It’s All About Teamwork Jennifer L. Baker PsyD LMFT Julie Baumgardner MS CFLE

The Problem with Mediocrity Excellence is critical in any new endeavor Mistakes are inevitable, but too many can be fatal Careful, thoughtful planning is essential Some risks are necessary; others are not. Flexibility is essential It’s all about relationships.

Passion Wise leaders and managers remember that passion is personal Selecting staff and volunteers People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough. First, Break all the Rules Buckingham & Coffman, 1999

Finding & Motivating the Right People Select for talent More than experience, intelligence and determination Define the right outcomes Not just the right steps Focus on strengths Find the right fit First, Break All the Rules Buckingham & Coffman, 1999

The Right Talent Striving talents—what gets him going and keeps him going. Thinking talents—how she thinks, how she weighs alternatives, and how she makes decisions. Relating talents—whom he trusts, whom he builds relationships with, whom he confronts and whom he ignores. First, Break All the Rules Buckingham & Coffman, 1999

Focus on Outcomes Select Match talents and abilities with tasks Set expectations Define expectations clearly Provide needed materials and equipment Motivate Provide recognition or praise Develop Encourage professional/ personal growth and development First, Break All the Rules Buckingham & Coffman, 1999

Interviewing Potential Paid/ Unpaid Staff Possible Questions: 1)Describe a time when you had a conflict or disagreement with someone and how you handled it. 2)Describe a time you went over and above what was expected of you. 3)Tell me about a time you received some feedback that was difficult to hear and how you dealt with it. 4)Explain your “stress behaviors” and how to manage them.

Evaluating Staff/ Volunteer Outcomes Some questions to consider: 1)What do you consider to be your strengths? Weaknesses? 2)What are your goals for your current role? 3)How often would you like to meet with me to discuss your progress? 4)What is the best praise or encouragement you ever received? 5)Are there any skills you want to learn? First, Break All the Rules Buckingham & Coffman, 1999

Evaluating Performance Outcomes What actions have you taken? What discoveries have you made? What partnerships have you built? First, Break All the Rules Buckingham & Coffman, 1999

Maintaining Focus—Hedgehog Concept What you are deeply passionate about? What you can be best in the world at? What drives your resource engine? Marriage events Education Promoting father involvement Preventing out-of-wedlock pregnancy Teen abstinence Mentoring Low-income couples Good to Great and the Social Sectors Jim Collins, 2005

Avoiding Certain Pitfalls Inattention to Results Status and Ego Avoidance of Accountability Low Standards Lack of Commitment Ambiguity Fear of Conflict Artificial Harmony Absence of Trust Invulnerability The Five Dysfunctions of a Team Pat Lencioni

Meetings Too few meetings are likely more of a problem than too many meetings. Different kinds of meetings are key. Daily Check-ins Weekly Tacticals Monthly Strategics Quarterly Off-Site Reviews Death by Meeting Patrick Lencioni

Weekly Tactical Meeting Guide I.Lightening Round Notes II.Key Metrics Review I.Goals II.Outcomes III.Tactical Agenda Items I.Prioritize topics once generated II.Handle in order IV.Potential Strategic Topics V.Decisions/ Actions Death by Meeting Patrick Lencioni