WELCOME
LEADING AND MANAGING EFFECTIVE TEAMS AND WORK GROUPS
“No one can whistle a symphony.
It takes a whole orchestra to play it.”
Harlford E. Luccock
PUZZLED
IN A WORK GROUP OR ON A TEAM
Think about
your work
environment
and the people
with whom
you work
most closely.
WORK GROUP AND TEAM CHART
Work Groups
Teams
Structure
Layered or Individual
Flat
Size
Large or Small
Small, fewer than 10
Job Design
Single task
Multi-task, Whole process
Management Role
Direct control
Facilitation
Leadership
Strong, Clear Focus
Shared with team
Information Flow
Controlled, Limited
Open, Shared
Goals/Objectives
Output defined - individual
Output defined - team
Work Products
Individual work product
Collective work product
Accountability
Individual
Individual and mutual
Competition
Values competition
Values collaboration
Rewards
Individual, Seniority
Team, Skill-based
TEAMTHINK
“We Trained Hard…
but every time we were
beginning to form up into
teams, we would be
reorganized. I was to learn
later in life that we tend to
meet any new situation by
reorganizing; and a wonderful
method it can be for creating
the illusion of progress while
producing confusion,
inefficiency, and
demoralization.”
Written in 210 B.C.
Petronius Arbiter
TEAM PERFORMANCE CURVE
(Katzenbach & Smith, 2006)
HIGH-PERFORMING TEAMS
Purpose and Values
Empowerment
Relationships and Communication
Flexibility
Optimal Performance
Recognition and Appreciation
Morale
(Blanchard, Carew, & Parisi-Carew, 2009)
TEAM CHARTER MODEL
(Blanchard, Carew, & Parisi-Carew, 2000)
AN EMPOWERED ENVIRONMENT
MORALE: THE FOUR STAGES
1
Poor
Leader must do
everything
2
Low
Leader must do
productive things
3
4
Moderate
High
Leader must do
difficult things
Leader must do
little things
LEADERS MODEL EMPOWERED BEHAVIOR
MAX AND MAX
If we keep doing what we’re doing,
we’re going to keep getting what we are getting.
Stephen Covey
VITAL FRIENDS
“Vital Friend” n. 1. someone who measurably improves your life. 2. a
person at work or in your personal life whom you can’t afford to live without.
EIGHT VITAL ROLES
 Builder
 Champion
 Collaborator
 Companion
 Connector
 Energizer
 Mind Opener
 Navigator
SOLVING A TEAM MYSTERY
YOUR ROLE AS TEAM LEADER
Table Group Activity
 What is your role as a team
leader?
 What are your responsibilities?
PRINCIPLES OF TEAM DEVELOPMENT
1. Teams and team development
are about results.
6. Team development demands
a safe environment.
2. Know what you are trying to build.
7. Use the work of the team to
build the team.
3. Team development is a process,
not an event.
4. “Just in time” is the best time for
training.
5. Development must be a felt
need of the team.
8. There are no shortcuts to team
effectiveness.
9.
Willingness precedes skills.
10. Team leaders need a head start.
(MacMillan, 2001)
TEAM
DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
HOW TEAMS BECOME DYSFUNCTIONAL
(Lencioni, 2002)
Remember, teamwork begins by building trust. And the only way
to do that is to overcome our need for invulnerability.
Patrick Lencioni
TEAM ASSESSMENT
Use the scale to indicate how each statement applies to your team.
Evaluate the statements honestly and without over-thinking your answers.
