Leadership inseamna dorinta de a risca. Leadership inseamna pasiunea de a schimba ceva pentru ceilalti.

Leadership inseamna sa fii nesatisfacut de realitatea actuala. Leadership inseamna sa iti asumi responsabilitatea atunci cand ceilalti cauta scuze. Leadership inseamna sa vezi posibilitatile intr-o situatie in care ceilalti vad doar limitarile. Leadership inseamn sa fii pregatiti sa iesi in evidenta intr-o multime. Leadership inseamna o minte si un suflet deschise. Leadership inseamna capacitatea de a iti lasa egoul pentru binele general. Leadership inseamna sa trezesti in ceilalti abilitatea de a visa. Leadership inseamna sa le oferi celorlalti inspiratie si o viziune despre contributia pe care o pot avea. Leadership inseamna puterea unei persoane de a o folosi pe cea a multora. Leadership inseamna ca sifletul tau vorbeste sufletelor celorlalti. Leadership inseamna integrarea inimii, a mintii si a sufletului. Leadership inseamna abilitatea de a iti pasa si, astfel de a elibera ideile, energia si abilitatile celorlalti. Leadership inseamna visul care devine realitate. Leadership inseamna mai presus de orice, curaj. John Maxwell Nu le spune oamenilor cum sa faca bine lucrurile; spune-le ce sa faca si lasa-i sa te surprinda cu rezultatele lor. George S. Patton Capacitatea de a-i manifesta ntr-o msur ridicat imaginaia, ingeniozitatea i creativitatea n rezolvarea problemelor organizaionale este larg distribuit n rndul populaiei. http://www.youtube.com/watch?v=30KOePFNqCU

http://www.scribd.com/doc/47332331/160-de-activit%C4%83%C5%A3i-dinamicejocuri-pentru-TEAM-BUILDING pg 29 pg64 pg88 pg 94 separarea incatusatilor pg123 una vorbim si basca intelegem

1.Un juctor este un expert pe un subiect, de multe ori furnizate de ctre public. Furthermore, he's from a foreign country (perhaps also supplied by the audience). Mai mult, el este dintr-o ar strin (poate, de asemenea, furnizate de ctre public). The expert gives a lecture in GibberishC and a second player translates. Expertul ofer o prelegere n GibberishC i o traduce al doilea juctor.

2.O scen este jucat, n care fiecare linie de lng vorbit trebuie s nceap cu ultima liter din linia anterioar. 3. VIII . Key Words Cuvinte cheie
Author : Tom Siebold is a writer and consultant in Minneapolis. Autor: Tom Siebold este un scriitor i consultant n Minneapolis. He is also co-owner of Collegegrazing.com--a site to help college bound teens to learn more about what they need and want in a college. El este, de asemenea, co-proprietar al Collegegrazing.com--un site pentru a ajuta la adolescenti colegiu consolidate pentru a afla mai multe despre ceea ce au nevoie i doresc ntr-un colegiu. Objective (s) : To write a personal statement of leadership Obiectiv (e): Pentru a scrie un motto personal de conducere How the author has used this exercise : This is a good exercise to get encourage leaders to think about their daily leadership behavior. Cum autorul a folosit acest exercitiu: Acesta este un exercitiu bun pentru a obine a ncuraja liderii s se gndeasc la comportamentul lor de conducere de zi cu zi. Activity Description : In this exercise leaders think about their daily roles and then quickly write down key words that come to their mind when they think of those roles. Descriere activitate: In acest exercitiu, liderii gndesc despre rolurile lor de zi cu zi si apoi scrie repede jos cuvinte cheie care vin n minte atunci cnd ei cred c din aceste roluri. These key words should reflect how they perceive of themselves performing each role. Aceste cuvinte cheie ar trebui s reflecte modul n care se percep pe ei efectuarea fiecare rol. Complete the chart below and then use the key words to write a leadership statement that characterizes their approach to leadership. Completai tabelul de mai jos i apoi s utilizai cuvintele cheie pentru a scrie o declaraie de conducere, care caracterizeaz abordarea lor la conducere. Leader Roles Leader Roluri Problem solver Problem solver Key Words Cuvinte cheie

