Building The Effective Team

BUILDING THE EFFECTIVE TEAM

“THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.”

BRENT HAWKINS, TWISTED ROOT MARKETING

an eternal perspective….

Current Reality. Preferred Future.

“Most people allow their lives to simply happen to them. They float along. They

wait. They react. And by the time a large portion of their life is behind

them, they realize they should have been more proactive and strategic. I

hope that hasn’t been true for you. If it has, then I want to encourage you to develop a stronger sense of urgency

and a pro-strategic mind-set.”

Default or Design?

The Power of a Preferred

Preferred Future

CurrentReality

Myth Truth

Key Decision

If today were February 17, 2019… what would you have needed to

accomplish to declare the previous 3 years a success?

The Power of a Preferred Future

Getting Things Done With Others

An Eternal Perspective…

Unique Ability

Unique Ability

Unique Ability®

Source: Unique Ability, by Catherine Nomura and Julia Waller

Unique Ability

Excellent

Competent

Incompetent

When have you felt

closest to your Unique

Ability?

Pair and Share

Apply to Life.

Work

Financial

Kids

Marriage

Social

Mental

Physical

Spiritual

Walk with Jesus

Time ManagementGOD

Hobbies

Ministry

Building your Team• Overlap values and morals with

the people you hire

• Look for different Unique Abilities in team members

• Hire and delegate the work that is NOT in your area of Unique Ability

• This will not happen by default, but BY DESIGN!

Unique Ability

Excellent

Competent

Incompetent

YOU

EXECUTIVE ASSISTANT

BUSINESS DEVELOPMENT

CHIEF OPERATIONS

OFFICER

SUPPORT STAFF

OTHER?

OTHER?

Unique Ability

Excellent

Competent

Incompetent

How would you apply Unique Abilities to finding,

hiring, and retaining the right people?

Working With Others• You must know your Unique

Ability to determine who to hire

• Strong teams consist of people with different Unique Abilities

• New hires should share your values and morals, but have different Unique Abilities

• Empower your team members to develop new skills in their Unique Ability

Your Values

Their Values

Their Unique Ability

Your Unique Ability

Imagine the Potential• Team working in their area of passion,

giftedness and skill

• Do more of what you enjoy

• Create an environment that encourages excellent work product

• Team members “Lean In” to their work, rather than avoid it

• Leading people to their full potential

• Enhancing your team’s capacity (personally and corporately)

It begins with YOU!

Hiring The Right People

the RIGHT people…

Hiring: The 3 C’s of a good hire

CHEMISTRYCOMPETENCE

CHARACTER

1. CharacterExplore this area through:

• Pray for discernment

• Ask questions related to:

✴ Work ethic

✴ Values & Priorities

✴ Trustworthiness

✴ Treatment and respect for others

• Check references

• Spousal dinner

CHARACTER

COMPETENCE

2. CompetenceExplore this area through:

• Open-ended questions in interview process

• Interview questions centered around skills and past performance

• Trial workday with real-work simulations

• Problem solving scenarios requiring similar skills to role

CHEMISTRY

3. ChemistryExplore this area through:

• Interview to discover how the candidate has valued team unity in the past

• Personality assessment & compare results to other’s on team

• Trial workday with co-worker observations

• Team peer interview

Pray for discernment

Build your hiring

process

Delegation.

http://www.johnmaxwell.com/blog

How to Sabotage Delegation

Sabotaging Delegation

• Lack clarity

• Miscommunicate

• Set unclear expectations

• Delegate task, but not authority

• Take things back

• Change things after delegating

Benefits of Effective Delegation

• You can get more done

• Work more in your areas of Unique Ability

• More time for the top 20% of your activities that produce 80% of results

• Proper delegation is critical to those around you

• Organizational health

• More!

A Wise Approach?

DelegationLeadership Styles

Delegation

DIRECTING

COACHING SUPPORTING

DELEGATINGSUPP

ORTI

VE

DIRECTIVE

Directing

“Since you haven’t done this before, would it be helpful if I provided you with some direction,

resources, and information?”

Source: Leadership and the One Minute Manger

DIRECTING

Coaching

“Since you’re still learning, and may be discouraged, would it be helpful if I continue to provide you with some direction? I’d also like to hear your ideas…”


COACHING

Supporting

“Since you know how to do this, what you need me to do is listen, rather than give advice, right?”


