The Florida Conference SLT Teaming Session

The Jholdas Group of Ga. LLC

Growing Leaders and Organizations with Confidence

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Personal Histories

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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?

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The FIVE Dysfunctions of a TEAMby Patrick Lencioni-2005New York Times Bestseller

The FIVE Dysfunctions of a TEAM

High Performance Teams Overcome Them

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ABSENCE OF

TRUST

FEAR OF

CONFLICT

LACK OF

COMMITMENT

AVOIDANCE OF

ACCOUNTABILITY

INATTENTION TO

RESULTS

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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……

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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……

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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……

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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……

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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……

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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.

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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.

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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.

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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.

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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

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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.

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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.

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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

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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.

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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

DISC

Understanding Yourself and Others

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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

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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.

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The SLT & ParticipantsName Primar

y2ndary

Pattern

Arlinda Burks D i Results OrientedBob Bushong D I Results OrientedDavid Dodge C S PerfectionistMont Duncan D C CreativeBeth Fogle-Miller

I dc Promoter

Russ Graves D C Creative

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The SLT & ParticipantsName Primary 2ndary PatternGretchen Hastings

I D Inspirational

Rinaldo Hernandez

D I Inspirational

Elizabeth Knowles

C D Creative

Dale Locke I D InspirationalChuck Mallue C d Objective ThinkerLynn Monaco I d Appraiser

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The SLT & ParticipantsName Primary 2ndary PatternAnnette Pendergrass

D i Developer

Jeff Stiggins D i DeveloperTim Whitaker C D CreativeAlice Williams I S InfluencerMickey Wilson

I SC Practitioner

Synergistic Problem Solving in Teams

The Model with a Sub-Arctic Survival Simulation

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Synergistic Problem Solving Model

Defines the key factors that contribute to effective team solutions

and decisions.

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Effective Solution = Quality x AcceptanceTeam Scenario ARationale thinking yields Quality: 10

Group leader imposed solution not accepted by the groupAcceptance: 0

Effectiveness=10 x0=0

Team Scenario BIrrational thinking yields Quality: 0

The group sang Kum ba yaaround the table and

accepted a poor solutionAcceptance: 10

Effectiveness=0x10=0

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Effective Solution =Quality x AcceptanceTeam Scenario CRationale thinking yields Quality: 9

Strived for consensus with fairly high acceptance

Acceptance: 9Effectiveness= 9x9=81

“A far more effective solution than Scenario A or B.”

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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

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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

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Constructive versus Defensive Group Styles Constructive Group Styles

Achievement Self-Actualizing Humanistic-encouraging Affiliative

Passive/Defensive Group Styles Approval Conventional Dependent Avoidance

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Constructive versus Defensive Group Styles Aggressive/defensive

Oppositional Power Competitive Perfectionistic

Sub-Arctic Survival Simulation

Team Synergistic Problem Solving

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Scoring GridStep Team 1 Team 2 Team 3 Ave/HPT6-Ave Ind Score

63 53 50 47.3/46.6

7-Team Score

38 32 44 29.8/21.3

8-Gain (Loss) Score

25 21 6 17.4/25.1

9-Percent Change

40% 40% 12%

10-Best Ind Score

46 45 40 32.5/31.0

11-# better than team

0 0 1 10.1%/2.9%

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Team 1 Debrief What did Team 1 Learn?

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Observer Feedback __________________________________________

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Team 2 Debrief What did Team 2 Learn?

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Observer Feedback _________________________________________

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Team 3 Debrief What did Team 3 Learn?

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Observer Feedback _________________________________________

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Effective Team Personal Action PlanMy personal action plan to lead

and/or promote a Highly Effective Team:

1.2.3.4.5.

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Your Priority Personal Action Plan

1. Review your Module Personal Action Plans

2. Prioritize your action items

3. Set target dates for each action item

4. Call for help Fellow

attendees Your

facilitator Your

supervisor

Idea to Implement Module

Imple-ment

By

Discuss With