Make Your Team Awesome! CALCON 2014 October 17, 1:45 2:30 pm. Courtney Drysdale & Kristin White

Transcription

1 Make Your Team Awesome! CALCON 2014 October 17, 1:45 2:30 pm Courtney Drysdale & Kristin White

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5 What do we do? Free statewide library AspenCat consortium Grant funded - OBH Behavioral, school, and public health professionals

6 Supporting Behavioral, School and Public Health Professionals Since 1994

7 Norms Take care of personal needs. Cellphones on silent/vibrate. Have fun!

8 Objectives 1 Describe the importance of building trust within a team 2 Develop operating agreements for building trust within a high functioning team

9 Warm-up At your table, introduce yourself to your group: Your name Where you work Then as a group, brainstorm attributes of awesome and not-so-awesome teams. Be prepared to share 1 of each.

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13 Operating Agreements The standards of conduct followed by a group. Norms occur in all groups to one degree or another; they are the typical way of behaving in a certain group. There are two types of norms: implicit (unexpressed) and explicit (free from all vagueness and ambiguity).

14 Implicit I can be late, we never start on time. I don t have to contribute, the others do all the talking. Start and end on time. Step up, Step back. Explicit

15 Team Operating Agreements Effective teams have operating agreements (norms). Behaviors that you can observe. Agreed upon by the team. ALL members take responsibility for calling a norm.

16 Activity Directions With your table group, write one operating agreement for a newly formed team. Write the initial operating agreement first, then follow up with bullet points below for how the operating agreement looks in action. Be prepared for one person to share your operating agreement with the group!

17 Absence of Trust

18 Fear of Conflict

19 Lack of Commitment

20 Avoidance of Accountability

21 Inattention to Results

22 Closing Activity Take a moment to reflect on how you will take this back to your team.

23 Thank you! Courtney Drysdale, Kristin White,

24 trc.rmc.org

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26 !! The Five Dysfunctions of a Team:! Dysfunction #1: Absence of Trust:!Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. They get to a point where they can be completely open with one another, without filters. This is essential because! Dysfunction #2: Fear of Conflict:! teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization s success. They do not hesitate to disagree with, challenge, and questions one another; all in the spirit of finding the best answers, discovering the truth, and making great decisions. This is important because! Dysfunction #3: Lack of Commitment:! teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree. That s because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned. This is critical because Dysfunction #4: Avoidance of Accountability:! teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What is more, they don t rely on the team leader as the primary source of accountability, they go directly to their peers. This matters because! Dysfunction #5: Inattention to Results:! teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team. They do not give in to the temptation to place their departments, career aspirations, or ego-driven status ahead of the collective results that define team success.! Lencioni, Patrick. (2005). A quick overview of the model. Overcoming the five dysfunctions of a team (pp.6-7). San Francisco, CA: Jossey-Bass.

27 ! Make Your Team Awesome: Strategies for Developing a High-Functioning Team Bibliography Brown, Brené. (2010). The gifts of imperfection: Let go of who you think you re supposed to be and embrace who you are. Center City, MN: Hazelden. Brown, Brené. (2012). Brené Brown: Listening to shame [Video file]. Retrieved from Brown, Brené. (2010). Brené Brown: The power of vulnerability [Video file]. Retrieved from Delehant, A. M. (2007). Making meetings work: How to get started, get going, and get it done. Thousand Oaks, CA: Corwin Press. Garmston, R. & Zimmerman, D. (2013). Lemons to Lemonade: Resolving Problems in Meetings, Workshops, and PLCs. Corwin. Lencioni, P. (2004). Death by Meeting: A Leadership Fable. San Francisco: Jossey-Bass. Lencioni, Patrick. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass. Lencioni, Patrick. (2005). Overcoming the five dysfunctions of a team: A field guide for leaders, managers, and facilitators. San Francisco, CA: Jossey-Bass. Myers & Briggs Foundation. (2003). MBTI Basics. Retrieved from Rath, T. & Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow. New York, NY: Gallup Press.! trc.rmc.org CALCON 2014 trc@rmc.org!

28 Making My Team Awesome! What I want to remember from this session. What I will share with my team when I go back to work! trc.rmc.org CALCON 2014 trc@rmc.org