1. The Florida Conference SLT Teaming Session
The Jholdas Group of Ga. LLC
Growing Leaders and Organizations with Confidence

2. Personal Histories
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3. Questions Where did you grow up?
How may children were in your family and where are you in the sibling order?
What was the most difficult or most important challenge of being a kid?
We are going to do some sharing around the room right now around four questions. This is one of only two exercises we will do that is even remotely associated with anything touchy-feely. I would like you to think about these and write them down….
1-Where did you grow up?
2-How many kids were in your family and where are you in the sibling order?
3-What was the most difficult or most important challenge of being a kid? (I am not interested in your inner child or your deepest, darkest secrets….just the most important challenge of being a kid!
4-Who was the most influential leader in your life and why?
Q: What did you learn about one another that you didn’t know?
This reinforces the purpose of the exercise and allows for a natural ending to the conversation.
The purpose of this exercise was to improve trust by giving team members an opportunity to demonstrate vulnerability in a low-risk way, and to help team members understand one another at a fundamental level so that they can avoid making false attributions about behaviors and intentions.

4. The FIVE Dysfunctions of a TEAM
by Patrick Lencioni-2005
New York Times Bestseller

5. The FIVE Dysfunctions of a TEAM
High Performance Teams Overcome Them

6. RESULTS ACCOUNTABILITY COMMITMENT CONFLICT TRUST
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST

7. Overview of the Model Dysfunction #1: Absence of Trust
Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. They get to a point where they can be completely open with one another, without filters. This is essential because……

8. Overview of the Model Dysfunction #2: Fear of Conflict
….teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discerning the truth, and making great decisions. This is important because……

9. Overview of the Model Dysfunction #3: Lack of Commitment
….teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree. That’s because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned. This is critical because……

10. Overview of the Model Dysfunction #4: Avoidance of Accountability
….teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What is more, they don’t rely on the team leader as the primary source of accountability, they go directly to their peers. This matters because……

11. Overview of the Model Dysfunction #5: Inattention to Results
….teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team. They do not give in to the temptation to place their departments, career aspirations, or ego-driven status ahead of the collective results that define team success……

12. Overcoming Dysfunction #1
Building Trust
Tools: Personal histories, Behavioral profiling
Key Points-Building Trust
Trust is the foundation of teamwork
On a team, trust is all about vulnerability, which is difficult for most people
Building trust takes time, but the process can be greatly accelerated
Like a good marriage, trust on a team is never complete; it must be maintained over time.

13. Overcoming Dysfunction #2
Mastering Conflict
Tools: Conflict profiling, conflict norming, mining conflict
Key Points-Mastering Conflict
Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues.
Even among the best teams, conflict will at times be uncomfortable.
Conflict norms, though they will vary from team to team, must be discussed and made clear among the team.
The fear of occasional personal conflict should not deter a team from having regular, productive debate.

14. Overcoming Dysfunction #3
Achieving Commitment
Tools: Commitment clarification, Cascading communication
Key Points-Achieving Commitment
Commitment requires clarity and buy-in
Clarity requires that teams avoid assumptions and ambiguity, and they end discussions with a clear understanding about what they’ve decided upon.
Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision.

15. Overcoming Dysfunction #4
Embracing Accountability
Tools: Team Effectiveness Exercise
Key Points-Embracing Accountability
Accountability on a strong team occurs directly among peers
For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues
The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.

16. Overcoming Dysfunction #5
Focusing on Results
Tools: Scorecard
Key Points-Focusing on Results
The true measure of a team is that it accomplishes the results it sets out to as a team
To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs
To stay focused, teams must publicly clarify their desired results and keep them visible

17. Tips for Improving Trust
Use a personality instrument like the DISC, Myers-Briggs or the Harrison Assessment
Find opportunities to spend more time together face to face.
Share personal histories with one another.
Implement the team effectiveness exercise.

18. Tips for Improving Conflict
Clearly set the expectation that conflict is both good and necessary for the team.
Use the personality assessment to determine how different team members naturally engage in conflict.
Establish team rules of engagement for acceptable conflict.
Improve the effectiveness of meetings
Ensure that someone on the team is mining for conflict.

19. Tips for Improving Commitment
Force the team to achieve clarity and closure
At the end of every meeting, a team should explicitly review the key decisions made and agree on what needs to be communicated to employees and other constituencies-cascading communication.
Collectively set objectives and deadlines
Establish contingency plans

20. Tips for Improving Accountability
Use the Team Effectiveness Exercise to provide a forum for quick and effective exchange of feedback.
Publish goals and standards of behavior.
Regularly review progress against goals.
Start meetings using a lightning round.

