1. Building a Healthy Leadership Team Presented By: Rae Ringel Rae@Ringelgroup.com www.Ringelgroup.com July 23, 2013

2. “A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.” - Patrick Lencioni, Author

3. 1.To what are you committed? 2.Who do you want to be? 3.What do you want to model? 4.What will be your collective legacy? From the Balcony

4. Alignment

5. 1.What has it looked like up until now? 2.What do we want to continue? 3.What habits do we want to break? 4.What do we need to let go of? Up Until Now

6. 1.What is our current reality? 2.Where do we find ourselves? 3.What are the opportunities we have? 4.What are the obstacles? Setting the Stage

7. What are the 2-3 most important things for our leadership team to do this year? The Future

8. 4 Disciplines of Healthy Orgs. 1.Build a cohesive leadership team 2.Create clarity 3.Over communicate clarity 4.Reinforce clarity

9. The leadership team is small enough to be effective (3-10). Members of the team trust one another and can be genuinely vulnerable with each other. Team members regularly engage in productive, unfiltered conflict around important issues. The team leaves meetings with clear-cut, active, and specific agreements around decisions. Team members hold one another accountable to commitments and behaviors. Members of the leadership team are focused on team number one.

10. Three Levels of Listening Level I: Internal Listening - all about YOU Level II: Focused Listening - sharp focus on the other person Level III: Global Listening – hear more than what is spoken Level I What is spoken What is heard Level III What is heard What is spoken

11. How to Make Proper Requests A proper request includes four elements: WHAT: Saying exactly what you want. BY WHEN: Saying exactly when you want it. FROM WHOM: Saying exactly from whom you want it. CONDITIONS OF SATISFACTION: Saying exactly how you want it, stating your conditions of satisfaction

12. The Four Replies 1.Accept means the individuals to whom you are making your request agree to take the action you have described in your request, on the terms you stated. 2.Decline means the person or persons to whom you have made your request say no. 3.A counteroffer is a reply in which some aspect or element of you request is changed or modified (May involve a brief negotiation process) 4.A promise to reply later effectively puts the response on hold to give someone time to consider your request, and possibly time to gather more information in order to make a more informed decision.

13. Identifying Typical Non-Responses Many replies that you will get and accept if you are not careful – are actually vague non-responses: – “I’ll think about it.” – “I’ll look into that.” – “I’ll try.” – “Great idea.” – “As soon as I can get to it.” – “That’s outside my control, but I’ll see what I can do.” – “I’ll make it a priority.” – “I’ll see what my boss says.” The intention may be there, but you can’t be certain unless you get one of the four proper replies. WHAT IS BEHIND EVERY COMPLAINT?

14. “A meeting can be compared to a funeral in the sense that you have a gathering of people who are wearing uncomfortable clothing and would rather be somewhere else. The major differences are that most funerals have a definite purpose (to say nice things about a person) and reach a definite conclusion (this person is put in the ground)…Nothing is ever buried in a meeting. An idea may look dead, but it will always reappear at another meeting later on.” - Dave Barry, Clawing Your Way to the Top Meetings

15. Different Kinds of Meetings Daily Check-In Purpose: Share daily schedules and activities Solution: 5-10 minutes; stand up; never cancel; administrative Weekly Tactical Purpose: Review weekly activities and metrics, resolve tactical obstacles and issues Solution: 45-90 minutes; set agenda after initial reporting; postpone strategic discussions Monthly Strategic Purpose: Discuss, analyze, brainstorm and decide critical issues affecting long- term success Solution: Limit to 1-2 topics; Prepare and do research; Engage in good conflict Quarterly Off- Site Review Purpose: Review strategy, landscape, industry trends, key personnel and team development Solution: 1-2 days; out of office; focus on work – limit social; don’t over-structure or over-burden schedule Meeting definitions from Patrick Lencioni’s, “Death By Meeting”.

16. Effective Meetings

17. What makes a meeting effective? Achieve clear and concise objectives Take up a minimum amount of time Leave participants feeling that a sensible process was followed Effective

18. Meeting Objective

19. An effective meeting serves a useful purpose. Do you want a decision? Do you want ideas? Are you getting status reports? Are you communicating something? Are you making plans? Objective

20. An effective meeting serves a useful purpose. A ffective B ehavioral C ognitive Objective

21. A powerful agenda is the key to using time wisely. Priorities Results Participants Sequence Timing Date and time Place Agenda

22. Participant Satisfaction

23. Keys for participant satisfaction and buy-in: Create a participative process from the start Be an active facilitator Debrief and evaluate effectiveness Satisfaction

24. You Have The Tools – Time To Harvest