COACHING, COLLABORATING AND PARTNERING (Leading your Team) by Dr. Don Hackett

Transcription

1 COACHING, COLLABORATING AND PARTNERING (Leading your Team) by Dr. Don Hackett

2 TRAINING OBJECTIVES 1. To define team, teamwork and to illustrate the value of teams. 2. To identify ten reasons that teams stumble. 3. To illustrate the nine key behaviors of the coaching style of leadership. 4. To define coaching and illustrate the timing, tone and interpersonal skills inherent in the coach. 5. To visit coaching specifically relative to a correction and praise situation.

3 TEAM A collection of people who must collaborate, to some degree, to achieve common goals.

4 TEAMWORK The ability to work together toward a common vision and direct individual accomplishment toward team objectives

5 WHY TEAMS? SYNERGY (The whole becomes greater than the sum of the parts.)

6 HURDLES TO EFFECTIVE TEAMWORK Example: Troublesome team members

7 KEY NEEDS OF TEAMS Respect for differences Mutual trust Constructive conflict resolution Attention to process and content Common Goals What Teams Need Power within group to make decisions Leadership (Coaching) Interaction and involvement of all members Maintenance of individual self-esteem Open communication

8 TROUBLESOME TEAM MEMBER STYLES 1. LOCOMOTIVES: Steamroll their teammates, they are often windbags and know it all s in addition to being aggressive and hostile. 2. HOMESTEADERS: Take a position, wrap their arms around it and don t budge. Causes the team to become stuck. 3. RAMBLERS: Spin the team by constantly getting off the agenda into favorite or pet topics.

9 TROUBLESOME TEAM MEMBER STYLES 4. OSTRICHES: Refuse to pitch in and help under the guise of that s not my job. Often is a way of getting back at teammates. 5. MUMMY: Says little at meetings and nods knowingly but does not participate in a substantive way.

10 COACHING The person (leader) who nurtures champions, gives direction, builds skills and spreads enthusiasm.

11 TIMING COACHING CHARACTERISTICS When one is new At a first After a setback Knows when not to push TONE Positive Enthusiastic Supportive Two way emphasis on problem solving Polishing Long term outlook

12 EDUCATING COACHING CHARACTERISTICS Teaches new skills Is patient Sets high standards Has high expectations

13 COACHING PLAN SHEET What is the performance problem? Why is it important to solve the problem? What is the minimum change in performance you will accept? What are the effects on productivity and co-workers when an employee does not perform?

14 COACHING PLAN SHEET What are the consequences to the employee for not changing his/her performance? What are the alternate behaviors available to the employee to solve the problem?

15 CORRECTION Correct the behavior Do it soon/privately Be specific Tell the person what they did wrong And how you feel about it Encourage the person End with a hand shake

16 PRAISING Praise the behavior Do it soon Be specific Tell the person what they did right And how you feel about it Encourage the person End with a hand shake

17 OBJECTIVES 1. To identify the 5 major reasons (dysfunctions) teams fail to execute to their potential. 2. To provide you feedback on your team s dysfunctions. 3. To provide team leaders tools, techniques and skills to reduce or eliminate the 5 team dysfunctions.

18 THE FIVE DYSFUNCTIONS OF A TEAM Inattention to Results Avoidance of Accountability Status & Ego Low Standards Extracted with permission From Overcoming the Five Dysfunctions of a Team by Patrick Lencioni. Lack of Commitment Fear of Conflict Absence of Trust Ambiguity Artificial Harmony Invulnerability

19 CHARACTERISTICS OF SUCCESSFUL TEAMS Participative leadership Sense of sharing Culture of trust Open and honest communication Sense of belonging Creativity and risk taking Consensus decision making Interdependency Trained in solving problems

20 THE FIVE DYSFUNCTIONS OF A TEAM Absence of Trust Invulnerability

21 TEAMS WHO TRUST Admit weaknesses Ask for help Gives others the benefit of the doubt Manage behaviors for action WHO DON T TRUST Conceal weaknesses Hesitate to ask for help Jump to conclusions Focus energy on politics

22 TEAMS WHO TRUST Offer and accept apologies Appreciate and will tap into others skills Look forward to meetings and group work WHO DON T TRUST Hold grudges Won t tap into others skills Do not look forward to meetings and group work

23 OVERCOMING DYSFUNCTION #1 LACK OF TRUST Vulnerability Based Trust: People who are able to admit the truth about themselves are not going to engage in unproductive political behavior.

24 WHY VULNERABILITY BASED TRUST IS RARE 1. Leader sets example of invulnerability 2. Desire for self-preservation

25 PERSONAL HISTORIES EXERCISE Directions: Take a few minutes and answer the following questions; then go over these in your teams. 1. Where you grew up? 2. How many kids in the family? 3. Most important difficulty or challenge of childhood?

