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.