building the effective team
TRANSCRIPT
BUILDING THE EFFECTIVE TEAM
“THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.”
BRENT HAWKINS, TWISTED ROOT MARKETING
an eternal perspective….
Current Reality. Preferred Future.
“Most people allow their lives to simply happen to them. They float along. They
wait. They react. And by the time a large portion of their life is behind
them, they realize they should have been more proactive and strategic. I
hope that hasn’t been true for you. If it has, then I want to encourage you to develop a stronger sense of urgency
and a pro-strategic mind-set.”
Default or Design?
The Power of a Preferred
Preferred Future
CurrentReality
Myth Truth
Key Decision
If today were February 17, 2019… what would you have needed to
accomplish to declare the previous 3 years a success?
The Power of a Preferred Future
Getting Things Done With Others
An Eternal Perspective…
Unique Ability
Unique Ability
Unique Ability®
Source: Unique Ability, by Catherine Nomura and Julia Waller
Unique Ability
Excellent
Competent
Incompetent
When have you felt
closest to your Unique
Ability?
Pair and Share
Apply to Life.
Work
Financial
Kids
Marriage
Social
Mental
Physical
Spiritual
Walk with Jesus
Time ManagementGOD
Hobbies
Ministry
Building your Team• Overlap values and morals with
the people you hire
• Look for different Unique Abilities in team members
• Hire and delegate the work that is NOT in your area of Unique Ability
• This will not happen by default, but BY DESIGN!
Unique Ability
Excellent
Competent
Incompetent
YOU
EXECUTIVE ASSISTANT
BUSINESS DEVELOPMENT
CHIEF OPERATIONS
OFFICER
SUPPORT STAFF
OTHER?
OTHER?
Unique Ability
Excellent
Competent
Incompetent
How would you apply Unique Abilities to finding,
hiring, and retaining the right people?
Working With Others• You must know your Unique
Ability to determine who to hire
• Strong teams consist of people with different Unique Abilities
• New hires should share your values and morals, but have different Unique Abilities
• Empower your team members to develop new skills in their Unique Ability
Your Values
Their Values
Their Unique Ability
Your Unique Ability
Imagine the Potential• Team working in their area of passion,
giftedness and skill
• Do more of what you enjoy
• Create an environment that encourages excellent work product
• Team members “Lean In” to their work, rather than avoid it
• Leading people to their full potential
• Enhancing your team’s capacity (personally and corporately)
It begins with YOU!
Hiring The Right People
the RIGHT people…
Hiring: The 3 C’s of a good hire
CHEMISTRYCOMPETENCE
CHARACTER
1. CharacterExplore this area through:
• Pray for discernment
• Ask questions related to:
✴ Work ethic
✴ Values & Priorities
✴ Trustworthiness
✴ Treatment and respect for others
• Check references
• Spousal dinner
CHARACTER
COMPETENCE
2. CompetenceExplore this area through:
• Open-ended questions in interview process
• Interview questions centered around skills and past performance
• Trial workday with real-work simulations
• Problem solving scenarios requiring similar skills to role
CHEMISTRY
3. ChemistryExplore this area through:
• Interview to discover how the candidate has valued team unity in the past
• Personality assessment & compare results to other’s on team
• Trial workday with co-worker observations
• Team peer interview
Pray for discernment
Build your hiring
process
Delegation.
http://www.johnmaxwell.com/blog
How to Sabotage Delegation
Sabotaging Delegation
• Lack clarity
• Miscommunicate
• Set unclear expectations
• Delegate task, but not authority
• Take things back
• Change things after delegating
Benefits of Effective Delegation
• You can get more done
• Work more in your areas of Unique Ability
• More time for the top 20% of your activities that produce 80% of results
• Proper delegation is critical to those around you
• Organizational health
• More!
A Wise Approach?
DelegationLeadership Styles
Delegation
DIRECTING
COACHING SUPPORTING
DELEGATINGSUPP
ORTI
VE
DIRECTIVE
Directing
“Since you haven’t done this before, would it be helpful if I provided you with some direction,
resources, and information?”
Source: Leadership and the One Minute Manger
DIRECTING
Coaching
“Since you’re still learning, and may be discouraged, would it be helpful if I continue to provide you with some direction? I’d also like to hear your ideas…”
Source: Leadership and the One Minute Manger
COACHING
Supporting
“Since you know how to do this, what you need me to do is listen, rather than give advice, right?”
