2. Building A Cohesive Chapter Leadership Team

3. Learning Outcomes Understand the Natural Stages in Team Development. Understand Your Leadership Role in the Stages. Discover Tools to Accelerate Your Progress. Knowing what to do as a leader is different from knowing how to do it.

4. What is a Team? “A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” Katzenbach and Smith, The Wisdom of Teams

5. Four Stages of Team Development Source: Dr. Bruce Tuckman

6. Team Stages Survey What stage is your team in? Take the Team Stages Survey and find out!

7. FormingStormingNormingPerforming Will I be accepted? Will I be respected? How can I help the group? How can we do better? Politeness Confusion Orientation Bid for Power Conflict Control Organizing Cooperation Consensus Data Flow Enthusiasm Commitment Creative Problem Solving Indicators Associated with Each Stage

8. 6 C’s Various emotions occur at each stage of team development, starting with confusion and ending in commitment. These include: Confusion Conflict Control Cooperation Consensus Commitment In order to achieve success, it is important for the team to stay motivated and move though these emotions quickly.

9. Stage 1 – Forming or Reforming Define a vision and a mission. Set a strategic direction and goals. Establish a team code of conduct. Develop an appreciation for the diversity of your team. Clarify roles and responsibilities. During this stage members try to “figure out” norms and how they fit in.

10. Stage 1 – The Leader’s Role Guide the on-boarding process. Be prepared to answer lots of questions. Provide direction to the team members. Define the decision-making process and make sure everyone understands the process. Talk about how you’ll resolve conflicts if they occur.

11. Stage 1 – Tools Strategic planning Board orientation and training Code of conduct Defined roles and responsibilities Assessments Parliamentary procedure Local and National By-laws Budget and Accounting Practices

12. Code of Conduct The code of conduct can be created in a brainstorming activity at the initial meeting. The following rules can serve as a great start for setting the code of conduct: Listen and don’t interrupt. Respect all opinions. Communicate openly. Talk about what each of these “look” like in action.

13. Roles and Responsibilities “No orchestra can play music together without careful planning and cooperation. Understanding the various roles and relationships within the team structure and how all the players can work together effectively is vital if you’re going to make beautiful music together.” Peter Scholtes, The Team Handbook, Second Edition

14. How Do I Build a Cohesive Chapter Leadership Team? The key to establishing and maintaining high performance teams is to establish the foundation for success as the team is brought together. Applying a disciplined approach to team development, using a step-by-step process and creating evergreen working agreements will establish accountability, ownership and empowerment. This set of working agreements allows the team to effectively manage change, conflict, and the normal activities necessary to reach higher levels of success. Excerpt from NAWBO© Traveling Training Team Manual

15. Stage 2 - Storming The storming stage is characterized by: Competition and strained relationships Various degrees of conflict dealing with issues of power, leadership, and decision-making This is the most critical stage for the team and is a period of high emotions and tension among team members. During this stage members begin asserting their own ideas and opinions about the processes of the team.

16. Stage 2 – The Leader’s Role Be open to criticism. Remember, it’s only feedback. Remove roadblocks. Watch for and resolve undercurrents. Realize that some individuals will feel good that issues are being addressed, some will be uncomfortable with conflict. Keep the team focused on their goals.

17. Stage 2 – Tools Conflict resolution tools such as Thomas-Killmann Model. This is a popular conflict resolution model based on importance of the task versus the importance of relationships. Decision making tools Problem solving tools Quarterly review of plan

18. Causes of Conflict Conflict may be over: Behavior Aims – Missions, objectives, goals, strategies, values Method - Ways of achieving aims

19. 5 Responses to Conflict Competing Accommodating Avoiding Collaborating Compromise What is your natural response? What is your learned response?

20. Constructive Conflict In Constructive Conflict: Communication is open, ongoing, and elicits and provides true thoughts and feelings. Parties respect each others interests and there is a high level of trust. Focus is on win-win. Productivity increases.

21. 5 Steps to Conflict Resolution Take responsibility. Determine the real problem. Is it a behavior or style difference? A difference over aims? Or a difference of methods? Ask questions and listen. Listen for facts and feelings. Set goals and create a plan. Follow-up.

22. Handling Tough Communication Issues Make it positive, make it private. Be gentle but direct. Be prepared for sidetracks. Set up a process for follow-up.

23. Sidetracks The Stall The Self-Inflicted Wound The Guilt Trip The Attack

24. Two Minute Challenge The five steps in the two-minute challenge are: 1.Observe 2.Respond 3.Remind 4.Solve 5.Agree

25. Stage 3 - Norming The storming stage is characterized by: Cohesiveness among members. Members realize their commonalities and learn to appreciate their differences. Functional relationships are developed resulting in the evolution of trust among members. This is the point at which the team really begins to come together as a coordinated unit. During this stage the team starts to leverage individual strengths.

26. Stage 3 – The Leader’s Role Give positive and constructive feedback. Support consensus decision-making efforts. Reward good team behavior. Step back and allow the team to take responsibility for achieving goals. Start to identify potential new board members.