Referee (settles interpersonal conflict) Arbitru (deconteaz conflict interpersonal) Process Manager (ensures that goals are met) Process Manager (se asigur c obiectivele sunt ndeplinite) Procurer (finds and manages resources) Achizitorul (gsete i gestioneaz resurse) Visionary Vizionar Crisis Manager (puts out everyday fires) Managerul de criz (pune n incendii de zi cu zi) Motivator Motivant Task Master Maestru de activitate Counselor (helps reports with personal issues) Consilier (ajut la rapoarte cu probleme personale) Risk Taker Risc Taker Expert Expert Options: You may want to give each participant a blank chart and have the group determine the everyday roles of the leader. Opiuni: Este posibil s dorii s dea fiecrui participant o diagram gol i au grupul determin rolurile de zi cu zi ale liderului. Also, you may want the participants to talk about their personal observations rather than write them. De asemenea, poate dorii participanii s vorbeasc despre observaiile lor cu caracter personal, mai degrab dect scrie-le. Added thoughts or considerations : This activity is a good springboard to discussing each of the leader roles in more depth. Adugat gnduri sau consideraii: Aceast activitate este o trambulin bun pentru a discuta fiecare din rolurile lider mai n profunzime. --Back to Activity Listing-- - napoi la cota de activitate -

IX . Walking the Talk IX . Plimbare Talk

Author : Tom Siebold is a writer and consultant in Minneapolis. Autor: Tom Siebold este un scriitor i consultant n Minneapolis. He is also co-owner of Collegegrazing.com--a site to help college bound teens to learn more about what they need and want in a college. El este, de asemenea, co-proprietar al Collegegrazing.com--un site pentru a ajuta la adolescenti colegiu consolidate pentru a afla mai multe despre ceea ce au nevoie i doresc ntr-un colegiu. Objective (s) : To translate stated values into leadership behavior Obiectiv (e): Pentru a traduce valorile declarate n comportamentul de conducere How the author has used this exercise : Cum autorul a folosit acest exercitiu: It is fun to compare how different leaders translate the same values. Este distractiv de a compara modul n care liderii diferite traduce aceleai valori. This is good stuff for discussion. Acest lucru este lucruri bune pentru discuii. Activity Description : Great leaders have identified and clarified their core working values. Descriere activitate: Marii lideri au identificat i clarificat valorile lor de baz de lucru. They understand how each of their core values translates into leadership behavior. Ei neleg modul n care fiecare dintre valorile de baz ale acestora se traduce n comportamentul de conducere. Either working individually or in pairs, participants can focus their leadership values by completing the chart below. Fie de lucru individual sau n perechi, participanii pot concentra valorile lor de conducere prin completarea graficul de mai jos. You can plug in different values or you can have participants isolate their own set of values for the chart. Putei conecta la diferite valori sau poti avea participani izola propriul set de valori pentru diagram.

Leadership Values Leadership Valori Integrity Integritate Positivity Pozitivitate Excellence Excelen Accountability Responsabilitate

How the value translates into personal leadership behavior Cum valoarea traduce n comportamentul de conducere cu caracter personal

Options: Use stated organizational values when they are available. Opiuni: Utilizarea valorilor indicate de organizare atunci cnd acestea sunt disponibile. Added thoughts or considerations : I like to use this exercise to open up discussion about giving power to organizational language. Adugat gnduri sau consideraii: Imi place sa folosesc acest exerciiu pentru a deschide discuia despre puterea de a da cu limba de organizare. Often participants feel that organizational values are just something that one sees on company handouts. Deseori, participanii s se simt c valorile organizaionale sunt doar ceva ce se vede pe fia companiei. Values don't become real until people make an effort to interact with them. Valorile nu devin reale pn cnd oamenii fac un efort pentru a interaciona cu ei. --Return to Activities Listing-- - napoi la cota Activiti -

