Leading and Coaching
Effective Teams
Heidi Brushert Laabs
August 20, 2014
The Wisconsin RtI Center (CFDA # 84.027) acknowledges the support
of the Wisconsin Department of Public Instruction in the
development of this PowerPoint and for the continued support of
this federally-funded grant program. There are no copyright
restrictions on this document; however, please credit the Wisconsin
DPI and support of federal funds when copying all or part of this
material.
Today’s Outcomes
• Understand the importance of teamwork and
collaboration
• Know the stages of team development
• Know the obstacles to effective teamwork
and how to overcome them
• Consider these ideas in the context of a team
that you coach/lead
High Quality Instruction
Collaboration
Balanced Assessment
Social Competence &
Academic Achievement
OUTCOMES
Supporting
Decision
Making
Supporting
Staff Behavior
PRACTICES
Supporting
Student Behavior
RtI Leadership Structures, Processes and Products
District RtI/PBIS
Leadership Team
District
RtI/PBIS
Vision
District RtI NonNegotiables
District RtI Goals/
Action Plan
School RtI/PBIS
Leadership Team
School RtI/PBIS
Vision
School RtI NonNegotiables
School RtI
Goals/Action Plan
Grade Level/
Course Team
Grade Level/
Course RtI/PBIS
Vision
Grade Level/ Course
Non-Negotiables
Grade Level/ Course
Goals/Action Plan
Classroom
Classroom
RtI/PBIS Vision
Classroom NonNegotiables
Classroom
Goals/Action Plan
Why Teams?
• Effective teamwork yields higher results than
individual efforts
• Collaboration sustains adaptive change
• Collaborative cultures lead to higher student
achievement
• Members of successful teams become
members and leaders elsewhere in the system
• Builds a sense of belonging and connection
Key Ideas about Teams
“A team is
a relatively small number of people that share common
goals as well as the rewards and responsibilities for achieving
them.” (Lencioni, 2005)
“Expert groups are made, not born. “ (Garmston, 2012)
“All groups work at less than full potential.” (Garmston, 2012)
“Each group is unique.” (Garmston, 2012)
“…no quality or characteristic is more important than trust.”
(Lencioni, 2005)
What teams are you
currently working with at
your school?
Stages of Team Development
• Forming
• Storming
• Norming
• Performing
(Tuckman, 1965)
Forming
• Feelings/Thoughts – Excitement, anticipation; suspicion,
fear; Tentative attachment to team; wondering
• Behaviors – Polite; guarded; attempts; difficulty identifying
relevant problems; complaints; impatience
• Needs – Mission, vision, purpose; membership;
goals/objectives; define roles, responsibilities, expectations;
norms/guidelines
• Leadership – Mentoring; directing; telling; guiding;
establishing; high task-low relationship; one way
communication
Storming
• Feelings/thoughts – Resistance; fluctuating attitudes;
risks/benefits; do I agree with team purpose;
• Behaviors – Arguing; defensiveness; competition; power
struggles; polarization; lack of progress; unrealistic goals; loss
of interest; opting out; norm violations
• Needs – Interpersonal relationships; trust; listening; conflict
resolution; understand style differences; leadership
clarification
• Leadership – Coaching; guidance; persuading; explaining;
high directing/supporting; high task/relationship; leader
consults but decides
Norming
• Feelings – Belonging; personal accomplishment; free
expression; trust; constructive criticism & conflict; relief
• Behaviors – Established procedures; open communication;
effective conflict resolution; participation; shared decisions;
progress; routines; unified mission & purpose; keep norms;
balance of power; team identity
• Needs – Problem solving; decision making; leadership skills
• Leadership – Coaching; supporting; encouraging; listening;
collaborating; high relationship; shared decision making;
discussion
Performing
• Feelings – High commitment; trust; friendships; fun &
excitement; high personal development and creativity; team
inspires individual; understand others’ styles
• Behaviors – Self-change; flexibility; risk taking; mutual
support; enthusiasm; pride; satisfaction; shared , consensus
decision making; flow; goal attainment
• Needs – Coaching (transformational); measuring
performance; sustainability
• Leadership – PLC/Peer coaching; delegation; observing,
monitoring; fulfilling; non-directive; leader sets goals with
team, team accomplishes them
Job-Alike Conversation
What “squares” with your
thinking?
