1. Leadership: The Foundation of Great Teams Valarie Willis

2. Pg 2 Dewitt Jones

3. Pg 3 “Leadership is the art of mobilizing others to want to struggle for shared aspirations.” — Kouzes and Posner

4. Pg 4 The Five Practices Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

5. Pg 5  Clarify values by finding your voice and affirming shared values.  Set the example by aligning actions with shared values. Model the Way All Rights Reserved Valarie Willis Consulting

6. Pg 6 The Leadership Challenge Workshop Facilitator‘s Guide ®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com “Titles don’t make you a leader. It’s how you behave that makes a difference.” - David Kim Siemans Ultrasound

7. Pg 7 Credibility Leadership Honest Forward- looking Inspiring Competent Trustworthiness Dynamism Expertise + VISION All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

8. Pg 8 The Leadership Challenge Workshop Facilitator‘s Guide ®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com 1.List 4 of your values. 2.Which of these values do you need to model more frequently?” 12 All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

9. Pg 9  Envision the future by imagining exciting and ennobling possibilities.  Enlist others in a common vision by appealing to shared aspirations. Inspire a Shared Vision All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

10. Pg 10 All Rights Reserved Valarie Willis Consulting QuickTime™ and a are needed to see this picture.

11. Pg 11 Components of Shared Vision  Ideal  Unique  Image  Future oriented  Common purpose All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

12. Pg 12 Your Vision UMC World Church NEWS Imagine that it is 2018 and your church has lived into its vision, with such success that you have made global news! Write your headline for the story and 2 key pints that the world needs to know. 13

13. Pg 13 Challenge the Process  Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.  Experiment and take risks by constantly generating small wins and learning from experience. All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

14. Pg 14 “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” --Dee Hock All Rights Reserved Valarie Willis Consulting

15. Pg 15 The Leadership Challenge Workshop Facilitator‘s Guide ®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com 1.What needs to change in your church in order for your vision to come to life? 2.What are some small wins that your church can work on to show movement towards the vision? 14

16. Pg 16  Foster collaboration by building trust and facilitating relationships.  Strengthening others by increasing self-determination and develop competence. Enable Others to Act All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

17. Pg 17 The Leadership Challenge Workshop Facilitator‘s Guide ®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com 1.What competencies are needed for the church to be successful? 2.How will you get people strengthen in these competencies? 15

18. Pg 18 All Rights Reserved Valarie Willis Consulting  Recognize contributions by showing appreciation for individual excellence.  Celebrate the values and victories by creating a spirit of community. Encourage the Heart

19. Pg 19 All Rights Reserved Valarie Willis Consulting

20. Pg 20 The Leadership Challenge Workshop Facilitator‘s Guide ®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com 1.How can you creatively recognize and acknowledge others? 2.How will you help others sustain their energy as your church moves forward? 16

21. Teams: Uniquely Gifted and Graced All Rights Reserved Valarie Willis Consulting

22. Pg 22  What do you know about the attributes or characteristics of the twelve disciples? The Twelve Disciples

23. DiscipleCharacteristics AndrewIn background – 1 st follower Bartholomew (Nathanael)Was skeptical at 1 st, then immediately followed Jesus James son of ZebedeeSought special favor, scarified his life James son of AlphaeusHe was in the Upper Room JohnImpulsive, Elder, Steadfast at the cross Judas the Son of James (Thaddaeus)Inquisitive (“Why do you intend to show yourself to us and not the world?”) John 14:22 Judas IscariotBetrayal MatthewCustoms officer, obedient PeterFaithful (walked on water), spokesperson PhilipLeft Jesus during the trial & crucifixion Simon the ZealotLittle is known-with the Disciples ThomasDoubting All Rights Reserved Valarie Willis Consulting

24. Pg 24 TeamCommittee Members InvitedElected InformalFormal Hands OnProviders/Resources CreativeBound by rules Teams vs Committees All Rights Reserved Valarie Willis Consulting

25. Pg 25  As you think about an outstanding team that you have participated on, what five characteristics did that team have? In Trio’s

26. Pg 26  Usually between three to twelve persons*  Share common goals  Share rewards and responsibilities  Set asides personal gains/needs Are We A Team?

27. Pg 27 A Team Defined “A team is a group of people with complimentary and diverse skills, spiritual gifts, and strengths who are committed to: Sharing a common purpose Loving and supporting each other Achieving the team’s mission Holding each other accountable The Equipping Church Guidebook All Rights Reserved Valarie Willis Consulting

28. Pg 28 Four Stages of Team Development

29. Pg 29 The Four Stages of a Team  Forming – people are tentative, low trust  Storming- conflict, low levels of trust  Norming – cooperative, sharing  Performing – more goal focused Source: Bruce Tuckman

30. Pg 30 S A H IGH Performing Teams Team Performance- Darlene and Wayne Davis 1. Drives innovation and thought 2. Is action-oriented 3. Influences change 4. Establishes collaborative relationships 5. Sustains interdependence and inclusion

31. Pg 31 The Five Dysfunctions of a Team Patrick Lencioni

32. Pg 32  Teams are closed  “All about me”  “no trust, no conflict” #1: Absence of Trust: Patrick Lencioni

33. Pg 33  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 relationship, trust on a team is never complete; It must be maintained over time. Key Points on Building Trust Patrick Lencioni

34. Pg 34  Lack healthy discussion  Passive participation  No diverse ideas Dysfunction #2: Fear of Conflict: Patrick Lencioni

35. Pg 35 No ConflictHealthy DebateConstant Battle Mastering Conflict Jeff Greenway

36. Pg 36  Good conflicts is all about engaging in unfiltered, passionate debate around issues.  Even among the best teams, conflict will at times be uncomfortable.  The fear of occasional personal conflict should not deter a team from having regular; productive debate. Mastering Conflict Patrick Lencioni

37. Pg 37  Won’t take the plunge  Lack of buy-in  Unclear on goals Dysfunction #3: Lack of Commitment

38. Pg 38  Commitment requires clarity and buy-in.  Buy-in: The achievement of honest emotional support  Clarity: the removal of assumptions and ambiguity from a situation.  Members of great teams learn to disagree with one another and still commit to a decision. Achieving Commitment

39. Pg 39  Don’t hold one another accountable  Think leaders should intervene.  Allow the team to be sub- par Dysfunction #4: Avoidance of Accountability

40. Pg 40  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 achievements. Embracing Accountability

41. Pg 41  Not focused on outcomes  In fighting  Ego Driven  Changing priorities Dysfunction #5: Inattention to Results: Patrick Lencioni

42. Pg 42  Great teams accomplish the results that they set out to achieve.  Team members must prioritize the collective results over individual needs.  Teams must publicly clarify desired results and keep them visible to all. Dysfunction #5: Inattention to Results: Patrick Lencioni

43. Pg 43 Team MotivatorsTeam De-motivators Motivators & De-Motivators All Rights Reserved Valarie Willis Consulting

44. Pg 44 What are Your Team Rules of the Road ? 1.Refer back to the “Best Team” Experience 2.What were those characteristics? 3.What some rules of engagement that you want on your team?

45. Pg 45 The Four Team Toxins 1.Defensiveness 2.Stonewalling 3.Contempt 1.Blame 3. Stonewalling 2.Defensive 4. Contempt

46. Pg 46 All Rights Reserved Valarie Willis Consulting

47. Pg 47 Assessing Teams Tool What does the team do well? What should the team start doing? What should this team continue doing? What should this team stop doing? All Rights Reserved Valarie Willis Consulting

48. Pg 48 Valarie D. Willis All Rights Reserved Valarie Willis Consulting