27. Stage 3 – Tools Meeting evaluations Member self-assessments Process improvement tools such as the Stop-Start- Continue Exercise Fun social events

28. Stage 4 – Performing The performing stage is characterized by: The emergence of a mature, organized, and well- functioning team. Team members working effortlessly together. Primary challenge is to continue to improve relationships and performance. When this stage is achieved, the team possesses a shared vision, and is able to stand on its own feet with no interference or participation from the leader. During this stage the team becomes more than the sum of the individuals.

29. What are the Attributes of a High Performing Team? Listen proactively and respond empathetically. Maintain and enhance self-esteem. Check for understanding. Encourage everyone’s involvement. Adapted from “ZAPP! The Lightning of Empowerment”, William Bhyum

30. Stage 4 – The Leader’s Role Encourage open communication. Inspire the team to overachieve. Celebrate successes. Give recognition. Bring a sense of closure to the team. Let the new leader start to lead.

31. Stage 4 – Tools Shared leadership Effective working procedures Quality Reviews

32. The We/I Ratio The ratio of We’s to I’s is the best indicator of the development of a team. In any written or spoken communication, simply count the occurrences of the “We” and the “I” pronouns.

33. Assessing Your Organizational Capacity © 2011 Management Systems Consulting Corporation. These materials are protected by copyright law. Unauthorized reproduction or distribution of this document or any portion of it may result in severe civil and criminal penalties, and may be prosecuted to the maximum extent of the law. Management Systems Consulting Corporation, 10990 Wilshire Blvd., Suite 1420, Los Angeles, CA 90024, (310) 477-0444. www.mgtsystems.com

34. Assessing Your Organizational Capacity PURPOSE Help you understand the critical tasks of organizational success. Provide you with a framework and tools that you can use in assessing and developing strategies to improve your organization’s success and build capacity. © Management Systems Consulting Corporation, 2009. All rights reserved.

35. Planning Identifying Where You Are Determining Where You Want to Be Defining How You’ll Move From Where You Are to Where You Want to Be © Management Systems Consulting Corporation, 2009. All rights reserved.

36. The “Strategic Lens” for Building Successful Businesses © Management Systems Consulting Corporation, 2009. All rights reserved.

37. Critical Tasks of Organizational Success Development of an appropriate Business Foundation. Identification and definition of a viable market to serve. Development of appropriate products and/or services. Acquisition and/or development of resources required to operate and grow the organization. Development of the operational systems necessary for the organization to function on a day-to-day basis. Development of the management systems required for the overall functioning of the organization on a long-term basis. Development and effective management of the organizational culture. © Management Systems Consulting Corporation, 2009. All rights reserved.

38. The extent to which the organization has a clear understanding of its Business Definition/Concept, Strategic Mission, and Core Strategy. Business Foundation Business Definition/Concept: A broad statement of what business the organization is in. Strategic Mission: A broad, measurable statement of what the organization wants to become at the end of the planning period. Core Strategy: The overall concept of how the organization will compete in its chosen market. © Management Systems Consulting Corporation, 2009. All rights reserved.

39. NAWBO’s Business Concept NAWBO is in the business of growing and promoting women’s entrepreneurship by:  Representing the interests of women business owners and influencing public policy nationwide  Building an organizational platform to deliver capacity-building, advocacy and brand management capabilities to support sustainable growth and development in the women business owner’s market  Expanding and maintaining strategic relationships with public and private sector partners to benefit both the women business owner’s market and stakeholders  Leveraging the NAWBO brand, knowledge, and expertise to advance women’s entrepreneurship globally © Management Systems Consulting Corporation, 2009. All rights reserved.

40. NAWBO’s Strategic Mission By December 31, 2012, NAWBO will:  Be a globally recognized brand for women entrepreneurs as measured by strategic alliances, partnerships and customer/market engagement  Reach $3 million in annual revenues  Be the “Go To” Organization for topics/issues related to WBO’s  Expand the organization’s overall reach and influence within the business community.  Build the infrastructure needed to support programs and new business development on a national level. © Management Systems Consulting Corporation, 2009. All rights reserved.

41. NAWBO’s Core Strategy  Become the preeminent thought leader on issues that pertain to women-owned businesses  Provide growth-minded women business owners with the tools they need to take them to the next level  Use NAWBO’s dominance in the women entrepreneurship market to add value to key audiences and stakeholders  Develop and grow resources from sponsor and foundation by using our competitive edge of being the only business organization with the infrastructure to offer programs and initiatives nationally, regionally, and locally. © Management Systems Consulting Corporation, 2009. All rights reserved.

42. The Business “Structure” 1.Identify the market. 2.Develop appropriate products and/or services. 3.Acquire and/or develop resources required to operate the firm. 4.Develop the operational systems necessary for the firm to function on a day-to-day basis. 5.Develop the management systems required for the overall functioning of the organization on a long-term basis. 6.Develop and effectively manage the organizational culture. © Management Systems Consulting Corporation, 2009. All rights reserved.

