leadership and teams updated 9.11

31
www.johnspence.com HOW TO BUILD, LEAD AND SUSTAIN A HIGH PERFORMANCE TEAM

Upload: john-spence

Post on 22-Apr-2015

792 views

Category:

Education


1 download

DESCRIPTION

Abbott Leaqdership & Teams workbook PDF

TRANSCRIPT

Page 1: Leadership and teams updated 9.11

www.johnspence.com

1

Leading a High Performance Team

HOW TO BUILD, LEAD AND SUSTAIN A HIGH PERFORMANCE TEAM

Page 2: Leadership and teams updated 9.11

www.johnspence.com

2

Leading a High Performance Team

NOTES FROM PRESENTATION:

Page 3: Leadership and teams updated 9.11

www.johnspence.com

3

Leading a High Performance Team

NOTES FROM PRESENTATION:

Page 4: Leadership and teams updated 9.11

www.johnspence.com

4

Leading a High Performance Team

NOTES FROM PRESENTATION:

Page 5: Leadership and teams updated 9.11

www.johnspence.com

5

Leading a High Performance Team

NOTES FROM PRESENTATION:

Page 6: Leadership and teams updated 9.11

www.johnspence.com

6

Leading a High Performance Team

LEADING PEOPLE Rosen & Brown Penguin Books

This is compiled from more than a dozen studies, focusing on leading companies from the Forbes 500, Fortune 500, 700 privately-held firms, and interviews at the 3,000 largest companies in America. Successes depend on people - and in order to achieve success,

people depend on leaders.

It is a simple idea, but one with sweeping consequences. It opens up tremendous opportunities, but also gaping pitfalls. In order to succeed, leaders will have to reinvent their organizations to get the most from their people. But to do that, leaders must take a deep look inside and discover the ways they influence their enterprise and their people. More importantly, they will need to reinvent themselves. A recent national survey of more than 10,000 workers found that current leadership is costing American companies more than half their human potential. To put that another way, improved leadership alone could double worker productivity. This translates directly to the bottom line. The single biggest influence on employee commitment and performance, according to another sweeping national study of more than 25,000 workers, is the leadership skills of their managers! To be effective and successful, leaders must build organizations that help employees strengthen their competence, creativity, and commitment. Leaders must create healthy environments where people are excited about their work, take pride in their accomplishments, and contribute to their colleagues doing the same. Their task, in short, is to foment ideas, skills, and energy. This is leading people.

Page 7: Leadership and teams updated 9.11

www.johnspence.com

7

Leading a High Performance Team

THE EIGHT PRINCIPLES OF LEADING PEOPLE

VISION Leaders see the whole picture and articulate that broad perspective with others. By doing so, leaders create a common purpose that mobilizes people and coordinates their efforts into a single, coherent, agile enterprise.

TRUST Without trust, vision becomes an empty slogan. Trust binds people together; creating a strong, resilient organization. To build trust, leaders are predictable and they share information and power. Their goal is a culture of candor.

PARTICIPATION The energy of an organization is the participation and effort of its people. The leader’s challenge is to unleash and focus this energy, inspiring people at every level of the enterprise to pitch in with their minds and hearts.

LEARNING Leaders need a deep understanding of themselves. They must know their strengths and shortcomings, which requires a lifelong process of discovery, and they must be able to adapt to new circumstances. They must promote constant innovation, and leaders must encourage their people to refresh their skills and renew their spirits.

DIVERSITY Successful leaders know the power of diversity and the poison of prejudice. They understand their own biases, and they actively cultivate an appreciation of the positive aspects of people’s differences. In their organizations, they insist on a culture of mutual respect.

Page 8: Leadership and teams updated 9.11

www.johnspence.com

8

Leading a High Performance Team

CREATIVITY In a world where smart solutions outpace excessive work, creativity is crucial. Leaders pay close attention to people’s talents, leaning on their strengths and managing around their weaknesses. They encourage independent, challenging thinking and they invest in technologies that facilitate the efforts of their people.

INTEGRITY A leader must stand for something. As a public citizen and a private person, he/she knows what is important in life and acts by deep-seated principles. Every wise leader has a moral compass, a sense of right and wrong. Good leaders understand that good ethics is good business.