21. Tips for Improving Results
Have all the team members make public commitments to objectives.
Ensure the alignment of goals throughout the organization
Ensure team-based awards form the basis for most compensation and recognition programs.
Confirm that the team priority is in order

22. Understanding Yourself and Others
DISC
Understanding Yourself and Others

23. Why DISC?
Looks at behavioral styles and preferences-excellent tool for helping people understand themselves and others
Validated over 40 years of practical use based on early research of Robert Marston
Different from Myers-Briggs developed from Carl Jung research. Myers-Briggs focuses on how people approach their environment attitudinally and intellectually and how they process information.
Simple and practical tool

24. 4 Primary Dimensions of DISC
Dominance: Direct & Decisive. These are the people that tend to be strong-minded. They are strong-willed people who enjoy challenges, taking action, and immediate results.  The bottom line is their focus tends to be on the bottom line and results.
Influence: Optimistic & Outgoing. These individuals tend to be very social "people people" who prefer participating on teams, sharing ideas, and entertaining and energizing others.
Steadiness: Sympathetic & Cooperative. These people tend to be supportive, helpful and team players.  They prefer being behind the scene, working in consistent and predictable ways. They are often good listeners.
Conscientiousness: Concerned, Cautious & Correct. These people are often focused on quality. They plan ahead, constantly check  for accuracy, and employ systematic approaches.

25. The SLT & Participants Name Primary 2ndary Pattern Arlinda Burks D i
Results Oriented
Bob Bushong I
David Dodge C S
Perfectionist
Mont Duncan
Creative
Beth Fogle-Miller dc
Promoter
Russ Graves

26. The SLT & Participants Name Primary 2ndary Pattern Gretchen Hastings I
Inspirational
Rinaldo Hernandez
Elizabeth Knowles C
Creative
Dale Locke
Chuck Mallue d
Objective Thinker
Lynn Monaco
Appraiser

27. The SLT & Participants Name Primary 2ndary Pattern Annette Pendergrass
Developer
Jeff Stiggins
Tim Whitaker C
Creative
Alice Williams I S
Influencer
Mickey Wilson SC
Practitioner

28. Synergistic Problem Solving in Teams
The Model with a Sub-Arctic Survival Simulation

29. Synergistic Problem Solving Model
Defines the key factors that contribute to effective team solutions
and decisions.

31. Effective Solution = Quality x Acceptance
Team Scenario A
Rationale thinking yields
Quality: 10
Group leader imposed
solution not accepted
by the group
Acceptance: 0
Effectiveness=10 x0=0
Team Scenario B
Irrational thinking yields
Quality: 0
The group sang Kum ba ya
around the table and accepted a
poor solution
Acceptance: 10
Effectiveness=0x10=0

32. Effective Solution =Quality x Acceptance
Team Scenario C
Rationale thinking yields
Quality: 9
Strived for consensus with fairly high acceptance
Acceptance: 9
Effectiveness= 9x9=81
“A far more effective solution than Scenario A or B.”

33. Rational Skills and Processes
Analyzing the situation: constraints, available resources, facts and assumptions
Setting objectives: distinguishing from actions
Simplifying the problem: small, manageable parts
Considering alternatives: for solving the problem
Discussing the consequences: of alternative solutions and courses of action

34. Interpersonal Skills and Processes
Listening to others
Supporting their efforts to do well and building on their ideas
Differing with others in a constructive manner
Participating equally in group discussion
Striving for consensus with respect to group solutions and decisions

35. Constructive versus Defensive Group Styles
Constructive Group Styles
Achievement
Self-Actualizing
Humanistic-encouraging
Affiliative
Passive/Defensive Group Styles
Approval
Conventional
Dependent
Avoidance

36. Constructive versus Defensive Group Styles
Aggressive/defensive
Oppositional
Power
Competitive
Perfectionistic

37. Sub-Arctic Survival Simulation
Team Synergistic Problem Solving

38. Scoring Grid Step Team 1 Team 2 Team 3 Ave/HPT 6-Ave Ind Score 63 5350
47.3/46.6
7-Team Score 38 32 44
29.8/21.3
8-Gain (Loss) Score 25 21 6
17.4/25.1
9-Percent Change
40%
12%
10-Best Ind Score 46 45 40
32.5/31.0
11-# better than team 1
10.1%/2.9%

39. Team 1 Debrief What did Team 1 Learn?
_____________________________________________
Observer Feedback
__________________________________________

40. Team 2 Debrief What did Team 2 Learn?
_____________________________________________
Observer Feedback
_________________________________________

41. Team 3 Debrief What did Team 3 Learn?
_____________________________________________
Observer Feedback
_________________________________________

42. Effective Team Personal Action Plan
My personal action plan to lead and/or promote a Highly Effective Team: 1. 2. 3. 4. 5.

43. Your Priority Personal Action Plan
Review your Module Personal Action Plans
Prioritize your action items
Set target dates for each action item
Call for help
Fellow attendees
Your facilitator
Your supervisor
Idea to Implement
Module
Imple-ment By
Discuss With