teams third project was a presentation on the impact of Brexit on the UK
primarily focused on the financial sector. The decision was made to do it as an
interactive presentation plus I felt presenting orally would make it a more
compelling argument. In addition to this, we decided to use software such as
Kahoot to allow us to engage with the audience. I looked specifically at the
political impact on Westminster as well as the border between Northern Ireland
and the Republic. After delivering the presentation the team was declared the
the presentation, I felt a number of feelings. Primarily there was a mixture of
happiness, relief and calm as I felt relaxed having done the preparatory work
on my slides which increased my confidence in delivering the presentation. Before
the presentation I was apprehensive that there wouldn’t be enough time, as
Brexit is such a large topic, which indeed turned out to be the case. Due to
time constraints, I never finished off the full section regarding the Irish
border which I felt was very frustrating. After the presentation, although I
was elated that we had won I also felt a feeling of frustration. I felt this
was because I was too broad on the topic; Brexit is such a large and ever-changing
area of UK life that I, and the group, should have specifically narrowed it
down to a certain area, such as the impact of financial markets leaving the UK.
Although I won, I still felt that this highlighted the importance to scope the
topic properly and that the presentation may have been better should I have
analysed one singular area in greater detail.
evaluation, the presentation was good in a number of ways. Firstly, it
increased my experience of delivering presentations to larger groups of my
peers, an invaluable skill in the years to come as I have not had much
experience doing this and happy for the opportunity to present. Secondly, the
very fact that our group won, validated that my research was relevant and
accurate, which was pleasing. Thirdly, I felt my own section worked well but
also felt that the team pulled together, communicated well and ultimately
delivered a flowing presentation about the impact of Brexit. Kanaga and
Prestridge (2002) state that to launch a successful team there are four
critical points, “setting purpose and direction, defining roles and responsibilities,
designing procedures and practices, and building cooperation and
relationships”. Crucially the authors point out that the ability to implement
these elements are integral to success. This information made me feel pleased
as I felt I did this and subsequently the team won, which I felt validated I
had done this. However, there were
negatives. My time keeping was off, which meant the presentation was cut short
towards the end, which I believed wouldn’t happen but clearly, I judged this
wrong. I think this could easily be resolved by more practice beforehand and to
time the presentation. Additionally, with Brexit being a divisive I felt there
was more of a need to be more emotionally aware as there were times the group
would lose focus and let our own personal arguments take centre stage over the
I fully believe that the presentation was a positive one. I felt I became more
assertive over the whole topic mainly because of my natural interest for Brexit
and UK politics. However, I would argue that this was not a bad thing, as Yang,
Huang and Wu (2011) undertook research to see if leadership impacted overall
project performance and they found “increases in levels of leadership may
enhance relationships among team members…transactional and transformational
leadership may improve team communication, team collaboration, and team
cohesiveness”. On reflection, I believe because I felt more aware of Brexit,
and subsequently became more of the leader, this aided to our groups success.
Similiarly, as the group communicated and worked towards the goal, I felt this
also gave me exposure to emotional intelligence and allowed me to reflect on
that. After researching emotional intelligence, I found that “emotional
intelligence is the ability to identify, understand, and manage moods and
feelings – in both ourselves and other people (Yeung, 2009, p. 3). Linking this
to Yeung (2009) I found this empowering, as I felt I was able to better manage my
own emotions, say arguing to stay in the EU with a member of the group who was
a brexiteer. However, it was research that Farh, Seo and Tesluk (2012) found
which I felt reinforced that my emotional intelligence was improving, as they
found that a “high EI individual who perceives that conflicting task opinions
among team members have given way to emotions of anger and frustration may
respond by suggesting ways to deescalate these counterproductive emotions”
which was pleasing to read as it was precisely what I did to balance the for
and against arguments of Brexit and turn it into a positive light.
If we were to do the same
presentation again, I believe I would approach it slightly differently. In
particular, I would be much more specific and focused. For example, choose a
particular part of Brexit and analyse this and explore it in greater detail. I
believe this would lead to a better presentation, more conclusive arguments and
engage more with the audience. In addition, a better focus would help keep ourselves
within the time limit. Plus, I will no longer view being a leader as
necessarily a bad thing but will still be mindful of engaging with other
members of the group. The overall presentation and journey to get there was pleasant.
The team ultimately won the challenge, however as discussed if the same
situation arose I would look to further narrow down the specific topic and be
less emotionally involved in the debate around the topic which sometimes took
us off track.
There are several elements
to my action plan. Moving forward I will try to be more analytical and try to
fully analyse an area of the presentation, instead of simply going over the
general argument. Further improving my ability to do research and condense
information. Secondly, I will improve my ability to deliver the presentation,
as well as improve my skills, which will aide me when I actually come to
delivering the overall presentation.
Farh, C., Seo, M., & Tesluk, P.
(2012). Emotional intelligence, teamwork effectiveness, and job performance:
The moderating role of job context. Journal Of Applied Psychology, 97(4),
Gold, N. (2005). Teamwork.
Basingstoke England: Palgrave Macmillan.
Kanaga, K., & Prestridge, S.
(2002). How to launch a team. Greensboro, N.C.: Center for Creative
Yang, L., Huang, C., & Wu, K.
(2011). The association among project manager’s leadership style, teamwork and
project success. International Journal Of Project