“no one can whistle a symphony. it takes a whole orchestra to play it.” harlford e. luccock

WELCOMELEADING 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

TYPES OF TEAMS

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 2 3 4

Poor Low Moderate High

Leader must do everything

Leader must do productive things

Leader must do difficult things

Leader must do little things

LEADERS MODEL EMPOWERED BEHAVIOR

VISION OF TEAMS

For me, exploration is about that journey to the interior, into your own heart. I’m

always wondering, how will I act at my moment of truth?

Will I rise up and do what’s right, even if every fiber of my being is

telling me otherwise?

Ann Bancroft

Create a Shared Vision Learn as a Team Take Action!

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.

2. Know what you are trying to build.

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.

6. Team development demands a safe environment.

7. Use the work of the team to build the team.

8. There are no shortcuts to team effectiveness.

9. Willingness precedes skills.

10. Team leaders need a head start.

TEAM DEVELOPMENT

(MacMillan, 2001)

STAGES OF TEAM DEVELOPMENT

HOW TEAMS BECOME DYSFUNCTIONAL

Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

Patrick Lencioni

(Lencioni, 2002)

DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS

Stage Hog Cynic Joker Condescending Bullying Blocking Avoiding Withdrawing Dominating Self-Seeking

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

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.

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:

(Lencioni, 2002)

TEAM COMMUNICATION

FEEDBACK Benefits Giving to others Receiving from others

Make sure you have someone in your life from whom you can get reflective feedback.

Warren Bennis

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 SolutionDoesn’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

BUILDING MY ALIGNMENT PLAN (MAP)

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.