1. 2014 TRAIN Supervisors’ Conference Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP Building and Leading Effective Teams Knowledge is Power … Get Plugged in

14. Activity Think of your most successful team experience.  What were the characteristics of the team?  What did the leader do to help make that team successful?

15. Workplace Trends  Tremendous change  Communication issues  Leadership issues  Organizational/team issues  Other trends?

16. Changing Beliefs about Leadership Replace self-interest, dependency, and control with service, responsibility, and partnership. Create a workplace where every member thinks and acts like an owner Reintegrate the managing of work with the doing of work – everyone does real work. -Stewardship by Peter Block

17. Team Assessment Team Strengths – Items with Agreement and Importance Scores of 4 or 5. Opportunities for Improvement – Items where there are two points or more between the “Importance” and “Agreement” Scores

18. 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. -The Wisdom of Teams by Jon R. Katzenback and Douglas K. Smith

19. Size: 2-25 people (large numbers of people have trouble interacting as a group). (8 is the “ideal” number). Complementary Skills: (Technical, problem solving/decision making, Interpersonal skills) -Adapted from The Wisdom of Teams by Jon R. Katzenback and Douglas K. Smith

20. Committed: 1.Common Purpose – The best teams invest time exploring and agreeing on a purpose that belongs to them 2.Performance Goals – Specific goals allow a team to maintain their focus on getting results 3.Approach – Teams should invest time on how they will work together -Adapted from The Wisdom of Teams by Jon R. Katzenback and Douglas K. Smith

21. Mutual Accountability - The promises a team makes to themselves and others - “We hold ourselves accountable” Commitment and trust is the core of mutual accountability -Adapted from The Wisdom of Teams by Jon R. Katzenback and Douglas K. Smith

22. Fundamental Elements of Effective Teams 1.Trust 2.Mastering Conflict 3.Commitment 4.Accountability 5.Results - Based on Overcoming the Five Dysfunctions of a Team – A Field Guide by Patrick Lencioni

23. Building Trust Relationship and community-building Team Charter –Clear expectations –Clear modes of operating (conflict, decision making, standard processes) –Clear roles and responsibilities Understanding styles of communication

24. Preliminaries “Trust is the emotional glue that binds followers and leaders together.” -Warren Bennis

25. Three Components of Successful Teams Trust (Rely on) Respect (Regard for) Shared Goals (Clear Expectations)

27. Team Communication

28. Team Success Criteria Clear team goals, measurements, and expected results Team Norms Individual and Shared Team member roles/responsibilities Operating procedures/processes Clear and open communication

29. Team Success Criteria Clear team goals, measurements, and expected results (Includes purpose) – Helps the team see their role in the success of the team. The team goals and expectations should be understood by everyone Team Norms – Ground rules that govern a group - Common Understanding of what is and what is not acceptable behavior for all team members.

30. Team Success Criteria Individual & Shared Team Member Roles/Responsibilities – Team members are aware of their contribution to the team and their individual and shared expectations Operating procedures/processes – Standard operating procedures/processes (internal communication, decision making, conflict resolution, etc).

31. Team Success Criteria Clear & Open Communication – Communication that is clear and honest; team members share information (Both Types of Communication: Advocacy and Inquiry)

32. Teamwork = Individuals + Group Dynamics

33. Tuckman’s Group Development Model Forming – Team members are coming together for the first time; people are looking for direction & inclusion. Team needs clear definition of boundaries. Storming – Team members question authority: there are power struggles; decision making procedures need to be clarified. Team members challenge boundaries.

34. Tuckman’s Group Development Model Norming – Cohesion around shared goals; team members figuring out how they can best work together; some resolution of conflict. Team is beginning to accept boundaries. Performing – Shared productivity & clear sense of purpose; group members confident in themselves and trust each other. Team members experience creativity to take on new tasks. Open communication and cohesiveness. Team is productive and trusting each other.

35. Tuckman’s Group Development Model Adjourning – Team members have experienced a season of sharing and growing each other; Community has been created; they now anticipate that they will be saying goodbye. Celebrate, Let Go and prepare for the future

36. Effective communication is the cement that binds an organization together. It is the foundation upon which successful teamwork and good customer relationships are built. -Connie Podesta

37. How You See Yourself Active Thoughtful

38. AcceptingQuestioning How You See Yourself

39. Active Questioning Accepting Thoughtful

40. Discovering DiSC® D i S C Active QuestioningAccepting Thoughtful

41. Cornerstone Principles All styles are equally valuable – everyone is a blend of all four styles Understanding yourself better is the first step to becoming more effective with others Learning about other people’s styles can help you understand their priorities You can improve the quality of your workplace by using DiSC to build more effective relationships Your work style is influenced by other factors beyond DiSC

42. Discovering Your DiSC® Style

43. Dealing with Change and Stress

44. Four Responses to Conflict PPT 6-17 WITHDRAW Goal: Justice COMPLY Goal: Harmony EXPRESS Goal: Acknowledgement DEMAND Goal: Victory Focuses on: FEELINGS Tends to: SUPPRESS Focuses on: LOGIC Tends to: ASSERT PPT 6-18

45.  Goals  Fears  Motivations People Have Different PPT 9-3  Ways of seeing the world People are Different

46. PPT 8-16

47. Differences cause conflict Different = Wrong I Win/You Lose I Win/You Win Different = Different PPT 8-12

48. Take- charge attitude. Bossy and demanding. PPT 8-2

49. How can you use the knowledge of how others might see you to become more effective? PPT 8-13

50. Group Culture OH-23 Is there a predominant style that describes your team?  D culture - quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed  I culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

51. Group Culture OH-23  S culture –- stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation  C culture –- quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards Is there a predominant style that describes your team?

52. Team Charter

53. A document that defines the purpose of the team, how it will work, and what the expected outcomes are. A team charter is a “road map” Includes the following: –Purpose (mission) –Key objectives and goals –Processes –Team responsibilities –Resources

54. Team Charter Elements Purpose (Mission): Provides a reason for being; why does this team exist? Vision: Expresses where the team is going; paints the ideal future. Team Values –Outlines what your team stands for. Team Operating Guidelines – Describes how the team will govern itself; Team Norms (Communication, conflict; delegation; decision making; meetings)

55. Recognition

56. Why give recognition? Recognition… Creates a culture of productivity Enhances morale Contributes to customer loyalty Sustains a positive work environment It tells staff members that “they matter”

57. Recognition Tailor your recognition to the individual

58. Team Assessment Tool (Process and Assessment tool adapted from "Achieving Results through Others" - Weyerhaeuser Company 2006) Process: 1.Evaluate the Assessment tool and customize it to your team 2.Determine how to conduct the assessment 3.Conduct the assessment 4.Share the results 5.Prioritize opportunities for improvement 6.Set goals and create an action plan 7.Follow up and communicate the results

59. ACTION PLAN

60. 2014 TRAIN Supervisors’ Conference Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP Building and Leading Effective Teams Knowledge is Power … Get Plugged in