1. Leading and Coaching Effective Teams Heidi Brushert Laabs August 20, 2014 The Wisconsin RtI Center (CFDA # 84.027) acknowledges the support of the Wisconsin Department of Public Instruction in the development of this PowerPoint and for the continued support of this federally-funded grant program. There are no copyright restrictions on this document; however, please credit the Wisconsin DPI and support of federal funds when copying all or part of this material.

2. Today’s Outcomes Understand the importance of teamwork and collaboration Know the stages of team development Know the obstacles to effective teamwork and how to overcome them Consider these ideas in the context of a team that you coach/lead

3. Wisconsin’s RtI Essential Elements High Quality Instruction Collaboration Balanced Assessment

4. SYSTEMS PRACTICES DATA Supporting Staff Behavior Supporting Decision Making Supporting Student Behavior OUTCOMES Social Competence & Academic Achievement

5. RtI Leadership Structures, Processes and Products District RtI/PBIS Leadership Team School RtI/PBIS Leadership Team Grade Level/ Course Team Classroom District RtI/PBIS Vision School RtI/PBIS Vision Grade Level/ Course RtI/PBIS Vision Classroom RtI/PBIS Vision District RtI Non- Negotiables School RtI Non- Negotiables Grade Level/ Course Non-Negotiables Classroom Non- Negotiables District RtI Goals/ Action Plan School RtI Goals/Action Plan Grade Level/ Course Goals/Action Plan Classroom Goals/Action Plan

6. Why Teams? Effective teamwork yields higher results than individual efforts Collaboration sustains adaptive change Collaborative cultures lead to higher student achievement Members of successful teams become members and leaders elsewhere in the system Builds a sense of belonging and connection

7. Key Ideas about Teams “ A team is a relatively small number of people that share common goals as well as the rewards and responsibilities for achieving them.” (Lencioni, 2005) “Expert groups are made, not born. “ (Garmston, 2012) “All groups work at less than full potential.” (Garmston, 2012) “Each group is unique.” (Garmston, 2012) “…no quality or characteristic is more important than trust.” (Lencioni, 2005)

8. What teams are you currently working with at your school?

9. Stages of Team Development (Tuckman, 1965) Forming Storming Norming Performing

10. Forming Feelings/Thoughts – Excitement, anticipation; suspicion, fear; Tentative attachment to team; wondering Behaviors – Polite; guarded; attempts; difficulty identifying relevant problems; complaints; impatience Needs – Mission, vision, purpose; membership; goals/objectives; define roles, responsibilities, expectations; norms/guidelines Leadership – Mentoring; directing; telling; guiding; establishing; high task-low relationship; one way communication

11. Storming Feelings/thoughts – Resistance; fluctuating attitudes; risks/benefits; do I agree with team purpose; Behaviors – Arguing; defensiveness; competition; power struggles; polarization; lack of progress; unrealistic goals; loss of interest; opting out; norm violations Needs – Interpersonal relationships; trust; listening; conflict resolution; understand style differences; leadership clarification Leadership – Coaching; guidance; persuading; explaining; high directing/supporting; high task/relationship; leader consults but decides

12. Norming Feelings – Belonging; personal accomplishment; free expression; trust; constructive criticism & conflict; relief Behaviors – Established procedures; open communication; effective conflict resolution; participation; shared decisions; progress; routines; unified mission & purpose; keep norms; balance of power; team identity Needs – Problem solving; decision making; leadership skills Leadership – Coaching; supporting; encouraging; listening; collaborating; high relationship; shared decision making; discussion

13. Performing Feelings – High commitment; trust; friendships; fun & excitement; high personal development and creativity; team inspires individual; understand others’ styles Behaviors – Self-change; flexibility; risk taking; mutual support; enthusiasm; pride; satisfaction; shared, consensus decision making; flow; goal attainment Needs – Coaching (transformational); measuring performance; sustainability Leadership – PLC/Peer coaching; delegation; observing, monitoring; fulfilling; non-directive; leader sets goals with team, team accomplishes them

15. Job-Alike Conversation What “squares” with your thinking? What’s “going around” in your head? What can you “point to” in your experience that illustrates these ideas?

16. Patrick Lencioni The Five Dysfunctions of a Team INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

17. Absence of 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.

18. Members of Teams that Lack Trust… Conceal their weaknesses and mistakes Don’t ask for help or give constructive feedback Hesitate to offer help outside their own responsibilities Jump to conclusions about others’ intentions Fail to recognize other’ skills and abilities Waste time and energy managing behaviors Hold grudges Dread and avoid meetings

19. Members of Trusting Teams… Admit weaknesses and mistakes Ask for help Accept questions and input about their work Give others the benefit of the doubt Offer feedback and assistance Focus time and energy on important issues Offer and accept apologies Look forward to meetings and working together

20. Overcoming Lack of Trust Benevolence and competence Honesty, reliability, vulnerability Team development activities Style/personality inventories Team Effectiveness assessments

21. Patrick Lencioni The Five Dysfunctions of a Team INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

22. Fear of Conflict Conflict is inevitable. Conflict on a team is good. “Good” conflict requires trust Even on the best teams, conflict at times will be uncomfortable Norms for conflict must be articulated and discussed Keep conflict about ideas as much as possible, not about people

23. Teams that Fear Conflict… Have boring meetings Back-room politics and backstabbing are common Ignore controversies that are critical for team success Fail to tap opinions and perspectives of all members Waste time and energy on posturing and avoiding interpersonal risks

24. Teams that Engage in Conflict… Have lively, interesting meetings Seek ideas of all team members Solve real problems quickly Minimize politics Put critical topics on the table

25. Overcoming Fear of Conflict Establish workable trust “Mine “ conflicts using coaching questions Give real-time permission Refer to results of style/personality inventories Conflict resolution inventories and trainings Leaders model appropriate conflict behaviors

26. So far, what makes sense in light of your experience with your team?

27. Patrick Lencioni The Five Dysfunctions of a Team INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

28. Lack of Commitment Buy-in Clarity Consensus Certainty

29. Teams that Lack Commitment… Are ambiguous about direction and priorities Miss windows of opportunity due to excessive analysis Lack confidence and fear failure Repeatedly revisit discussions and decisions Encourage and engage in second-guessing

30. Teams that are Committed… Are clear on direction and priority Align around common objectives Learn from mistakes Seize opportunities before others do Move forward without hesitation Change direction without guilt

31. Overcoming Lack of Commitment Build trust Engage in productive conflict Cascading messaging Write it down Set deadlines for decisions Consider contingencies and worst-case scenarios Low-risk decisions first

32. Patrick Lencioni The Five Dysfunctions of a Team INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

33. Avoidance of Accountability Accountability on a strong team occurs among peers Peer pressure For a culture of accountability to thrive, leaders must be willing to confront difficult issues Use a team scoreboard or process check to hold one another accountable during meetings

34. Teams that Avoid Accountability… Resent others who don’t meet performance standards Encourage mediocrity Miss deadlines Burden the leader with accountability and discipline

35. Teams that Accept Accountability… Pressure poor performers to improve Question one another’s approaches Hold one another to high standards Don’t need bureaucracy to manage performance

36. Inattention to Results The true measure of a great team is that it achieves the results it set out to accomplish Team members must prioritize the results of the team over their own individual or department results To stay focused, teams must publicly clarify their desired results and keep them visible Create and use a Team Scoreboard – your team’s goals and objectives

37. What are your thoughts about the obstacles facing your team? What’s your biggest challenge? What’s are some things that you will try to overcome it?