Objective / Logistics / Introductions

Transcription

1 Exceptional Team Leadership: Workshop 9 (of 12) Facilitator: Mary Anne Shew Business Vitality LLC All rights reserved (except MCC images) BizVitality.com Objective / Logistics / Introductions Workshop Objective Leave with a plan to start applying what you learn today on the job. Homework for back at the office # Hint: There are 7. Logistics Breaks, student lounge, restrooms Wifi connection Handouts: Slides, materials Idea Collector: Write ideas here. Within 48 hours of returning to office, triage the list into do now, do later, someday/maybe. Introductions Name, company, job title, #team members 1 Page 2 1

2 WORKSHOP APPROACH Give you concepts, processes, and a few tools as a framework for your job as team leader. It s a tough job with a LOT of demands to juggle. Your handout is the starting point of building your own handbook containing ideas, thoughts, tools to draw upon. Take it with you if you go to training and make notes of what fills in the blanks. Use it as a checklist when a challenge, problem, or issue comes up to help identify where to start and the most effective approach. Use it to teach / coach your team about how to be a team. Build a library of go-to books help you/your team handle 80%+ of the issues, challenges, and problems you face day-to-day. Resources handout is organized by this workshop s framework to lead you to the most relevant help. If you buy only one book, buy: From Bud to Boss. Page 3 Agenda Part 1: Prepare for Success as a Team Leader Mindset and a Thinking Tool Organize Your Leadership Approach: Start with WHY Your Choice to Be a Team Leader Part 2: Navigate Team Dynamics Team Life Cycle Team Culture Team Trust Part 3: Lead Your Team Goals, Tasks, Actions Delegation Accountability and Authority Page 4 2

3 Part 1: Prepare for Success as a Team Leader Be aware of your mindset and those of your team members; use thinking tools. Organize your leadership approach using the Golden Circle. Remember the commitment you made when you became a team leader. Page 5 How Many Squares? EASY: HARDER: 26 more?? HARDER STILL: Another 26?? Page 6 3

4 The view you adopt for yourself profoundly affects the way you lead your life. From Mindset: The New Psychology of Success by Carol Dweck Fixed Mindset I believe my qualities are carved in stone. Intelligence, personality, creativity are fixed traits, not something that can be developed. Why to? Why not to? Belief Barrier Your Behavior Urgency to prove yourself over and over. Avoid challenges. Give up early. See effort as fruitless or worse. Ignore negative feedback. Growth Mindset I believe my qualities can be developed. If I take on challenges, I can stretch myself. Who cares if I make a mistake, fail? How do my values, beliefs affect my thoughts, actions? Your Behavior You get smarter. Embrace challenges. Persist through setbacks. Effort is path to mastery. Learn from criticism. Page 7 HOMEWORK BACK AT OFFICE Complete the chart Out of 100% total, how much time does each person spend in a fixed mindset versus growth mindset (columns 2 and 3)? What the default mindset of your team as a whole? How do these percentages impact the team s resilience in the face of challenges and change? Team Member YOU Fixed Mindset Growth Mindset How Do You Know? 2 Page 8 4

5 Thinking Tool Definition of success: The continual achievement of your own predetermined goals stabilized by balance and purified by belief. Knowledge isn t power. Applied knowledge is power. This is a thinking tool. Goal Statement Characteristics: Written Harmonious Yours Specific Measurable Attainable Realistically High Timebound Page 9 Organize Your Leadership Approach: Start with WHY Nothing happens in a vacuum. The Golden Circle Why (belief, purpose, cause): Clarity >>> Loyalty Why you do what you do. How (behaviors): Discipline >>> Principles Guides for the What to realize the Why. What (actions): Consistency >>> Processes, Products, Services The tangible results that bring the Why to life. If people don t know the HOW or WHY, they ll assume / create their own (consciously or unconsciously) and make decisions accordingly. From the book Start with Why by Simon Sinek. Page 10 5

