Team Development

1. Team Development

2. “Seek first to understand, then to be understood.” — Stephen Covey

3. Getting to Know You The Shield • 2-3 core values • Pix of favorite leisure activity • Credo about work • Pix of peak performance • Tombstone

4. Assessing Team Effectiveness Kozlowski, S.W.J,. & Ilgen, D.R., (2006). Enhancing the Effectiveness of Workgroup and Teams. Psychological Science in the Public Interest, 7(3) p.77-124.

5. Organizational Life-Cycle • Common to all forms of change • Phases: Formation - Growth - Maturity - Decline • Transformation occurs when shifting to a new curve • Most challenging part of change, i.e., Linus while blanket is in dryer • Requires different kind of learning than moving along a curve • Requires energy, motivation, and a different leap of faith • Zone of Transformation: Ending---Neutral Zone---New Beginning

6. SWOT Team • SWOT of Team Functioning: Strengths, Weaknesses/Limitations, Opportunities, and Threats

7. Lewens’ Force Field • Internal Factors Driving the Need For Change • External Factors Driving the Need For Change • Internal Factors Driving the Status Quo • External Factors Driving the Status Quo

8. Towards Clarity... • AGREEMENT ON TODAY’S STATUS (Present) • ASSUMPTIONS ABOUT THE FUTURE • MOBILIZE THE RESOURCES TO EXECUTE • BASIS FOR ADJUSTING TO CHANGES • ARTICULATED, AGREED UPON, COMPASS DIRECTION IN THE SWAMP • AGREED UPON FUTURE

9. Values Values-driven Behavior • Values drive our choices Values Conflicts • Personal vs Personal • Personal vs Group • Personal vs Leader Implication of Values • Values create filters / lenses • for our perceptions • Values shape our culture • Values are shared by modeling

10. Teamwork

11. Leading Teams vs. Groups

12. Key Points: Team Effectiveness • Common Vision & Goals • Size and structure • Skills, diversity, role clarity • Trust • Enthusiasm, Energy • Aligned Incentives

13. Team Functioning • How to foster collaborative work environments • Understand the importance of building commitment and clarifying roles

14. Top 10 Characteristics of High Performing Teams

15. Top 10 Characteristics of High Performing Teams

16. Team Development

17. High Performing Teams From The Five Dysfunctions of a Teamby Patrick Lencionu

18. Obstacles to High Performing Teams Lencioni’s 5 Dysfunctions of Team Note: Each dysfunction is dependent on the previous (i.e., without trust, team members are more likely to fear/avoid conflict; Without healthy conflict team members will not buy-in and will not be committed.) From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

19. Characteristics of High Performing Teams Members trust one another. They engage in unfiltered conflict around ideas. They commit to decisions and plans of action. They hold one another accountable for delivering against those plans. They focus on the achievement of collective results. From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

20. Absence of Trust Absence of Trust: Trust is the foundation of real teamwork. However, in most teams, members will not be "vulnerable" with each other (air dirty laundry, admit mistakes, weaknesses and concerns without fear of reprisal). Without trust the team will not be able to achieve results. Overcoming a Lack of Trust: Overcoming "lack of trust" requires shared experiences over time, multiple instances of follow-through and credibility, and an in-depth understanding of the unique attributes of team members. Role of Team Leader: Be the first one vulnerable, risk losing face in front of the team, and create an environment that does not punish vulnerability. From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

21. Fear of Conflict Fear of Conflict: Teams that lack trust are incapable of engaging in unfiltered and passionate debate about ideas. Instead, they resort to veiled discussions and guarded comments. Overcoming Fear of Conflict Overcoming a fear of conflict requires an acknowledgment that the conflict is healthy and productive. Members must have the courage to dig up buried disagreements, shed the light of day on them, and work through them. The Role of the Leader: To abstain from trying to get premature resolution to the conflict in order to protect people Let team members develop conflict resolution skills Model healthy conflict behavior, not avoid it From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

22. Teambuilding Roadmap Foster Team Member Relationships Improve Communication Engage Everyone on Your Team Leverage the Team for New Ideas Promote Healthy Conflict Acknowledge and Celebrate Team Accomplishments

23. Engage Everyone on the Team Engage everyone on the team all the time During team discussions, decision-making or problem solving sessions, specifically, try to include members who are quiet and reserved. In addition, have offline conversations with more quiet and reserved team members to garner their input and demonstrate you value their membership on your team.

