1. Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP Team Dynamics and Performance: How to Lead High Performing Teams

9. Administrative Office of the Courts "... To Advance the Efficient and Effective Operation of the Washington Judicial System" AOC Mission Statement

15. 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?

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

17. 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

18. Setting & Communicating Direction Creating Alignment Setting and Living Values Growing & Developing Self and Others

19. 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. Katzenbach and Douglas K. Smith

20. 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. Katzenbach and Douglas K. Smith

21. 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. Katzenbach and Douglas K. Smith

22. 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. Katzenbach and Douglas K. Smith

23. 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

24. 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.

25. 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).

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

27. Team Charter

28. 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

29. 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)

31. “A brand is a vibrant picture that exists in consumer’s minds.” -Branded Customer Service by Janelle Barlow and Paul Stewart

32. Who are your customers?

33. 1.They are buying our “whole experience” 2.They are looking to see who adds the “most value” 3.They are looking for exceptional, consistent service Adapted From The Wow Factory- Creating a Customer Focus Revolution in your Business by Paul Levesque What are your clients looking for?

34. Team Communication

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

36. Discovering Your DiSC® Style

37. 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

38. Dealing with Change and Stress

39. 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

40. PPT 8-16

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

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

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

44. 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

45. 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

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

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

49. Teamwork = Individuals + Group Dynamics

50. 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.

51. 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.

52. 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

53. Negotiation Strategies/Setting Boundaries  Be honest  Share your expertise  Put yourselves in the other person’s shoes  Discuss each other’s perceptions

54. Tips to Balance Workload  Delegate  Hold one-on-one meetings  Get clarity on project expectations  Create team ground rules  Consider re negotiating deliverables

55. Positions vs. Interests  Your position is something you have decided upon  Your interests are what caused you to make that decision  From Getting to Yes by William Ury and Roger Fisher

56. POSITIONSINTERESTS Things you say you wantUnderlying motivations DemandsNeeds and concerns Things you say you will or won’t do Fears and aspirations What you say out loudWhat you are thinking

57. The Orange Story

59. Recognition

60. 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”

61. Recognition Tailor your recognition to the individual

62. 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

63. 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

64. ACTION PLAN

67. Learning Partner

68. Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP Team Dynamics and Performance: How to Lead High Performing Teams