Developing yourself as a team leader

1.1 Role of the Team Leader (12)
The role of the Deep Reservoir Management team leader is to lead a multi-disciplined subsurface team responsible for reservoir management, identification and development of new reserves, production rate obtainment, and development of enhanced oil recovery process. The Deep RMT leader is responsible for the Kharaib, Arab, Fadhilli oil reservoirs and Khuff gas reservoir. His role is to supervise a multi-discipline staff of reservoir engineers, production engineers, geoscientists, and petrophysicists ensuring their technical and professional development. He also coordinates development, reservoir management and well work with other reservoir management teams.

As well as providing business unit leadership to insure that reservoir management team work is coordinated and integrated with other departments, including: drilling, production operation, supply chain, and facilities.

1.2 Responsibilities of the Team Leader (8)
Following are the responsibilities of the reservoir management team leader: Reservoir Management
Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Prioritizes and coordinates reservoir surveillance and key data acquisition with Production Engineering Technical Supervision

Reviews and provides technical/economic feedback on key geologic and reservoir studies and results.

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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 Control

Approves AFEs and unit transactions within area of responsibility in accordance with approval limits Participates in developing annual budgets and long term plan Leadership
Aligns efforts of reservoir engineers, geologists, production engineers for RMT Ensures performance management of direct reports and development of staff Determines resource needs to complete detailed evaluations and support of operations

1.3 Authority and Accountability Limits of the Team Leader (12) The reservoir management team leader in Tatweer Petroleum is mainly an advisory position with little authority. Deep RMT leader is accountable for controlling deep team operating and capital budget assigned by department manager beginning of each 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 following 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 $500,000

Approving team members expense reports up to $5,000

1.4 Example of Team Leader Referring to Senior Authority (8) A workover program to perform a production logging survey* on one of Deep RMT wells was prepared 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 such operation.

Section 2: Be able to seek feedback on their workplace performance to identify strengths, weaknesses and areas for improvement

2.1 Feedback on Own Performance from Different Sources (12)
I have used different sources to get feedback on my own performance. First feedback was from ILM group 13 which consists of 8 members in addition to me. Each 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 version is shown in Table-1 below.

2.2 Feedback Interpretation and Areas of Improvement (20)
ILM Group-13 Feedback:

The members of the ILM Group-13 consent that I am technically strong, hard worker, confident, good communicator and listener, and have good delegation skill. 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 about my target and goal and the steps to get there. Second one is an organizational skill that I need to make 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 Survey:

Leadership 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 setting, (4.4/5) in managing myself, (3.8/5) in motivating people, (4.1/5) in being creative in problem solving, (4.5/5) in inspiring trust and respect, (4/5) in being interested 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 and respect (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 communication and social skills (scored 3/5) and specifically asking questions and listening to answers (scored 2/5). And finally I need to improve being interested in and valuing team members (scored 3.5/5) and specifically wanting to know about team members’ attitudes and values, feelings and emotions (scored 2/5).

Figure-2: Leadership self-assessment versus survey

2.3 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 about what I want to and steps to get there
Setting clear objectives and focusing on achieving it
Coaching team members
Asking question and listening to answers
Accept other opinion
Wanting 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 develop

How will I achieve it
When will I do it by
Who will help me
What is my measure
Tick when done
Be decisive about what I want to and steps to get there
Read books and articles about how to be decisive and make better decision at work 1-Feb-14
Internet
Specify my next development target in Tatweer as part of my succession planning

Setting clear objectives and focusing on achieving it

Attend ILM level 2 course
1-Feb-14
RMT Leader
Beside team objectives, set my own SMART objectives for 2014 Put a timeline to achieve assigned objectives for 2014

Coaching team members
Attend coaching training session
Practice coaching
31-Dec-14
RMT Leader
Be responsible for coaching at least 1 engineering trainee

Asking question and listening to answers
Read about how to improve asking questions and listening skills 31-Dec-13
Internet
Positive feedback from work colleagues

Accepting other opinion

Practice listening to others
31-Dec-13
Internet
Myself
Positive feedback from work colleagues

Wanting to know about team members’ attitude and values, feelings and emotions Practice by change my behavior and start talking to team members to explore their attitude and values, feelings and emotions 31-Dec-13

Myself
Positive feedback from work colleagues

Delegate Name
Training Course
Training Venue