Building Leadership Skills: Leading Teams An Infopeople Workshop Eureka! Leadership Series Fall 2008 Presenter Andrew Sanderbeck

This material has been created for the Infopeople Project [infopeople.org], supported by the U.S. Institute of Museum and Library Services under the provisions of the Library Services and Technology Act, administered in California by the State Librarian. Any use of this material should credit the funding source. This material has been created for the Infopeople Project [infopeople.org], supported by the U.S. Institute of Museum and Library Services under the provisions of the Library Services and Technology Act, administered in California by the State Librarian. Any use of this material should credit the funding source.

Begin with the End in Mind Please take a moment to identify what you want to get out of the seminar today

Getting to Know You! Your Name Your Name Where you are working Where you are working What you do What you do What you want to get out of the workshop What you want to get out of the workshop

Draw a Team!! What would your ideal team look like??

Difference between a group and a team A Group is a number of individuals who are together because of common interests or characteristics. Example: CLA Conf. Committee, Task Forces A Team is a number of individuals who work together with the same work objectives and their work is mutually dependent. Example: Sports Teams, Management Team

Characteristics of Effective Teams Common Identity Common Identity Common Goals and Objectives Common Goals and Objectives Sharing of Success and Failures Sharing of Success and Failures Cooperation and Collaboration Cooperation and Collaboration Established Roles Established Roles Effective Decision Making Effective Decision Making Individuals with Diverse Background and Experiences Individuals with Diverse Background and Experiences

4 Traits of Teams 1. Strong Leadership 2. Trust 3. Respect 4. Open Communication

The Form of Teams Team formation is the process by which individuals are recruited, selected and evaluated as team members. 2 Main Areas Technical Ability Technical Ability Interpersonal Skills Interpersonal Skills

The Function of Teams

Team Myths - Handout

Using a Behavioral Profile to Build Cohesive Teams New Relationship Strategies

The Platinum Rule “Do Unto Others As They Would Have Done Unto Them”

2 Primary Roles Team Members Assume 1. The Giver 2. The Seeker Secondary Roles that are Less Familiar Initiating Initiating Standard Setting Standard Setting Clarifying Clarifying Summarizing Summarizing Consensus Testing Consensus Testing

Role of the Dice Exercise

Task Roles Vs. Process Roles Task Roles Concerned with the “What” and “Why” issues with the team to achieve their goals Process Roles Concerned with the “How” dynamic teams use to facilitate task and goal accomplishment

How vs. What and Why Exercise

6 Step Method for Effective Communication 1. Formulating the Information 2. Converting the Information 3. Sending the Information 4. Receiving the Information 5. Interpreting and Understanding the Information 6. Sending Feedback

Leading Without Bossing or Directing 1. Coach…instead of criticize 2. Be clear about your expectations 3. Follow the 7:1 Rule (Positive vs. Developmental Feedback) 4. Speak up when you see a behavior that can be improved (Don’t wait for a performance evaluation)

Self-Sabotaging Behaviors of Managers and Supervisors 1. Focusing on what is not working or not right 2. Comparison of self to others 3. Meeting goals and then losing them 4. Missing deadlines 5. Not keeping your word to others 6. Destroying important relationships 7. Doing everything yourself

Using Team Values to Make Decisions Our values drive our personal decision making and are foundational to selecting an option or choosing a direction. As individual team members, it is important for each of us to recognize and articulate the beliefs and principles that we hold so that all team members can understand and appreciate one another’s personal perspectives. It will aid you in fostering a collaborative climate in which productive discussions are much more likely to occur. It will also help you begin to define the standards by which team members will hold themselves and each other accountable.

Mission Statement Accomplished The 3 Must Do’s When Creating Your Team Mission Statement 1. Include the reason for your team 2. Reflect your team’s core business activity 3. Provides a focus for your team It also should: It also should: Identify your team’s unique ‘value added’ Identify your team’s unique ‘value added’ Identify the team purpose Identify the team purpose

Decision Making Techniques for Maximizing Team Achievement Decision made by authority without group discussion Decision made by authority without group discussion Decision by expert Decision by expert Decision by averaging individuals' opinions Decision by averaging individuals' opinions Decision made by authority after group discussion Decision made by authority after group discussion Decision by majority vote Decision by majority vote Decision by consensus Decision by consensus Decision my minority (less than 50%) Decision my minority (less than 50%)

Group Questions! Do your team members feel like they have a voice in decisions that affect them? Do your team members feel like they have a voice in decisions that affect them? What types of decisions are made with input? What decisions are made without team input? What types of decisions are made with input? What decisions are made without team input?

SMART Goal Setting For Once and For All!

Techniques to Create a Culture of Collaboration in Your Library 1. Build Engagement in the Workplace 2. Increase Trust through Emotional Intelligence 3. Create Space for Connection 4. Encourage Connection Time 5. Favor Flexibility

Team Collaboration Exercise The Candy Game

The 5 Stages of Teams Application 1. Forming (The Polite Stage) 2. Storming (The Fighting Stage) 3. Norming (The Settling Stage) 4. Performing (The Performing Stage) 5. Adjourning (The Ending Stage)

5 Levels of Jeopardy Exercise

Conflict and Teams Getting Rid of the Bad… Destructive conflicts exists when… 1. No decision is reached and problem still exists 2. It diverts energy away from more value- add activities 3. It destroys the morale of the team members 4. It polarizes or divides the team Destructive conflicts exists when… 1. No decision is reached and problem still exists 2. It diverts energy away from more value- add activities 3. It destroys the morale of the team members 4. It polarizes or divides the team

Conflict and Teams How you know when the conflict is good Constructive conflicts exists when… 1. People change and grow personally from the conflict 2. The conflict results in a solution to a problem 3. It increases involvement of everyone affected by the conflict 4. It builds cohesiveness among the members of the team Constructive conflicts exists when… 1. People change and grow personally from the conflict 2. The conflict results in a solution to a problem 3. It increases involvement of everyone affected by the conflict 4. It builds cohesiveness among the members of the team

I DON’T AGREE! - Exercise You Need to Know This!!! Cognitive - conflict aimed at issues, ideas, principles, or process Cognitive - conflict aimed at issues, ideas, principles, or process Affective - conflict aimed at people, emotions, or values Affective - conflict aimed at people, emotions, or values

A Short List for Successful Meetings Ask yourself if a meeting is really necessary Ask yourself if a meeting is really necessary Have an agenda Have an agenda Follow the agenda Follow the agenda Stay focused Stay focused Create a “Parking Lot” for side issues Create a “Parking Lot” for side issues End on time End on time Follow-through Follow-through Use action plans Use action plans

Building Leadership Skills: Leading Teams Thanks for Attending this Infopeople Workshop! Contact Andrew Sanderbeck Phone: Fax: Website: Sign-up for Andrew’s Free Friday News Minute E-Newsletter Sign-up for Andrew’s Free Friday News Minute E-Newsletter