What’s “going around” in your
head?
What can you “point to” in your
experience that illustrates these
ideas?
Patrick Lencioni
The Five Dysfunctions
of a Team
INATTENTION
TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Absence of Trust
• Trust is the foundation of teamwork
• On a team, trust is all about vulnerability, which is
difficult for most people
• Building trust takes time, but the process can be greatly
accelerated.
• Like a good marriage, trust on a team is never
complete; it must be maintained over time.
Members of Teams that Lack Trust…
• Conceal their weaknesses and mistakes
• Don’t ask for help or give constructive feedback
• Hesitate to offer help outside their own
responsibilities
• Jump to conclusions about others’ intentions
• Fail to recognize other’ skills and abilities
• Waste time and energy managing behaviors
• Hold grudges
• Dread and avoid meetings
Members of Trusting Teams…
•
•
•
•
•
•
•
•
Admit weaknesses and mistakes
Ask for help
Accept questions and input about their work
Give others the benefit of the doubt
Offer feedback and assistance
Focus time and energy on important issues
Offer and accept apologies
Look forward to meetings and working together
Overcoming Lack of Trust
• Benevolence and competence
• Honesty, reliability, vulnerability
• Team development activities
• Style/personality inventories
• Team Effectiveness assessments
Patrick Lencioni
The Five Dysfunctions
of a Team
INATTENTION
TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Fear of Conflict
• Conflict is inevitable . Conflict on a team is good.
• “Good” conflict requires trust
• Even on the best teams, conflict at times will be
uncomfortable
• Norms for conflict must be articulated and discussed
• Keep conflict about ideas as much as possible, not
about people
Teams that Fear Conflict…
• Have boring meetings
• Back-room politics and backstabbing are
common
• Ignore controversies that are critical for team
success
• Fail to tap opinions and perspectives of all
members
• Waste time and energy on posturing and
avoiding interpersonal risks
Teams that Engage in Conflict…
• Have lively, interesting meetings
• Seek ideas of all team members
• Solve real problems quickly
• Minimize politics
• Put critical topics on the table
Overcoming Fear of Conflict
• Establish workable trust
• “Mine “ conflicts using coaching questions
• Give real-time permission
• Refer to results of style/personality
inventories
• Conflict resolution inventories and
trainings
• Leaders model appropriate conflict
behaviors
So far, what makes sense
in light of your experience
with your team?
Patrick Lencioni
The Five Dysfunctions
of a Team
INATTENTION
TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Lack of Commitment
• Buy-in
• Clarity
• Consensus
• Certainty
Teams that Lack Commitment…
• Are ambiguous about direction and
priorities
• Miss windows of opportunity due to
excessive analysis
• Lack confidence and fear failure
• Repeatedly revisit discussions and
decisions
• Encourage and engage in second-guessing
Teams that are Committed…
• Are clear on direction and priority
• Align around common objectives
• Learn from mistakes
• Seize opportunities before others do
• Move forward without hesitation
• Change direction without guilt
Overcoming Lack of Commitment
• Build trust
• Engage in productive conflict
• Cascading messaging
• Write it down
• Set deadlines for decisions
• Consider contingencies and worst-case
scenarios
• Low-risk decisions first
Patrick Lencioni
The Five Dysfunctions
of a Team
INATTENTION
TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Avoidance of Accountability
• Accountability on a strong team occurs among
peers
• Peer pressure
• For a culture of accountability to thrive, leaders
must be willing to confront difficult issues
• Use a team scoreboard or process check to hold
one another accountable during meetings
Teams that Avoid Accountability…
• Resent others who don’t meet performance
standards
• Encourage mediocrity
• Miss deadlines
• Burden the leader with accountability and
discipline
Teams that Accept Accountability…
• Pressure poor performers to improve
• Question one another’s approaches
• Hold one another to high standards
• Don’t need bureaucracy to manage
performance
Inattention to Results
• The true measure of a great team is that it achieves the
results it set out to accomplish
• Team members must prioritize the results of the team
over their own individual or department results
• To stay focused, teams must publicly clarify their
desired results and keep them visible
• Create and use a Team Scoreboard – your team’s goals
and objectives
What are your thoughts about the
obstacles facing your team?
What’s your biggest challenge?
What’s are some things that you will
try to overcome it?