January 10, 2014 LEAH Building and Supporting Teams

Goals Identify why a team is important – with emphasis on administrative teams Define a team Identify characteristics of a strong team Review qualities needed in a leader to support successful teams Practice with case study, module 3 Inspire: “bring leadership wherever we go” – Holly Grason (MCH/Johns Hopkins)

Why a team is important Get more done in less time at more cost Different perspectives/contributions Fulfillment and sense of connectedness … Ever been on a team? What worked? What didn’t work?

Define a Team Relatively small group of people (3-12) Shares common goals Shares rewards and responsibilities for achieving goals Set aside individual and personal needs for greater goal of group Inter-dependence and mutual accountability

Professional and Academic Teams MD Public Health Nutritionist (RD, MPH) Political Education Psychosocial Epidemiologist External Liaison Parent

Functional Team Members Chair (may be shared) External liaison/spokesperson Goal-setting (futuristic) Translate to concrete, operational plan Creative, brainstormer, even “wacky” “Cheerleader” to keep going Tracking details, targets, metrics Consumer

Leadership Styles Defining – tells group what to do Clarifying – team sets agenda and leader provides input, reaction; acts as a sounding board Involving – team is independent in defining goals and all members share the work on equal footing Empowering – Here you go; this is what you need to do

Complete and score the Personal Profile

Scoring and Primary Style Style when things are going well = GreenStyle when things are not going well and you are under stress = Red Identify the quadrant with the most words circled, the color represents your primary style. Your style may change when you are under stress. Let’s learn more about each style..

Green - Analyzer Strengths analytic cautious methodical fair thorough nit-picking suspicious rigid unfeeling compulsive Weaknesses

Red - Controller Strengths ambitious competitive self-confident forceful organizer ruthless combative arrogant dictatorial controller Weaknesses

Blue - Stabilizer Strengths supportive trusting adaptable optimistic helpful submissive gullible wishy-washy impractical self-denying Weaknesses

Purple - Persuader Strengths flexible open to change socializer experimenter adaptable tolerant looks for options wishy-washy inconsistent unable to stand alone aimless spineless uncaring without any focus Weaknesses

With Analyzers DO…DON’T… - Prepare in advance- Be disorganized or messy - Be accurate- Be casual, informal or loud - Be direct- Rush decision-making - List pros and cons-Fail to follow through - Present specifics-Waste time - Be persistent- Leave things to chance - Use timetables for actions-Threaten or cajole - Provide tangible, practical - Use opinions as evidence evidence- Be manipulative

With Controllers DO…DON’T… - Be specific & brief-Ramble or waste time - Stick to business-Be disorganized or messy - Be prepared- Leave loopholes or be unclear - Present facts clearly- Ask rhetorical questions - Ask “what” questions- Make decisions for them - Provide alternative solutions-Speculate - Take issue with facts- Be directive

With Stabilizers DO…DON’T… - Start with a personal comment- Rush into business - Show sincere interest in them as-Stick constantly to people business - Listen and be responsive quickly -Force them to respond - Be casual and non-threatening- Be demanding - Ask “how” questions- Debate facts & figures - Watch for hurt feelings- Be abrupt - Provide assurances- Be patronizing - Decide for them

With Persuaders DO… DON’T… - Be fast-moving, entertaining - Leave time for socializing - Talk about their goals - Deal with the “big” picture - Ask for their opinions & ideas - Be dogmatic - Provide examples from people they believe are important - Offer incentives or rewards - Deal with details -Talk down to them - Legislate - Be cold, aloof, or tight lipped - Press for solutions

Characteristics of a Strong Team 2005,Lencioni Results Accountability Commitment Conflict Trust

Qualities in a Leader for Building Successful Teams Shares power to increase power Offers active roles in decision-making Relies significantly on peer problem-solving Promotes self-confidence in others and expresses own confidence in their capabilities Encourages others to act together to affect change

Activity CASE STUDY EXERCISE #3: Draft an agenda and general plan for the next meeting. Include an outline of the data, information, and materials that will be provided in advance or during the meeting, and how they will be used. Create a plan for organizing participants to get the work done (e.g., team member tasks and roles, timelines, team structures). As you plan for the meeting, answer the following questions: What are the specific challenges you will face in creating an effective working environment for this group? What are some strategies that can be applied? What specific outcomes should be expected from this meeting? What kind of follow up will be required to move the proposal forward? Where do you expect to face the greatest resistance? How can you overcome this resistance? How much should you cite the Governor’s desire? How can you seek his endorsement early? Where do you expect to find the greatest support? How can you use this for the best advantage? What additional preparation (beyond what’s described in the case study) would be helpful before this second meeting?

Resources MCH Leadership Development Series Cowboys and Pit Crews Case Study Salas, E and Frush, K, editors, Improving Patient Safety Through Teamwork and Team Training, Oxford, St. Pierre, M., et. al., Crisis Management in Acute Care Settings, 2 nd edition, Springer, Lencioni, Patrick, Overcoming the Five Dysfunctions of a Team, A Field Guide, for Leaders, Managers, and Directors, Jossey-Bass/Wiley 2005.