Leading and Coaching Effective Teams

Heidi Brushert LaabsAugust 20, 2014

The Wisconsin RtI Center (CFDA # 84.027) acknowledges the support of the Wisconsin Department of Public Instruction in the development of this PowerPoint and for the continued support of this federally-funded grant program. There are no copyright restrictions on this document; however, please credit the Wisconsin DPI and support of federal funds when copying all or part of this material.

Today’s Outcomes

• Understand the importance of teamwork and collaboration• Know the stages of team development• Know the obstacles to effective teamwork

and how to overcome them• Consider these ideas in the context of a team

that you coach/lead

High Quality Instruction

Collaboration

Balanced Assessment

SYST

EMS

PRACTICES

DATASupportingStaff Behavior

SupportingDecisionMaking

SupportingStudent Behavior

OUTCOMES

Social Competence &Academic Achievement

RtI Leadership Structures, Processes and Products

District RtI/PBIS Leadership Team

School RtI/PBIS Leadership Team

Grade Level/ Course Team

Classroom

District RtI/PBIS Vision

School RtI/PBIS Vision

Grade Level/ Course RtI/PBIS

Vision

Classroom RtI/PBIS Vision

District RtI Non-Negotiables

School RtI Non-Negotiables

Grade Level/ Course Non-Negotiables

Classroom Non-Negotiables

District RtI Goals/ Action Plan

School RtI Goals/Action Plan

Grade Level/ Course Goals/Action Plan

Classroom Goals/Action Plan

Why Teams?

• Effective teamwork yields higher results than individual efforts• Collaboration sustains adaptive change• Collaborative cultures lead to higher student

achievement• Members of successful teams become

members and leaders elsewhere in the system• Builds a sense of belonging and connection

Key Ideas about Teams“A team is a relatively small number of people that share common goals as well as the rewards and responsibilities for achieving them.” (Lencioni, 2005)

“Expert groups are made, not born. “ (Garmston, 2012)

“All groups work at less than full potential.” (Garmston, 2012)

“Each group is unique.” (Garmston, 2012)

“…no quality or characteristic is more important than trust.” (Lencioni, 2005)

What teams are you currently working with at your school?

Stages of Team Development (Tuckman, 1965)

• Forming

• Storming

• Norming

• Performing

Forming

• Feelings/Thoughts – Excitement, anticipation; suspicion, fear; Tentative attachment to team; wondering

• Behaviors – Polite; guarded; attempts; difficulty identifying relevant problems; complaints; impatience

• Needs – Mission, vision, purpose; membership; goals/objectives; define roles, responsibilities, expectations; norms/guidelines

• Leadership – Mentoring; directing; telling; guiding; establishing; high task-low relationship; one way communication

Storming• Feelings/thoughts – Resistance; fluctuating attitudes;

risks/benefits; do I agree with team purpose;

• Behaviors – Arguing; defensiveness; competition; power struggles; polarization; lack of progress; unrealistic goals; loss of interest; opting out; norm violations

• Needs – Interpersonal relationships; trust; listening; conflict resolution; understand style differences; leadership clarification

• Leadership – Coaching; guidance; persuading; explaining; high directing/supporting; high task/relationship; leader consults but decides

Norming• Feelings – Belonging; personal accomplishment; free

expression; trust; constructive criticism & conflict; relief

• Behaviors – Established procedures; open communication; effective conflict resolution; participation; shared decisions; progress; routines; unified mission & purpose; keep norms; balance of power; team identity

• Needs – Problem solving; decision making; leadership skills

• Leadership – Coaching; supporting; encouraging; listening; collaborating; high relationship; shared decision making; discussion

Performing• Feelings – High commitment; trust; friendships; fun &

excitement; high personal development and creativity; team inspires individual; understand others’ styles

• Behaviors – Self-change; flexibility; risk taking; mutual support; enthusiasm; pride; satisfaction; shared , consensus decision making; flow; goal attainment

• Needs – Coaching (transformational); measuring performance; sustainability

• Leadership – PLC/Peer coaching; delegation; observing, monitoring; fulfilling; non-directive; leader sets goals with team, team accomplishes them

Job-Alike Conversation

What “squares” with your thinking?

What’s “going around” in your head?

What can you “point to” in your experience that illustrates these ideas?

