1. Why Strong Teams are Necessary1

2. 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

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

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

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

6. 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

7. 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

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

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

10. 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.

11. 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

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

13. 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.

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

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

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

17. 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

18. 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

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 19

20. 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

21. 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