26 TWO BENEFITS OF PERSONAL HISTORIES EXERCISE 1. People open up and build trust 2. Reduces impact of Fundamental Attribution Error, i.e. human beings falsely attribute negative behaviors of others to their character while attributing their own negative behaviors to circumstance/environment

27 THE FIVE DYSFUNCTIONS OF A TEAM Fear of Conflict Absence of Trust Artificial Harmony Invulnerability

28 TEAMS WHO RESOLVE CONFLICT Have lively meetings Exploit members ideas Deal with real problems Minimize politics WHO FEAR CONFLICT Have boring meetings Create hidden agendas Ignore controversial topics Posture and minimize risk

29 IDEAL CONFLICT Constructive Ideal Destructive Artificial Harmony Mean Spirited

30 MASTERING CONFLICT Conflict (good): Productive, passionate, unfiltered debate about issues important to the team. Conflict (bad): Personality and clique based arguments laced with politics, pride and competition.

31 Low Assertiveness High CONFLICT STYLES THE COMPETITOR THE COLLABORATOR THE COMPROMISOR THE AVOIDER THE ACCOMODATOR Low Cooperativeness High

32 STYLE USAGES AVOIDING STYLE Trivial Issues Low power held Cost outweighs benefit To allow venting When more information is needed

33 STYLE USAGES ACCOMMODATING STYLE When issue is more important to other party To show reasonability When continued conflict will only damage your cause When conflict avoidance is important

34 STYLE USAGES COMPETING STYLE When quick decisive action is vital When important and unpopular courses of action need implementation To protect oneself against aggressive people or those who take advantage of you

35 STYLE USAGES COMPROMISING STYLE To expedite solutions under time pressure To achieve temporary settlements to complex issues When goals are moderately important, but not worth disruption When two parties with equal power are strongly committed to different goals

36 STYLE USAGES COLLABORATING STYLE To work through hard feelings To gain commitment from another party To find solutions to matters too important compromise When you need to understand other views

37 THE FIVE DYSFUNCTIONS OF A TEAM Lack of Commitment Fear of Conflict Absence of Trust Ambiguity Artificial Harmony Invulnerability

38 TEAMS WHO COMMIT Create clear direction Align to common objectives Move forward aggressively Are flexible WHO FAIL TO COMMIT Create ambiguity Paralysis of analysis Move in halting fashion Encourage second guessing

39 EMBRACING COMMITMENT Commitment: The team buying into a decision even when they don t naturally agree.

40 COMMITMENT EXERCISE Directions: Answer the following question: What is the single most important goal that your team must achieve during this period if you are going to be successful? Answer: *Your response need not be quantitative but general.

41 POTENTIAL GOALS Improve customer satisfaction Control expenses Grow market share Increase sales Launch a new product Reduce wastes Reduce turnover Improve quality

42 LEADER BEHAVIOR COMMITMENT Commitment Clarification: Within five minutes of meetings end, leader states: Exactly what have we decided today? Team responses are captured on whiteboard. Cascading Communication: All staff members communicate decisions of meeting within 24 hours either face to face or telephone (not ).

43 THE FIVE DYSFUNCTIONS OF A TEAM Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Low Standards Ambiguity Artificial Harmony Invulnerability

44 TEAMS THAT EMBRACE ACCOUNTABILITY Use peer pressure for performance Encourage excellence Enhance respect for high standards Avoid bureaucracy THAT AVOID ACCOUNTABILITY Create resentment among team members Encourage mediocrity Miss deadlines Move leaders toward autocracy

45 EMBRACING ACCOUNTABILITY Accountability: The willingness of team members to remind one another when they are not living up to the performance standards of the group.

46 THE FIVE DYSFUNCTIONS OF A TEAM Inattention to Results Avoidance of Accountability Status & Ego Low Standards Lack of Commitment Fear of Conflict Absence of Trust Ambiguity Artificial Harmony Invulnerability

47 TEAMS ARE RESULTS FOCUSED Stagnates Loses achievement oriented employees Encourages self-interest behavior Easily distracted Rarely achieves above average results NOT RESULTS FOCUSED Innovative, flexible and creative Retains achievement oriented employees Enhances true teamwork Avoids distractions Enjoys success and has great disappointment in failure

48 FOCUSING ON RESULTS Distractions: self interest and self-preservation Ego Career Development and money My department vs. organization

49 KEY POINTS: FOCUSING ON RESULTS 1. The measure of a team is results. 2. To avoid distractions, teams must prioritize team over individual or departmental needs. 3. To stay focused, teams must publicly state goals and keep them visible.

50 HOW TO USE SCOREBOARD EFFECTIVELY 1. Goals/Objectives must be written. 2. Put all actions with a name, date and task. 3. Use as information/status, not as a source of fear 4. Communicate results to all team members on a consistent basis (during team meetings)

51 GOAL Reduce obsolete inventory from present 22 percent to 11 percent within one year of start. Objective 1 Classify all obsolete inventory into categories for evaluation, accounting & executive actions Tasks Action Date Responsibility 1. Identify obsolete inventory team 1/10/06 Christy 2. Return all returnable items ASAP 1/20/06 Marie 3. Est. listings for special promo sale 2/28/06 Ron 4. Execute on site promo sale 3/16/06 Team

52 HOW TO USE SCOREBOARD EFFECTIVELY 5. Discuss reasons why for success and nonsuccess as a team. 6. Don t be fearful of adjusting goals/objectives if circumstances change. 7. Reward team members both intrinsically (praise, recognition and celebration) and extrinsically (monetary awards) upon goal achievement.

53 COACHING, COLLABORATING AND PARTNERING (Leading your Team) by Dr. Don Hackett