Patrick LencioniThe Five Dysfunctions of a Team

INATTENTION TO

RESULTS

AVOIDANCE OF

ACCOUNTABILITY

LACK OF

COMMITMENT

FEAR OF

CONFLICT

ABSENCE OF

TRUST

Absence of Trust• Trust is the foundation of teamwork

• On a team, trust is all about vulnerability, which is difficult for most people

• Building trust takes time, but the process can be greatly accelerated.

• Like a good marriage, trust on a team is never complete; it must be maintained over time.

Members of Teams that Lack Trust…

• Conceal their weaknesses and mistakes• Don’t ask for help or give constructive feedback• Hesitate to offer help outside their own

responsibilities• Jump to conclusions about others’ intentions• Fail to recognize other’ skills and abilities• Waste time and energy managing behaviors• Hold grudges• Dread and avoid meetings

Members of Trusting Teams…

• Admit weaknesses and mistakes• Ask for help• Accept questions and input about their work• Give others the benefit of the doubt• Offer feedback and assistance• Focus time and energy on important issues• Offer and accept apologies• Look forward to meetings and working together

Overcoming Lack of Trust

• Benevolence and competence

• Honesty, reliability, vulnerability

• Team development activities

• Style/personality inventories

• Team Effectiveness assessments

Patrick LencioniThe Five Dysfunctions of a Team

INATTENTION TO

RESULTS

AVOIDANCE OF

ACCOUNTABILITY

LACK OF

COMMITMENT

FEAR OF

CONFLICT

ABSENCE OF

TRUST

Fear of Conflict

• Conflict is inevitable . Conflict on a team is good.

• “Good” conflict requires trust

• Even on the best teams, conflict at times will be uncomfortable

• Norms for conflict must be articulated and discussed

• Keep conflict about ideas as much as possible, not about people

Teams that Fear Conflict…

• Have boring meetings• Back-room politics and backstabbing are

common• Ignore controversies that are critical for team

success• Fail to tap opinions and perspectives of all

members• Waste time and energy on posturing and

avoiding interpersonal risks

Teams that Engage in Conflict…

• Have lively, interesting meetings• Seek ideas of all team members• Solve real problems quickly• Minimize politics• Put critical topics on the table

Overcoming Fear of Conflict

• Establish workable trust• “Mine “ conflicts using coaching questions• Give real-time permission• Refer to results of style/personality

inventories • Conflict resolution inventories and

trainings• Leaders model appropriate conflict

behaviors

So far, what makes sense in light of your experience with your team?

Patrick LencioniThe Five Dysfunctions of a Team

INATTENTION TO

RESULTS

AVOIDANCE OF

ACCOUNTABILITY

LACK OF

COMMITMENT

FEAR OF

CONFLICT

ABSENCE OF

TRUST

Lack of Commitment

• Buy-in

• Clarity

• Consensus

• Certainty

Teams that Lack Commitment…• Are ambiguous about direction and

priorities• Miss windows of opportunity due to

excessive analysis• Lack confidence and fear failure• Repeatedly revisit discussions and

decisions• Encourage and engage in second-guessing

Teams that are Committed…

• Are clear on direction and priority• Align around common objectives• Learn from mistakes• Seize opportunities before others do• Move forward without hesitation• Change direction without guilt

Overcoming Lack of Commitment• Build trust• Engage in productive conflict• Cascading messaging• Write it down• Set deadlines for decisions• Consider contingencies and worst-case

scenarios• Low-risk decisions first

Patrick LencioniThe Five Dysfunctions of a Team

INATTENTION TO

RESULTS

AVOIDANCE OF

ACCOUNTABILITY

LACK OF

COMMITMENT

FEAR OF

CONFLICT

ABSENCE OF

TRUST

Avoidance of Accountability

• Accountability on a strong team occurs among peers

• Peer pressure

• For a culture of accountability to thrive, leaders must be willing to confront difficult issues

• Use a team scoreboard or process check to hold one another accountable during meetings

Teams that Avoid Accountability…• Resent others who don’t meet performance

standards• Encourage mediocrity• Miss deadlines• Burden the leader with accountability and

discipline

Teams that Accept Accountability…

• Pressure poor performers to improve• Question one another’s approaches • Hold one another to high standards• Don’t need bureaucracy to manage

performance

Inattention to Results• The true measure of a great team is that it achieves the

results it set out to accomplish

• Team members must prioritize the results of the team over their own individual or department results

• To stay focused, teams must publicly clarify their desired results and keep them visible

• Create and use a Team Scoreboard – your team’s goals and objectives

What are your thoughts about the obstacles facing your team?

What’s your biggest challenge?

What’s are some things that you will try to overcome it?