43. The Pyramid of Organizational Development™ Personnel: Hiring Compensation Corporate Culture Values Beliefs Norms Management Systems Planning Organization Management Development Perf. Mgmt. Operational Systems Resources Management Products & Services Markets Accounting: Billing Payroll Production: Shipping Marketing: Selling Financial Resources Technological and Physical Resources Human Resources Develop Products (Services) Define Market Segments and Niche Business Foundation  Business Concept  Strategic Mission  Core Strategy © Management Systems Consulting Corporation, 2009. All rights reserved.

44. Using the Pyramid to Assess Your Organization Qualitative Analysis: Next level of “SWOT” analysis. Quantitative Analysis: Goals for your organization’s development. © Management Systems Consulting Corporation, 2009. All rights reserved.

45. What Happens When an Organization Has Not Made the Successful Transition from One Stage of Development to the Next? Growing Pains © Management Systems Consulting Corporation, 2009. All rights reserved.

46. Growing Pains Problems which occur as a result of inadequate organizational development in relation to business size and complexity. A common set of symptoms that something has gone wrong in the process of organizational development. A signal of the need to make the transition from one stage of organizational development to the next. A set of leading indicators of future financial performance. © Management Systems Consulting Corporation, 2009. All rights reserved.

47. Classic Growing Pains People feel that there are not enough hours in the day. People are spending too much time “putting out fires.” Many people are not aware of what others are doing. People lack understanding of where the organization is heading. There are too few good managers. Everybody feels “I have to do it myself if I want to get it done correctly.” Most people feel our meetings are a waste of time. When plans are made, there is very little follow-up and things just don’t get done. Some people feel insecure about their place in the firm. The firm has continued to grow in sales, but not in profits. © Management Systems Consulting Corporation, 2009. All rights reserved.

48. Growing Pains Scoring Interpretation Score RangeColorInterpretation 10-14Green Everything is “OK” 15-19Yellow Some things to watch 20-29Orange Some areas need attention 30-39Red Some very significant problems 40-50Purple A potential turnaround situation © Management Systems Consulting Corporation, 2009. All rights reserved.

49. Interpreting Your Growing Pains Survey© Results Working Individually: 1.Identify your most severe Growing Pain. Working as a Small Group: 1.Identify specific aspects of your organization’s infrastructure that might be leading to your Growing Pains results. 2.Identify action steps for addressing/overcoming these infrastructure problems. © Management Systems Consulting Corporation, 2009. All rights reserved.

50. The Management Systems Organizational Effectiveness Survey© © Management Systems Consulting Corporation, 2009. All rights reserved.

51. Organizational Effectiveness Survey (OES) The Management Systems Organizational Effectiveness Survey © is a validated instrument. The survey consists of 65 items that measure the extent to which an organization has developed the systems and structures needed to support its growth and/or stage of development For an organization to have the highest probability of success over the long-term, it needs to effectively manage all six levels in the Pyramid of Organizational Development plus Financial Results, individually and as a system. © Management Systems Consulting Corporation, 2009. All rights reserved.

52. Survey Scoring Items on this survey are scored on a 5-point Likert scale, with the following meanings: ScoreMeaning 1To a Very Slight Extent 2To a Slight Extent 3To Some Extent 4To a Great Extent 5To a Very Great Extent © Management Systems Consulting Corporation, 2009. All rights reserved.

53. Analyzing Your Organizational Effectiveness Survey© Results 1.Identify what the Overall Survey results suggest about your organization’s most significant strengths and greatest opportunities to improve. 2.Identify additional insights about your organization’s strengths, based on the “Highest Rated” survey items. 3.Identify additional insights about your organization’s greatest opportunities to improve, based on the “Lowest Rated” survey items. 4.Identify the 1-2 areas you might focus upon to improve your organization’s effectiveness – based on survey results. © Management Systems Consulting Corporation, 2009. All rights reserved.

54. Workshop: Qualitative Organizational Assessment © Management Systems Consulting Corporation, 2009. All rights reserved.

55. Instructions Pyramid LevelGreatest Strengths (Things We Do Well) Greatest Limitations/Opportunities to Improve Markets Products/ Services Resources Operational Systems Management Systems Culture Working Individually: Identify your organization’s 1-2 greatest strengths and 1-2 greatest opportunities to improve at each level in the Pyramid. © Management Systems Consulting Corporation, 2009. All rights reserved.

56. Chapter Resource Center © Management Systems Consulting Corporation, 2009. All rights reserved. Objective:  To increase and expand chapter support by providing tools to support our local chapters with improvements and updates on ongoing basis  The all-new Online Chapter Resource Center provides: Visual Resources and Instructional Presentations Bylaws and Policies Forms and Templates Chapter Best Practices Library Chapter Operations Manual National Strategic Plan Overview and Strategic Plan Templates

57. Chapter Resource Center © Management Systems Consulting Corporation, 2009. All rights reserved. To access the Chapter Resource Center:  Log in with your username and password at www.nawbo.org  From the Member Main Menu, select Chapter Resource Center  If you don’t have your log in information, please contact Joyce Lee at chapterservices@nawbo.org.chapterservices@nawbo.org