X . Battling Negativity X . Lupta Negativitatea

Author : Tom Siebold is a writer and consultant in Minneapolis. Autor: Tom Siebold este un scriitor i consultant n Minneapolis. He is also co-owner of Collegegrazing.com--a site to help college bound teens to learn more about what they need and want in a college. El este, de asemenea, co-proprietar al Collegegrazing.com--un site pentru a ajuta la adolescenti colegiu consolidate pentru a afla mai multe despre ceea ce au nevoie i doresc ntr-un colegiu. Objective (s) : To identify strategies to deal with negative employees Obiectiv (e): Pentru a identifica strategii de a face cu angajai negative How the author has used this exercise : One of the biggest problems of leaders is to deal with reports who are excessively negative. Cum autorul a folosit acest exercitiu: Una dintre cele mai mari probleme ale liderilor este de a face cu rapoartele care sunt excesiv de negativ. Negativity can corrupt the work climate. Negativitatea poate corupe climat de lucru. Activity Description : Ask participants to give examples of the damaging effects of negativity in the workplace. Descriere activitate: Cerei participanilor s dea exemple de efectele nocive ale negativitate la locul de munc. As a group, discuss the dozen negative types listed below. Ca un grup, discuta zeci de tipuri de "negative", enumerate mai jos. Then have participants brainstorm ways that leaders can handle each type. Apoi, participanii au de brainstorming moduri in care liderii pot ocupa de fiecare tip. The goal is to end up with a list of helpful leadership strategies for dealing with negativity. Scopul este s se ncheie cu o list de strategii de conducere utile pentru a face cu negativitate. Negativity Types Tipuri de negativitate The Resisters-- They rail against anything different Cele dizideni - Ei feroviare fa de ceva diferit 2. 2. The Wobbly They are Wobbly - Acestea sunt constantly shifting moods and expect others to adjust to them schimbarea n mod constant starea de spirit i atepta ca ceilali s se adapteze pentru a le 1. 1.

3. 3.

The Gossipers-- They spread rumors and tell inappropriate personal tidbits Cele Gossipers - au rspndit zvonuri i spune delicatese necorespunztoare personale 4. 4. The Blamers They are Cele Blamers-Acestea sunt constantly blaming others . vina pe alii n mod constant. 5. 5. The Victims They believe people are out to get them Victimelor-Ei cred c oamenii sunt n afara pentru a le obine 6. 6. The Adhesives-- They can't let go, even things that happened years ago Adezivii - Nu pot lsa s plece, chiar i lucruri care s-au ntmplat de ani n urm 7. 7. The Pessimists-- They always expect the worst case scenario Pesimitii - Ei mereu se ateapt cel mai ru caz 8. 8. The Boilers They will blow over the slightest provocation Cele Cazane-Ei vor sufla peste cea mai mica provocare 9. 9. The Complainers They feel everything is wrong or will soon go wrong Cele plngerii-Ei se simt tot ceea ce este gresit sau va merge n curnd greit 10. 10. The Choosers They are constantly pitting one group against another Choosers-Ele sunt n mod constant adncituri un grup mpotriva altuia 11. 11. The Detached -- They feel most everything is dumb or beneath them Detaat - se simt cel mai prost sau tot ceea ce este sub ele 12. 12. The Self-Absorbed --They are constantly grabbing credit or attention Absorbit de propria persoana - Ele sunt n mod constant hapsn de credit sau de atenie Options: If you have the time, participants can develop their own list of negative types. Opiuni: Dac avei timp, participanii pot dezvolta propria lista de tipuri de negative. Added thoughts or considerations : Ask participants to give actual examples where they have used some of the strategies the group identifies. Adugat gnduri sau consideraii: Cerei participanilor s dea exemple reale n cazul n care le-au folosit unele dintre strategiile de grup identific. The conversation will probably move to the question, "What to do with the individual who doesn't respond to the strategies?" Conversaia se va muta, probabil, la ntrebarea, "Ce-a face cu persoana care nu rspunde la strategiile?" --Return to Activities Listing-- - napoi la cota Activiti -

XI . XI . Leadership Values Leadership Valori

Author : Tom Siebold is a writer and consultant in Minneapolis. Autor: Tom Siebold este un scriitor i consultant n Minneapolis. He is also co-owner of Collegegrazing.com--a site to help college bound teens to learn more about what they need and want in a college. El este, de asemenea, co-proprietar al Collegegrazing.com--un site pentru a ajuta la adolescenti colegiu consolidate pentru a afla mai multe despre ceea ce au nevoie i doresc ntr-un colegiu. Objective (s) : To clarify the leadership values that motivate leaders Obiectiv (e): Pentru a clarifica valorile de conducere care motiveaza liderii How the author has used this exercise : This is a good foundational exercise to explore the driving force behind leadership behavior. Cum autorul a folosit acest exercitiu: Acesta este un exercitiu bun pentru a explora fundamentale fora motrice din spatele comportamentului de conducere. Activity Description : Explain that it is important that leaders clarify their own sense of leadership values. Descriere activitate: Explicai c este important ca liderii clarifice sensul lor propriu de valori de conducere. Ask participants to reflect upon the values that define their role as a leader? Cerei participanilor de a reflecta asupra valorilor care definesc rolul lor, ca un lider? Then ask participant to individually circle five values listed below that best complete the following sentence: Cere apoi participant la cerc individual de cinci valori de mai jos cele mai bune, care complet urmtoarea tez:

