Academy for Leadership & Development

How Is a Team Different From a Workgroup? Work Groups Teams Structure Layered or individual Flat Size Large or small Small, fewer than 10 Job size Single task Multi-task, whole process Management role Direct control Facilitation Leadership Strong, clearly focused leader Shared with team Information flow Controlled, limited Open, shared Goals & objectives Output defined for individuals Output defined for team Work products Individual work products Collective work products AccountabilityIndividual Individual and mutual Competition Values competition Values, collaboration Rewards Individual, seniority Team, skills-based

We Trained Hard… but every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing…and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization. Written in 210 B.C. by Petronius Arbritor

Generations at Work Political, economic, cultural, historical factors Political, economic, cultural, historical factors Characteristics of this Generation at Work Characteristics of this Generation at Work Leading and managing suggestions Leading and managing suggestions

Characteristics of High Performing Teams P urpose and Values P urpose and Values E mpowerment E mpowerment R elationships and Communication R elationships and Communication F lexibility F lexibility O ptimal Performance O ptimal Performance R ecognition and Appreciation R ecognition and Appreciation M orale M orale (Blanchard, 2000)

Seven Steps to Being a Super Leader 1. Become an effective self-leader. 2. Model self-leadership for team members. 3. Encourage team members to set their own goals. 4. Create positive thought patterns. 5. Reward self-leadership and promote constructive critical feedback. 6. Promote self-leading teamwork. 7. Facilitate a self-leadership culture. (Manz, Neck, Mancuso, & Manz, 1997)

Four Organizational Conditions That Lead to an Empowering Environment 1. Clear vision and challenge 1. Clear vision and challenge 2. Openness and teamwork 2. Openness and teamwork 3. Discipline and control 4. Support and sense of security 4. Support and sense of security People more likely to take risks People more likely to take risks People more likely to experience success People more likely to experience success People then can empower themselves People then can empower themselves (Spretzer, 1995)

Vital Friends

The Eight Vital Roles 1. Builder 2. Champion 3. Collaborator 4. Companion 5. Connector 6. Energizer 7. Mind Opener 8. Navigator (Rath, 2006)

Principles of Team Development 1. Teams and team development are about results 2. Know what you are trying to build 3. Team development is a process, not an event 4. Just in time is the best time for training 5. Development must be a felt need of the team 6. Team development demands a safe environment 7. Use the work of the team to build the team 8. There are no shortcuts to team effectiveness 9. Willingness precedes skills 10. Team leaders need a head start (MacMillan, 2001)

Team Wheel (MacMillan, 2001) Common Purpose Excellent Communication Crystal Clear Roles Solid RelationshipsAccepted Leadership Effective Processes Our reason for cooperation The means of cooperation The climate for cooperation Interdependence cooperation Our strategy for cooperation The structure for cooperation The process of cooperation

Stages of Team Development Stage of Team Development Role of the Leader FormingDirecting StormingTeaching NormingCoaching PerformingConsulting Transforming or Adjourning Facilitating

Components of Team Development (MacMillan, 2001) 5. On-going evaluation and development 3. Developing mission-critical team processes and skills 2. Defining the task  Mission  Roles 1. Orientation  Individually  Collectively, as a team 4. Building relationships

Types of Teams Work Group Teams Work Group Teams Self-Directed Teams Self-Directed Teams Cross-Functional Teams Cross-Functional Teams Global Global Virtual Virtual

Team Member Roles Task Roles = “What” and “Why” Process Roles = “Who”

Task Dynamic and Task Roles Opinion Giver Opinion Giver Elaborator Elaborator Consensus Seeker Consensus Seeker Summarizer Summarizer Representative Representative Organizer Organizer Information Giver Information Giver Information Seeker Information Seeker Clarifier Clarifier Pacer Pacer

Process Dynamic and Process Roles Expediter Expediter Supporter Supporter Influencer Influencer Team Builder Team Builder Feeling Expresser Feeling Expresser Encourager Encourager Gatekeeper Gatekeeper Listener Listener Harmonizer Harmonizer Influencer Influencer

Task and Process Involvement Med High Low StormingFormingNormingPerforming TASK PROCESS Team Effort Individual Concern

Dysfunctional Team Member Roles and Behaviors Stage Hog Stage Hog Cynic Cynic Joker Joker Condescending Condescending Bullying Bullying Blocking Blocking Avoiding Avoiding Withdrawing Withdrawing Dominating Dominating Self-seeking Self-seeking

Overcoming Communication Barriers in Team Communication Giving and Receiving Feedback

Benefits of Feedback Feedback reduces uncertainty Feedback reduces uncertainty Feedback solves problems Feedback solves problems Feedback can build trust Feedback can build trust Feedback can strengthen relationships Feedback can strengthen relationships Feedback improves work quality Feedback improves work quality

Giving Feedback to Others Feedback Should Be: Specific Specific Descriptive, not evaluative Descriptive, not evaluative Timely Timely On-going On-going

Receiving Feedback From Others Get as much information as possible Get as much information as possible Do not become defensive Do not become defensive Use the feedback you solicit Use the feedback you solicit

A New Kind of Leadership “Leadership is always dependent on the context, but the context is established by the relationships we value. We cannot hope to influence any situation without respect for the complex network of people who contribute to our organization.” (Wheatley, 2001)

Twelve Angry Men An Effective Kind of Leadership Do you agree with this concept? Do you agree with this concept? How does your team do on this? How does your team do on this? The Decision-Making Environment How does your team operate in terms of making decisions without sufficient discussion? How does your team operate in terms of making decisions without sufficient discussion? Does your team take responsibility for decisions? Does your team take responsibility for decisions? An Assumption of Equality On your team, does everyone contribute ideas? On your team, does everyone contribute ideas? Do members listen to one another and are their opinions and ideas valued? Do members listen to one another and are their opinions and ideas valued? The Nature of Conflict Does your team welcome differing points of view to gain valuable insights about each other? Does your team welcome differing points of view to gain valuable insights about each other? Diversity & Inclusion What are the differences among your team members? What are the differences among your team members? What benefits and advantages do you perceive from these differences? What benefits and advantages do you perceive from these differences? (Wheatley, 1998)

Meeting Humor “A meeting is a gathering where people speak up, say nothing, then all disagree.” “A meeting is a gathering where people speak up, say nothing, then all disagree.” “A meeting is a place where you keep the minutes and throw away the hours.” “A meeting is a place where you keep the minutes and throw away the hours.” “The best meeting is a group of three with one person out sick and another out of town.” “The best meeting is a group of three with one person out sick and another out of town.”

How Full is Your Bucket? Tom Rath Donald O. Clifton, Ph.D.

IPDP

Reflection