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The Florida Conference SLT Teaming Session

The Florida Conference SLT Teaming Session. The Jholdas Group of Ga. LLC. Growing Leaders and Organizations with Confidence. Personal Histories.

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The Florida Conference SLT Teaming Session

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  1. The Florida Conference SLT Teaming Session The Jholdas Group of Ga. LLC Growing Leaders and Organizations with Confidence

  2. Personal Histories ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

  3. Questions • Where did you grow up? • How may children were in your family and where are you in the sibling order? • What was the most difficult or most important challenge of being a kid?

  4. The FIVE Dysfunctions of a TEAM by Patrick Lencioni-2005 New York Times Bestseller

  5. The FIVE Dysfunctions of a TEAM High Performance Teams Overcome Them

  6. INATTENTION TO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

  7. Overview of the Model • Dysfunction #1: Absence of Trust Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. They get to a point where they can be completely open with one another, without filters. This is essential because……

  8. Overview of the Model • Dysfunction #2: Fear of Conflict ….teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discerning the truth, and making great decisions. This is important because……

  9. Overview of the Model • Dysfunction #3: Lack of Commitment ….teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree. That’s because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned. This is critical because……

  10. Overview of the Model • Dysfunction #4: Avoidance of Accountability ….teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What is more, they don’t rely on the team leader as the primary source of accountability, they go directly to their peers. This matters because……

  11. Overview of the Model • Dysfunction #5: Inattention to Results ….teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team. They do not give in to the temptation to place their departments, career aspirations, or ego-driven status ahead of the collective results that define team success……

  12. Overcoming Dysfunction #1 • Building Trust • Tools: Personal histories, Behavioral profiling • Key Points-Building 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.

  13. Overcoming Dysfunction #2 • Mastering Conflict • Tools: Conflict profiling, conflict norming, mining conflict • Key Points-Mastering Conflict • Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues. • Even among the best teams, conflict will at times be uncomfortable. • Conflict norms, though they will vary from team to team, must be discussed and made clear among the team. • The fear of occasional personal conflict should not deter a team from having regular, productive debate.

  14. Overcoming Dysfunction #3 • Achieving Commitment • Tools: Commitment clarification, Cascading communication • Key Points-Achieving Commitment • Commitment requires clarity and buy-in • Clarity requires that teams avoid assumptions and ambiguity, and they end discussions with a clear understanding about what they’ve decided upon. • Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision.

  15. Overcoming Dysfunction #4 • Embracing Accountability • Tools: Team Effectiveness Exercise • Key Points-Embracing Accountability • 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 scoreboard provides a clear context for doing so.

  16. Overcoming Dysfunction #5 • Focusing on Results • Tools: Scorecard • Key Points-Focusing on Results • The true measure of a team is that it accomplishes the results it sets out to as a team • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs • To stay focused, teams must publicly clarify their desired results and keep them visible

  17. Tips for Improving Trust • Use a personality instrument like the DISC, Myers-Briggs or the Harrison Assessment • Find opportunities to spend more time together face to face. • Share personal histories with one another. • Implement the team effectiveness exercise.

  18. Tips for Improving Conflict • Clearly set the expectation that conflict is both good and necessary for the team. • Use the personality assessment to determine how different team members naturally engage in conflict. • Establish team rules of engagement for acceptable conflict. • Improve the effectiveness of meetings • Ensure that someone on the team is mining for conflict.

  19. Tips for Improving Commitment • Force the team to achieve clarity and closure • At the end of every meeting, a team should explicitly review the key decisions made and agree on what needs to be communicated to employees and other constituencies-cascading communication. • Collectively set objectives and deadlines • Establish contingency plans

  20. Tips for Improving Accountability • Use the Team Effectiveness Exercise to provide a forum for quick and effective exchange of feedback. • Publish goals and standards of behavior. • Regularly review progress against goals. • Start meetings using a lightning round.

