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WELCOME Leading and managing effective teams and work groups. “No one can whistle a symphony. It takes a whole orchestra to play it .” Harlford E. Luccock. PUZZLED. Think about your work environment and the people with whom you work most closely. - PowerPoint PPT Presentation
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WELCOMELEADING AND MANAGING EFFECTIVE TEAMS AND WORK GROUPS
“No one can whistle a symphony. It takes a whole orchestra to play it.”
Harlford E. Luccock
PUZZLED
IN A WORK GROUP OR ON A TEAM
Think about your work
environment and the people
with whom you work
most closely.
WORK GROUP AND TEAM CHARTWork Groups Teams
Structure Layered or Individual Flat
Size Large or Small Small, fewer than 10
Job Design Single task Multi-task, Whole process
Management Role Direct control Facilitation
Leadership Strong, Clear Focus Shared with team
Information Flow Controlled, Limited Open, Shared
Goals/Objectives Output defined - individual Output defined - team
Work Products Individual work product Collective work product
Accountability Individual Individual and mutual
Competition Values competition Values collaboration
Rewards Individual, Seniority Team, Skill-based
TEAMTHINK
“We Trained Hard…but every time we were
beginning to form up into teams, we would be
reorganized. I was to learn later in life that we tend to meet any new situation by
reorganizing; and a wonderful method it can be for creating the illusion of progress while
producing confusion, inefficiency, and demoralization.”
Written in 210 B.C.Petronius Arbiter
TYPES OF TEAMS
TEAM PERFORMANCE CURVE
(Katzenbach & Smith, 2006)
HIGH-PERFORMING TEAMS
Purpose and Values
Empowerment
Relationships and Communication
Flexibility
Optimal Performance
Recognition and Appreciation
Morale
(Blanchard, Carew, & Parisi-Carew, 2009)
TEAM CHARTER MODEL
(Blanchard, Carew, & Parisi-Carew, 2000)
AN EMPOWERED ENVIRONMENT
MORALE: THE FOUR STAGES
1 2 3 4
Poor Low Moderate HighLeader must do
everythingLeader must do
productive thingsLeader must do difficult things
Leader must do little things
LEADERS MODEL EMPOWERED BEHAVIOR
VISION OF TEAMSFor me, exploration is about that journey to the interior, into your own heart. I’m
always wondering, how will I act at my moment of truth?
Will I rise up and do what’s right, even if every fiber of my being is
telling me otherwise?
Ann Bancroft
Create a Shared Vision Learn as a Team Take Action!
VITAL FRIENDS
“Vital Friend” n. 1. someone who measurably improves your life. 2. a person at work or in your personal life whom you can’t afford to live without.
EIGHT VITAL ROLES
Builder Champion Collaborator Companion Connector Energizer Mind Opener Navigator
SOLVING A TEAM MYSTERY
YOUR ROLE AS TEAM LEADER
Table Group Activity What is your role as a team
leader? What are your responsibilities?
PRINCIPLES OF TEAM DEVELOPMENT1. Teams and team development
are about results.2. Know what you are trying to build.3. Team development is a process,
not an event.4. “Just in time” is the best time for
training.5. Development must be a felt
need of the team.6. Team development demands
a safe environment.7. Use the work of the team to
build the team.8. There are no shortcuts to team
effectiveness.9. Willingness precedes skills.10. Team leaders need a head start.
(MacMillan, 2001)
STAGES OF TEAM DEVELOPMENT
HOW TEAMS BECOME DYSFUNCTIONAL
Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
Patrick Lencioni
(Lencioni, 2002)
DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS
Stage Hog Cynic Joker Condescending Bullying Blocking Avoiding Withdrawing Dominating Self-Seeking
TEAM ASSESSMENT
Use the scale to indicate how each statement applies to your team. Evaluate the statements honestly and without over-thinking your answers.
3 = Usually 2 = Sometimes 1 = Rarely
SCORING YOUR TEAM ASSESSMENT
A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team. A score of 6 or 7 indicates that the dysfunction could be a problem. A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.
Dysfunction 1:Absence of Trust
Dysfunction 2:Fear of Conflict
Dysfunction 3:Lack of Commitment
Dysfunction 4:Avoidance of Accountability
Dysfunction 5:Inattention to Results
STATEMENT 4: STATEMENT 1: STATEMENT 3: STATEMENT 2: STATEMENT 5:
STATEMENT 6: STATEMENT 7: STATEMENT 8: STATEMENT 11: STATEMENT 9:
STATEMENT 12: STATEMENT 10: STATEMENT 13: STATEMENT 14: STATEMENT 15:
TOTAL: TOTAL: TOTAL: TOTAL: TOTAL:
(Lencioni, 2002)
TEAM COMMUNICATION
FEEDBACK Benefits Giving to others Receiving from others
Make sure you have someone in your life from whom you can get reflective feedback.
Warren Bennis
ASK QUESTIONS, LISTEN, AND TAKE ADVICE
The quality of a question is not judged by its complexity
but by the complexity of thinking it provokes.
Joseph O’Conner
TWELVE ANGRY MEN
“Leadership is always dependent on the context, but the context is established by the relationships we value. We cannot hope to influence any situation without respect for
the complex network of people who contribute to our organization.”Margaret Wheatley, 2001
CONSENSUSHow to reach consensus:1. Describe and clarify the decision to be
made.2. Brainstorm options for consideration.3. Determine criteria for the decision.
• Essential vs. Desirable• Need vs. Want
4. Lead an evaluation of the options based on criteria.
5. Help the team agree on a decision.6. Confirm each team member’s
commitment to the decision. 7. Plan action steps.
EFFECTIVE MEETINGSX The Problem The Solution
Doesn’t start and/or end on time Timekeeper and leader commit to starting and finishing on time and stick to the agenda
The right people aren’t there Meeting invitation and agenda sent to individuals affected by agenda items
No clear objective Establish an agenda before the meeting and stick to it
Conversation wanders Facilitator or team members call for the question
Time spent on items that could be handled outside the meeting
Facilitator prepares bulletin for information-only items
Participants don’t listen or participate Establish ground rules for active participation and listening
Some members talk at length, are repetitive, and dominate the discussion
Facilitator monitors talk, guides conversation along
No decisions made Facilitator calls for decision, recorder documents decision
Participants do not follow through with assignments
Team members have clear notes as to assignments, due dates, and hold each other accountable
CHECK-IN ACTIVITIES
Check-ins are brief and non-threatening. They are a fun way of sharing information by each team member.
The purpose is to bring group attention at the
beginning of a meeting.
REWARDS AND RECOGNITION
HOW FULL IS YOUR BUCKET?
SENSE OF A GOOSE
BUILDING MY ALIGNMENT PLAN (MAP)Plan Responses
Core Purpose/Mission
Identity
Values/Beliefs
Capabilities/Strengths
Behaviors/DiSC Style
Constraints
Hopes/Dreams/Expectations
What is the object of your desire regarding Complex Role?
Measures How will you document your progress?
WRITING AND REFLECTIONRecord two to three ideas or issues that came
out of the discussion that were most meaningful to you.