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LeadingPeakPerformingWorkTeams 1
LEADINGPEAKPERFORMINGWORKTEAMS
Developedby:JuneE.Ramos,ConsultantandExecutiveCoach
LeadingPeakPerformingWorkTeams 2
ProgramObjectives
• Identifykeyingredientsforteamsuccess
• Understandtheroleofcollaborationasatooltocreateteameffectiveness
• Assess your team to key indicators and developanactionplan
• Create a positive environment conducive toachievingstatedgoalsandobjectives
• Havefun!
LeadingPeakPerformingWorkTeams 3
GroundRulesforSuccess
§ Beopentonewideas
§ Challengeyourthinkingprocess
§ Learnfromeachother
§ Watchelectronicdistractions
§ Beontimefrombreaks
§ Askquestionsandengageinthelearning
at100%
§ Other?
LeadingPeakPerformingWorkTeams 4
ParticipantIntroductions
√ YourName:______________________________
√ YourCompany/Organization:
√ AnaccomplishmentIamproudoffromateamIamamemberoforonethatIlead
√ WhatIFindMostChallengingAboutWorkingWithTeamsandTryingtoAchieveConsensus
LeadingPeakPerformingWorkTeams 5
ALOOKATTHECOURSEASSUMPTIONS
Thecourseisbasedonthefollowingprinciples:
♦ Peopleworkingtogetherinteamsarethekeytosuccessfulorganizations♦ Peoplearecreativeandcanbebetterutilizedinorganizations♦ Teammeetingscanbegreatlyimprovedbythemindsetoftheleaderwhovalues
peopleandwhowantstomaximizetheircreativityandcontributions♦ Meetingsareanopportunitytocreatecollaborativeenvironmentsthatbringout
thebestinpeople♦ Effectiveteamprocessesproduceresults♦ Sharedownershipofdecisionsisthekeytosuccessfulimplementationthrough
consensusdecisionsbuiltonaseriesofpositiveagreements♦ Teamsuccessisateamresponsibilityandshouldbeviewedasateam-managed
goalinwhicheveryoneparticipatesfully
LeadingPeakPerformingWorkTeams 6
TEAMEXERCISE–INSTRUCTIONS • BuildtheTallestFreestanding
Structure:Thewinningteamistheonethathasthetalleststructuremeasuredfromthetabletopsurfacetothetopofthemarshmallow.Thatmeansthestructurecannotbesuspendedfromahigherstructure,likeachair,ceilingorchandelier.
• TheEntireMarshmallowMustbeonTop:Theentiremarshmallowneedstobeonthetopofthestructure.Cuttingoreatingpartofthemarshmallowdisqualifiestheteam.
• UseasMuchorasLittleoftheSuppliesProvidedintheKit:Includedineachkitis
thefollowing(Theteamcannotusethepaperbagaspartoftheirstructure,noruseanythingelseotherthanwhatisinthekit.):
o 20sticksofspaghettio Oneyardofmaskingtapeo Oneyardofstringo OneMarshmallow
• BreakuptheSpaghetti,StringorTape:Teamsarefreetobreakthespaghetti,cut
upthetapeandstringtocreatenewstructures.• TheChallengeLasts18minutes:Teamscannotholdontothestructurewhenthe
timerunsout.Thosetouchingorsupportingthestructureattheendoftheexercisewillbedisqualified.
• PleasefollowtheRules
LeadingPeakPerformingWorkTeams 7
NOTES:
LeadingPeakPerformingWorkTeams 8
TheFiveDysfunctionsofaTeam1. AbsenceofTrust--stemmingfromtheirunwillingnesstobevulnerablewithinthe
group.Membersofgreatteamstrustoneanotheronafundamentallevel.Theygettoapointwheretheycanbecompletelyopenwitheachother.
2. FearofConflict--resultinginveileddiscussionsandguardedcomments.Teamsthattrustoneanotherarenotafraidtoengageinpassionatedialoguearoundissuesanddecisionsthatarekeytotheorganization’ssuccess.Theydonothesitatetodisagreewith,challengeandquestioneachotherusingpositiveconflictprocesses–thegoalistofindthebestanswers,discoverthetruthandmakegreatdecisions.
3. LackofCommitment--symptomaticoffeignedagreementbetweenmeetings.Greatteamsthatengagedinpositiveconflictareabletoachievegenuinebuy-inaroundimportantissues,evenwhenvariousmembersoftheteaminitiallydisagree.Theyensurethatallopinionsandideasareputonthetableandconsidered,givingconfidencetoteammembersthatnostonehasbeenleftunturned.