  21. Tips for Improving Results • Have all the team members make public commitments to objectives. • Ensure the alignment of goals throughout the organization • Ensure team-based awards form the basis for most compensation and recognition programs. • Confirm that the team priority is in order

  22. DISC Understanding Yourself and Others

  23. Why DISC? • Looks at behavioral styles and preferences-excellent tool for helping people understand themselves and others • Validated over 40 years of practical use based on early research of Robert Marston • Different from Myers-Briggs developed from Carl Jung research. Myers-Briggs focuses on how people approach their environment attitudinally and intellectually and how they process information. • Simple and practical tool

  24. 4 Primary Dimensions of DISC • Dominance: Direct & Decisive. These are the people that tend to be strong-minded. They are strong-willed people who enjoy challenges, taking action, and immediate results.  The bottom line is their focus tends to be on the bottom line and results. • Influence: Optimistic & Outgoing. These individuals tend to be very social "people people" who prefer participating on teams, sharing ideas, and entertaining and energizing others. • Steadiness: Sympathetic & Cooperative. These people tend to be supportive, helpful and team players.  They prefer being behind the scene, working in consistent and predictable ways. They are often good listeners. • Conscientiousness: Concerned, Cautious & Correct. These people are often focused on quality. They plan ahead, constantly check  for accuracy, and employ systematic approaches.

  25. The SLT & Participants

  26. The SLT & Participants

  27. The SLT & Participants

  28. Synergistic Problem Solving in Teams The Model with a Sub-Arctic Survival Simulation

  29. Synergistic Problem Solving Model Defines the key factors that contribute to effective team solutions and decisions.

  30. Team Scenario A Rationale thinking yields Quality: 10 Group leader imposed solution not accepted by the group Acceptance: 0 Effectiveness=10 x0=0 Team Scenario B Irrational thinking yields Quality: 0 The group sang Kum ba ya around the table and accepted a poor solution Acceptance: 10 Effectiveness=0x10=0 Effective Solution = Quality x Acceptance

  31. Team Scenario C Rationale thinking yields Quality: 9 Strived for consensus with fairly high acceptance Acceptance: 9 Effectiveness= 9x9=81 “A far more effective solution than Scenario A or B.” Effective Solution =Quality x Acceptance

  32. Rational Skills and Processes • Analyzing the situation: constraints, available resources, facts and assumptions • Setting objectives: distinguishing from actions • Simplifying the problem: small, manageable parts • Considering alternatives: for solving the problem • Discussing the consequences: of alternative solutions and courses of action

  33. Interpersonal Skills and Processes • Listening to others • Supporting their efforts to do well and building on their ideas • Differing with others in a constructive manner • Participating equally in group discussion • Striving for consensus with respect to group solutions and decisions

  34. Constructive versus Defensive Group Styles • Constructive Group Styles • Achievement • Self-Actualizing • Humanistic-encouraging • Affiliative • Passive/Defensive Group Styles • Approval • Conventional • Dependent • Avoidance

  35. Constructive versus Defensive Group Styles • Aggressive/defensive • Oppositional • Power • Competitive • Perfectionistic

  36. Sub-Arctic Survival Simulation Team Synergistic Problem Solving

  37. Scoring Grid

  38. Team 1 Debrief • What did Team 1 Learn? • _____________________________________________ • _____________________________________________ • _____________________________________________ • Observer Feedback • __________________________________________

  39. Team 2 Debrief • What did Team 2 Learn? • _____________________________________________ • _____________________________________________ • _____________________________________________ • _____________________________________________ • Observer Feedback • _________________________________________

  40. Team 3 Debrief • What did Team 3 Learn? • _____________________________________________ • _____________________________________________ • _____________________________________________ • _____________________________________________ • Observer Feedback • _________________________________________

  41. Effective Team Personal Action Plan My personal action plan to lead and/or promote a Highly Effective Team: 1. 2. 3. 4. 5.

  42. Your Priority Personal Action Plan • Review your Module Personal Action Plans • Prioritize your action items • Set target dates for each action item • Call for help • Fellow attendees • Your facilitator • Your supervisor

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