COMMUNITY Community is mutual commitment and it inspires the highest performance. It’s human nature to go the extra mile for one’s neighbors and fellow citizens, and a mature leader stresses the organization’s responsibility to the surrounding society. A leader also acts as a steward of the natural environment.

Page 9: Leadership and teams updated 9.11

www.johnspence.com

9

Leading a High Performance Team

THE LEADERSHIP CHALLENGE KOUZES & POSNER

JOSSEY-BASS

This book is based on an extensive research study that began in 1987 and has continued through 2006. More than 450,000 respondents on four continents were asked: ―What values (personal traits and characteristics) do you look for and admire in your leaders?‖ They were also asked to select the seven qualities they most look for and admire in a leader – someone whose direction they would willingly follow. The top four responses, by a very wide margin, were as follows:

BEING HONEST Honesty was selected more often than any other leadership characteristic; it consistently emerged as the single most important ingredient in the leader-constituent relationship. That nearly 90% of the respondents want their leaders to be honest above all else is a message that all leaders must take to heart. Just how do constituents measure honesty? By observing the leader’s behavior. In other words, regardless of what leaders say about their own integrity, people wait to be shown; they watch and observe carefully. Consistency between word and deed is how we judge someone to be honest. Honesty is also related to values and ethics. We appreciate people who take a stand on important principles. We resolutely refuse to follow those who lack confidence in their own beliefs. Confusion over where the leader stands creates stress; not knowing the leader’s beliefs contributes to conflict, indecision, and political rivalry. We simply don’t trust people who won’t tell us their values, ethics and standards. Even worse, though, is someone who tells us they hold a certain value – then acts in complete disagreement with that value.

Page 10: Leadership and teams updated 9.11

www.johnspence.com

10

Leading a High Performance Team

BEING FORWARD-LOOKING We expect our leaders to have a sense of direction and a concern for the future of the organization. Leaders must know where they are going if they expect others to willingly join them on the journey. In a separate study of 300 senior executives, ―a leadership style of honesty and integrity‖ and ―a long-term vision and direction for the company‖ were ranked as the number one and two most important characteristics in a successful leader. In a joint study with Columbia University, 98% of the respondents (8,500) ranked ―the ability to convey a strong vision of the future‖ as a very important quality for effective leaders. We want to know what the organization will look like, feel like, be like when it arrives at its goal in six months or six years. We want to have it described to us in rich detail so that we’ll know when we’ve arrived and so that we can select the proper route for getting there.

BEING INSPIRING We also expect our leaders to be enthusiastic, energetic, and positive about the future It’s not enough for a leader to have a dream about the future. A leader must be able to communicate the vision in ways that encourage us to sign on for the duration. Some react with discomfort to the idea that being inspiring is an essential leadership quality. In the final analysis, though, leaders must inspire our confidence in the validity of the goal. Enthusiasm and excitement are essential and signal the leader’s personal commitment to pursuing that goal. If a leader displays no passion for a cause, why should anyone else?

Page 11: Leadership and teams updated 9.11

www.johnspence.com

11

Leading a High Performance Team

BEING COMPETENT To enlist in another’s cause, we must believe that the person is competent to guide us where we are headed. We must see the leader as capable and effective. Leadership competency doesn’t necessarily refer to the leader’s abilities in the core technology of the operation. In fact, the type of competence demanded is value-added competence. Functional competence may be necessary, but it’s insufficient; the leader must bring some added value to the position. Expertise in leadership skills themselves is another dimension of competence.

PUTTING IT ALL TOGETHER What we found in our investigation of admired leadership

qualities is that, more than anything, we want leaders who are credible. We must believe that their word can be trusted, that

they’ll do what they say, that they’re personally excited and

enthusiastic about the direction in which we’re headed, and that they have the knowledge and skill to lead.

