Peter Batty

Developing a culture of trust and collaboration

The Challenge of Leadership:Effective Teams

Celebration/Incorporationof Achievement

Productive Action

Open Communication

Positive Relating

Safety

From a model produced by Denton Roberts

Vision

Physical Emotional

Intellectual

The Challenge of Leadership:Effective Teams

From a model produced by Denton Roberts

Celebration/Incorporationof Achievement

Productive Action

Open Communication

Positive Relating

Safety

Vision

Physical Emotional

Intellectual

System nourished by: PRAISE,

ACCEPTANCE, UNDERSTANDING,

REALISTIC PERFORMANCE EXPECTATIONS,

INCLUSION

The Risk of Leadership:Dysfunctional Teams

From a model produced by Denton Roberts

Lack of Safety

Negative Relating

Close/Confused

Communication

Unproductive/Destructive

Activity

Conflict

The Risk of Leadership:Dysfunctional Teams

From a model produced by Denton Roberts

Lack of Safety

Negative Relating

Close/ConfusedCommunication

Unproductive/Destructive

Activity

Conflict

System nourished by: BLAME,

RIDICULE, HUMILIATION,

UNREALISTIC PERFORMANCE EXPECTATIONS,

ALIENATION

The five dysfunctions of a team

• Absence of trust• Fear of conflict• Lack of commitment• Avoidance of accountability• Inattention to results

Patrick Lencioni

In truly cohesive teams, people

• Trust one another• Engage in unfiltered conflict around ideas• Commit to decisions and plans of action• Hold one another accountable for delivering

against those plans• Focus on the achievement of collective

resultsPatrick Lencioni

Members of trusting teams…

• Admit weaknesses and mistakes• Ask for help• Accept questions and input about their areas of

responsibility• Take risks in offering feedback and assistance• Appreciate and tap into one anothers’ skills and

experience• Focus time and energy on important issues, not

politics• Offer and accept apologies without hesitation

Patrick Lencioni

Members of teams where trust is absent…

• Conceal their weaknesses and mistakes from one another• Hesitate to ask for help or provide constructive feedback• Hesitate to offer help outside their own areas of

responsibility• Jump to conclusions about the intentions and aptitudes of

others without attempting to clarify them• Fail to recognise and tap into one another’s skills and

experiences• Waste time and energy managing their behaviours for effect

Patrick Lencioni

Four steps to building trust

• Being vulnerable• Clarifying expectations• Holding and being held to account• Engaging with conflict

Building trust: what are the implications of this for leading (and teaching) the leaders of tomorrow?

In your pair…

…decide who will talk and who will listen first

…when you are listening, your role is to try and understand – and help your partner to understand – the situation they are describing: you are NOT trying to resolve it or advise them or counsel them

…you have five minutes each

The Johari Window

O T H E R S’

V I E W

OW

N V

IEW

SE

LF

SELF

The Johari Window

Solicits Feedback

O T H E R S’

V I E W

Self-Disclosureor

Gives Feedback

OW

N V

IEW

Thi

ngs

I Don

’t K

now

(ab

ou

t m

e)

Thi

ngs

I Kno

w(a

bo

ut

me

)

Thi

ngs

The

yK

now

(ab

ou

t m

e)

Thi

ngs

The

yD

on’t

Kno

w(a

bo

ut

me

)

BL

IND

SP

OT

FA

CA

DE

UNCONSCIOUSU

NK

NO

WN

AR

EN

A

SELF

The Johari Window

Solicits Feedback

O T H E R S’

V I E W

Self-Disclosureor

Gives Feedback

OW

N V

IEW

Thi

ngs

I Don

’t K

now

Thi

ngs

I Kno

w

Thi

ngs

The

yK

now

Thi

ngs

The

yD

on’t

Kno

w

BL

IND

SP

OT

FA

CA

DE

(Hid

den

Are

a)

UNCONSCIOUSU

NK

NO

WN

AR

EN

A

Ear

Self

You

Eyes

Undivided Attention

Heart

What?Why?How?Where?When?Who?

So is it ‘X’?

What I understand so far is …..

L

I

S

T

E

N

I

N

G

The Funnelling Technique

Open

Probe

Close

Summary

Probing: building your own repertoire

Probing is signalling you want to go further or deeper by……using supplementary questions or phrases like• Go on…• Can you say some more about…• What do you mean by…• When you say…• Can you explain……using connecting words, often combined with inflection like• And…?• So…?• Because…?• About…?…simply reflecting (repeating) back the last word or phrase that has

been used…NOT saying anything at all but using pause and body language to

invite further contribution

What?Why?How?Where?When?Who?

So is it ‘X’?

What I understand so far is …..

L

I

S

T

E

N

I

N

G

The Funnelling Technique

Open

Probe

Close

Summary

Testing Understanding and Summarising (as a % of all behaviour)

Research Analysis of 49 Meetings / PresentationsA

vera

ge

nu

mb

er o

f m

isu

nd

erst

and

ing

s an

d m

isco

nce

pti

on

s p

er p

erso

n

The Importance of Clarifying

0

1

2

3

4

5

0 - 2.5 2.5 - 5 5 - 7.5 7.5 - 10 10 - 12.5 12.5 - 15 15+

Testing Understanding and Summarising (as a % of all behaviour)

Research Analysis of 49 Meetings / Presentations

0

1

2

3

4

5

0 - 2.5 2.5 - 5 5 - 7.5 7.5 - 10 10 - 12.5 12.5 - 15 15+

Ave

rag

e n

um

ber

of

mis

un

der

stan

din

gs

and

mis

con

cep

tio

ns

per

per

son

The Importance of Clarifying

Source: Huthwaite Research Group