Building Leadership Skills: Building Leadership Skills: Leading TeamsLeading Teams

An Infopeople WorkshopAn Infopeople WorkshopEureka! Leadership Series Eureka! Leadership Series

Fall 2008 Fall 2008 PresenterPresenter

Andrew SanderbeckAndrew Sanderbeckandrew@andrewsanderbeck.coandrew@andrewsanderbeck.co

mm

This material has been created for the This material has been created for the Infopeople Project [infopeople.org], Infopeople Project [infopeople.org], supported by the U.S. Institute of supported by the U.S. Institute of Museum and Library Services under the Museum and Library Services under the provisions of the Library Services and provisions of the Library Services and Technology Act, administered in Technology Act, administered in California by the State Librarian. Any use California by the State Librarian. Any use of this material should credit the funding of this material should credit the funding source. source.

Begin with the End in MindBegin with the End in Mind

Please take a moment to identify what Please take a moment to identify what you want to get out of the seminar you want to get out of the seminar todaytoday

Getting to Know You!Getting to Know You!

• Your NameYour Name

• Where you are workingWhere you are working

• What you doWhat you do

• What you want to get out of the workshopWhat you want to get out of the workshop

Draw a Team!!Draw a Team!!

What would your ideal team look like??What would your ideal team look like??

Difference between a group Difference between a group and a teamand a team

A Group is a number of individuals who are A Group is a number of individuals who are together because of common interests or together because of common interests or characteristics.characteristics.

Example: CLA Conf. Committee, Task Forces Example: CLA Conf. Committee, Task Forces

A Team is a number of individuals who work A Team is a number of individuals who work together with the same work objectives together with the same work objectives and their work is mutually dependent.and their work is mutually dependent.

Example: Sports Teams, Management TeamExample: Sports Teams, Management Team

Characteristics of Effective Characteristics of Effective TeamsTeams

• Common IdentityCommon Identity• Common Goals and ObjectivesCommon Goals and Objectives• Sharing of Success and FailuresSharing of Success and Failures• Cooperation and CollaborationCooperation and Collaboration• Established RolesEstablished Roles• Effective Decision MakingEffective Decision Making• Individuals with Diverse Background and Individuals with Diverse Background and

ExperiencesExperiences

4 Traits of Teams4 Traits of Teams

1.1. Strong LeadershipStrong Leadership

2.2. TrustTrust

3.3. RespectRespect

4.4. Open CommunicationOpen Communication

The Form of TeamsThe Form of Teams

Team formation is the process by Team formation is the process by which individuals are recruited, which individuals are recruited, selected and evaluated as team selected and evaluated as team members.members.

2 Main Areas2 Main Areas

• Technical AbilityTechnical Ability

• Interpersonal SkillsInterpersonal Skills

The Function of TeamsThe Function of Teams

Team Myths - HandoutTeam Myths - Handout

Using a Behavioral Profile to Using a Behavioral Profile to Build Cohesive TeamsBuild Cohesive Teams

New Relationship StrategiesNew Relationship Strategies

The Platinum RuleThe Platinum Rule

““Do Unto Others As Do Unto Others As They Would Have They Would Have Done Unto Them”Done Unto Them”

2 Primary Roles Team 2 Primary Roles Team Members AssumeMembers Assume

1.1. The GiverThe Giver

2.2. The SeekerThe Seeker

Secondary Roles that are Less FamiliarSecondary Roles that are Less Familiar• InitiatingInitiating• Standard SettingStandard Setting• ClarifyingClarifying• Summarizing Summarizing • Consensus TestingConsensus Testing

Role of the Dice ExerciseRole of the Dice Exercise

Task Roles Vs. Process Task Roles Vs. Process RolesRoles

Task RolesTask Roles

Concerned with the “What” and “Why” Concerned with the “What” and “Why” issues with the team to achieve their issues with the team to achieve their goalsgoals

Process RolesProcess Roles

Concerned with the “How” dynamic Concerned with the “How” dynamic teams use to facilitate task and goal teams use to facilitate task and goal accomplishmentaccomplishment

How vs. What and Why How vs. What and Why ExerciseExercise

6 Step Method for Effective 6 Step Method for Effective CommunicationCommunication

1.1. Formulating the InformationFormulating the Information

2.2. Converting the InformationConverting the Information

3.3. Sending the InformationSending the Information

4.4. Receiving the InformationReceiving the Information

5.5. Interpreting and Understanding Interpreting and Understanding the Informationthe Information

6.6. Sending FeedbackSending Feedback

Leading Without Bossing or Leading Without Bossing or DirectingDirecting

1.1. Coach…instead of criticizeCoach…instead of criticize

2.2. Be clear about your expectationsBe clear about your expectations

3.3. Follow the 7:1 Rule (Positive vs. Follow the 7:1 Rule (Positive vs. Developmental Feedback)Developmental Feedback)

4.4. Speak up when you see a Speak up when you see a behavior that can be improved behavior that can be improved (Don’t wait for a performance (Don’t wait for a performance evaluation)evaluation)

Self-Sabotaging Behaviors of Self-Sabotaging Behaviors of Managers and SupervisorsManagers and Supervisors

1.1. Focusing on what is not working or Focusing on what is not working or not right not right

2.2. Comparison of self to others Comparison of self to others 3.3. Meeting goals and then losing them Meeting goals and then losing them 4.4. Missing deadlinesMissing deadlines5.5. Not keeping your word to others Not keeping your word to others 6.6. Destroying important relationshipsDestroying important relationships7.7. Doing everything yourselfDoing everything yourself

Using Team Values to Make Using Team Values to Make DecisionsDecisions

Our values drive our personal decision making and Our values drive our personal decision making and are foundational to selecting an option or are foundational to selecting an option or choosing a direction. As individual team choosing a direction. As individual team members, it is important for each of us to members, it is important for each of us to recognize and articulate the beliefs and recognize and articulate the beliefs and principles that we hold so that all team members principles that we hold so that all team members can understand and appreciate one another’s can understand and appreciate one another’s personal perspectives. It will aid you in fostering personal perspectives. It will aid you in fostering a collaborative climate in which productive a collaborative climate in which productive discussions are much more likely to occur. It will discussions are much more likely to occur. It will also help you begin to define the standards by also help you begin to define the standards by which team members will hold themselves and which team members will hold themselves and each other accountable.each other accountable.