THE FIVE FUNDAMENTAL PRACTICES OF EXEMPLARY LEADERSHIP As we looked deeper into the dynamic process of leadership, through case analysis and survey questionnaires, we uncovered five fundamental practices that enable leaders to get extraordinary things done. The best leaders in the world are able to:

Challenge the process

Inspire a shared vision

Enable others to act

Model the way

Encourage the heart

Page 12: Leadership and teams updated 9.11

www.johnspence.com

12

Leading a High Performance Team

RESPONSIBLE MANAGEMENT GETS RESULTS Faust, Lules, Phillips

AMACOM

Based on an in-depth diagnosis of more than 3,000 organizations to assess their strategic architecture (vision, strategy, structure, information feedback and control systems, reward systems); their culture and functional areas (marketing and sales, operations, HR, and financial); and a variety of key outcomes (revenue, profit, community image, morale, turnover, etc.) The diagnosis regularly reveals problems in six specific areas where “responsibility” in the organization is rated low.

CREATING A CLEAR, MEANINGFUL SENSE OF DIRECTION People want to know where they are heading. A clear understanding of the organization’s vision, mission, goals and strategy not only gives people comfort; it lets them share in the excitement of the journey. It gives them a context for their own decisions and lets them be creative contributors. Within this framework, employees can contribute their own solutions and use their own common sense, experience, skills and judgment, and they can take pride in their contributions. The tools to communicate direction include:

A clear statement of purpose and core values

An inspiring and specific vision of an exciting future

A clear statement of our core business and position in the

marketplace A focused set of strategic initiatives that we follow to

achieve the vision in the shorter term (1-3 years)

Processes and documents that communicate the vision,

strategies and goals and translate them into meaningful,

concrete terms for those who will make them happen

Page 13: Leadership and teams updated 9.11

www.johnspence.com

13

Leading a High Performance Team

HAVING AND LIVING BY VALUES PEOPLE RESPECT Core values may drive a company’s strategy and decisions and may be major determiners of its success. But they are not the only values by which companies are judged. There are a number of other values, real or imagined, long-term or short-term, that affect whether people will choose to be responsible to a given organization. Most people believe that a person’s or company’s behavior is in some way reflective of their values. Human beings have a very strong tendency to read intent into behavior. Employees regularly infer the values of the organization from the behavior of its leaders.

RESPECTING PEOPLE AND THEIR CONTRIBUTION People want to work in an environment where they and their contributions are respected. When there is no respect, each day is demeaning. There is little sense of self-worth and contribution. Confident, optimistic, capable people will not stay in an environment that offers little respect.

HAVING A COMPATIBLE CULTURE The culture of an organization is the embodiment of its true values and philosophy. It is expressed in the typical behavior of its employees and its policies, procedures, systems, structures, decisions, and day-to-day actions. Employees need to feel compatible and comfortable with the corporate culture.

BEING A SOURCE OF PRIDE People like to take pride in their organization. Motivation increases naturally as people see their organization doing things they believe will make it more successful. The reciprocal is also true; people lose all motivation when they witness their organization behaving in ways that are contradictory to stated values, goals or strategies.

Page 14: Leadership and teams updated 9.11

www.johnspence.com

14

Leading a High Performance Team

INSIGHTS ON LEADERSHIP SPEARS

JOHN WILEY & SONS From a global study of leading CEO’s, these were identified as the key characteristics for organizational success:

Service to the customer is the keystone of the

company’s mission.

Core values shape the culture and provide liberating

support to associates.

Value is placed on community service in the

communities in which the corporation operates.

The enterprise is viewed as a learning organization.

Everyone is challenged to stretch toward his or her

individual potential.

Value is placed on the initiatives of associates to

continuously improve the system.

Emphasis is placed on teamwork and alignment.

From the CEO and throughout the organization,

extreme importance is placed on walking the talk.

The leadership growth model that emerged from this study includes the following stages: 1. First, the leader must achieve a high level of self-mastery. This stage also requires a self-assessment of one’s own personal system including the values that shape the individual’s unique approach to leadership. 2. The second stage includes attention to a deeper level of communications. This means a serious commitment to cooperation and behaviors congruent with core values. 3. At the next level, the leader must practice transformational leadership. This dimension of leadership includes attention to releasing human potential and high levels of interaction and alignment.

