1. The Zen of Teams LS I, March10, 2005 Washington, D.C.

2. Keys to Successful Teams The Discipline of Teams Clear Performance Mandates Team Dynamics Effective Team Meetings

3. The Discipline of Teams Using Teams Processes are cross-functional; teams need to be the same A team can produce higher quality than an individual Diversity in perspective brings strength Self-directed teams save time and energy Usually less than 7 people

4. The Discipline of Teams A Team is Not a Group Collectively responsible for success or failure: all for one and one for all Accountable to each other and to the organization Self-directed with oversight by management

5. Clear Performance Mandates Exquisitely clear, measurable performance goals Allows team to measure and monitor progress Mandates are meaningful and challenging Ability to reward progress and completion Sets expectations & accountability for team members & management Goals are set by management; the team has tactical freedom Patient-focused goals

6. Effective Team Meetings Organization Off or on site, but with enough room and privacy for creative work. Observe the 100 mile rule Good teams start and end on time. Have refreshments for team to keep alert & productive. Team leader facilitates work sessions, but then may rotate role to develop others facilitation skills. Flip-chart and markers for creative thought and documentation of work or future ideas. Assign archivist: keeps critical notes (not too detailed) & work organized. Brings to each meeting.

7. Effective Team Meetings Starting Meetings Begin by checking in with each member - How are you doing?. Listen with a caring ear. Give honest answers and work as a team to quickly resolve issues that might distract the team. Review previous responsibilities/assignments. Team leader should ask the team What will we accomplish by the end of this work session? Set work goal(s), stay on task, monitor progress, and consider time constraints.

8. Effective Team Meetings Work Session Framework Maintain honesty - dont hide feelings or opinions, listen respectfully. No after-meeting dissenting discussions. Put aside personal agenda - think team, keep patient focus. Seek the best solutions, not just consensus or majority; make Robust Discussion a norm. Avoid gossip - may be fun, but unproductive & time waster. Call for process check when team veers from stated purpose of work session - refocus and align. Work with urgency - time is short, work volume is great. Review assignments and commitments for next meeting.

9. Effective Team Meetings Confronting and Caring Confront team members who go astray Set ground rules and use to point out errant behavior Use humor, if possible Dont let errant behavior go unaddressed, address it early and monitor closely Care for team members Let team members know they are valued Celebrate successes & learn from failures as a team Never be derogatory or demeaning toward each other Use humor to acknowledge and relieve tension

10. Team Dynamics Emotional Intelligence Team Leader Excellence & Choice Commitment

11. Emotional Intelligence A team can perform only up to its emotional capacity Must be able to respond constructively to uncomfortable internal and external issues Caring for team members - acknowledging contributions, protection, respect, support Confrontation of errant behavior Maintaining a positive environment - remain patient focused

12. Team Leader Excellence Chosen by the team - not the manager or spokesperson, but the first among equals Nurtures and maintains team momentum Their workload is no greater than others Select a person who can and will hold you to the commitments you voluntarily make to the team Seeks excellence in all work team produces

13. Attributes of a Team Leader Utterly reliable and keeps deadlines Respected by staff and management Exemplary team player Passionate about bringing positive change Well organized and disciplined Has a good sense of humor Brings out the best in others Has ability to take a punch or criticism

14. Choosing a Team Leader A deliberate, honest, thoughtful discussion about who best fits the leader attributes Put aside titles, position and education No one can exclude themselves from selection by the team No secret ballots; open & honest discussion is required Remember, you are choosing the first among equals

15. Commitment This is the fuel and safety harness for teams Teamness is voluntary Do you want to be a team member? Teamness is passionate Are you passionate about the team goals? Teamness is dedicated Do you care enough to never let a teammate down? If you can answer YES to all three questions then verbally commit to each other as a team

16. Sources The Discipline of Teams by Smith & Katzenbach. Harvard Business Review. March- April 1993. Building the Emotional Intelligence of Groups by Druskat & Wolff. Harvard Business Review. March 2001. Execution, The Discipline of Getting Things Done by Larry Bossidy & Ram Charan. Crown Business. 2002. NE Redesign Collaborative: Team Building. Roger Coleman & Coleman Associates. 2001-2004.