" _________________ is a 'cornerstone' in my approach to leadership." "_________________ Este o" piatra de temelie ", n abordarea mea la conducere." ACHIEVEMENT AFFECTION PREDICTABILITY REALIZARE AFECTIUNILOR PREDICTIBILITATEA ADVENTURE COMFORT CONFORT RESPONSIBILITY AVENTUR CONFORMITY RESPONSABILITATE CHALLENGE CONFORMITATE RESPONSIVENESS PROVOCAREA COOPERATION Receptivitate CONTROL CONTROL COOPERARE PERSONAL CREATIVITY DIRECTNESS Sinceritate DEVELOPMENT Dezvoltare CREATIVITATE EXPERTNESS Competen personala ECONOMIC BALANCE FLEXIBILITY POWER POWER ECONOMIC BALANCE FLEXIBILITATE RECOGNITION FAIRNESS FRIENDSHIP PRIETENIE RECUNOATERE CORECTITUDINEA HELPFULNESS Ajutor RISK RISC FREEDOM LIBERTATE INDEPENDENCE SELF-RESPECT SELFHAPPINESS FERICIRE INDEPENDENA RESPECT HARD WORK HARD DE INTEGRITY VARIETY VARIETATE LUCRU INTEGRITATE SECURITY SECURITATE HONESTY LEADERSHIP TRADITION TRADIIE ONESTITATE CONDUCEREA TRUST NCREDERE HARMONY ARMONIE MORALITY/ETHICS WISDOM MINTE INVOLVEMENT MORALITATEA / ETIC OTHER VALUES: Alte IMPLICAREA LOYALTY LOIALITATE valori: ORDER COMANDA Have the group discuss how values drive leadership behavior. Au grup discuta despre modul n care valorile conduce comportamentul de conducere. Ask them for specific examples. Pune-le pentru exemple specifice. Options: You may want to pool participant responses to see if there are some common denominators in the group. Opiuni: Este posibil s dorii s rspunsurile participanilor pool pentru a vedea dac exist unele elemente comune n grup. --Return to Activities Listing-- - napoi la cota Activiti -

XII . XII . Leadership Skills Plan Abilitatilor de leadership Planificai

Author : Tom Siebold is a writer and consultant in Minneapolis. Autor: Tom Siebold este un scriitor i consultant n Minneapolis. He is also co-owner of Collegegrazing.com--a site to help college bound teens to learn more about what they need and want in a college. El este, de asemenea, co-proprietar al Collegegrazing.com--un site pentru a ajuta la adolescenti colegiu consolidate pentru a afla mai multe despre ceea ce au nevoie i doresc ntr-un colegiu. Objective (s) : To build a leadership skills development plan. Obiectiv (e): Pentru a construi un plan de dezvoltare a abilitatilor de conducere. How the author has used this exercise : This activity can help bridge the gap between talking about leadership and actually doing something to improve leadership skills. Cum autorul a folosit acest exercitiu: Aceast activitate poate contribui la reducerea decalajului dintre vorba de conducerea i de a face efectiv ceva pentru a mbunti aptitudinile de conducere. Activity Description : Explain to the participants that they will build a personal leadership development strategy. Descriere activitate: Explicai participanilor c ei vor construi o strategie de dezvoltare