6 Start with Why Apple Inc. Example Why (belief, purpose, cause): Everything we do, we believe in challenging the status quo. We believe in thinking differently. GUIDES AND FILTERS THEIR How (behaviors): The way we challenge the status quo is by making our products beautifully designed, simple to use, and user-friendly. GUIDES AND FILTERS THEIR What (actions): We happen to make great computers. Wanna buy one? Page 11 A WHY Example ISSUE: Disengaged employees WHAT: Actions Potential employee actions: Does the minimum. Doesn t followup. Sits back and waits for direction. HOW: Behaviors/Principles Potential supervisor behaviors: Supervisor micromanages as way to handle uncertainty and concerns about failure. WHY: Purpose Potential upper management beliefs: React to challenges by making sudden changes in direction, resource allocation, etc. Page 12 6

7 A WHY Example / Options ISSUE: Disengaged employees WHAT: Actions Potential employee actions: Does the minimum. Doesn t follow-up. Sits back and waits for direction. Employee chooses accountability. HOW: Behaviors/Principles Potential supervisor behaviors: Supervisor micromanages as way to handle uncertainty and concerns about failure. Supervisor follows a delegation process. WHY: Purpose Potential upper management beliefs: React to challenges by making sudden changes in direction, resource allocation, etc. Leaders get clear on WHY and process challenges accordingly. Page 13 WHY, HOW, WHAT Summary THESE DRIVE DECISIONS Why (the belief): The Purpose of Your Team How (the behaviors): Team Life Cycle Team Culture Team Trust The difference that team wants to make (REAL or ASSUMED) The framework that organizes team efforts to make a difference (HOW PEOPLE WORK TOGETHER) What (produce the results): Delegation Accountability, Authority Goals, Tasks, Actions The day to day results that make the Why real (FUNCTIONAL WORK) Page 14 7

8 Your Choice to Be a Team Leader You agreed to learn how to manage and develop people well What Your Choice Means You agreed to let go of and delegate (at least some of) the technical work < 50%+ of your time needs to be spent on managing and developing people From Super Worker to Supervisor* * This workshop doesn t distinguish between team leader and supervisor. Page 15 Exercise 1 and 2 Plus Break Total: 30 Minutes Page 16 8

9 3 Exercise 1: The Purpose of Your Team Work individually on Parts 1 and 2 (10 min) and in your group for Part 3 (20 min). Part 1 Instructions: Write your answers to these questions on your handout. 1. Why does your team exist? What difference is it expected to make? For whom? 2. What would happen if your team didn t exist or it failed its mission? Across the top of your GPS: Write your team s WHY. Homework back at work: What does your team think is its WHY? 1. Ask your team to answer Q1 & Q2 individually. Encourage them to research this if needed, talk to your customers (internal / external). 2. At a team meeting, ask each person to share their answers. Then work together to come to agreement the team WHY. Page 17 Exercise 2: Start to build your plan Part 2 Instructions: On the GPS, referring to the definitions: 1. Box 9: Write today s date. 2. Box 1: Write the one thing you would like to improve concerning your team (e.g., from your class pre-work ). Make the goal statement as SMART as you can. 3. Box 2: Describe the Rewards of completing the goal. 4. Box 3: Describe the Consequences if the goal isn t achieved. Part 3 Instructions: Each person walks through his/her GPS with group. Page 18 9

10 Part 2: Navigate Team Dynamics Teams are organisms with their own life cycle. They have a culture with a lot of moving parts. Without trust, little else will work. Page 19 Part 2: Navigate Team Dynamics THESE DRIVE DECISIONS Why (the belief): The Purpose of Your Team How (the behaviors): Team Life Cycle Team Culture Team Trust The difference that team wants to make (REAL or ASSUMED) The framework that organizes team efforts to make a difference (HOW PEOPLE WORK TOGETHER) What (produce the results): Delegation Accountability, Authority Goals, Tasks, Actions The day to day results that make the Why real (FUNCTIONAL WORK) Page 20 10