4. AvoidanceofAccountability--evidencedbythelackofplanorfollowingupontheactionsandbehaviorsoftheirpeers.Teamsthatcommittodecisionsandstandardsofperformancedonothesitatetoholdoneanotheraccountableforadheringtothosedecisionsandstandards.What’smore,theydon’trelyontheteamleaderastheprimarysourceofaccountability–theygodirectlytotheirpeers.
5. InattentiontoResults/Goals--whenteammembersputindividualneeds(suchasego,careerdevelopmentorrecognition)oreventheneedsoftheirdivisionabovethecollectivegoalsoftheteam.Ifallotheritemsareinplace,itislikelythatteammemberswillputtheirindividualneedsandagendasaside,andfocusalmostexclusivelyonwhatisbestfortheteamandtheorganization.Ego-statusisputasideinfavorofteamsuccess.
“Andso,likeachainwithjustonelinkbroken,teamworkdeterioratesifevenasingledysfunctionisallowedtoflourish…Imaginehowmembersoftrulycohesiveteamsbehave:
1)Theytrustoneanother.
2)Theyengageinunfilteredconflictaroundideas.
3)Theycommittodecisionsandplansofaction.
4)Theyholdoneanotheraccountablefordeliveringagainstthoseplans.
5)Theyfocusontheachievementofcollectiveresults.”
Lencioni,Patrick,TheFiveDysfunctionsofaTeam,Jossey-Bass/Wiley,2002,ISBN0-7879-6075-6
LeadingPeakPerformingWorkTeams 9
FromPatrickLencioni,The5DysfunctionsofaTeam
ASSESSMENTRATINGSCALE
1–Never2–Rarely3–Sometimes4–Usually5–Always
Goals
High Accountability
High Commitment
Positive Conflict Processes
High Trust
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TEAMASSESSMENT(From5DysfunctionsofaTeam)
BuildingTrust–Teammembers:
1. Admittheirmistakes
2. Acknowledgetheirweaknessestoeachother
3. Askforhelpwithouthesitation
4. Askforeachother’sinputregardingtheirareaofresponsibility
5. Tapintoeachother’sskillsandexpertise
6. Willinglyapologizetoeachother
7. Areunguardedandgenuinewitheachother
8. Cancomfortablydiscusstheirpersonalliveswithoneanother
Total
Average(Dividetotalby8)
CreatingPositiveConflictProcesses–Teammembers:
1. Arepassionateandunguardedintheirdiscussionofissues
2. Teammeetingdiscussionsareinterestingandcompelling–notboring
3. Themostdifficultandimportantissuesarealwaysdiscussed–noavoidanceoftoughissues
4. Voicetheiropinionevenattheriskofcausingdisagreement
5. Challengeeachotherabouthowtheyarrivedattheirconclusionsandopinions(duringdiscussions)
6. Solicitoneanother’sopinionsatmeetings
7. Communicateunpopularopinionstothegroup
8. Confrontanddealwithconflictingissuesbeforemovingtoanothertopic
Total
Average(Dividetotalby8)
LeadingPeakPerformingWorkTeams 11
CreatingHighCommitment–Teammembers:
1. Leavemeetingsanddiscussionsknowingthereishighcommitmentfromthegroup
2. Enddiscussionswithclearandspecificresolutionsandcallstoaction
3. Areclearabouttheteam’sdirectionandpriorities
4. Arealignedaroundcommonobjectives
5. Aredecisive,evenwhen“perfect”informationisnotavailable
6. Sticktotheirdecisions
7. Arewillingtosupportthefinalgroupdecision,eveniftheyinitiallydisagreed
Total
Average(Dividetotalby7)
CreatingHighAccountability–Teammembers:
1. Pointoutoneanother’sunproductivebehaviors
2. Arequicktoconfrontpeersaboutproblemsintheirrespectiveareaofresponsibility
3. Questiononeanotherabouttheircurrentapproachesandmethods
4. Ensurethatpoorperformersfeelpressureandtheexpectationtoimprove
5. Holdeachothertothesamehighstandards
6. Consistentlyfollowthroughonpromisesandcommitments
7. Offerconstructivefeedbacktoeachother
Total
Average(Dividetotalby7)
LeadingPeakPerformingWorkTeams 12
ProduceResultsandAccomplishGoals–Teammembers:
1. Arequicktopointoutthecontributionsandachievementsofeachother
2. Hasareputationforhighperformance
3. Takepersonalresponsibilitytoimprovetheteam’sperformanceiftheteamfailstoachieveacollectivegoal
4. Willinglymakesacrificesintheirareasforthegoodoftheteam
5. Areslowtotakecreditforpersonalachievementifitisattheexpenseofotherteammembers
6. Consistentlyachievecommonteamobjectives
