LEADING HIGH-PERFORMANCE TEAMS

Transcription

1 LEADING HIGH-PERFORMANCE TEAMS Presented by Dr. Bill Moore March 31, :30 AM 4:00 PM GSVU University Club & Graduate Student Commons 1

2 TABLE OF CONTENTS INTRODUCTION Seminar Schedule Background UNDERSTANDING HIGH-PERFORMANCE TEAMS The What, How, Why And Win Of High-performance Teams The Role Of A Leader Team Dysfunctions Performance Myths UNDERSTANDING AND APPRECIATING INDIVIDUAL DIFFERENCES How Do People Differ? Are We Objective? The Value Of Knowing Talents Your ProScan Reports CAPITALIZING ON INDIVIDUAL DIFFERENCES The Leadership Squeeze Building Trust In Relationships Getting Results Through Relationships Your Leadership Development Plan UPSIZING YOUR INFLUENCE: EFFECTING CHANGE IN YOUR PEOPLE Tools For Upsizing Your Influence Positive Attitude Behaviors Checkup From The Neck Up Self-control Behaviors Personal Integrity Behaviors Get 5% Better PROSCAN NAMETAGS YOUR PERSONAL STRENGTHS REPORT YOUR QUICKVIEW REPORT 2

3 Seminar Schedule 8:30-9:00 Registration/continental Breakfast 9:00-10:15 Session 1: Understanding High-performance Teams 10:15-10:30 Break 10:30-11:45 Session 2: Understanding and Appreciating Individual Differences 11:45-12:30 Lunch 12:30-1:45 Session 3: Capitalizing on Individual Differences 1:45-2:00 Break 2:00-3:45 Session 4: Upsizing Your Influence: Effecting Change in Your People Background Dr. Bill Moore is president of Moore Performance Consulting assisting organizations, teams and individuals succeed in competitive performance environments. Over the past 20 years his clients have included CEO s, Fortune 500 companies, universities, performing artists and elite athletes from the United States, Canada, Australia and Europe. Dr. Moore is regarded as a dynamic speaker and leading authority in his field. He has published five books on the psychology of team and individual performance. He brings a unique understanding of optimal performance across a wide variety of high-pressure environments. Some of his clients include; Nokia, North Western Mutual Financial Group, Dell-Webb, Octagon, Catholic Health Care West, Bank First, Luttner Financial Group, and Guardian Insurance. Dr. Moore lives in Norman with his wife, Dr. Nicki Moore, and has four son s; Brennan, Tyler, Cullen and Ian. 3

4 March March 31, , 2012 UNDERSTANDING HIGH-PERFORMANCE T E A M S 4 Dr. Bill Moore bill@mooreperform.com bill@playingyourbest.com 2012

5 OUTLINE THE WHAT, HOW, WHY AND WIN OF HIGH-PERFORMANCE TEAMS The What: Vision Directed The Why: Value Driven The How: Strength Based The Win: Performance Focused THE ROLE OF A LEADER Mobilize People Toward A Vision Build Emotional Bonds Model High Standards Of Performance Develop People For The Future TEAM DYSFUNCTIONS Absence Of Trust Fear Of Conflict Lack Of Commitment Avoidance Of Peer Accountability Inattention To Team Results PERFORMANCE MYTHS As You Grow Your Personality Changes You Will Grow Most In Your Areas Of Greatest Weakness A Great Team Member Does Whatever It Takes To Help The Team Great Leaders Perfect One Leadership Style Great Teams Consist Of Members Who Are Alike 5

6 The What, How, Why, and Win of High-performance Teams The What: Vision Directed They have a clear understanding of where they are going and why. The Why: Value Driven They exhibit congruence between team values and individual behaviors. The How: Strength Based They understand, appreciate and capitalize on individual talents. The Win: Performance Focused They use performance challenges to create passion, not the desire to get along. 6

7 UNDERSTANDING HIGH-PERFORMANCE T E A M S W h a t i s l e a d e r s h i p? Leading high-performing teams has a lot to do with putting square pegs in square holes. Describe a team you were on that successfully turned pressure into high-performance? What did you do? Trust is the foundation of every relationship, every communication, every work project. 7