11 HOW: Team Life Cycle Team Leader Action Exercise 3: Build your plan Work individually for 5 minutes to identify your team s stage. Using the above diagram, circle the stage your team is currently in. If it s between stages, circle the gap. On the top of your GPS under team s WHY, write its stage. Page 21 HOW: Team Culture All help a team be effective. TRUST A team doesn t have to operate on all cylinders all the time to be successful. OTHER FACTORS: Company culture: Widely shared attitudes, beliefs. Physical environment: Buildings, furniture, uniforms. Behavior of company leaders. Thinking Style Co laboration & Cooperation Account -ability Common Goal Communication Reliability Decisions Com petency Project Mgmt Responsability Attitude Books: 1501 Ways to Reward Employees and The 17 Indisputable Laws of Teamwork WORKBOOK Page 22 11

12 HOW: Team Culture The culture of any organization is shaped by the worst behavior the leader is willing to tolerate. Greunter and Whitaker These things happen on all teams. Thinking Style What matters is: How does your team rebuild trust when it s damaged? How does your team handle the other issues? Conflict Tension Disruptive Behavior Failures TRUSThasdisappeared Mistakes Attitude Disagreem ent Lack oformis- Communication Frustration Com petency Book: Emotional Intelligence Homework: Answer the above questions. If changes are needed, create more GPS sheets and work the plans to improve how these issues are handled. Page 23 Exercise 4: Build your plan Work individually for 10 minutes. On first culture diagram, put a checkmark on the items that could use improvement within your team. On second culture diagram, put a checkmark on the item(s) that your team is currently struggling with. On next page, list the checkmarked items from both pages, sorting each into the appropriate box. On the box page, circle the top 3 items that need work to move your team forward to the next group stage. On your GPS, write each of the top 3 items into its own Possible Obstacle (#4) block. Page 24 12

13 Exercise 4: Continued Urgent Not Urgent Important Not Important Page 25 HOW: How Trust Works Symptoms of breakdown in trust Interpersonal conflict, political infighting Paralysis, stagnation Apathy, cynicism Results of lack of trust Kills good work Creates misery, annoyance, fear, anger, frustration, resignation How we rate trust (averages using 1-10, 10 is highest) Own trustworthiness: 8.72 All other people in their group: 7.59 Immediate supervisor: 8.33 Top management: 6.43 From The Thin Book of Trust by Charles Feltman Page 26 13

14 HOW: How Trust Works Trust: The choice to risk making something you value vulnerable to another person s actions. People act on their assessments of your trustworthiness, not yours. Your best intentions can t change their opinions. While you may try to consistently do trust-building things, the environment of your organization may make it difficult for you to do so. Page 27 HOW: How Trust Works Trust Framework Develop and sustain trust by speaking and acting consistent with what people consider to be trustworthy. Talk constructively with people about distrust when you need to. (Book: Crucial Conversations.) Restore trust with others when it s been broken. Page 28 14

15 HOW: 4 Trust Distinctions How people assess your trustworthiness Sincerity: You are honest, say what you mean, mean what you say; can be believed and taken seriously. Your opinion is valid, useful, and is backed up by sound thinking and evidence. Your actions align with your words. Reliability: You meet your commitments and keep promises. Competence: You have ability to do what you are doing or propose to do. The other person believes you have the capacity, skills, knowledge, and resources to do a particular task or job. Page 29 HOW: 4 Trust Distinctions How people assess your trustworthiness Caring: You have the other person s interests in mind as well as your own when you make decisions and take actions. This is the most important assessment in trust. Others may trust your sincerity, reliability and competence, but they may tend to limit their trust of you in specific situations or transactions. When people believe you care, they may extend their trust more broadly to you. Page 30 15