Source: Leadership and the One Minute Manger
SUPPORTING
Delegation
“I know you’re taking the lead, but I’m here, when and if you need me.”
Source: Leadership and the One Minute Manger
DELEGATING
Delegation Matrix
CATEGORY DIRECT SUPPORT DESCRIPTIONCOMMUNICATION & EXPECTATIONS
DIRECTING High Directive Low SupportiveStructure, organize, teach, and supervise
“I would appreciate your help. Do this work, this way and report back to
me.”
COACHING High Directive High Supportive Direct and support
“This work needs to get done. What suggestions do you have? I will lead,
and you will support.”
SUPPORTING Low Directive High SupportPraise, listen, and
facilitate
“I would like you to get this work done. You have some latitude in how you will do it. I may provide
some input along the way. You lead, I will
support.”
DELEGATING Low Directive Low SupportTurn over responsibility
and authority
“These are the results we need to achieve. You are responsible and have the authority to get it done. You lead. I will manage
the results with you.”
R3D9
possible discard this page?
Variables in DelegationExpectations
Proper behavior
Level of urgency
Specific work
Desired Deliverables Clear communication
How to Get it Done Others Involved
Deadlines
Group Activity
Motivation.
What is “Motivation?”
Motivation 1.0
Motivation
Motivation 2.0
Motivation
Motivation
Workforce Landscape• Beliefs transferred from
Baby Boomers
• Expectations of Gen X & Millennials
• Flexible work hours
• Money not motivator
• Cause/purpose driven
3 Keys to Motivation 3.0
Autonomy Mastery Purpose
Book: Drive
3 Keys to Motivation 3.0
Autonomy Mastery Purpose
Satisfaction PointIt seems that once a person reaches a
level of satisfaction with their compensation package which includes
salary and benefits, that additional money is not a significant motivator. Nor are potential punishments or take-aways.
Intrinsic vs. Extrinsic
“enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest
and most pervasive driver.”
Microsoft Encarta
Example:
MOTIVATION
AMBITION
ENERGY
VISION
INCENTIVE
INSPIRATION
INITIATIVEMETRICS
EVALUATION
ROLE FIT
OTHERS…
In a company, who is responsible for motivating
the employees?
God’s Expectations…
Does God care how employers treat employees?
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
Masters, provide your slaves with what is
right and fair, because you know that you also
have a Master in heaven.
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
…for gaining wisdom and instruction;
for understanding words of insight;
for receiving instruction in prudent behavior,
doing what is right and just and fair;
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
Look! The wages you failed to pay the workers who mowed your fields are
crying out against you. The cries of the harvesters
have reached the ears of the Lord Almighty.
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
And whatever you do or say, do it as a
representative of the Lord Jesus, giving
thanks through him to God the Father.
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
One who oppresses the poor to increase his wealth and one who
gives gifts to the rich—both come to poverty.
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6:9
2 Corinthians 5:10
And masters, treat your slaves in the same way. Do
not threaten them, since you know that he who is
both their Master and yours is in heaven, and there is no
favoritism with him.
God’s Expectations…Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
For we must all appear before the judgment seat of Christ, so that each of us may receive what is due us for the things
done while in the body, whether good or bad.
My personal conclusion…
Stewardship.
Getting Things Done with Others
Unique Abilities Discover your Unique Ability Determine ideal team roles Build & develop your team
Hiring The Right People Character Competence Chemistry
Delegation Avoid delegation sabotage The Delegation Matrix (Directing, Coaching, Supporting, Delegation)
Motivation Autonomy, Mastery, Purpose Intrinsic vs. Extrinsic Win-Win Relationship Expense vs. Investment Levels of Challenge
BUILDING THE EFFECTIVE TEAM
Imagine a life where...You have clarity, confidence and focus on which items to pursue
You have a clearly defined process and system for all of your work
You are planning and scheduling all activities within your realistic capacity
You are focusing your time on the key activities that bring the greatest results
Your day is filled with increasing levels of Purpose. Passion. Performance.
“IT COULD TAKE ME A DECADE TO ACCOMPLISH THE THINGS I’VE ACCOMPLISHED IN JUST 12 MONTHS WITH R3 COACHING.”
JOHN FABER, CFP® RON BLUE & CO.
“THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.”
BRENT HAWKINS, TWISTED ROOT MARKETING
Thank you.