TEAMING WITH…TOMORROW:

Skills to Build a High Performance Team

TEAMING WITH…TOMORROW:

Skills to Build a High Performance Team

Designed and Presented By Dr. Cal LeMon,Executive Enrichment, Inc.

Designed and Presented By Dr. Cal LeMon,Executive Enrichment, Inc.

25th Annual Missouri Psychiatric RehabilitationAssociation Conference

Up Your Joe Plumber!

The people at your table are responsible for teaching an exchange student from Korea how to make a peanut butter and jelly sandwich on toasted whole wheat bread. This student has never seen or heard of a “sandwich.” As a matter of fact, this person has a working knowledge of our language but our customs and practices are very foreign to him/her.

Work as a team to come up with a sequential series of instructions on how to make this sandwich.

The people at your table are responsible for teaching an exchange student from Korea how to make a peanut butter and jelly sandwich on toasted whole wheat bread. This student has never seen or heard of a “sandwich.” As a matter of fact, this person has a working knowledge of our language but our customs and practices are very foreign to him/her.

Work as a team to come up with a sequential series of instructions on how to make this sandwich.

Business and other human endeavors are also systems. They, too, are bound

by invisible fabrics of interrelated actions, which often take years to fully

play out their effects on eachother. Since we are part of that lacework

our-selves, it’s doubly hard to see the whole pattern of change. Instead, we

tend to focus on snapshots of isolated parts of the system, and wonder why our

deepest problems neverseem to get solved. -- The Fifth Discipline

Problem First System You Would Use

1. Your car will not start.

2. You are coming down with a cold.

3. You are taking a hot shower and the water turns ice cold.

Systematic Structure

Patterns Of Behavior

Events

Systematic Structure

Patterns Of Behavior

Events(Reactive)(Reactive)

(Responsive)(Responsive)

(Generative)(Generative)

The systems in your mental

health organization that either encourage

or discourage working as a

team

The learned behavior and

attitudes of staff who have been taught there is

safety in mediocrity when on a team

Organizational atrophy

and apathy

New procedure or service introduced

Reengineer theworkplace and/orprocesses

Increasednumber ofparticipants

Increase # of staff

The tyranny ofthe “old”

“Make your numbers”-- less time for “treatment”

More management/less leadership

Push harder

1. We repeat the same problemsbecause they offer us “safety.”

2. Smart-risk-taking is the skill most discussed and the least rewarded.

3. Exhaustion is a wonderful excuse for disengagement.

4. Negativity is publicly prohibited and privately savored (behind closed doors)

5. “Personal mastery” is possible for everyone.

Personal mastery is the disciplineof continually clarifying and

deepening our personal vision,of focusing our energies, of

developing patience, and of seeingreality objectively. As such, it

is an essential cornerstone of thelearning organization -- the

learning organization’sspiritual foundation.

The Fifth Discipline

The Family No One Talks About

HIGH LOW

COMPETITIVE POSITION

HIGH

LOW

MARKET

GROWTH

RATE

THE CASH COWS

THE BOW WOWS

THE HOMECOMING QUEENS

THE JUVENILE DELINQUENTS

THE HOMECOMING QUEENS

These are the programs processes in your mental health office that

get the cash and PR because they are

unique and attractive.

THE JUVENILE DELINQUENTSTHE JUVENILE DELINQUENTS

Areas of your mental health organization which have the potential to become “stars” but never make it

because of chronic poor management/neglect

THE CASH COWSTHE CASH COWS

These areas of your mental health services are not “sexy,” but do

continue to produce significant ROI. They often bankroll other parts of the

organization that are in trouble.

These areas of your mental health services are not “sexy,” but do

continue to produce significant ROI. They often bankroll other parts of the

organization that are in trouble.

THE BOW WOWS

These parts of your mental health organization repeatedly are unsuccessful, but are consistently resuscitated because a “power person” keeps doing mouth-to-

mouth on them.

Reality Testing In My Workplace

The Players Who Are They?

The HomecomingQueen

The JuvenileDelinquent

The Cash Cow

The BowWows

What Do We Get FromEach Other?

1. Affirmation. People living without approval from others become emotionally distorted and physically alienated.

2. Affiliation. The feeling of “belonging” to a group, ethnic community or family is an innate need built into our human condition.3. Recognition. Everyone wants to know he/she has made a contribution which has been observed by others.

What Do We Get FromEach Other?

1. Affirmation. People living without approval from others become emotionally distorted and physically alienated.

2. Affiliation. The feeling of “belonging” to a group, ethnic community or family is an innate need built into our human condition.3. Recognition. Everyone wants to know he/she has made a contribution which has been observed by others.

What Do We Get FromEach Other?