16 Exercise 5 Plus Break Total: 15 Minutes Page 31 Exercise 5: Build your plan Work individually for 15 minutes to identify trust issues. Rate individuals as listed 1-10, 10 the highest. Add the person trusted least to the 4 th Obstacle box on GPS. Add the person trusting you the least to the 5 th Obstacle box on GPS. Table 1 Trust Component Sincerity Reliability Competence Caring Table 2 Trust Component Sincerity Reliability Competence Caring Rate the Individual You Trust the Most; Why Rate the Individual Who Trusts You the Most; Why Rate the Individual You Trust the Least; Why Rate the Individual Who Trusts You the Least; Why 16

17 Walk Through Your Plan & Next Steps Team Why (Exercise 1&2) + Stage (Exercise 3) From Exercise 2 From Exercise 4 plus two Obstacles on back of page from Exercise 5. Next Steps Back at Work: 5 1. Using your judgment about its details, share your plan with your team and enlist their help in completing it. 2. As you work through a GPS box, it may change what you already wrote in another box. 3. Refine your Goal statement to be as SMART as you can make it. 4. Target Date: Put in a date. Adjust as needed. 5. Obstacles: [Done either by you or with team or delegate to a team member.] Brainstorm at least 2 solutions to each one. Then pick one solution for each. Work through delegation process to assign it and develop Action Steps. 6. Action Steps: Move action steps to whatever system is used to track them, whether individual s, team s, or organization s. 7. If stuff happens, go back to WHY and HOW to review the checklist. Page 33 Part 3: Leading Your Team Goals, tasks, and actions are decided with WHY and HOW as filters. Delegation is your go-to process to connect team goals and tasks with your team members. Having accountability and authority discussions with your team engages them and gives them the opportunity to learn and grow. Page 34 17

18 THESE DRIVE DECISIONS Part 3: Leading Your Team Why (the belief): The Purpose of Your Team How (the behaviors): Team Life Cycle Team Culture Team Trust The difference that team wants to make (REAL or ASSUMED) The framework that organizes team efforts to make a difference (HOW PEOPLE WORK TOGETHER) What (produce the results): Delegation Accountability, Authority Goals, Tasks, Actions The day to day results that make the Why real (FUNCTIONAL WORK) Page 35 WHAT: Goals, Tasks, Actions GOAL STRATEGY OBJECTIVE * * * * Senior Leaders Managers Supervisors Employees* Page 36 18

19 WHAT: Goals, Tasks, Actions Done by Each Management Level Plan (Goals) Organize (Processes, Actions) Evaluate (Outcomes, Results) Staffing (Right People in Right Jobs) Book: The Essential Guide for Hiring & Getting Hired. Motivate (Get Commitment, Cooperation) Book: Business Models for Teams. Page 37 WHAT: Delegation Delegation is your go-to process for working with your team. IT S WHERE ENGAGEMENT HAPPENS. Planning and other tasks feed delegation process. Managing vs Delegating 1. Managing is accomplishing organizational goals by working through individuals and groups. 2. Delegating is giving people things to do. #1 can t be done without #2. Book: Effective Delegation. Role Manager Direct Report Function Accountable; Responsible Accountable; Responsible Ownership Problem & outcome Solution methodology & implementation Gets Credit For Getting task done Doing the task Authority Transfer Page 38 19

20 WHAT: Page 39 WHAT: Delegation Delegation is giving someone something to do. It s the transfer of some level of these three things to another person, group, company. The personal choice to rise above one s circumstances and demonstrate the ownership necessary to achieve the desired results. From The Oz Principle. Accountability Responsibility TRUST The obligation to carry forward an assigned task to a successful conclusion. Authority The power to enforce rules or give orders Page 40 20