SUPPORTING

Delegation

“I know you’re taking the lead, but I’m here, when and if you need me.”


DELEGATING

Delegation Matrix

CATEGORY DIRECT SUPPORT DESCRIPTIONCOMMUNICATION & EXPECTATIONS

DIRECTING High Directive Low SupportiveStructure, organize, teach, and supervise

“I would appreciate your help. Do this work, this way and report back to

me.”

COACHING High Directive High Supportive Direct and support

“This work needs to get done. What suggestions do you have? I will lead,

and you will support.”

SUPPORTING Low Directive High SupportPraise, listen, and

facilitate

“I would like you to get this work done. You have some latitude in how you will do it. I may provide

some input along the way. You lead, I will

support.”

DELEGATING Low Directive Low SupportTurn over responsibility

and authority

“These are the results we need to achieve. You are responsible and have the authority to get it done. You lead. I will manage

the results with you.”

R3D9

possible discard this page?

Variables in DelegationExpectations

Proper behavior

Level of urgency

Specific work

Desired Deliverables Clear communication

How to Get it Done Others Involved

Deadlines

Group Activity

Motivation.

What is “Motivation?”

Motivation 1.0

Motivation

Motivation 2.0

Motivation

Motivation

Workforce Landscape• Beliefs transferred from

Baby Boomers

• Expectations of Gen X & Millennials

• Flexible work hours

• Money not motivator

• Cause/purpose driven

3 Keys to Motivation 3.0

Autonomy Mastery Purpose

Book: Drive

3 Keys to Motivation 3.0

Autonomy Mastery Purpose

Satisfaction PointIt seems that once a person reaches a

level of satisfaction with their compensation package which includes

salary and benefits, that additional money is not a significant motivator. Nor are potential punishments or take-aways.

Intrinsic vs. Extrinsic

“enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest

and most pervasive driver.”

Microsoft Encarta

Example:

MOTIVATION

AMBITION

ENERGY

VISION

INCENTIVE

INSPIRATION

INITIATIVEMETRICS

EVALUATION

ROLE FIT

OTHERS…

In a company, who is responsible for motivating

the employees?

God’s Expectations…

Does God care how employers treat employees?

God’s Expectations…Colossians 4:1

Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

Masters, provide your slaves with what is

right and fair, because you know that you also

have a Master in heaven.


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

…for gaining wisdom and instruction;

for understanding words of insight;

for receiving instruction in prudent behavior,

doing what is right and just and fair;


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

Look! The wages you failed to pay the workers who mowed your fields are

crying out against you. The cries of the harvesters

have reached the ears of the Lord Almighty.


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

And whatever you do or say, do it as a

representative of the Lord Jesus, giving

thanks through him to God the Father.


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

One who oppresses the poor to increase his wealth and one who

gives gifts to the rich—both come to poverty.


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6:9

2 Corinthians 5:10

And masters, treat your slaves in the same way. Do

not threaten them, since you know that he who is

both their Master and yours is in heaven, and there is no

favoritism with him.


Proverbs 1:1-3

James 4:5

Colossians 3:17

Proverbs 22:16

Ephesians 6

2 Corinthians 5:10

For we must all appear before the judgment seat of Christ, so that each of us may receive what is due us for the things

done while in the body, whether good or bad.

My personal conclusion…

Stewardship.

Getting Things Done with Others

Unique Abilities Discover your Unique Ability Determine ideal team roles Build & develop your team

Hiring The Right People Character Competence Chemistry

Delegation Avoid delegation sabotage The Delegation Matrix (Directing, Coaching, Supporting, Delegation)

Motivation Autonomy, Mastery, Purpose Intrinsic vs. Extrinsic Win-Win Relationship Expense vs. Investment Levels of Challenge

BUILDING THE EFFECTIVE TEAM

Imagine a life where...You have clarity, confidence and focus on which items to pursue

You have a clearly defined process and system for all of your work

You are planning and scheduling all activities within your realistic capacity

You are focusing your time on the key activities that bring the greatest results

Your day is filled with increasing levels of Purpose. Passion. Performance.

“IT COULD TAKE ME A DECADE TO ACCOMPLISH THE THINGS I’VE ACCOMPLISHED IN JUST 12 MONTHS WITH R3 COACHING.”

JOHN FABER, CFP® RON BLUE & CO.

“THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.”

BRENT HAWKINS, TWISTED ROOT MARKETING

Thank you.

Business

Building The Effective Team