LEAH Building and Supporting Teams

1. LEAH Building and Supporting Teams January 10, 2014

2. Goals • Identify why a team is important – with emphasis on administrative teams • Define a team • Identify characteristics of a strong team • Review qualities needed in a leader to support successful teams • Practice with case study, module 3 • Inspire: “bring leadership wherever we go” – Holly Grason (MCH/Johns Hopkins)

3. Why a team is important • Get more done in less time at more cost • Different perspectives/contributions • Fulfillment and sense of connectedness • … • Ever been on a team? • What worked? • What didn’t work?

4. Define a Team • Relatively small group of people (3-12) • Shares common goals • Shares rewards and responsibilities for achieving goals • Set aside individual and personal needs for greater goal of group • Inter-dependence and mutual accountability

5. Professional and Academic Teams • MD • Public Health Nutritionist (RD, MPH) • Political • Education • Psychosocial • Epidemiologist • External Liaison • Parent

6. Functional Team Members • Chair (may be shared) • External liaison/spokesperson • Goal-setting (futuristic) • Translate to concrete, operational plan • Creative, brainstormer, even “wacky” • “Cheerleader” to keep going • Tracking details, targets, metrics • Consumer

7. Leadership Styles • Defining – tells group what to do • Clarifying – team sets agenda and leader provides input, reaction; acts as a sounding board • Involving – team is independent in defining goals and all members share the work on equal footing • Empowering – Here you go; this is what you need to do

8. Complete and score the Personal Profile

9. Scoring and Primary Style Identify the quadrant with the most words circled, the color represents your primary style. Style when things are going well = Green Style when things are not going well and you are under stress = Red Your style may change when you are under stress. Let’s learn more about each style..

10. Green - Analyzer Strengths Weaknesses • analytic • cautious • methodical • fair • thorough • nit-picking • suspicious • rigid • unfeeling • compulsive

11. Red - Controller Strengths Weaknesses • ambitious • competitive • self-confident • forceful • organizer • ruthless • combative • arrogant • dictatorial • controller

12. Blue - Stabilizer Strengths Weaknesses • supportive • trusting • adaptable • optimistic • helpful • submissive • gullible • wishy-washy • impractical • self-denying

13. Purple - Persuader Strengths Weaknesses • flexible • open to change • socializer • experimenter • adaptable • tolerant • looks for options • wishy-washy • inconsistent • unable to stand alone • aimless • spineless • uncaring • without any focus

14. With Analyzers • DO…DON’T… - Prepare in advance - Be disorganized or messy - Be accurate - Be casual, informal or loud • - Be direct - Rush decision-making • - List pros and cons -Fail to follow through - Present specifics -Waste time - Be persistent - Leave things to chance - Use timetables for actions -Threaten or cajole - Provide tangible, practical - Use opinions as evidence evidence - Be manipulative

15. With Controllers • DO…DON’T… • - Be specific & brief -Ramble or waste time • - Stick to business -Be disorganized or messy • - Be prepared - Leave loopholes or be unclear • - Present facts clearly - Ask rhetorical questions • - Ask “what” questions - Make decisions for them • - Provide alternative solutions -Speculate • - Take issue with facts - Be directive

16. With Stabilizers DO…DON’T… - Start with a personal comment - Rush into business - Show sincere interest in them as -Stick constantly to people business - Listen and be responsive quickly -Force them to respond - Be casual and non-threatening - Be demanding - Ask “how” questions - Debate facts & figures - Watch for hurt feelings - Be abrupt - Provide assurances - Be patronizing - Decide for them

17. With Persuaders DO…DON’T… - Be fast-moving, entertaining - Leave time for socializing - Talk about their goals - Deal with the “big” picture - Ask for their opinions & ideas - Be dogmatic - Provide examples from people they believe are important - Offer incentives or rewards • Deal with details • Talk down to them • Legislate • Be cold, aloof, or tight lipped • Press for solutions

18. Characteristics of a Strong Team • 2005,Lencioni

19. Qualities in a Leader for Building Successful Teams • Shares power to increase power • Offers active roles in decision-making • Relies significantly on peer problem-solving • Promotes self-confidence in others and expresses own confidence in their capabilities • Encourages others to act together to affect change

20. Activity • CASE STUDY EXERCISE #3: • Draft an agenda and general plan for the next meeting. Include an outline of the data, information, and • materials that will be provided in advance or during the meeting, and how they will be used. Create a plan • for organizing participants to get the work done (e.g., team member tasks and roles, timelines, team • structures). • As you plan for the meeting, answer the following questions: • • What are the specific challenges you will face in creating an effective working environment • for this group? • • What are some strategies that can be applied? • • What specific outcomes should be expected from this meeting? What kind of follow up will • be required to move the proposal forward? • • Where do you expect to face the greatest resistance? How can you overcome this resistance? • • How much should you cite the Governor’s desire? How can you seek his endorsement early? • • Where do you expect to find the greatest support? How can you use this for the best • advantage? • • What additional preparation (beyond what’s described in the case study) would be helpful • before this second meeting?

21. Resources • MCH Leadership Development Series • Cowboys and Pit Crews • Case Study • Salas, E and Frush, K, editors, Improving Patient Safety Through Teamwork and Team Training, Oxford, 2013. • St. Pierre, M., et. al., Crisis Management in Acute Care Settings, 2nd edition, Springer, 2011. • Lencioni, Patrick, Overcoming the Five Dysfunctions of a Team, A Field Guide, for Leaders, Managers, and Directors, Jossey-Bass/Wiley 2005.