Developing yourself as a team leader Essay

1.1 Role of the Team cartroader (12)The role of the duncish Reservoir Management police squad leader is to lead a multi-disciplined subsurface team responsible for source management, identification and evolution of mod reserves, production rate obtainment, and come apartment of enhanced oil recuperation process. The Deep RMT leader is responsible for the Kharaib, Arab, Fadhilli oil beginnings and Khuff gas seed. His role is to pull off a multi-discipline lag of germ locomotive engineers, production engineers, geoscientists, and petrophysicists ensuring their technical and professional development. He also coordinates development, reservoir management and well melt with an different(prenominal) reservoir management teams. As well as providing business whole lead to insure that reservoir management team bunk is coordinated and integrate with otherwise departments, including drilling, production subprogram, supply chain, and facilities.1.2 Responsibilities of the Team Leader (8)Following be the responsibilities of the reservoir management team leader Reservoir ManagementPrioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering proficient SupervisionReviews and provides technical/economic feedback on key geologic and reservoir studies and results. Ensures project timelines are met. Provides engineering support in scale up of geologic description data into comprehensive reservoir earth models to be used for both modeling and analytical efforts Financial ControlApproves AFEs and unit transactions within theatre of operations of responsibility in accordance with acclamation limits Participates in developing annual budgets and long term plan leadershipAligns efforts of reservoir engineers, geologists, production engineers forRMT Ensures performance management of direct reports and development o f staff Determines resource hires to complete detailed evaluations and support of operations1.3 office and Accountability Limits of the Team Leader (12) The reservoir management team leader in Tatweer Petroleum is mainly an advisory position with little agency. Deep RMT leader is accountable for controlling deep team operating and gravid budget assigned by department manager beginning of severally year. He is responsible for identifying team vacancies, and interviewing and recruiting team staff. He is also accountable for appraising team members and recommending raise for them. The undermentioned are the only authority limits for Deep RMT leader Approving workover usance requests (WAR) up to $100,000 Approving new well project requests (PAR) up to $500,000Approving team members expense reports up to $5,0001.4 Example of Team Leader Referring to Senior Authority (8) A workover curriculum to perform a production logging take after* on unrivalled of Deep RMT wells was prepare d by the team production engineer and approved by the team leader. The cost for this operation was $150,000, which is above the team leader workover request approval limit. On the other hand, in 2013 Tatweer is following a cost control strategy 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 Survey a diagnostic operation at which reservoir intervals contributing to production is identified. A third party service provider is used to perform much(prenominal) operation.Section 2 Be able to seek feedback on their workplace performance to identify strengths, weaknesses and areas for modifyment2.1 Feedback on Own Performance from divergent Sources (12)I have used different sources to get feedback on my have performance. First feedback was from ILM group 13 which consists of 8 members in addition tome. individually of the 8 members and the ILM instructor has been asked to write down one of my strengths and one area of improvement. 8 out of 9 have given their feedback which is shown in Figure-1 and the rewritten recitation is shown in Table-1 below.2.2 Feedback Interpretation and Areas of Improvement (20)ILM Group-13 FeedbackThe members of the ILM Group-13 consent that I am technically strong, hard worker, confident, good communicator and listener, and have good delegation cleverness. On the other hand, the group has agreed on several areas of improvement. First one is a personal skill that I need to be decisive active my rear end and goal and the steps to get there. Second one is an organizational skill that I need to make sure objectives are piddle and be focused to achieve it. Third one is and interpersonal skill that I have to accept other opinion. lead Skills SurveyLeadership skills survey showed that overall I am quite good in the 8 areas with average score of (4.4/5) in communication and social skills, (4.4/5) in goal isthmusting, (4.4/5) in managing myself, (3.8/5) in motivating people, (4.1/5) in world originative in problem solving, (4.5/5) in inspiring religion 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 addition 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 train team members (scored 2/5). I also need to improve communication and social skills (scored 3/5) and specifically asking questions and comprehend to answers (scored 2/5). And finally I need to improve being interested in and valuing team members (scored 3.5/5) and specifically sine qua noning to know close team members attitudes and values, feelings and emotions (scored 2/5).Figure-2 Leadership self-assessment versus survey2.3 Action Plan (28)Based on the above feedback interpretation, the following are the area of improvements I need to work on and develop Be decisive intimately what I want to and steps to get thereSetting clear objectives and focusing on achieving it teach team membersAsking question and listening to answersAccept other opinionabstracted 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 target date and summarize it in the below table.Area to developHow allow for I achieve itWhen ordain I do it byWho will help meWhat is my measureTick when doneBe decisive about what I want to and steps to get thereRead bo oks and articles about how to be decisive and make better decision at work 1-Feb-14InternetSpecify my next development target in Tatweer as part of my succession 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 sessionPractice 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 absolute feedback from work colleaguesAccepting other opinionPractice listening to others31-Dec-13InternetMyselfPositive feedback from work colleaguesWanting to know about team members attitude and values, feelings and emotions Practice by diverge my behavior and start talking to team members to explore their attitude and values, feelings and e motions 31-Dec-13MyselfPositive feedback from work colleaguesDelegate NameTraining CourseTraining venue