Page 15: Leadership and teams updated 9.11

www.johnspence.com

15

Leading a High Performance Team

A BRIEFING FOR LEADERS DILENSCHNEIDER HARPER BUSINESS

HOW A LEADER SETS DIRECTION

Create a strong vision

Articulate a clear course

Bias the organization toward action

Lift up the organization

Practice excellent personal communications

Earn conviction

Sustain the vision

Create unity of purpose

Leverage the strength of the culture

Support positive rituals

Harmonize vision and culture

Train people to focus

THE FIVE VALUES OF A STRONG CORPORATE CULTURE

1. Integrity: be a living example of your leadership values

2. Accountability: do what you say you will do—build trust through personal responsibility

3. Diligence: work hard, set a good pace, complete projects on or before deadlines

4. Perseverance: overcome obstacles while maintaining a positive and enthusiastic attitude

5. Discipline: do all of these things, every single day

Page 16: Leadership and teams updated 9.11

www.johnspence.com

16

Leading a High Performance Team

The following is from a joint study of 1,500 outstanding organizations conducted by: The Tom Peters Group, TPG/Learning Systems and The Executive Development Center at the Leavey School of Business and Administration.

THE SEVEN LESSONS 1. Leaders Don’t Wait

They are proactive – they want to produce victories. Waiting for permission to begin is not characteristic of leaders. A sense of urgency combined with disciplined execution is. 2. Character Counts

We call it the first law of leadership: if you don’t believe the messenger – you will not believe the message! People expect leaders to stand for something and to have the courage of their convictions. Therefore, the first milestone on the journey to leadership is clarity of personal values. 3. Leaders Have Their Head in the Clouds and Their Feet on the

Ground

Not only do we demand that leaders be credible; we also demand that they have a clear and compelling vision of the future. 4. Shared Values Make a Difference

As important as it is for leaders to have a clear vision and values, what they say must be consistent with the aspirations of their followers. Followers have needs and interests, dreams and beliefs of their own. Leaders must be able to gain consensus on a common cause and a common set of principles. They must be able to build a community of shared values.

Page 17: Leadership and teams updated 9.11

www.johnspence.com

17

Leading a High Performance Team

5. You Can’t Do it Alone

Leadership is not a solo act. Winning strategies are always based on a ―we,‖ not an ―I,‖ philosophy. 6. The Legacy You Leave is the Life You Lead

Followers are moved by deeds. They expect leaders to show up, to pay attention and to participate directly in the process of getting extraordinary things done. Leaders take every opportunity to show others by their own example that they are deeply committed to the aspirations that they espouse. Leading by example is how leaders make vision and values tangible. It is how they provide evidence that they are personally committed.

7. Leadership is Everyone’s Business

There is a myth that assumes that when you are on top you are automatically a leader – this simply is not true. Leadership is earned – not bestowed. It is not a title – it is a responsibility.

KEY LEADERSHIP BEHAVIORS

Listening Versus Telling

Defining, Shaping and Using Core Values

Living the Values in Everything You Do

Ensuring Employee Capability

Power Through Respect for Employees

Setting a Living Example

Displaying the Courage of Accountability

Page 18: Leadership and teams updated 9.11

www.johnspence.com

18

Leading a High Performance Team

EXAMPLE: GE LEADERSHIP VALUES GE leaders, always with unyielding integrity:

Are passionately focused on driving customer success.

Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth.

Insist on excellence, and are intolerant of mediocrity or bureaucracy.

Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin.

See change for the positive growth opportunities it brings.

Create a clear, simple, customer-centered vision, and continually renew and refresh its execution.

Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results.

Demonstrate—always with infectious enthusiasm for the customer—the ―Four E’s‖ of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute.