24. 4 Critical Skills: Communication Self-disclosure/qualifying • Communicating Effectively: Key Factors to Consider • Overview of Four Critical Skills • Skill #1: Maintaining & Enhancing Others’ Self-Esteem • Skill #2: Active Listening • Skill #3: Providing & Receiving Feedback • Skill #4: Managing Conflict • Developing a Communication Strategy

25. Creating a Supportive Communication Climate Supportive • Values Others • Open-Minded • Equal • Descriptive • Cares about Others’ Needs and Feelings • Assertive and Cooperative • Direct and Tactful • Works With Others to Problem Solve for the Future • Two Way • Shares Information • Win/Win Defensive • Know-It-All • Close-Minded • Superior • Judgmental • Not Concerned with Others’ Needs and Feelings • Passive or Aggressive • Indirect or Attacking • Blames Others for the Past • One Way • Withholds Information • Win/Lose or Lose/Lose

26. Intent vs. Effect To create a supportive communication climate, we need to be aware of our: Intent: What we want to communicate to the other person… our message. Effect: How the other person interprets or perceives our message… the actual impact of our message. Is the message you’re intending,the message that you’re sending?

27. Verbal & Non-Verbal Communication The Verbal Message: What we say… the words The Non-Verbal Message: How we say it Two factors influence the effect of our message on others:

28. Four Critical Interpersonal Skills • Maintaining & Enhancing Others’ Self-Esteem • Active Listening • Providing & Receiving Feedback • Managing Conflict

29. Listening Skills • Use active listening skills to foster effective communication • Understand effective questioning to uncover multiple options “When conversations matter most – that is, when conversations move from casual to crucial – we’re generally on our worst behavior” From Crucial Conversations

30. Active Listening Skills Paraphrasing Empathizing Encouraging Questioning

31. Listening Results Listening is the best way to get your point across. Effective listening results in three important results: Listening reduces margin of error. You are more likely to understand the first time and less likely to misinterpret what was said. 1. Listening allows the person who is speaking to us to reduce his or her defences and relax. People have a need to feel that they have been heard and understood. If people do not feel listened to, they are more likely to become defensive and resistant. 2. Listening helps keep the interaction on track. Good listening and active responses on your part mean that you and your communication partner stay on track. 3.

32. Skillful questioning

33. Characteristics of Effective Feedback • Specificrather than general • Descriptiverather than evaluative • Focused on 1 or 2 “critical few” issues • Focused on things the receiver can change • Timely • Intent: Focused on future improvement, not on blaming for the past • Two-way • Balanced

34. Situation Behavior Impact Situation-Behavior-Impact Model What? • Describing specific things a person said or did (behaviors) in a particular situation and the positive or negative effect of the behavior(s) When? • To provide recognition for good performance • To provide constructive feedback to improve performance

35. Lack of Commitment Lack of Commitment: Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions. Overcoming Lack of Commitment At the end of all meetings explicitly review key decisions made and agree on what needs to be communicated to employees or other constituencies. Create clear deadlines for when decisions will be made, and honor these deadlines with discipline and rigidity. The Role of the Leader: More than anyone else, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. The leader must continue to press for meeting deadlines, but not place too high a premium on certainty or consensus. From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

36. Avoidance of Accountability Avoidance of Accountability: Without commitment and buy-in to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Overcoming Avoidance of Accountability Publish goals and standards, what is to be achieved, who needs to deliver what, and how people need to behave to succeed. The enemy of accountability is ambiguity. Shift awards from individuals to team achievements to create a culture of accountability because a team is unlikely to stand by quietly and fail because a peer is not pulling his or her weight. The Role of the Leader Allow and encourage the team, not him or her, to serve as the primary accountability mechanism. Otherwise team members won't take active responsibility. The leader must in the end serve as the arbiter of discipline when the team fails. From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

37. Inattention to Results Inattention to Results: Failure to hold one another accountable creates an environment where team members put their individual needs or even the needs of their division above the collective goals of the team. Overcoming Inattention to Results Make results clear and reward only those behaviors and actions that contribute to these results. Make clear publicly the results you seek as this will make the team work with passion to achieve the results. Tie compensation to specific outcomes. The Role of the Leader The leader must set the tone for a focus on results. Team members must sense that the leader values these results more than anything, otherwise they will take this as permission not to themselves. Team leaders must be selfless and objective and reserve rewards and recognition for those who make real contributions to the achievement of group goals. From The Five Dysfunctions of a Team by Patrick Lencioni The Table Group (2007). The Five Dysfunctions of a Team. [whitepaper]. The Table Group, Inc. Retrieved from http://www.tablegroup.com/books/dysfunctions/the_five_dysfunctions.pdf

38. Action Planning