Why Strong Teams are Necessary 1

SQ – Where is your dominant mode of functioning? Executing Team members who have a dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead. Influencing People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. Relationship Building Relationship builders are the glue that holds a team together. Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals into a team capable of carrying out complex projects and goals. Strategic Thinking Those who are able to keep people focused on "what they could" be are constantly pulling a team and its members into the future. They continually absorb and analyze information and help the team make better decisions. Get it Right Get it Done Get it Noticed Get Along

Problems with Team Leadership In Small Groups list the problems you have noticed in working together as teams 3

Lencioni’s 5 Dysfunctions of a Team Inattention to Results Lack of Accountability Lack of Commitment Fear of Conflict Lack of Trust 4

Lencioni’s 5 Functions of a Team RESULTS Measure Change Happens ACCOUNTABILITY Getting Buy-In Birthplace of Innovation COMMITMENT ROBUST CONVERSATION Honesty TRUST 5

Trust Foundation of Teamwork Trust is about vulnerability, which is difficult for most people Building trust takes time, but it can be accelerated Trust is never complete – it must be maintained

Conflict Conflict continuum – not too destructive, not too “nice” Different cultures handle conflict differently Mine for conflict Try to name obstacles Conflict can be uncomfortable Fear of conflict should not deter a team from productive debate

Commitment Clarity Checkpoints Thematic goals can be useful Buy-in only comes with clarity Avoid assumptions and ambiguity Does not require consensus!

Accountability Directly among peers Leader must address the difficult issues Scoreboard has high value Best occurs during meetings

Results Does the team achieve the results it set out to accomplish Team results must have priority over individual needs Keep desired results public where they are visible Problems: ego, career development, money.

How do you get commitment This is saying “I will do that”. Getting Buy-In This is difficult, even when everyone knows it must happen – because it initiates a change! 11

How can we have robust conversation? Ask, Ask and ask again What else Watch out for the quietness 6 Thinking Hats

6 Thinking Hats A rational that helps explain how different people approach a problem Similar to other studies we have done, broken down a bit further. As we go through these, be thinking about what hat best describes you.

WHITE HAT Information What information is missing? Facts No emotions No opinions Just the facts ma’am. 14

RED HAT Emotions, Feelings How does this make you feel? Intuition Hunches Reactions No explanations or logic or defending 15

BLACK HAT Pessimist What is wrong with the proposal Logical – negative No feelings Errors Future and past Powerful but potentially dangerous 16

YELLOW HAT Optimist Why should be go ahead? What’s good about this? Positive and constructive Logic, visions, hopes Opportunities No feelings (that’s red hat) 17

GREEN HAT Creative , Imagination How can this be improved? How can this be best implemented? Stepping Stones, improve or modify No judgment, no “bad” ideas Alternatives 18

BLUE HAT Facilitator wears this hat Rules of conduct, communicating our best selves Focus Summaries, Concluding statements Everyone can put on the blue hat 19

BLUE HAT Facilitator wears this hat Rules of conduct, communicating our best selves Focus Summaries, Concluding statements Everyone can put on the blue hat 20

BLUE Practical Application Look back at the 6 hats and pick 2 of them that you believe most apply to you. Then, answer the following questions: 1) Where have your two hats been demonstrated in your life? 2) Do the two hats you picked fit with the other personality aspects you learned about yourself? 3) Pick 1 of the hats that you would like to improve in the most. Why did you pick that one and how can you show improvement? 21