7. Valuecollectivesuccessmorethanindividualachievement
8. Donotplacehighvalueontitlesandstatus–preferringoverallteamperformance
Total
Average(Dividetotalby8)
LeadingPeakPerformingWorkTeams 13
SCORINGINTERPRETATION(5DysfunctionsofaTeam)
HighAvg.Scoreof3.75
andabove
MediumAverageScoreof
3.25–3.74
LowAverageScoreof3.24andbelow
TRUST
Yourteamhascreatedanenvironmentwherevulnerabilitiesandopennessarethenorm
Yourteammayneedtogetmorecomfortablebeingvulnerableandopenwithoneanotheraboutindividualstrengths,weaknesses,mistakesandneedsforhelp
Yourteamlacksnecessarylevelsofopennessandvulnerabilityaboutindividualstrengths,weaknesses,mistakesandneedsforhelp
CONFLICT
Yourteamiscomfortableengaginginunfiltereddiscussionaroundimportanttopics
Yourteammayneedtolearntoengagedinmoreunfiltereddiscussionaboutimportanttopics
Yourteamisnotcomfortableengaginginunfiltereddiscussionaroundimportanttopics
COMMITMENT
Yourteamisabletobuy-intocleardecisionsleavinglittleroomforambiguityandsecond-guessing
Yourteammaystruggleattimestobuy-intocleardecisions.Thiscouldbecreatingambiguitywithintheorganization
Yourteamisnotabletobuy-intocleardecisions,leavingroomforambiguityandsecond-guessing
ACCOUNTABILITY
Yourteamdoesnothesitatetoconfrontoneanotheraboutperformanceandbehavioralconcerns
Yourteammaybehesitatingtoconfrontoneanotheraboutperformanceandbehavioralconcerns
Yourteamhesitatestoconfrontoneanotheraboutperformanceandbehavioralconcerns
RESULTS
Yourteamvaluescollectiveoutcomesmorethanindividualrecognitionandattainmentofstatus
Membersofyourteammaybeplacingtoomuchimportanceonindividualordepartmentalrecognitionandego,ratherthanfocusingonthecollectivegoalsoftheteam.
Yourteamneedstoplacegreatervalueonthecollectiveachievementofoutcomes,ratherthanindividualordepartmentalrecognitionandego
LeadingPeakPerformingWorkTeams 14
ASSESSMENTDISCUSSION
1. Whatdoesthesummaryindicateaboutthisteam’sareasofstrengths?
2. Whatdoesthesummaryindicateaboutthisteam’spotentialareasofimprovement?Also,discussanyareasoflikelyconcern?
3. Didanythingsurpriseyou?
4. Isthisthepatternyouexpected?Whyorwhynot?
5. Whataresomereasonsyourteamscoredthewayitdid?
LeadingPeakPerformingWorkTeams 15
TRUST–thefoundationforsuccess
Whatcreatesdistrustonateam? Waystobuildtrustorrepairtrust
LeadingPeakPerformingWorkTeams 16
TRUST
**FromCoveyLink,LeadingattheSpeedofTrust
Behavior OppositeorCounterfeit
TalkStraight Lie,spin,tellhalftruths,doubletalk,flatter
DemonstrateRespect Don’tcareordon’tshowyoucare;showdisrespectorshowrespectonlytothosewhocandosomethingforyou
CreateTransparency Withholdinformation;keepsecrets;createillusions;pretend
RightWrongs Don’tadmitorrepairmistakes;covermistakes
ShowLoyalty Sellothersout;takethecredityourself;sweettalkpeopletotheirfacesandbadmouththembehindtheirback
DeliverResults Failuretodeliver;deliveronactivities,notresults
GetBetter Deteriorate;don’tinvestinimprovement;forceeveryproblemintoyouronesolution
ConfrontReality Buryyourheadinthesand;createbusywork,skirttherealissues
ClarifyExpectations Assumeexpectationsordon’tdisclosethem;smokeandmirrors
PracticeAccountability Don’ttakeresponsibility;It’snotmyfault;don’tholdothersaccountable
ListenFirst Don’tlisten;speakfirst,listenlast;pretendtolisten;listenwithoutunderstanding
KeepCommitments Breakcommitments;violatepromises;makevagueandelusivecommitmentsordon’tmakeanycommitments
ExtendTrust Withholdtrust;"snoopervise";giveresponsibilitywithoutauthority
LeadingPeakPerformingWorkTeams 17
FROMDEBATETODIALOGUE
Adapted:FromDebatetoDialogue:UsingtheUnderstandingProcesstoTransformOurConversations,DeborahL.Flick,Ph.D.,OrchidPublications,Boulder,Colorado,1998. CONVENTIONAL NEWUNDERSTANDING
PREMISE
Inanygivensituation,thereisonerightanswerorperspective,usuallyone’sown.
Inanygivensituation,therearemultiple,validanswersandperspectives,includingone’sown.
GOAL
Towin;toberight;tosell,persuadeorconvince.