Mission Statement Mission Statement AccomplishedAccomplished

The 3 Must Do’s When Creating Your Team The 3 Must Do’s When Creating Your Team Mission StatementMission Statement

1.1. Include the reason for your teamInclude the reason for your team

2.2. Reflect your team’s core business Reflect your team’s core business activityactivity

3.3. Provides a focus for your teamProvides a focus for your team

It also should:It also should:

• Identify your team’s unique ‘value Identify your team’s unique ‘value added’ added’

• Identify the team purpose Identify the team purpose

Decision Making Techniques Decision Making Techniques for Maximizing Team for Maximizing Team

AchievementAchievement• Decision made by authority without group Decision made by authority without group discussiondiscussion

• Decision by expertDecision by expert

• Decision by averaging individuals' opinionsDecision by averaging individuals' opinions

• Decision made by authority after group Decision made by authority after group discussiondiscussion

• Decision by majority voteDecision by majority vote

• Decision by consensusDecision by consensus

• Decision my minority (less than 50%)Decision my minority (less than 50%)

Group Questions!Group Questions!

• Do your team members feel like they Do your team members feel like they have a voice in decisions that affect have a voice in decisions that affect them?them?

• What types of decisions are made What types of decisions are made with input? What decisions are made with input? What decisions are made without team input?without team input?

SMART Goal SettingSMART Goal Setting

For Once and For All!For Once and For All!

Techniques to Create a Culture Techniques to Create a Culture of Collaboration in Your Libraryof Collaboration in Your Library

1.1. Build Engagement in the Build Engagement in the WorkplaceWorkplace

2.2. Increase Trust through Emotional Increase Trust through Emotional IntelligenceIntelligence

3.3. Create Space for ConnectionCreate Space for Connection4.4. Encourage Connection TimeEncourage Connection Time

5.5. Favor FlexibilityFavor Flexibility

Team Collaboration ExerciseTeam Collaboration Exercise

The Candy GameThe Candy Game

The 5 Stages of TeamsThe 5 Stages of Teams

Application Application

1.1. Forming (The Polite Stage)Forming (The Polite Stage)

2.2. Storming (The Fighting Stage)Storming (The Fighting Stage)

3.3. Norming (The Settling Stage)Norming (The Settling Stage)

4.4. Performing (The Performing Performing (The Performing Stage)Stage)

5.5. Adjourning (The Ending Stage)Adjourning (The Ending Stage)

5 Levels of Jeopardy 5 Levels of Jeopardy ExerciseExercise

Conflict and TeamsConflict and Teams

Getting Rid of the Bad…Getting Rid of the Bad…

DestructiveDestructive conflicts exists when… conflicts exists when…1. No decision is reached and problem 1. No decision is reached and problem still existsstill exists2. It diverts energy away from more 2. It diverts energy away from more value-add activitiesvalue-add activities3. It destroys the morale of the team 3. It destroys the morale of the team membersmembers4. It polarizes or divides the team4. It polarizes or divides the team

Conflict and TeamsConflict and Teams

How you know when the conflict is goodHow you know when the conflict is good ConstructiveConstructive conflicts exists when… conflicts exists when…

1. People change and grow personally from 1. People change and grow personally from the conflictthe conflict2. The conflict results in a solution to a 2. The conflict results in a solution to a problemproblem3. It increases involvement of everyone 3. It increases involvement of everyone affected by the conflictaffected by the conflict4. It builds cohesiveness among the members 4. It builds cohesiveness among the members of the team of the team

I DON’T AGREE! - ExerciseI DON’T AGREE! - Exercise

You Need to Know This!!!You Need to Know This!!!

• CognitiveCognitive - conflict aimed at issues, - conflict aimed at issues, ideas, principles, or process ideas, principles, or process

• AffectiveAffective - conflict aimed at people, - conflict aimed at people, emotions, or valuesemotions, or values

A Short List for Successful A Short List for Successful MeetingsMeetings

• Ask yourself if a meeting is really Ask yourself if a meeting is really necessary necessary

• Have an agendaHave an agenda

• Follow the agendaFollow the agenda

• Stay focusedStay focused

• Create a “Parking Lot” for side issuesCreate a “Parking Lot” for side issues

• End on timeEnd on time

• Follow-throughFollow-through

• Use action plans Use action plans

Building Leadership Skills: Building Leadership Skills: Leading TeamsLeading Teams

Thanks for Attending this Infopeople Thanks for Attending this Infopeople Workshop!Workshop!

Contact Andrew SanderbeckContact Andrew Sanderbeck

Phone: 727.522.2152Phone: 727.522.2152

Fax: 727.526.4930Fax: 727.526.4930

Email: Email: andrew@andrewsandebeck.comandrew@andrewsandebeck.com

Website: Website: www.andrewsanderbeck.comwww.andrewsanderbeck.com

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