3 = Usually
2 = Sometimes
1 = Rarely
SCORING YOUR TEAM ASSESSMENT
Dysfunction 1:
Absence of
Trust
Dysfunction 2:
Fear of
Conflict
Dysfunction 3:
Lack of
Commitment
Dysfunction 4:
Avoidance of
Accountability
Dysfunction 5:
Inattention to
Results
STATEMENT 4:
STATEMENT 1:
STATEMENT 3:
STATEMENT 2:
STATEMENT 5:
STATEMENT 6:
STATEMENT 7:
STATEMENT 8:
STATEMENT 11:
STATEMENT 9:
STATEMENT 12:
STATEMENT 10:
STATEMENT 13:
STATEMENT 14:
STATEMENT 15:
TOTAL:
TOTAL:
TOTAL:
TOTAL:
TOTAL:
 A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team.
 A score of 6 or 7 indicates that the dysfunction could be a problem.
 A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.
(Lencioni, 2002)
TYPES OF TEAMS
TEAM MEMBER ROLES
TASK DYNAMIC
AND TASK ROLES
“WHAT” and “WHY”
PROCESS DYNAMIC
AND PROCESS ROLES
“HOW”
Organizer
Encourager
Information Giver
Gatekeeper
Information Seeker
Listener
Clarifier
Harmonizer
Pacer
Influencer
Opinion Giver
Expediter
Elaborator
Supporter
Consensus Seeker
Team Builder
Summarizer
Feeling Expresser
Representative
TASK AND PROCESS INVOLVEMENT
DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS










Stage Hog
Cynic
Joker
Condescending
Bullying
Blocking
Avoiding
Withdrawing
Dominating
Self-Seeking
TEAM COMMUNICATION
Make sure you have someone in your life
from whom you can get reflective feedback.
Warren Bennis
FEEDBACK
 Benefits
 Giving to others
 Receiving from others
ASK QUESTIONS, LISTEN, AND TAKE ADVICE
The quality of a question is not judged by its complexity
but by the complexity of thinking it provokes.
Joseph O’Conner
TWELVE ANGRY MEN
“Leadership is always dependent on the context, but the context is established by the
relationships we value. We cannot hope to influence any situation without respect for
the complex network of people who contribute to our organization.”
Margaret Wheatley, 2001
CONSENSUS
How to reach consensus:
1.
Describe and clarify the decision to be
made.
2.
Brainstorm options for consideration.
3.
Determine criteria for the decision.
• Essential vs. Desirable
• Need vs. Want
4. Lead an evaluation of the options
based on criteria.
5. Help the team agree on a decision.
6. Confirm each team member’s
commitment to the decision.
7. Plan action steps.
EFFECTIVE MEETINGS
X
The Problem
The Solution
Doesn’t start and/or end on time
Timekeeper and leader commit to starting and
finishing on time and stick to the agenda
The right people aren’t there
Meeting invitation and agenda sent to individuals
affected by agenda items
No clear objective
Establish an agenda before the meeting and stick to
it
Conversation wanders
Facilitator or team members call for the question
Time spent on items that could be handled
outside the meeting
Facilitator prepares bulletin for information-only items
Participants don’t listen or participate
Establish ground rules for active participation and
listening
Some members talk at length, are repetitive, and
dominate the discussion
Facilitator monitors talk, guides conversation along
No decisions made
Facilitator calls for decision, recorder documents
decision
Participants do not follow through with
assignments
Team members have clear notes as to assignments,
due dates, and hold each other accountable
CHECK-IN ACTIVITIES
Check-ins are brief
and non-threatening.
They are a fun way of
sharing information by
each team member.
The purpose is to bring
group attention at the
beginning of a meeting.
REWARDS AND RECOGNITION
HOW FULL IS YOUR BUCKET?
SENSE OF A GOOSE
BUILD A PERSONAL ALIGNMENT PLAN (PAP)
Plan
Responses
Core Purpose/Mission
Identity
Values/Beliefs
Capabilities/Strengths
Behaviors/DiSC Style
Constraints
Hopes/Dreams/
Expectations
What is the object of your desire regarding Complex
Role?
Measures
How will you document your progress?
WRITING AND REFLECTION
Record two to three ideas or issues that came out of
the discussion that were most meaningful to you.