1. TEAMING WITH…TOMORROW: Skills to Build a High Performance Team Designed and Presented By Dr. Cal LeMon, Executive Enrichment, Inc. 25 th Annual Missouri Psychiatric Rehabilitation Association Conference

4. Up Your Joe Plumber!

6. The people at your table are responsible for teaching an exchange student from Korea how to make a peanut butter and jelly sandwich on toasted whole wheat bread. This student has never seen or heard of a “sandwich.” As a matter of fact, this person has a working knowledge of our language but our customs and practices are very foreign to him/her. Work as a team to come up with a sequential series of instructions on how to make this sandwich. The people at your table are responsible for teaching an exchange student from Korea how to make a peanut butter and jelly sandwich on toasted whole wheat bread. This student has never seen or heard of a “sandwich.” As a matter of fact, this person has a working knowledge of our language but our customs and practices are very foreign to him/her. Work as a team to come up with a sequential series of instructions on how to make this sandwich.

7. Business and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework our-selves, it’s doubly hard to see the whole pattern of change. Instead, we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get solved. -- The Fifth Discipline

9. Problem First System You Would Use 1. Your car will not start. 2. You are coming down with a cold. 3.You are taking a hot shower and the water turns ice cold.

10. Systematic Structure Patterns Of Behavior Events Systematic Structure Patterns Of Behavior Events (Reactive) (Responsive) (Generative)

11. The systems in your mental health organization that either encourage or discourage working as a team

12. The learned behavior and attitudes of staff who have been taught there is safety in mediocrity when on a team

13. Organizational atrophy and apathy

15. New procedure or service introduced Reengineer the workplace and/or processes Increased number of participants Increase # of staff The tyranny of the “old” “Make your numbers”-- less time for “treatment” More management/ less leadership Push harder

16. 1.We repeat the same problems because they offer us “safety.” 2. Smart-risk-taking is the skill most discussed and the least rewarded. 3.Exhaustion is a wonderful excuse for disengagement. 4.Negativity is publicly prohibited and privately savored (behind closed doors) 5. “Personal mastery” is possible for everyone.

17. Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. As such, it is an essential cornerstone of the learning organization -- the learning organization’s spiritual foundation. The Fifth Discipline

19. The Family No One Talks About HIGHLOW COMPETITIVE POSITION HIGH LOW MARKETGROWTHRATEMARKETGROWTHRATE THE CASH COWS THE BOW WOWS THE HOMECOMING QUEENS THE JUVENILE DELINQUENTS

20. THE HOMECOMING QUEENS These are the programs processes in your mental health office that get the cash and PR because they are unique and attractive.

21. THE JUVENILE DELINQUENTS THE JUVENILE DELINQUENTS Areas of your mental health organization which have the potential to become “stars” but never make it because of chronic poor management/neglect

22. THE CASH COWS These areas of your mental health services are not “sexy,” but do continue to produce significant ROI. They often bankroll other parts of the organization that are in trouble.

23. THE BOW WOWS These parts of your mental health organization repeatedly are unsuccessful, but are consistently resuscitated because a “power person” keeps doing mouth-to-mouth on them.

24. Reality Testing In My Workplace The Players Who Are They? The Homecoming Queen The Juvenile Delinquent The Cash Cow The BowWows

26. What Do We Get From Each Other? 1. Affirmation. People living without approval from others become emotionally distorted and physically alienated. 2. Affiliation. The feeling of “belonging” to a group, ethnic community or family is an innate need built into our human condition. 3. Recognition. Everyone wants to know he/she has made a contribution which has been observed by others. What Do We Get From Each Other? 1. Affirmation. People living without approval from others become emotionally distorted and physically alienated. 2. Affiliation. The feeling of “belonging” to a group, ethnic community or family is an innate need built into our human condition. 3. Recognition. Everyone wants to know he/she has made a contribution which has been observed by others.

27. What Do We Get From Each Other? 4. Creativity. The final “great idea” has yet to be thought. Everyone has the potential of becoming the architect of the next idea to enhance humanity. 5. Self-worth. We define ourselves from the models of others. We “raise the bar” on ourselves from watching the expertise of others.