8 What are the leadership practices that bring out the best in you? [ ] LEADER :SHIP Buy-in must happen even when complete agreement is not reached. What are some of the behaviors that either prevented your team from pulling together or caused your team to pull apart? 8

9 What positive patterns of behavior have stayed with you as far back as you can remember? How you do channel or focus these strengths today? 9

10 Are there any activities at which you constantly excel? How did you get so good? When your team is in a crunch and needs a great performance, what is the play everyone knows you can run? 10

11 March March 31, , 2012 UNDERSTANDING AND APPRECIATING INDIVIDUAL DIFFERENCES 11 Dr. Bill Moore 2012

12 OUTLINE How do People Differ? Values, Beliefs And Behaviors Personal Strengths And Struggles Hardwired Behavioral Differences ARE WE OBJECTIVE? Fundamental Attribution Bias Measuring Behavioral Differences THE VALUE OF KNOWING TALENTS Putting Square Pegs In Square Holes ProScan System Tools YOUR PROSCAN REPORTS Personal Strengths Report Quickview Report 12

13 How would you describe yourself? The lens we see ourselves and others through is somewhat out of focus. How do you make decisions? 13

14 How do you get things done? Our struggles are often a natural by-product of our strengths. What environmental elements are important to you? 14

15 WHAT IS YOUR What is your back up communication Style? 15 Our behavioral hardwiring must be adjusted to accommodate the current situation.

16 BACK-UP STYLES Behavior observed when individuals are under stress or run out of patience/energy. DOMINANCE May turn into a Dictatorial Steamroller or become dictatorial to gain or maintain control of a situation EXTROVERSION May launch into a Verbal Attack if one feels cornered, ignored or unappreciated PACE/PATIENCE May Avoid Conflict and give in so as not to make a scene, but may get you later CONFORMITY Must be right. May avoid conflict, but return to bury everyone with the facts. 16

17 LEADERSHIP STYLES Authoritative/Decisive Takes charge, decisive, self confident, competitive, delegates details and responsibility, conceptually analytical. Persuasive Verbally persuasive, opportunity seeker, convincing, determined, motivational, enthusiastic team builder, delegates authority, including responsibility and details. Caretaker Persistent Earns role of leader, loyal, dependable and consistent, peacemaker, observant monitor, makes the best of every situation and presses toward goals. Procedural/Traditional Accurate, precise, uncompromising, adheres to rules, systems, regulations and proven methods. 17 You swim downstream when putting talents in play and swim upstream when operating out of your weaknesses.

18 COMMUNICATION STYLES Great leaders can come from any profile. Teller Authoritative Likes being in control, direct, teller-style, forceful, outspoken and frank, tells it like it is, feels conflict is OK, open to taking risks. Seller Persuasive Enjoys doing the talking, will be articulate, positive, persuasive, optimistic, empathetic and intuitive. Casual Careful Easy-going, warm and friendly. May be skeptical, but will want to make the best of it. Will tell what has been proven to be correct and effective in the past. Guarded Cautious Exacting Loyal, sincere, concerned and conscientious. Will provide clear directions and present things in order and in detail. Will want to do what is right and fair. 18

19 What is your natural leadership style? What can I do with this information? 19

20 March March 31, , 2012 CAPITALIZING ON INDIVIDUAL DIFFERENCES 20 Dr. Bill Moore 2012

21 OUTLINE THE LEADERSHIP SQUEEZE Conflict Between Building Relationships And Getting Results Your Leadership Balance BUILDING TRUST IN RELATIONSHIPS Emotional Trust Positive Communication GETTING RESULTS THROUGH RELATIONSHIPS Matching Talents With Tasks Strength Based Delegation YOUR LEADERSHIP DEVELOPMENT PLAN Leadership Strengths And Struggles Improving Relationships Getting Results First Action Step Leadership Legacy 21