personal de conducere. Of course take some time to discuss why this is valuable and what they are to do with it. Desigur, s ia ceva timp pentru a discuta de ce acest lucru este valoros i ceea ce trebuie s fac cu ea. Then have them study the leadership skills below (provide a handout). Apoi, le-au studia aptitudinile de conducere de mai jos (ofer o fi). Give the group a chance to add skills to the list. Da o ans de grup pentru a aduga la lista de aptitudini. Once they have discussed the list, ask each person to individually select three that he or she feels need attention. Dup ce au discutat lista, cere fiecare persoan pentru a selecta individual trei pe care el sau ea se simte nevoie de atenie. Plug those three into the chart below and fill in the necessary information an example is provided on the chart. Conectai cele trei n graficul de mai jos i completai informaiile necesare - un exemplu este oferit pe diagram. Leadership Skills Abiliti de conducere Find a vision Gsii o viziune Make meaningful decisions Coach others Coach altele face deciziile semnificative Establish team values Train for competency de tren Stabilirea echipei de valori Manage conflict Gestionarea pentru competen conflictelor Set norms stabili norme Give productive feedback Problem solve efficiently Oferirea de feedback productiv Identify expectations Problem rezolva eficient Identificarea ateptrilor Mange change Mange schimbare Nurture collaboration Hraniti Set goals a stabilit obiective colaborare Plan effectively Planificarea Assess performance Evaluarea eficient performanei Build trust Construirea ncrederii Share information informaii Conduct effective meetings Efectuarea edine eficiente Communicate successfully Comunicarea cu succes Leadership Growth Plan Planul de cretere economic de conducere Leadership Growth Activities People Who Indicators of Timeline Skills to Objective(s) for Activiti can Help Success Cronologie Improve each Skill Oamenii Indicatori ai Abiliti Obiectivul de care v pot succesului conducere cretere (e) ajuta pentru a pentru fiecare mbunti calificare Example : To conduct team 1. 1. Ask selected HR Director 15% increase of 1. 1. Obtain Exemplu: meetings where team members for & Director team members feedback after the more people honest feedback. HR & peers speaking at first three meetings. participate Adresai-v colegii meetings by the A obine feedbackMeeting Pentru a conducemembrii echipei end of the quarter. ul, dup primele trei Facilitation edinele de selectate pentru Creterea cu 15% edine. Reuniunea de echip n cazul feedback sincer. din membrii 2. 2. Try at least one Facilitare n care mai 2. 2. Have the HR echipei vorbind la new strategy every multe persoane Director critique a reuniunile de la two meetings. particip meeting Au critica sfritul ncercai cel puin o Director de Resurse trimestrului. noua strategie de la Umane o ntlnire fiecare dou reuniuni. A. A. B. B. C. C. Options: Participants may select a partner to check each other's progress. Opiuni: Participanii pot alege un partener pentru a verifica progresul reciproc. This helps people stay on task once the meeting or workshop is over. Acest lucru i ajut pe oameni s rmn n sarcina dat de ntlnire sau workshop-ului este de peste.

Added thoughts or considerations : Since skill development is ongoing, this sort of simple skills development plan should be repeated every quarter. Adugat gnduri sau consideraii: Deoarece dezvoltarea de calificare este n curs de desfurare, acest fel de plan de simplu de dezvoltare a competenelor ar trebui s fie repetat n fiecare trimestru.

Building Meaningful Work Relationships 1. Write a thank you note or job well done memo everyday for a week. Be certain your notes are sincere and specific. Make note of how recipients react. 2. Offer at least one sincere compliment a day. 3. Practice common courtesies: apologies, hallway greetings, thank you cards, get well messages, sympathy notes, etc. 4. Increase visibility by maintaining a visibility log. Use this log to keep track of the percentage of your workday that you are out of your office and talking to team members. 5. Make a point to ask team members more about themselves, not only about work related interests but also about their outside interests. 6. Make a list of ten questions about work performance that interest you. Then make a point to ask all ten over the course of a two-week period. The point is to engage your team members in personal and meaningful conversation. 7. Identify the team members who you have the most trouble with or who you know the least. Make a point to engage in a friendly one-on-one conversation with each of them. 8. Make a list of the traits that you believe interfere with your management relationships. Work to correct each one as you interact with others. 9. Identify team members with whom you have your strongest relationships. Make a list of traits that the relationships have in common. Work to nurture these traits with others. 10. Go a full day listening without interrupting once. Paper Clip Accountability
Place five paper clips in one pocket. Each time you compliment or meaningfully connect with a team member, transfer one paper clip to another pocket. At the end of the day all the paper clips should have moved. Back to Top