28. 1. There are no more than ten in the group 2. There is homogeneity 3. There are clear goals 4. There is frequent contact 5. There is an external threat 6. There is little turnover 7. There is difficulty getting into the group 8.There is a consensus about the members of the group

29. Motto You Live By Your Favorite Leisure Time Activity A Talent No One In the SLT Knows About Best Movie You Have Ever Seen

30. GETTING THINGS DONE (Direction, Structure, Organization) BUILDING STRONG TEAMWORK RELATIONSHIPS (Communications, Involvement, Coordination) LOWHIGH HIGH TEAMWORK PATTERNS Forming Cautious and guarded — not acting unless forced to do so. Storming Picking fights to discover the personal boundaries Norming The team members are comfortable, but little productivity Performing Productivity increases by anticipating each other’s needs-meetings are short and efficient

35. Break down barriers between departments by encouraging problem solving through teamwork, combining the efforts of people from different areas such as research, design, sales and production. Break down barriers between departments by encouraging problem solving through teamwork, combining the efforts of people from different areas such as research, design, sales and production.

36. General Mills’plants that use teams are as much as 40 percent more productive than their plants operating without teams.

37. 16 Ground Rules For Team Communication Question assumptions. Share all relevant information. Focus on interests, not on positions. Be specific; use examples. Agree on the meanings of important words. Question assumptions. Share all relevant information. Focus on interests, not on positions. Be specific; use examples. Agree on the meanings of important words.

38. Explain the reasons behind statements, questions, and actions. Openly and respectfully disagree Make statements; invite questions and comments. Jointly design ways of testing disagreements and solutions. Avoid, “I cannot discuss that….” Keep discussions focused. Explain the reasons behind statements, questions, and actions. Openly and respectfully disagree Make statements; invite questions and comments. Jointly design ways of testing disagreements and solutions. Avoid, “I cannot discuss that….” Keep discussions focused.

39. Eliminate personal cheap shots Expect all team members to participate in all phases of the process. Exchange relevant information with non-team members. Make decisions by consensus when possible Conduct self-critiques. Eliminate personal cheap shots Expect all team members to participate in all phases of the process. Exchange relevant information with non-team members. Make decisions by consensus when possible Conduct self-critiques.

41. Absence of Trust Stems from an unwillingness to be ______________ with the team. honest

42. Fear of Conflict Teams that lack trust are incapable of engaging in _____________________ debate of ideas. Instead they resort to veiled discussions and guarded comments. a trusting

43. Lack of Commitment Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, ___________ and commit to decisions, though they may ______________during meetings. openly discuss give lip service

44. Avoidance of Accountability Without committing to a clear plan of action, even the most focused and driven people often ______________ to call their peers on actions and behaviors that seem _________________ to the good of the team. fail counterproductive

45. Inattention to Results Occurs when team members put their individual ______________ (such as ego, career development or recognition) or even the needs of their workplace above the collective goals of the team. agenda

47. Death By Meeting Most meetings lack: – Appropriate Conflict – Healthy Structure Four Types of Meetings: – Daily Check-in – Weekly Tactical – Monthly Strategic – Quarterly Review

49. Adults learn when the learning environment changed every eight minutes

50. Adults learn by repetition

51. Adults learn when there is natural humor

52. Adults learn by correcting intentionally flawed material

53. “Just between you and I/me….”

54. Adults learn when there is something in it for them

55. Adults learn when physical activity is part of team meetings

56. I was seated, by myself, in the glory of the Cathedral in Colonge, Germany. Its twin spires soaring into the air, its parapets triumphant against an angry grey fall sky, its 100 permanent workers busily about their duties to keep this historic edifice standing and I went back to the final prayer in the smoky ungulating hills of Chiuaua, Mexico and the brown hand I was holding next to me and I knew I was part of something much larger than my agenda for the Church.

57. “The greatest discovery of my generation is that human beings, by changing the inner beliefs of their minds, can change the external aspects of their lives.” -- William James

58. LeMonAide for Leadership My team will only be as effective as our commitment to fix what we know does not work