4. Creativity. The final “great idea” has yet to be thought. Everyone has the potential of becoming the architect of the next idea to enhance humanity.

5. Self-worth. We define ourselves from the models of others. We “raise the bar” on ourselves from watching the expertise of others.

1. There are no more than ten in the group2. There is homogeneity

3. There are clear goals4. There is frequent contact

5. There is an external threat

6. There is little turnover

7. There is difficulty getting into the group8. There is a consensus about the

members of the group

Motto YouLive By

Your FavoriteLeisure Time

Activity

A Talent NoOne In the SLT

KnowsAbout

Best Movie You Have Ever Seen

GETTIN

G T

HIN

GS

DO

NE

(Dir

ecti

on

, S

tru

ctu

re,

Org

an

izati

on

)

BUILDING STRONG TEAMWORK RELATIONSHIPS (Communications, Involvement, Coordination)

LOW HIGH

HIGHTEAMWORK PATTERNS

FormingCautious and guarded — not acting unless forced to do so.

StormingPicking fights to discover the personal boundaries

NormingThe team members are comfortable, but little productivity

PerformingProductivity increases by anticipating each other’s needs-meetings are short and efficient

Break down barriersbetween departments

by encouraging problemsolving through

teamwork, combiningthe efforts of people

from different areas suchas research, design, sales

and production.

Break down barriersbetween departments

by encouraging problemsolving through

teamwork, combiningthe efforts of people

from different areas suchas research, design, sales

and production.

General Mills’plants that use teams are as much as 40 percent more productive than

their plants operating without

teams.

16 Ground Rules ForTeam Communication16 Ground Rules ForTeam Communication

•Question assumptions .•Share all relevant information.•Focus on interests, not on positions.

•Be specific; use examples.•Agree on the meanings of important words.

•Question assumptions .•Share all relevant information.•Focus on interests, not on positions.

•Be specific; use examples.•Agree on the meanings of important words.

•Explain the reasons behind statements, questions, and actions.

•Openly and respectfully disagree

•Make statements; invite questions and comments.

•Jointly design ways of testing disagreements and solutions.

•Avoid, “I cannot discuss that….”

•Keep discussions focused.

•Explain the reasons behind statements, questions, and actions.

•Openly and respectfully disagree

•Make statements; invite questions and comments.

•Jointly design ways of testing disagreements and solutions.

•Avoid, “I cannot discuss that….”

•Keep discussions focused.

•Eliminate personal cheap shots •Expect all team members to participate in all phases of the process.

•Exchange relevant information with non-team members.

•Make decisions by consensus when possible

•Conduct self-critiques.

•Eliminate personal cheap shots •Expect all team members to participate in all phases of the process.

•Exchange relevant information with non-team members.

•Make decisions by consensus when possible

•Conduct self-critiques.

Absence of Trust

Stems from an unwillingness to be ______________ with the team.

honest

Fear of Conflict

Teams that lack trust are incapable of

engaging in _____________________debate of ideas.

Instead they resort to veiled discussions and

guarded comments.

a trusting

Lack of Commitment

Without having aired their opinions in the course of

passionate and open debate, team members rarely, if ever,

___________ and commit to decisions, though they may

______________during meetings.

openly discuss

give lip service

Avoidance of Accountability

Without committing to a clear plan of action, even

the most focused and driven people often

______________ to call their peers on actions and behaviors that seem

_________________ to the good of the team.

fail

counterproductive

Inattention to Results

Occurs when team members put their

individual ______________ (such as ego, career

development or recognition) or even the needs of their workplace above the collective goals

of the team.

agenda

Death By Meeting

• Most meetings lack:– Appropriate Conflict– Healthy Structure

• Four Types of Meetings: – Daily Check-in– Weekly Tactical– Monthly Strategic– Quarterly Review

Adults learn when the learning

environment changed

every eight minutes

Adults learn by

repetition

Adults learn when there is natural

humor

Adults learn by correcting intentionally

flawed material

“Just between you and I/me….”

Adults learn when there

is something in it for them

Adults learn when

physical activity is part of

team meetings

I was seated, by myself, in the glory of the Cathedral in Colonge, Germany. Its twin spires soaring into the air, its parapets triumphant against an angry grey fall sky, its 100 permanent workers busily about their duties to keep this historic edifice standing and I went back to the final prayer in the smoky ungulating hills of Chiuaua, Mexico and the brown hand I was holding next to me and I knew I was part of something much larger than my agenda for the Church.

“The greatest discovery of my generation is that

human beings, by changing the inner beliefs of their minds, can change the

external aspects of their lives.”

-- William James

LeMonAide for Leadership

My team will only be as My team will only be as effective as our effective as our

commitment to fix commitment to fix what we know what we know does does not worknot work