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Session 7: Team Leadership: Inspiring Others to Deliver Results.

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Presentation on theme: "Session 7: Team Leadership: Inspiring Others to Deliver Results."— Presentation transcript:

1 Session 7: Team Leadership: Inspiring Others to Deliver Results

2 Warmth & Strength

3 Source: Cuddy, et al., Harvard Business Review, “Connect, Then Lead” Warmth & Strength WarmCold

4 Source: Cuddy, et al., Harvard Business Review, “Connect, Then Lead” Warmth & Strength WarmCold

5 Performance Pressure

6 We were seriously feeling the heat … it was a make-or-break project for us. We threw our best and brightest against the problem, but the more we rallied our team, the worse it got. I still don’t know what went wrong. - Partner, Big Four accounting firm ” “ Performance Pressure in Action

7 Performance Pressure Risk Aversion Dysfunctional Team Dynamics Reduced Innovation: reliance on “tried-and-true” Concerned Client Performance Pressure Paradox In high-stakes projects, when teams need to use their best, most innovative knowledge… They do so the least

8 Team Dynamics under Performance Pressure

9 Team dynamics are portrayed perfectly in this spot Seem familiar? Spot the “Crowding Out” Effects of Pressure

10 As teams push toward completion, they drive for consensus in a way that shuts down paths to further exploration. Consensus Drive Keep up the debate and we’ll be here all night. How does it USUALLY play out? Spot the “Crowding Out” Effects of Pressure

11 Everyone begins unwittingly to defer to authority Conformity to Team’s Hierarchy C’mon, that’s enough already. Safer to shut up

12 Everyone lends more weight to commonly held information than to individuals’ unique knowledge. Focus on Common Knowledge If we all think it, it must be right. Spot the “Crowding Out” Effects of Pressure

13 Accounting for Optimal Contributions Have the leadership team complete the four-item score card assessment at the kickoff meeting Kickoff Meeting Revisit the individual self-assessments as a team at regular intervals to improve expertise use Check-in Your development goals What competencies do you want to learn? What proficiencies do you need to demonstrate? How much progress have you made toward your goals? What areas do you still need to work on? Steps you need to take to move toward your goals How will you gain experience to move toward your goals? Be specific! List concrete ways you have made progress. The knowledge and experience you can bring to bear on this project What prior engagements have addressed similar issues? What experience do you have with this particular client, and what did you learn from it? With other firms in the sector? Have you contributed as much as you expected? If not, have the engagement’s needs changed? If so, be precise about why your prior knowledge is no longer relevant as expected. Ways to leverage the range of your knowledge and experience What do you know about… The industry and its competitive dynamics? The client’s culture, politics, and decision-making styles? The client’s processes, systems, and technology? Which kinds of knowledge have you brought to bear and how have they influenced the project? Which knowledge has been underused?

14 Case Wrap

15 Lead Your Team to High Performance Reflect Equip Deliver V V Think RED to lead your team to high performance

16 What are the two biggest differences between successful versus derailed executives? 1.Handling interpersonal relationships (“Under stress the derailed executives became abrasive and intimidating”) 2. Ability to build and lead a team Pop Quiz Q: A: Sources: Center for Creative Leadership; McCall & Lombardo, 1983; Van Velso & Leslie, 1995; Gentry & Chappelow, 2009 and many more

17 Typical response: “I’m surely seen as trustworthy, but I’d better prove my worth. They could do a better job of connecting with people.” You Your team members Time management / Planning Providing social support What Training Would Help? Source: Wojciszk & Abele

18 True self-awareness is essential for authentic interpersonal relationships. Reflect, but not in a vacuum. Preparing an Effective Team Reflect

19 A Compelling Purpose Essential starting point Requires understanding and buy-in Facilitates peer-to-peer accountability Ideally includes bottom-up participation but ultimately requires ONE answer Shared Clear Meaningful Challenging Must Be: Building an Effective Team Equip

20 Avoiding These Traps Requires: 1.Quick, but accurate, diagnosis of team members to assess technical expertise, interpersonal skills, and personal characteristics 2.Willingness and courage to act. Common Traps for New Leaders: 1.Sticking with the existing team too long 2.Tolerating mediocre performance in belief that your own leadership will turn it around Building an Effective Team Equip

21 Leading through a team by using social bonds among members to shape behavior elicits more commitment and effort from the members of the team. Key to use the social dynamics of the team to manage individual members. Do NOT manage the team on an individual-by-individual basis. Leading an Effective Team Deliver

22 Holistic Adaptable Contagious Results Growth Sustainability Context Composition Competitors Incubate Transmit Export Superior Team Performance

23 Put into Practice

24 Lead Your Team to High Performance Think RED to lead your team to high performance Reflect Equip Deliver When are you most energized? When has your team been most inspired to deliver holistically superior performance? How do you handle pressure? Do you focus more on demonstrating warmth or strength? Purpose: compelling & shared Resources: knowledge portfolio; diverse perspectives; time; trust Capabilities: technical, individual and interpersonal Coach Span boundaries Generate accountability Learn from mistakes V V

25 Take-Away Points

26 Performance pressure is a double-edged sword. Can make people risk averse, less creative, more control- hungry, unwilling to listen. Use it to motivate people to live up to their highest potential – as a team. No pressure, no diamonds. Leveraging Performance Pressure

27 The best leaders push down not only the work but also the leadership. Team members hold each other accountable, support and inspire each other to achieve their fullest potential. What Are You Still Doing?

28 Directing, motivating and developing subordinates is one of the greatest differences between successful versus derailed executives. Sustainable high performance requires leading through your team: leveraging members’ knowledge, motivation and mutual accountability. Closing Thoughts

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