Building Leadership Skills: Leading Teams

Presenter Andrew Sanderbeck for the Infopeople Project Eureka! Leadership Series 2006 - 2007

Group Discussion

How is Leadership Different from Management?

Questions This Seminar Will Answer How do we Effectively Lead Our Teams?

Are we Leading or Managing? Or Both? What are the Characteristics of a Highly Performing Team?

The 5 Stages of Teams

Goal: For leaders to understand the differences between the different stages of team development, to prepare for, and respond proactively as the team matures over time 1. Forming (The Polite Stage) 2. Storming (The Fighting Stage) 3. Norming (The Settling Stage) 4. Performing (The Performing Stage) 5. Adjourning (The Ending Stage) Handout: The 5 Stages of Teams

Stage 1 - Forming

• • Strategies for moving the team to the next stage • • • Provide structure and clear task direction Allow for get-acquainted time Create an atmosphere of confidence and optimism Active involvement Visionary

Opening Exercise

The Building of a Team

Stage 2 - Storming

Strategies for moving team to the next stage • • • • Facilitator and teacher Acknowledge conflict Guide others toward consensus Get members to assume more task responsibility • Teach conflict resolution methods

Stage 3 - Norming

Strategies for moving the team to the next stage • • • • • • • Coach and Sponsor Give feedback and support Plan celebrations Allow for less structure Promotes discussion Asks for contributions from all employees Encouraging others in making decision

Stage 4 - Performing

Strategies for keeping the team in this stage • • • • • • Observing, inquiring and fulfilling Provides little direction and decisions Leader sets goals: team accomplishes Low amounts of two-way communication needed Give positive reinforcement and support Share new information

• • • • • • •

Stage 5 - Adjourning

Strategies for helping the team begin again Help team with options for renewal or termination Good listening Provide information in many different formats Offer direction to move group back through initial stages Guide the process Create opportunities for communication Reflection and carry forth learning to next opportunity

Team Exercise

Stage Fright Match the Leadership Activity to the Appropriate Team Stage

The Five Stages of Teams

1.

2.

3.

4.

5.

Application Forming (The Polite Stage) Storming (The Fighting Stage) Norming (The Settling Stage) Performing (The Performing Stage) Adjourning (The Ending Stage)

Leading Through the Myths

10 Myths About Teams

Team Unity and Fostering Collaboration Large Group Discussion What can we do with the “Lone Rangers” in our workplaces?

Why don’t leaders hire people like themselves?

What are the challenges in leading employees of different generations?

Matures (1909 – 1945)

In the workplace, they: • • • • • Are loyal to their employer and expect the same in return Possess superb interpersonal skills Are enjoying flextime arrangements today so they can work on their own schedule Believe promotions, raises, and recognition should come from job tenure Measure a work ethic on timeliness, productivity, and not drawing attention

Boomers 1946 - 1964

• • • • • In the workplace, they: Believe in, champion, and evaluate themselves and others based on their work ethic Work ethic for Boomers is measured in hours worked. Measuring productivity in those hours is less important Believe teamwork is critical to success Believe relationship building is very important Expect loyalty from those they work with

Xers 1965 - 1978

• • • • • In the workplace, they: Avoid the hard-core, super-motivated, do or die Boomer work ethic Want open communication regardless of position, title, or tenure Respect production over tenure Value control of their time Look for a person to whom they can invest loyalty, not a company

Millennials 1979 - 1990

• • • • • In the workplace, they: Search for the individual who will help them achieve their goals Want open, constant communication, and positive reinforcement from their boss Find working with someone of the Mature generation easy to do Search for a job that provides great, personal fulfillment Are searching for ways to shed the stress in their lives

Team Collaboration Exercise

The Candy Game

Actions Leaders Take to Create More Collaboration • • • • • • Meetings with a Purpose Sharing Continuing Education Opportunities with Others Team Delegation Team Activities Staff Development Days Book Clubs

Rewards and Recognition

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2.

3.

3 Ways Leaders Build “We” in a Me, Me, Me Focused Workplace Reward Team Performance Reward Team Behavior Recognize Team Grief and Difficulties Handout: Employee Recognition Survey

Making the Connection between Leadership and Facilitation • • • • • Equalizing Participation Problem Solving Building Consensus Team Empowerment Less “Managing” Required Handout: Do’s and Don’ts of Facilitating TB

Facilitating Team Situations And Empowering Team Members Both Positive and Negative • • • Problem Solving Model Brainstorming E + R = O

Event + Response = Outcome

Team Exercise

Techniques in Facilitation

Making Meetings Memorable

What’s the Difference?

• Facilitating Your Meetings • Running Your Meetings • Controlling Your Meetings

Large Group Discussion

• How do we use facilitation in our meetings and in situations of team disagreements and conflicts?

• How are “facilitator’s notes” used in meetings?

An Agenda Exercise

bluesnmarc - Unscramble The Five Key Ingredients of an Agenda

Using Agenda’s Effectively

Making the Five Ingredients Work 1.

2.

3.

4.

5.

Purpose Efficiency Communication Members Needs Gathering Items

Employees First

• What’s the difference between “Doing Things Right” and “Doing the Right Thing”?

• Where’s the balance between getting results and leading with “An Employee’s First” attitude?

Employee’s First Leadership

Our organization has a philosophy of always putting employees first. Why? Because it's the right thing to do and it's part of our organizational strategy.

While other organizations may focus on customers or boards first, we've learned that a focus on high-performing employees will benefit all the groups we serve - our customers, our boards, and our communities.

Adapted from First Horizon National Corporation

Employee’s First Leadership

Three Steps to an Employees First Culture • Tackle employee dissatisfactions • Boost employee morale • Motivate employees to “put the customer first”

Heart-Centered Leadership

Three Keys to Leading from Your Heart 1.

Developing and empowering others 2.

Respect and being respected 3.

Leading by “The Diamond Rule”

Leading Team Behaviors

Feelings – Thoughts – Actions • • • • • Attitude problems (that aren’t a problem) Behavior that is rewarded… Conflicts and disagreements Complacent/unmotivated Barely doing the minimum requirements

Individual Exercise

Your Emotional I.Q.

Team Values

Why Values are Important to Teams • • • Expected behavior and actions to each other and customers How decisions are made Exactly what is important to you in the organization Handout: Creating Team Values

Developing Unambiguous, Measurable, and Time Certain Goals • • • • • That each team member can clearly articulate That are measurable; or at least verifiable That have defined dates for accomplishment That are set by the team; not imposed by the organization or the team leader Must be achievable; neither too easy nor difficult Handout: Creating Team Goals

Building Leadership Skills: Leading Teams Thanks for attending this Infopeople workshop!

Contact Andrew Sanderbeck Phone: 727.522.2152

Fax: 727.526.4930

Email: [email protected]

Website: www.andrewsanderbeck.com

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