WHAT INHIBITS EXECUTION? National survey of 4,000 senior executives:

4. Inability to work together as a TEAM (21%)

3. Company CULTURE (23%)

2. Economic climate (29%)

1. Holding onto the past / unwillingness to CHANGE (35%)

Page 19: Leadership and teams updated 9.11

www.johnspence.com

19

Leading a High Performance Team

6 ELEMENTS OF CHARACTER—BY JOHN MATTONE Courage Loyalty

Diligence

Modesty Honesty

Gratitude

Courage True courage—noble courage, the authentic, spontaneous act of self-sacrificial concern for the defenseless—is not fanaticism but character. Courage is not the feeling of fearlessness. It is rather the willingness of mind necessary to act out of conviction rather than feeling. I have coached many leaders who feel quite fearless but act in sometimes a cowardly manner. Conversely, I have worked with many executives who are fearful yet behave with incredible courage. Great leaders are courageous. It is beyond valor—in fact, heroism and courage are not synonymous, since there are acts of heroism every day that are acts of impulse rather than true character. The measure of true character is consistency—as we all know business heroes, public heroes, sports heroes who were bold enough to make a heroic mark but could not sustain it over time—as they misstep, fall prey to controversy, financial ruin and criminal activity. These people were never truly courageous—only brave at a point in time. Courage is the greatest character element any leader must possess—as it is the catalytic agent that mobilizes every other virtue in the face of crisis. Knowing right from wrong is one thing; taking the right action based on this knowledge is yet another. Courageous leaders inspire their people and teams to achieve incredible new heights—it is the foundation for creating the ―will do‖ and ―must do‖ in people. Loyalty Where is the loyalty? Where has all the loyalty gone? Loyalty is the very fabric of community. Relationships cannot be developed, nurtured or prospered when there is no trust to glue mutuality of commitment. When loyalty is lost, the fabric of relationship unravels. Loyalty is the willingness—because of relationship commitments—to deflect praise, admiration and success onto others. Loyalty is a two-way street—it must function both upwardly and downwardly. Upward loyalty is shown to your boss. Are you willing to allow your boss to take credit while sometimes taking the blame? If a mid-level executive shows any disloyalty—either upward or downward—the fabric of community in that organization will begin to erode.

Page 20: Leadership and teams updated 9.11

www.johnspence.com

20

Leading a High Performance Team

Diligence In my coaching work, I sometimes encounter an executive who is looking for the quickest, shortest way….the easiest way….the way that will produce the greatest returns for them….and on and on. I tell them directly there are none that exist. There are no short-cuts to achieving anything worthwhile and there are countless stories of CEO’s, senior executives, and entrepreneurs who are quick to reinforce this undeniable notion that there is no substitute for hard work. When I encounter these executives, I get them connected with leaders who can share their experiences in vivid detail so they begin to vicariously experience both the positive and negatively charged references that give them a dose of reality and perspective. Diligence is a necessary—but not sufficient—condition for achieving leadership excellence but it does provide the leader with a solid foundation that will serve to minimize the depth of their setbacks. The diligent leader is a steady performer, and the steady performer is a finisher. Great leaders want accountability and are serious about their obligations—unfortunately there are many managers who are spiraling to lower maturity because of their unwillingness to finish—to be held accountable and follow-through on their obligations. Modesty Modesty means living within limits. It is the opposite of being ―bold‖—putting oneself forward in the sense of aggressiveness or presumptuous. It is the opposite of arrogance. The greatest leaders are confident but they recognize that they are also not too good, too big, too rich, too powerful to be open to the views and perspective of others all aimed at self-improvement and organizational improvement. Modest leaders see fiscal and operational constraints as safeguards—not hindrances. Modest leaders are able to invoke their own limits as they begin to realize again through positively charged references that greater individual and team results will be realized. Modesty is also a key counter-balancing mechanism that keeps a leader’s emotions in balance. I have coached countless executives in how to accept and adopt a more immodest, prudent view of themselves and the operations they run and the absolute key in getting them to transform is helping them see that it is their own need for attention that drives their arrogance and the results they are achieving are less than if they had adopted a more calm self-acceptance approach in handling challenges.

