building effective leadership teams illinois alliance of administrators of special education (iaase)...
TRANSCRIPT
Building Effective Leadership Teams
Illinois Alliance of Administrators of Special Education (IAASE)
September 30, 2004
John Blattner, Ph.D.
What Really is Leadership?
The wicked leader is he who the people despise. The good leader is he who the people revere. The great leader is he who the people say, “We did it ourselves”.
- Lao Tzu
10 Leadership Characteristics
1. A high standard of personal ethics2. High energy3. Ability to work priorities, shares equal importance
with setting priorities4. Courage5. Committed and dedicated6. Unorthodox7. Great leaders have the goal orientation to make
tough decisions8. Inspired enthusiasm is like the pilot light on the oven9. Level-headed10. Desire to help others succeed is the mark of a truly
great leader
What to Consider
1. Fosters a culture of inclusion and sense of belonging and ownership
2. Builds trust amongst participants
3. Models emotional literacy and honesty
4. Lets go of control and process outcomes
5. Structures meetings
6. Fosters a learning culture
7. Builds the architecture of a new group
8. Undertakes conflict mediation when necessary
9. Holds the group’s vision (does not create it)
10. Creates bridges across culture
Individual Leadership Competencies
16 Differentiating Competencies
CharacterDisplaying high integrity and honesty
Personal CompetenceTechnical/Professional expertiseSolving problems/Analyzing issuesInnovationPracticing self-development
Focus on ResultsDrive for resultsEstablish stretch goalsInitiative
Individual Leadership Competencies
16 Differentiating Competencies
Interpersonal Skills
Communicating powerfully and prolifically
Inspiring/Motivating others
Building relationships
Developing others
Collaboration and teamwork
Leading Change (Senior People)
Developing strategic perspectives
Championing change
Connecting with the outside world - networking
Leadership Development
The team itself should have a clear understanding of its: History, Values, Vision and Mission before it can carry on the mission/goals of the organization.• History of the team including key
members and events via a time line• Sharing Expectations:
– What is your biggest concern about being part of this team?
– How would this team function if everything progressed just as you hoped?
– What actions do you think must be taken to ensure positive outcomes?
Inclusion for New Member
Leadership Development
What are the key driving values of the team?
Vision-what image and impact do you want the team to have on the organization including internal and external customers?
What is the mission of the team?
Inclusion for New Member
Leadership Development
Presentation• Discussion
• Problem Solving and critical thinking activity
• Action Planning
Emotional Competence Inventory Group Report
Emotional Reality of Teams
When teams face their collective emotional realities –
They begin a healthy reexamination of the shared habits that create and hold that reality in place
Teams begin to change only when they first have fully grasped the reality of how they function
It is critical to understand this reality on an emotional level
Emotional Reality of Teams
Recognizing discomfort does not, in itself, enable change
Team members must discover the source of the discontent-an emotional reality chat usually goes beyond such obvious sources as a “bad boss”
The root of the problem often lies with long established and deeply embedded ground rules
Emotional Reality of Teams Those are called Norms, when we talk
about teams and cultures, when we refer to the larger organization
When there is an understanding of the emotional reality, norms of teams and the culture of an organization, it can be used to develop the ideal vision for the group
The more aligned the reality is with the ideal, the more the change can be counted on to persist over the long term
Power of Norms We take norms for granted, but they are
immensely powerful - Norms represent implicit learning at the team
level The norms of a group help to determine
whether it functions as a high-performing team or becomes simply a loose collection of people working together
Norms dictate what “feels right” in a given situation, and therefore govern how people act
Power of Norms Collective emotional intelligence is what sets
top-performing teams apart from average teams
Group emotional intelligence determines a team’s ability to manage its emotions in a way that cultivates “trust, group identity, and group efficacy” and so maximizes cooperation, collaboration, and effectiveness
Emotional intelligence results in a positive-and powerful emotional reality
Group Emotional Intelligence
A group’s emotional intelligence requires the same capabilities that an emotionally intelligent individual expresses –
Groups have moods and needs, and they act
collectively.
Group Emotional Intelligence
Self-Aware Team• A team expresses its self-awareness by
being mindful of shared moods as well as of emotions of individuals within the group
Self-Managed Team• Holding team members accountable for
managing how they work together• Positive Norms will stick only if the group
puts them into practice over and over again
Group Emotional Intelligence
Self-Aware/Self-Managed Teams• In self-aware, self-managing teams
members themselves will step up to the plate to instill and reinforce resonant norms to hold one another accountable for sticking to them
• Team self-management is everyone’s responsibility
• When core values and the team’s overall mission are clear and when self-management norms are explicit and practiced over time, team effectiveness improves dramatically
Group Emotional Intelligence
The Empathetic Team• This team has the collective equivalent of
empathy, the basis of all relationship skills
• Being empathetic at the team level doesn’t just mean being nice
• It means figuring out what the whole system really needs and going after it in a way that makes all those involved more successful and satisfied with the outcome
Group Emotional Intelligence
The Empathetic Team (Continued)• Empathy across organizational
boundaries-team to team-for example is a powerful driver of organizational effectiveness and efficiency
• This kind of empathy goes toward creating a healthy emotional climate organization-wide, as well as creating a positive emotional environment in teams themselves
Leadership Development
How will we make decisions? What is each individuals most effective work
method? How will the group assure that everyone gets
a chance to discuss issues and raise concerns?
How issues will be resolved/conflict managed?
How will the group manage tasks? How will the group address change for areas
that are not producing results?
Operational Guidelines Review And Development
Vision for Leadership Development
To have management apply their collective efforts toward the same goal as a basis for the continual development of a high performance team.
To focus on leadership which is a key factor in the establishment and maintenance of high performance teams. A fundamental requirement is that the leaders have a strong belief in teams that are results oriented.
To come together to review internal and external work relationships and processes of management.
Vision for Leadership Development (cont.)
Internal factors, which contribute to team performance, are: individual performance, accountability, trust, problem solving/conflict resolving ability, getting the job done efficiently, with the desired results and belief in the team.
External factors are identifying critical outside groups (business partners) and individuals, relationships with those outsiders, team performance action plans, and being seen as winners. (Image)
Motivating Your Team7 Tips
1. Be great: Being great is contagious2. Equal but different: Discover why each
team member comes to work3. Let it go: Pick your battles4. Blast ‘em: Hold your team
accountable5. Get connected: Build relationships6. Everybody wins: Keep competition
healthy7. Buy donuts: But not too often!
John Blattner, Ph.D.P-A-S International, Inc.
1000 Maple AveDowners Grove, IL 60515
630-968-5454630-968-1933
1000 Maple AveDowners Grove, IL 60515
630-968-5454630-968-1933