THIS
I
SN’T BURGER KING®:
WORLD CLASS TRAINING:
BEINGYPOUR
ARTFIRM
OF A
GETTING
OT
NEAM
TRACK
PRESENTED
BY
TIM
ARTZ
PRESENTED
BY S
AM
M.BA
LLRED,
CHAIRMAN
BAOARD
NDERSON
MUEHLEN
FOUNDER
&THE
DIRECTOR
O
FAU
PSTREAMZ
AUR
CADEMY
© OF
UPSTREAM
CADEMYOF
2012
1
PRESENTATION MAP
1. Introduction & Personal Observations
2. Keys to Effective Teamwork
3. Question and Answer Session
© UPSTREAM ACADEMY 2012
2
INTRODUCTION
& PERSONAL OBSERVATIONS
© UPSTREAM ACADEMY 2012
3
It’s been awhile, but remember
the advertising slogan used
by Burger King –
“Have It Your Way”?
Most of us have likely heard the term “silos”
in reference to how a firm truly operates.
Silos refer to situations where leaders do
everything their way without reference to
firm standards.
© UPSTREAM ACADEMY 2012
4
The TEAM concept states that by
combining and maximizing the talents of a
group of individuals, we can accomplish so
much more than a single individual.
If we choose to be part of a firm, we must
learn that we have given up our right to
“have it our way.”
© UPSTREAM ACADEMY 2012
5
While it is rewarding to achieve personal
success as the result of our individual
efforts, there is nothing more energizing
than coordinating the work of a group of
individuals to achieve extraordinary results.
© UPSTREAM ACADEMY 2012
6
“If a team is to reach its potential, each
player must be willing to subordinate his
personal goals to the good of the team.”
Bud Wilkinson
© UPSTREAM ACADEMY 2012
7
QUESTION
What effect does autonomy have on
teamwork?
© UPSTREAM ACADEMY 2012
8
 KEYS TO EFFECTIVE TEAMWORK
© UPSTREAM ACADEMY 2012
9
TRUST
In his book, “The Five Dysfunctions of a
Team,” Patrick Lencioni provides us with a
pyramid of building blocks to establish a
quality team.
The foundation of an effective team is Trust.
© UPSTREAM ACADEMY 2012
10
Patrick Lencioni “The Five Dysfunctions
of a Team”
Inattention
to Results
Status and Ego
Avoidance of
Accountability
Low Standards
Lack of Commitment
Fear of Conflict
Absence of Trust
© UPSTREAM ACADEMY 2012
Ambiguity
Artificial Harmony
Invulnerability
11
BUILDING TRUST
Lack of trust often occurs because leaders are
inattentive to small things within the firm
 failure to follow through on promises
 failure to return calls
 failure to give recognition where it’s due
 failure to hold individuals accountable to
commitments or responsibilities
 lack of awareness of what is happening in
the lives of those around you
© UPSTREAM ACADEMY 2012
12
Leaders must acknowledge their shortcomings and develop habits to reverse
their behaviors
1. Make a point to document promises
2. Establish an accountability partner
3. Empower team members to voice
their concerns as early as a bad
behavior returns
© UPSTREAM ACADEMY 2012
13
ESTABLISH FIRM STANDARDS
Each firm has its own culture. One key to
effective teamwork is to have the firm
leaders establish the
non-negotiable
standards and then
hold each leader
accountable to
those standards.
© UPSTREAM ACADEMY 2012
14
Important Standards
1. “Professionals agree to be coached and
managed to strictly enforced, agreedupon standards;
2. Teamwork is mandatory, not optional;
3. Continual investment must be made in
getting better as a team;
4. Excellence in wise management of
client’s resources and firm’s finances;
© UPSTREAM ACADEMY 2012
15
Important Standards
5. Excellence in client satisfaction;
6. Excellence in managing those you
supervise;
7. Personal professional growth is a nonnegotiable minimum standard;
8. Show a sincere interest in clients’
affairs and a sincere desire to help
them;
© UPSTREAM ACADEMY 2012
16
Important Standards
9.
Departmental resources are considered
collective assets and cannot be
allocated autonomously;
10. Primary focus is on relationship
building; and
11. Intolerant about the pursuit of
excellence.”
David H. Maister
© UPSTREAM ACADEMY 2012
17
Stakeholder Commitment
 I am committed to our Mission Statement
and Core Values.
 I am committed to exceptional client
service and will seek to enhance our
services on an ongoing basis.
© UPSTREAM ACADEMY 2012
18
Stakeholder Commitment
 I am committed to the continuance of the
Firm. I realize I must find ways to
transfer my knowledge, expertise and
talents to ensure we have a welldeveloped staff for client transition.
 I realize my time is valuable and I will
seek to become a master of efficiency and
time management.
© UPSTREAM ACADEMY 2012
19
Stakeholder Commitment
 Although I have other investments, I will
devote 100% of my work energy to the
success of the firm. (We don’t allow parttime full equity owners.)
 I will seek to continually improve my
technical, marketing and business skills
and raise the level of service I provide.
© UPSTREAM ACADEMY 2012
20
Stakeholder Commitment
 I will support my partners and discuss
issues I have with their performance or
behavior directly with them.
 I realize it is my obligation as an owner to
support the strategic direction and
operating plans of the Firm and my local
office.
© UPSTREAM ACADEMY 2012
21
Stakeholder Commitment
 I understand it is my responsibility to
provide value to my partners by
expressing my observations and views on
Firm and office issues.
 I realize I must set the example for staff
to follow. I understand they evaluate the
Firm by what they see in me.
© UPSTREAM ACADEMY 2012
22
Stakeholder Commitment
 I understand ownership is a privilege. I
recognize I must continually earn the
right to remain a member of the
ownership group.
© UPSTREAM ACADEMY 2012
23
Establish an “Us” Mentality
While it is important to reward performance
in a team environment, leaders must work to
establish a WITBIOTF versus a WIIFM
attitude.
© UPSTREAM ACADEMY 2012
24
Establish an “Us” Mentality
Look to reward and
recognize teamwork
versus individual
performance
whenever and
wherever possible.
© UPSTREAM ACADEMY 2012
25
 QUESTION AND ANSWER SESSION
© UPSTREAM ACADEMY 2012
26
QUESTION
What are some reasons professionals
gravitate toward a silo culture versus a team
culture in firms?
What can leaders do to address the silo
mentality?
© UPSTREAM ACADEMY 2012
27
QUESTION
Trust has been presented as the foundation
of effective teams. What behaviors have you
observed when trust doesn’t exist in the
work environment?
© UPSTREAM ACADEMY 2012
28
QUESTION
How can you tell when teamwork is lacking?
© UPSTREAM ACADEMY 2012
29
QUESTION
What things evidence the presence of a
healthy level of teamwork?
© UPSTREAM ACADEMY 2012
30
Thank You!
timb@upstreamacademy.com
© UPSTREAM ACADEMY 2012
31