Page 21: Leadership and teams updated 9.11

www.johnspence.com

21

Leading a High Performance Team

Honesty There is a line between shrewd business and dishonesty. However, it is not nearly as fine as we think. Great leaders work hard to bend over backward for honesty as they realize truth and honesty are the pillars upon which relationships, teamwork, and positive energy are built. Great leaders are comfortable missing out on deals rather than to use deception to win. Great leaders would rather make a minor profit with honesty than a major one without it. Exaggerations, padded expense accounts, deliberately shaved tax forms submitted without hesitation, showing up for work late, leaving early, and theft of company property (which now reaches into the billions annually) are all acts of dishonesty. Mature leaders create an environment in which they themselves live and promote a truthful, above-board, honest existence. Gratitude Great leaders demonstrate enormous respect and appreciation for the sum of all their references (both positive and negative) as they know in their mind and heart that the very essence of who they are is inextricably tied to the sum of their experiences. They know and respect that they have learned to grow and mature as leaders through the highs and lows and they appreciate their reference reservoirs as nothing more than a ratio of positively charged references divided by all of their experiences. It’s a batting average. Just like a batting average, the higher the better but much can be learned by striking out every now and then. In fact, it keeps us in balance and we appreciate the hits all that much more with a healthy dose of setback. This is one of the great challenges I see with younger executives who desire way too much, too fast—as many are just unwilling to see the value in experiencing setbacks—it slows them down but the setback teaches contrast, it teaches gratitude for all experiences and special gratitude when the ―hit‖ actually occurs. Gratitude as an element of character is also at the root of providing praise and recognition to others (more on this later when we discuss Demarcation). Saying ―thank you,‖ ―I appreciate you hard work,‖ originates from this element—it requires selflessness but showing honest gratitude to your people and your team will propel them to new heights.

Page 22: Leadership and teams updated 9.11

www.johnspence.com

22

Leading a High Performance Team

HERE’S WHAT LEADERS MUST PAY ATTENTION TO Strategic Clarity – leaders must constantly assess how well their organization’s strategy is understood across operations staff. Com-munication and reinforcement of the declared strategy will lead to clear understanding by all staff. Goal Alignment – Once strategic clarity is reached, leaders must constantly assess the degree to which projects, goals, tasks are aligned to your organization’s declared strategy. Expectations Clarity – Next, leaders must ensure that everyone in the organization has formalized ends goals (performance stan-dards) and means goals (values defined in behavioral terms). In addition, leaders must ensure that all staff proactively commit to their performance and values goals. Consistent Accountability – leaders must hold all staff account-able, day in and day out, for meeting performance expectations and values expectations. Accountability means the prompt applica-tion of POSITIVE consequences (when folks do the right things the right way) and NEGATIVE consequences (when they don’t).

Page 23: Leadership and teams updated 9.11

www.johnspence.com

23

Leading a High Performance Team

10 KEYS TO BUILDING A CULTURE OF DISCIPLINED EXECUTION 1. Top management must be fully committed.

2. Create a ―Guiding Coalition‖ of respected senior leaders.

3. Make a strong case for the need to execute effectively and communicate it relentlessly.

4. Create very clear focus on what is most important, and what you must have the courage to say NO to.

5. Create systems and process to assign and track execution.

6. Ensure people have the training, tools and resources necessary to effectively execute the focused objectives.

7. Give every person as much information as possible.

8. Push decision making down to the lowest reasonable level.

9. Lavishly reward those who meet the execution targets.

10. Deal decisively with anyone who does not.

EXAMPLE: GROUND RULES FOR A PROFESSIONAL TEAM

All members agree to be managed and coached to strictly enforced standards of performance and quality work.

Teamwork is mandatory, not optional.

Excellence in customer satisfaction (internal / external) is an enforced standard.

Personal and professional growth is a nonnegotiable minimum standard.

All team members must show a sincere interest in the customer and a sincere desire to help them.

The primary focus must be on delivering quality work and building strong customer relationships.

Demand excellence and refuse to tolerate mediocrity.

Page 24: Leadership and teams updated 9.11

www.johnspence.com

24

Leading a High Performance Team

KEY TEAM COMPETENCIES 1. Setting clear, specific and measureable goals.

2. Making assignments extremely clear and ensuring required competence.

3. Using effective decision making processes within the team.

4. Establishing accountability for high performance across the entire team.

5. Running effective team meetings.

6. Building strong levels of trust.

7. Establishing open, honest and frank communications

8. Managing conflict effectively.

9. Creating mutual respect and collaboration.

10. Encouraging risk-taking and innovation.

11. Engaging in ongoing team building activities.

WHAT IT TAKES TO BE A VALUED MEMBER OF A TEAM

Develop and display competence.