22 B U I L D I N G R E L AT I O N S H I P S Giving someone your full attention is one of the greatest gifts you can give. If I had to list the best listeners in my life, at the top of my list I would put. And here is why: Seek FIRST to Understand... Qualities of a Great Listener Qualities of a Poor Listener Then be Understood. COMMUNICATION HINTS/PHRASES Use "I" Statements: I think...,i feel..., I want... Use Statements of Personal Reference and Personal Meaning: "This is the way I see it", "This is how I feel", "This is what it means to me" Make Statements of Request: "I" want..., "I" need... Make Statements Offering Compromise: What would you like? "I" think...what do you think?, "What would be an acceptable compromise?" Ask for Time: "I'd like to discuss this in an hour." Let s take some time to think about what we want to be different between/for us. Let s take some time to consider alternatives and meet at. AVOID Demanding and Blaming Statements: You make me..., You think. You should/shouldn't..., Don't you think..., If only you would 22

23 THE EMOTIONAL BANK ACCOUNT DEPOSITS 1. Listening to the individual 2. Being kind and courteous 3. Keeping a commitment 4. Being loyal in someone s absence 5. Providing encouragement 6. Apologizing sincerely WITHDRAWALS 1. Moodiness 2. Angry outbursts 3. Abrasive statements 4. Manipulative behaviors 5. Rigidity 6. Insensitivity Best Practices for Emotional Deposits

24 GETTING RESULTS Strengths-Based Delegation High-performance teams not only accommodate the fact that each member is different, they capitalize on these differences. 24

25 LEADERSHIP DEVELOPMENT PLAN What I bring to leadership and what I need to work on Leadership Strengths (things I should capitalize on more) Leadership Struggles (things to be aware of and manage around) I M P R O V I N G R E L A T I O N S H I P S How can I improve my relationships with others with whom I work? G E T T I N G R E S U L T S How can I keep people on task, accountable, and focused on getting results? F I R S T A C T I O N S T E P List one specific action you will take in the next two weeks to develop your leadership skills. L E G A C Y What will be your leadership legacy? How do you want to be remembered as a leader? 25

26 March March 31, , 2012 UPSIZING YOUR INFLUENCE 26 Dr. Bill Moore 2012

27 OUTLINE TOOLS FOR UPSIZING YOUR INFLUENCE POSITIVE ATTITUDE BEHAVIORS Accepting Curious Enthusiastic CHECKUP FROM THE NECK UP Reflect Reframe Reenter SELF-CONTROL BEHAVIORS Patent Stable Present PERSONAL INTEGRITY BEHAVIORS Congruent Ethical Trustworthy GET 5% BETTER Expand What Your Believe Is Possible Dictate Your Own Attitude Build Your Self-control Muscle Monitor Your Own Personal Integrity 27

28 Write the names of. Three people who had a positive influence on your journey through life. Three people who helped you through a difficult time. Three people who have made you feel appreciated and special. Write as many words as you can How we approach and respond to people and situations in our lives will determine two things: The quality of our life experiences. The type of influence we have on other people. 28

29 Write the name of a friend you greatly admire and the one thing you admire most about that person. Name: What you admire most: Self-awareness enables us to examine our habits. Freewill that enables us to change them. POSITIVE ATTITUDE BEHAVIORS ACCEPTING CURIOUS ENTHUSIASTIC CHECK-UP FROM THE NECK UP REFLECT REFRAME RE-ENTER 29

30 Your top three greatest personal strengths are: Self control is the leading predictor of positive outcomes in life. SELF-CONTROL BEHAVIORS l PATIENT STABLE PRESENT The smallest victory you will win this week I will: Because: 30

31 Integrity gives you credibility. Credibility gives you influence. PERSONAL INTEGRITY BEHAVIORS CONGRUENT ETHICAL TRUSTWORTHY How will you get 5% better at... Expanding what I believe is possible Dictating my own attitude Building my self-control muscle Exhibiting my own personal integrity The issue is not whether you have influence, but what kind of influencer you will become. 31

32 PROSCAN NAME TAGS 32

33 YOUR PROSCAN REPORT 33

34 RECOMMENDED READINGS The Wisdom of Teams, Jon Katzenbach & Douglas Smith The Speed of Trust, Stephen Covey The Truth About Trust in Business, Vanessa Hall Now, Discover Your Strengths, Marcus Buckingham & Donald Clifton The Five Dysfuctions of a Team, Patrick Lencioni Books by Dr. Bill Moore available on Playing Your Best When It Counts: Mental skills for Musicians Playing Your Best Golf When It Counts: Mental Skills for Golfers Playing Your Best Tennis When It Counts: Mental Skills for Tennis Players 34