Tounderstandtheotherpersonfromtheirpointofview.(Tounderstanddoesnotnecessarilymeantoagree.)
ATTITUDE
Evaluatingandcritical
Curiousandopen
FOCUS
“What’swrongwiththispicture?”
“What’snew?Ofvalue?WhatcanIlearn?”
BEHAVIORSLISTENING:q Acceptnothingatfacevalueq Hearadvocacyasachallengetobemetq Listenjudgmentallyq Listenforerrorsandflawsq Planyourrebuttalq TalkmorethanyoulistenINQUIRING:q Interrogationq Askquestionsthatsupportyourpoint
ofvieworchallengetheotherperson’spointofview
ADVOCATING:q Assertyourownpositionq Describeflawsintheotherperson’s
perspectiveq Justifyyourpositionq Defendyourassumptionsastruth
LISTENING:q Acceptwhatissaidatfacevalueas
trueforthegiverq Hearadvocacyasanopportunityto
deepenunderstandingq Listenfor“their”storywithout
judgmentq Listenmorethanyoutalkq ReflectinsteadofreactINQUIRING:q Askquestionsinordertoclarifyand
deepenyourunderstandingandunderstandwhatanother’sideasmeantothem
q Exploretaken-for-grantedassumptionsADVOCATING:q Offeryourideasasyoursonlyq Explorealternativepointsofview
ROLE
Devil’sadvocateor“TruthSayer”
Walkinanotherperson’sshoes.
OUTCOME
DEBATE
DIALOGUE
LeadingPeakPerformingWorkTeams 18
WHATITIS–WHATITISN’T
“Peoplearehungryforstraightness,honestyandtrust.”(VirginiaSatir,PEOPLEMAKING)
IS ISN’T
q Dialogue
q Listening
q Honesty
q Disclosing
q Openness
q Metamessages–readingbetweenthelines
q Reframing
q Leveling(levelingwithoneanother)
q Authenticcommunication
q Confrontingtoughissues
q Managingtheconflict
q Seekingmutualunderstanding
q Givingandreceivingfeedback
q Alearningconversation
q Bullying
q Gameplaying
q Hints,sarcasm,innuendoorbelittling
q Playingthemartyr
q Blaming
q Manipulation
q Doublemessages
q Retreatingtosilence
q Discreditingothers
q Placating
q Alwayscompellingotherstoourpointofview
q Alwaysconsensus
q Always“solving”theconflict
q Alwaysagreement
q Beingrightorwrong
LeadingPeakPerformingWorkTeams 19
BESTPRACTICESINMANAGINGCONFLICTANDDISAGREEMENT
NOTES:
LeadingPeakPerformingWorkTeams 20
TEAMPROBLEMSOLVINGPROCESS:
1. Stateyourissue/problemasasentenceoraquestion2. Provideessentialbackgroundinformation(3–5minutes)3. Groupasksclarifyingquestions4. Groupprovidesideas/solutions/advice5. Youtakenotesandidentifykeyactionitems
MYSITUATION/PROBLEM IDEAS/SOLUTIONS
LeadingPeakPerformingWorkTeams 21
TRAINERBIOGRAPHY
June Ramos has provided professional coaching, strategicmanagementandorganizationaldevelopmentandconsulting,andtraining/seminar delivery to business, industry, and governmentorganizations since 1985, both nationally and internationally.June’sprimaryemphasisisonhelpingindividualsandorganizations
achieve optimal performance by learning to use tools to build collaborative partnerships andhowtomanageoneself,andothersresponsibly.Using state-of-the-art needs assessments, analytical tools and research-basedmaterials, Juneprovides consulting and skills development in areas such as leadership, team building,facilitation,conflictmanagementandeffectivecommunication.Inthecourseofhercareer,Junehasworkedasacorporatecommunicationsmanagerinpublicrelations,andwasamanagement/organizationalspecialistfortwoFortune500companies.Sheworked with two national seminar firms, and one international firm, conducting trainingprogramsintheUnitedStates,Canada,Europe,Australia,andNewZealand.June has served numerous clients from both the private and public sectors, including suchorganizations as IBM, U.S. Department of the Interior, Great West Life Assurance Company,FederalReserveBankofDallas, FirstDataCorporation,U.S.EnvironmentalProtectionAgency,American Express-Center for Professional Development, Western Mobile, Redland StoneProducts, Boulder and Douglas Counties, USDA - Forest Service, National Park Service, andHewlett-Packard.June currently holds certifications in Blessing White, Inc. (Technical Leadership; Selling YourIdeas; Managing Personal Growth), Zenger Miller (Front-Line Leadership; QUEST; Leadership2000),Myers-BriggsTypeIndicator,andDDIInteractionManagement(alsoMasterTrainer).