Developing yourself as a team leader Essay

1.1 Role of the squad attractor (12)The region of the hidden source Management squad bleeder is to lead a multi-disciplined subsurface team up answerable for root prudence, identification and development of hot reserves, production rate obtainment, and development of raise oil recovery process. The thickheaded RMT attractor is responsible for the Kharaib, Arab, Fadhilli oil seeds and Khuff gas root. His role is to supervise a multi-discipline staff of artificial lake engineers, production engineers, geoscientists, and petrophysicists ensuring their technical and professional development. He also coordinates development, root management and sanitary work with other reservoir management teams. As well as providing handicraft unit attractorship to insure that reservoir management team work is merged and integrated with other departments, including drilling, production operation, cut chain, and facilities.1.2 Responsibilities of the Team draw (8)Following argon the responsibilities of the reservoir management team attractor Reservoir ManagementPrioritizes and coordinates reservoir command and see data acquisition with doing applied science Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Technical SupervisionReviews and provides technical/stinting feedback on key geological and reservoir studies and terminations. Ensures show timelines are met. Provides engineering check in scale up of geologic description data into comprehensive reservoir earth models to be utilise for some(prenominal) modeling and analytical efforts Financial masterApproves AFEs and unit transactions within field of force of responsibility in accordance with acclaim limits Participates in developing annual figures and vast term plan LeadershipAligns efforts of reservoir engineers, geologists, production engineers forRMT Ensures performance management of say reports and development of staff Determines resource subscribefully to complete detailed evaluations and support of operations1.3 Authority and Accountability Limits of the Team Leader (12) The reservoir management team attractor in Tatweer Petroleum is mainly an consultatory position with little authority. Deep RMT leader is responsible for controlling deep team operating and capital budget appoint by department theater director lineage of each year. He is responsible for calling team vacancies, and interviewing and recruiting team staff. He is also accountable for appraising team members and recommending raise for them. The next are the only authority limits for Deep RMT leader Approving workover expenditure requests (WAR) up to $100,000 Approving new well project requests (PAR) up to $500,000Approving team members get d sustain reports up to $5,0001.4 Example of Team Leader Referring to Senior Authority (8) A workover programme to perform a production enter mentation* on atomic number 53 of Deep RMT wells w as prepared by the team production engineer and approved by the team leader. The cost for this operation was $150,000, which is preceding(prenominal) the team leader workover request favourable reception limit. On the other hand, in 2013 Tatweer is undermenti wizd a cost control scheme to minimize operating expenditure budget which this operation is falling under. Therefore, the team leader has to refer this workover operation to the department manager and get his approval. * Production Logging follow a diagnostic operation at which reservoir intervals contributing to production is identified. A third party service supplier is used to perform such operation. constituent 2 Be able to render feedback on their workplace performance to identify strengths, weaknesses and areas for remediatement2.1 Feedback on Own action from Different Sources (12)I redeem used different sources to get feedback on my own performance. prototypal feedback was from ILM crowd 13 which consists of 8 members in addition tome. Each of the 8 members and the ILM instructor has been asked to write down one of my strengths and one area of make go badment. 8 off of 9 have given their feedback which is shown in Figure-1 and the rewritten version is shown in Table-1 beneath.2.2 Feedback Interpretation and Areas of onward motion (20)ILM Group-13 FeedbackThe members of the ILM Group-13 consent that I am technically strong, hard worker, confident, nigh(a) communicator and listener, and have technical delegation readiness. On the other hand, the group has agreed on several areas of improvement. First one is a personal skill that I need to be determinative approximately my station and aim and the go to get there. Second one is an organisational skill that I need to fill sure objectives are clear and be focused to achieve it. Third one is and interpersonal skill that I have to accept other opinion.Leadership Skills reviewLeadership skills survey showed that overall I am quit e good in the 8 areas with average score of (4.4/5) in conference and social skills, (4.4/5) in goal solidificationting, (4.4/5) in managing myself, (3.8/5) in motivating people, (4.1/5) in being creative in riddle solving, (4.5/5) in inspiring combine and respect, (4/5) in being kindle in and valuing team members, and finally (4.2/5) in developing the skills of my team. The survey did not show much to improve and therefore, I have conducted a self-assessment using the same survey and compared it with the survey result (Figure-2). Self-assessment survey is shown Appendix 3. The result of my self-assessment showed good agreement with the survey result in 3 areas managing myself (4 versus 4.4), being creative in problem solving (4.3 versus 4.1) and inspiring trust andrespect (4.3 versus 4.5).However, my self-assessment showed I need to improve in developing the skills of my team (scored 2.7/5) and specifically coaching team members (scored 2/5). I also need to improve communicat ion and social skills (scored 3/5) and specifically petition suspenses and hearing to answers (scored 2/5). And finally I need to improve being interested in and valuing team members (scored 3.5/5) and specifically lacking(p) to know some team members attitudes and values, feelings and emotions (scored 2/5).Figure-2 Leadership self-assessment versus survey2.3 Action jut (28)Based on the above feedback interpretation, the side by side(p) are the area of improvements I need to work on and develop Be determinant about what I want to and travel to get there saddle horse clear objectives and instruction on achieving it instruct team membersAsking question and listening to answersAccept other opinion lacking to know about team members attitude and values, feelings and emotions To develop the above weaknesses I came up with an action plan and a organise date and summarize it in the below table.Area to developHow will I achieve itWhen will I do it byWho will help meWhat is my pass judgmentTick when doneBe decisive about what I want to and steps to get thereRead books and articles about how to be decisive and make better decision at work 1-Feb-14 meshingSpecify my next development target in Tatweer as part of my while planningSetting clear objectives and focusing on achieving itAttend ILM level 2 course1-Feb-14RMT LeaderBeside team objectives, set my own SMART objectives for 2014 Put a timeline to achieve assigned objectives for 2014Coaching team membersAttend coaching training seancePractice coaching31-Dec-14RMT LeaderBe responsible for coaching at least 1 engineering traineeAsking question and listening to answersRead about how to improve asking questions and listening skills 31-Dec-13Internet haughty feedback from work colleaguesAccepting other opinionPractice listening to others31-Dec-13InternetMyself arrogant feedback from work colleaguesWanting to know about team members attitude and values, feelings and emotions Practice by change my behavior and start talk to team members to explore their attitude and values, feelings and emotions 31-Dec-13Myself commanding feedback from work colleaguesDelegate Name cultivation CourseTraining Venue