Follow through on commitments.

Deliver required results.

Ensure your actions are consistent with your words.

Stand behind the team and its people.

Be enjoyable to work with.

Communicate and keep everyone informed.

Help the other members of the team.

Hold yourself 100% accountable.

Page 25: Leadership and teams updated 9.11

www.johnspence.com

25

Leading a High Performance Team

TYPICAL WAYS THAT TEAM LEADERS VIOLATE SUBORDINATES EXPECTATIONS:

Micromanaging – not giving autonomy.

Making decisions that effect subordinates without their input.

Letting team members shirk their duties without any negative consequences.

Not giving praise or rewards for a job well-done.

Not recognizing that the subordinate has a life outside of the team that occasionally takes priority over work.

TYPICAL WAYS THAT SUBORDINATES VIOLATE THE TEAM LEADER’S EXPECTATIONS:

Missing or being late to team meetings.

Not outwardly demonstrating commitment and support for the leader’s agenda.

Not completing assignments in a timely manner so the team can complete its work.

Not letting the leader know when there are problems or issues.

Not sharing resources with other team members.

Not sharing credit with the rest of the team.

Not responding to e-mails or voice mails in a timely manner.

Page 26: Leadership and teams updated 9.11

www.johnspence.com

26

Leading a High Performance Team

LEADING A HIGH PERFORMANCE TEAM: INDIVIDUAL WORKSHOP Based on the presentation, all of the materials you have just read and your personal experience, please create a detailed outline of what you feel are the most critical aspects of leading a high performance team. What should the leader focus on in order to build and sustain a high performance team that displays mutual accountability, a sense of urgency and high level of trust, respect and professionalism?

Page 27: Leadership and teams updated 9.11

www.johnspence.com

27

Leading a High Performance Team

LEADING A HIGH PERFORMANCE TEAM: INDIVIDUAL WORKSHOP

Page 28: Leadership and teams updated 9.11

www.johnspence.com

28

Leading a High Performance Team

LEADING A HIGH PERFORMANCE TEAM: SMALL GROUP WORKSHOP

Now that you have each completed you own individual ―Team Leader‖ model, as a group I would like you to compare and contrast what you have each written. Share your list. Look back over the book together, pick out key ideas and phrases that are particularly meaningful to you. Discuss with your group why you feel strongly about certain aspects of your model, why you feel they are so critical to building a culture of accountability, execution, customer focus and commitment to excellence on a high performance team. The goal is for each team to synthesize all of their individual models into one focused leadership competency model that you all feel represents the most important elements of being a successful team leader. In other words, combine all of your individual models to create one overarching ―Ideal Team Leader‖ model for you all believe it truly takes to build and sustain a winning team. At the end of this workshop each team will be responsible from making a brief presentation on their model. I want to see that you have given this a good deal of thought and honest debate and created a solid framework that is focused, realistic and challenging — and that each of you would be willing to personally commit to.

Page 29: Leadership and teams updated 9.11

www.johnspence.com

29

Leading a High Performance Team

LEADING A WINNING CULTURE: TEAM WORKSHOP

Page 30: Leadership and teams updated 9.11

www.johnspence.com

30

Leading a High Performance Team

IDEAS TO ACTIONS WORKSHOP This is an extremely important workshop, so please take it very seriously. Keeping the ―Ideal Team Leader‖ model you have created for your organization clearly at the front of your mind, discuss your findings in your group, talk specifically about areas for needed improvement—and exactly how to truly make positive changes in those areas. The goal of this workshop is for each group to develop a list of five very specific action steps that your organization can commit to in order to make real progress in improving your team and leadership effectiveness. Remember: What gets measured gets done; so every action item must be clear, specific, measurable and realistic.

Page 31: Leadership and teams updated 9.11

www.johnspence.com

31

Leading a High Performance Team

IDEAS TO ACTIONS WORKSHOP