenging goals.

 Characteristics of a high performing team:

1. They have clear goals tied closely to team and organizational priorities. High-performing teams are
aligned in their focus, purpose, and priorities.
2. They understand how their work fits into the organizational mission. When employees understand
how their job fits into the context of the overall goals and mission of the organization, they are more
engaged and productive. High-performing teams know their “why” and work together to support a
shared vision.
3. They have defined roles and responsibilities. Conflict can quickly derail an otherwise talented and
productive team. High-performing teams minimize unnecessary conflict by defining each person’s role
and responsibilities clearly.
4. They communicate clearly and respectfully. When communication breaks down, conflict arises and
performance suffers. High-performing teams set clear expectations and channels for communication
so everyone knows when and where to communicate and who they need to connect with.
5. They thrive on two-way feedback. High performing teams foster a culture of continuous
improvement through open and constructive two-way feedback.
6. They manage work and deadlines based on priorities. High-performing teams focus on what
matters most and spend their time accordingly.
7. Managers and employees feel aligned and connected. One-on-one meetings serve as a
cornerstone of high performing teams, promoting clarity and communication between managers and
employees.
8. They trust and respect each other. The level of collaboration and teamwork required for high
achievement depends on trust and mutual respect.
9. They celebrate success together and recognize contributions. High-performing teams understand
that success results from team effort. They celebrate wins together and take opportunities to
recognize and show appreciation for each employee’s contributions.
10. They practice continuous learning. High-performing teams value feedback and learn from their
mistakes. They look for opportunities to grow by nurturing a feedback culture and investing in ongoing
employee development. Continuous learning propels growth and keeps teams striving for higher
achievement.
11. They balance short-term priorities with long-term growth. High-performing teams strike a delicate
balance between short-term results and long-term growth. While focused on achieving immediate
objectives, they also invest in learning, growth, and development to stay ahead of the curve.
 Leadership, Team Building, and
Scaling | Entrepreneurial
Management BEED 2 -A

 Scaling the business while maintaining profitability

• Scaling your business for profitable growth means adding clients and team members at a rate that is
slower than your increase in costs. This can help you avoid running out of resources or suffering
a dip in clientele.

1. Focus on your core purpose - Focusing on your core purpose can help you scale your business
for profitable growth.
2. Hire the right people - Recruiting and hiring the right team members is one of the most critical
elements to a business’s success.
3. Invest in the right technology - The most important thing to know about scaling business for
profitable growth is that you must invest in the right technology.
4. Invest in Your Customers - The best way to scale a business for profitable growth is to focus on
the needs of your customers.

 Managing Growth and Change

 Much time and effort are spent, and rightly so, on the launch phase of a new company and decisions
made and actions taken during that phase will impact the future of the business and how the focus of
the members of the senior management team will change as the company evolves.

a. Targets for organizational change

 Companies, like all organizations, must continuously evaluate the need for redesigning
their organizational structure to deal with changes in their business environment and ensure that the
mechanisms and procedures for coordination and control continue to operate effectively.

b. Human Resources
 The skills and abilities of the managers and employees of the company (i.e., human
resources) are essential to the efforts of the company to develop and maintain its core
competencies and thus establish a competitive advantage.

c. Functional Resources
The ability of functional departments to increase their value-creation capabilities depends
on identifying and implementing necessary changes in their organizational structure, culture and
technology.

d. Technological Capabilities
 Companies may seek organizational change through strengthening their technologies
capabilities in order to improve their ability to rapidly develop and launch new products, reduce
manufacturing costs, increase the quality and reliability of products, and create customized versions
of products to achieve differentiated advantages.

e. Organizational Capabilities
 An important, but often forgotten, source of organizational change is planned changes to
the organizational structure and culture of the company in order to enhance the ability of the
company’s human and functional resources to create new value.

f. Complex process of executing organizational change

 While the targets of organizational change can be categorized in the manner described
above, it usually necessary to make appropriate changes in several areas at the same time in order
for the company to actually achieve the targeted goals and objectives for increased value.

g. Forces triggering the need for organizational change

 Leadership, Team Building, and
Scaling | Entrepreneurial
Management BEED 2 -A
 The need to undertake some form of organizational change can arise from any of the
same forces that define the environment in which companies must compete: competitive forces,
economic forces, political forces, global forces, demographic forces, social forces and ethical forces.
h. Barriers to organizational change
 There is no shortage of stories about successful companies that suddenly encounter hard
times and one of the main reasons for these difficulties is usually their inability to effectively deal
with new developments in their environment and identify and execute the necessary organizational
changes.

i. Organizational-level resistance to change

 One of the main impediments to change at the organizational level is the natural interest
of people, functions and other business units to protect their “turf” and avoiding ceding actual or
perceived power and influence to others as part of a redesign of the organizational structure to
address environmental forces.