Motivate Others

1. Write an open letter in which you extol the achievements of your team. Be certain to use specifics. 2. Establish peer coaching partnerships to help inexperienced or stressed team members. 3. Arrange open forums in which volunteers exchange ideas and encouragement in order to support and motivate one another. 4. Design and administer a team morale survey. 5. Initiate a simple rewards program that offers prizes or recognitioneven if you just draw names out of a hat. Explain that the process symbolizes how you appreciate their hard work. Note that the prizes can be humorous or donated by team members. It is the symbolism that counts. 6. Go a full work week without using attacking or discouraging language when dealing with your team members. Strategize for Improvement 1. Work with a small group to create a stop doing list. These are procedures, actions, or policies that are outdated, cumbersome, redundant, or annoying. 2. Set a few minutes aside each day to reflect on how things are going professionally. You may want to ask a few team members to reflect with you. 3. Make a point to recognize team members who successfully implemented positive change. 4. Make a list of procedures, functions, and/or policies. With a committee of key players, grade each from A to F. Then talk about improvements. 5. Make a point to talk to numerous team members one-on-one and ask them the following two questions: What is quality? and How do we achieve quality? Take notes. 6. Review your current process of delegating. Then develop a list of guidelines for the delegation of tasks. Ask yourself how you can do it more effectively.
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Coach Others 1. Give selected individuals short but pertinent readings on professional strategies. Ask them later what they thought of the reading. 2. Meet with individuals and identify personal goals. Ask them how you can help them achieve their goals.

3. Form new hire focus groups to discuss workplace excellence. 4. Form Learning Circles. 5. Conduct open meetingsno agenda, just open talk. 6. Dont forget the easiest strategy of allask team members How are things going? Help Drive Positive Work Values 1. Engage team members in casual conversations around the questionWhat is a values driven team? 2. Discuss ethical standards with your team members. 3. Develop a matrix that shows the relationship between your values and your management behavior. 4. Research managerial ethics. Report your findings to the team. 5. Identify and clarify team norms or rules of professional interaction. 6. Link professional behavior to workplace values. 7. Write down the workplace values that define your approach to leadership. Share them with your team members.
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Building Trust 1. Work with a small group and identify trust busters. Discuss ways to avoid or eliminate trust busters. 2. Identify three team members who you trust the least and list those things that you distrust about them. Are there some common threads in all three? What is it that drives you to react to them cautiously? Over the next few weeks try at least one strategy to build a positive connection with each of the identified team members. 3. Find a short article on trust and give a copy to each of your team members. Ask them to discuss it with you over lunch or before or after work. 4. Establish a feedback group in which you discuss the level of trust on your team. Identify positive things that you can do to build trust. 5. If you made a leadership mistake, admit it and discuss it with your team. Note how the team reacts.

6. Define authentic behavior for yourself. Set some standards for authentic behavior and hold yourself accountable to them. 7. Make a short audio tape in which you affirm your commitment to building stronger levels of trust. Listen to this tape periodically for motivation and affirmation. 8. Survey your leadership peers to discover what they do to build trust with their teams.
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Conducting Better Meetings 1. Develop a list of things that you can say to let meeting latecomers know that tardiness is unacceptable. 2. Complete the following metaphor: My style as a meeting facilitator is like _______________________________________. 3. At your next meeting tell the participants that you are working on one or two meeting facilitation skills. After the meeting ask the group how you did with each. Ask for suggestions. 4. Identify three to five adjectives that define your style as a meeting facilitator. Then ask selected team members to identify your strengths and weaknesses as a meeting facilitator. Any Patterns? Similarities? Surprises? 5. At your next meeting stop mid way and ask the participants how the meeting is going. Ask for suggestions to improve your meeting facilitation. 6. Establish an assessment group and identify ways to keep meetings focused and on track. 7. Make a list of ways to replace meetings with other forms of communication.
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Clarify Issues 1. Create a committee clearing house to identify, define, and prioritize team issues. 2. Carry a small notebook to jot down information, opinions, and ideas that you hear from team. 3. Identify a personal mentor or coach who you can meet with regularly to talk openly about leadership issues.

4. Establish a feedback group to get insights into your leadership style and behavior. 5. As you gather opinions and viewpoints on an issue, make sure you get a diversity of ideas from diverse people. 6. Stop on occasion and identify those things that you feel are working well and those things that are causing stress. 7. List the major issues that you have confronted over the last two years. Is there a pattern? Is there a type of issue that keeps emerging? 8. Keep a log of the time it takes you to handle an issue. Determine if you are handling issues in a timely and efficient manner. Vision 1. Hold informal round tables to discuss the future of your team. 2. Keep a professional journal in which you focus on four aspects of visionary thinking: needs, wants, desires, and dreams. 3. Write out the best case scenario for what you want your team to become. Give it to your team and ask for responses and additions.