21 WHAT: Accountability The personal choice to rise above one s circumstances and demonstrate the ownership necessary to achieve the desired results. 1. See It: Acknowledge the problem. 2. Own It: Assume responsibility for the problem and the results. 3. Solve It: Formulate solutions to remedy the situation Do It: Apply the solutions identified. From The Oz Principle: Getting Results Through Individual and Organizational Accountability by Connors, Smith, Hickman Victim Cycle Page 41 WHAT: Six Levels of Authority Manager Authority Transfer Employee Level Assignment to Employee Reason 1 Look into the situation. Get all the facts and report them to me. I ll decide what to do. 2 Identify the problem. Determine alternative solutions and pros/cons. Recommend one for my approval. 3 Examine the issues. Let me know what you intend to do, but don t take action until you check with me. 4 Solve the problem. Let me know what you intend to do, then do it unless I say not to. 5 Take action on this matter and let me know what you did. 6 Take action. No further contact with me is necessary. Employee is new to job. Supervisor wants to retain control. Employee is being developed. Supervisor wants to see how employee deals with it. Supervisor has confidence in employee but wants final approval. Could be due to mgmt needs. Supervisor respects employee s ability and judgment; wants only a final check. Supervisor has full confidence in employee; only wants to know outcome. Supervisor has total confidence in employee. Employee has full authority. Manager Action INSTRUCT COACH CONSULT AGREE REPORT DELEGATE Page 42 21

22 HOMEWORK BACK AT OFFICE Complete the chart Out of 100% total, how much does each person spend time being accountable versus being a victim (columns 2 and 3). What is the highest authority level you believe each person can currently handle? What is the highest authority level each person believes they can handle? What do your ratings tell you about the person s performance until now? What is the impact of these ratings on your team s performance? 6 Team Member Accountability (Above The Line) Blame Game (Below the Line) Authority Level Rating by you Self rating YOU Your boss: You: Page 43 WHAT WE ACCOMPLISHED Today s approach was to give you concepts, processes, and a few tools as a framework for your job as team leader. It s a tough job with a LOT of demands to juggle. Your handout is the starting point to build your own handbook containing ideas, thoughts, tools to draw from. Take it with you to other training courses. Make notes on what blanks the training fills in. Use it as a checklist when a challenge, problem, or issue comes up to help identify the most effective approach. Use it to teach / coach your team about how to be a team. Build a library of go-to books that help you handle 80%+ of the 7 issues, challenges, and problems you face day-to-day. Resources handout is organized by the Golden Circle to lead you to the most relevant help. Someone, somewhere has something that can help you. Page 44 22

23 SUMMARY Understand how team leadership leads to success: 1. Prepare for Success as a Team Leader: Be aware of your mindset and those of your team members; use thinking tools. Organize your leadership approach using the Golden Circle. Remember the commitment you made when you became a team leader. 2. Navigate Team Dynamics: Teams are organisms with their own life cycle. They have a culture with a lot of moving parts. Without trust, little else will work. 3. Lead Your Team: Goals, tasks, and actions are decided with WHY and HOW as filters. Delegation is your go-to process to connect team goals and tasks with your team members. Having accountability and authority discussions with your team engages them and gives them the opportunity to learn and grow. Page 45 Exceptional Team Leadership Series Exceptional Team Leadership Series 1. Successful Team Leadership 5. Turning Solutions into Actions 9. 10/05/2018, 8a noon 2. Preparation for Team Leadership 09/28/2018, 8a noon 3. Lead Others? First Lead Yourself 10/11/2018, 8:00a 12:00p 6. Organizational Goal Setting 10. Creating and Managing Performance 7. Managing Your Time 11. Employee Evaluation and Discipline 4. Goal Setting for Success 8. Motivation and Confidence 12. Decision Making and Problem Solving The bolded workshops are offered through MCC on the dates indicated. This series builds the full range of team leadership skills. For a full list of my MCC workshops, please visit Contact me or Jim ( , jgertner1@monroecc.edu) if you d like more information. Page 46 23

24 Contact Information Mary Anne Shew Page 47 24