1. 1 teams team dynamics….

2. 2 Collaborative Leadership Sept 25, 2006 “Nothing important gets done alone.” - Goleman “Together we are stronger.” - Lefebvre All we’ve got to work with is people. today’s topics: “teamship”: dynamics and skills meeting management competencies conflict analysis paper due Oct. 3

3. 3 Understanding leadership and management – some basic definitions… to lead: to influence others in order to help create positive change; to exercise influence by deploying power – personal, relationship, position, task, knowledge (Lombardo 2004) to manage: to plan, to organize, to lead (staff & direct), & to control resources to achieve group goals organization: a group of persons organized & tasked for some purpose; a tool of power to create social reality power: ability to do or act

4. 4 more distinctions…. social vs positional power goal-oriented vs task-oriented “Go” vs “Let’s go” Leaders discern what should & should not be changed. Born leaders are just people who aren’t able to go anywhere by themselves. - Saskatchewan River valley grafitti

5. 5 in a nutshell…. Lead people. Manage work. Understand both.

6. 6 summing up – a good communicator…. focusses on interests not positions listens, responds helps others succeed owns the 3 most powerful expressions in our culture: – Hello. [and infinite variations, all with a ] – Thank you. [and infinite variations of recognition, praise, positive reinforcement, celebration. “Well done.” “Good job.”] – I’m sorry. [and infinite variations of acknowledging errors. “I made a mistake.” “I regret what happened.”] celebrates! helps make more leaders

7. 7 key concepts of collaboration & teamwork: group interaction to accomplish a goal shared ownership team values orientation team developmental stages team multiple roles and common expectations

8. 8 team values orientation task focus ……………………………….. ego focus (externalized) (internalized) (client service) balancing perspectives: client, task, people, self

9. 9 5 developmental stages of a team: forming – searching for group identity – anxiety, resistance storming – defining group task – conflicts, personal agendas norming – coalescing, identifying with group, goal performing – processing, producing, working together effectively fifth stage: assimilating – changing, adapting, e.g., absorbing new members

10. 10 meeting management skills: - multiple roles in a meeting…. facilitator (chair) is the leader of conversation flow recorder is the leader of words members are the leaders of ideas & analysis - and common expectations…. timeliness advance preparation constructive participation follow-up & follow-through on commitments

11. 11 meeting management skills: 3 phases of every meeting…. pre-meeting – review past meetings (minutes), invite agenda items, plan agenda, plan time allocations the meeting – ground rules; monitor the clock; bring closure to each agenda item; action plans recorded post-meeting – process feedback at end and later, monitor progress on action items

12. 12 meeting management skills: facilitator (chair) responsibilities…. ensure sight lines – room & furniture setup conducive to interaction facilitate emotional safety for all team members help team manage their time – optimum time- productivity balance keep focus on team task ask for process feedback – verbal or anonymous checklist

13. 13 types of goals and strategies for meetings: “One size doesn’t fit all.” sharing information brainstorming making decisions – building agreement, buy-in – problem solving: problem definition & decision making – planning and agreeing on roles and tasks

14. 14 meeting management skills: brainstorming…. ideas are voiced one at a time – no interruptions, no debate – “dynamic listening” enjoy short silences invite every participant to have a full say encourage participants to reflect for more ideas sense when to seek permission to bring closure – value of input peaks but time continues, so sense when to stop

15. 15 meeting management skills: making decisions… remind team that all ideas are now group ideas - discuss ideas with team not originator keep focus on issues and interests not baggage - turn negatives into positives, criticism into concerns - integrate good points from everyone’s input - sum up areas of agreement regularly ask for “sign-off” (buy-in) by each team member on major decisions

16. 16 examples of turning negatives into positives, criticisms into concerns: ( “We tried that years ago but it didn’t work.”) Seek clarification: “ What’s in this version that wasn’t in the one that didn’t fly?” Seek common understanding Seek common interest Help to resolve conflict Seek consensus: “What can we all agree on?” Get rid of the “buts” Confirm understanding

17. 17 Summing up….. - The single most important factor distinguishing effective from ineffective teams is the ability of team members to listen to each other. – Thomas Quick 1992 Listen 80% of the time, speak 20%. You can think out loud, but you can’t listen out loud.

18. 18 for next week: list 3 or 4 core values that you hold about libraries or archives find one library or archives vision or mission statement, and identify the values reflected in it speaker intro for Linda Cook by Friday 10 am

19. 19 passion, values, principles, vision, mission

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