Transcript What are the Most Important Team Member Competencies?

Preparing for High Performance: What leaders can do to promote and
manage behaviors that support healthy and effective team development.
A presentation by J. Colin Clark & Associates
Colin's consulting practice focuses on leadership development and building effective teams.
Colin has worked with Fortune 500 corporations, nonprofit organizations, and educational
institutions. His clients have included American Express, the U.S. Air force, Yale School of
Management, Harvard JFK School of Government, and the World Bank. In addition, Colin is
a past President of the New Hampshire Chapter of the American Society for Training &
Development.
Colin holds an MBA with course work in organizational development from the University of
Southern Maine and a BA from the University of New Hampshire, where he studied political
science and business administration. He is also a fourth dan master in the martial art of
Tang Soo Do. Prior to his involvement in training and development, Colin worked in real
estate and small business development. He resides in Boston, Ma.
Contact Mr. Clark at [email protected]
Version of Kolb’s model used by Outward Bound New Zealand
What are the Most Important
Team Member Competencies?
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Supportiveness
Loyalty
Openness
Self-Control
Humility
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Positive Attitude
Consistency
Creativity
Forward Looking
Action Orientation
Seven Practices of Facilitative Leadership
From Interaction Associates
1. Share an Inspiring Vision
Facilitative Leaders create and communicate an inspiring image of the future
and enroll others in its pursuit. People work with greater commitment when
they are guided by a vision and believe their efforts can make a difference.
2. Focus on Results, Process, and Relationship
Facilitative Leaders build a framework for performance and satisfaction by
balancing their focus between results, process and relationship. While
monitoring bottomline performance, (results), leaders also encourage
continuos improvement in the way the work gets done (process), and how
people treat each other in the workplace (relationship).
3. Seek Maximum Appropriate Involvement
People want to participate in the decisions that affect their daily work
experience. To facilitate participation, leaders leverage the interest and talent
of those around them by including them appropriately in the decision-making
process. They make conscious choices about when and how people can best
participate. Seeking maximum appropriate involvement pays several
dividends
– more informed decisions, increased commitment to action, and higher
levels
of communication and trust.
4. Model Behaviors that Facilitate Collaboration
People notice what leaders say and do, taking their cues from the leader’s
behavior. Facilitative Leaders model behaviors that create a safe environment
for participation and teamwork.
5. Design Pathways to Action
Good planning increases the likelihood of successful implementation.
Facilitative Leaders guide others in planning how to solve problems and
realize opportunities. OBP TOOL: Tools for Reaching Agreement.
6. Bring Out the Best In Others
Facilitative Leaders coach individuals to do their best. They encourage people
to think outside the norm, the experiment and take risks, to overcome habits
that restrict thinking. The leader’s most valuable tool is the ability to listen as
an ally, to consciously support the expression of others’ ideas and aspirations.
7. Celebrate Accomplishment.
Dozens of opportunities for thanking people emerge over the course of a
work
week. Facilitative Leaders seize these moments to celebrate small successes
Dimensions of Success
Results
• Are the results of high quality?
• Are the results timely?
• Do the results meet customer expectations (internal and external)?
Process
• Is the process clear and logical?
• Is the process efficient?
• Is the process appropriate to the task?
Relationship
• Do I feel supported?
• Do I trust the other(s)?
• Do I feel valued?
Developed by MIT Sloan Business School
Leadership Capabilities Explained:
Sensemaking: Create multiple maps of the organization, eg. Strategic design, political and cultural; don’t do
sensemaking alone – no lone ranger strategy; Involve others; Sensemaking is ongoing Learn from experiments;
use multiple modes to engage in sensemaking, eg. Interview, observe, financial data.
Relating: Try to map key interdependencies. What connections do you need to make? Engage in Inquiry.
What’s important to these people? What do they care about? How are they feeling? How do they view me?
Engage in advocacy. What do I really care about? How can I get others excited about this? What styles of
influence will work with whom?
Visioning: Frame the vision in a compelling way – use a theme that people care about and think is important;
Communicate the vision again and again; Use metaphors, stories, and images to capture and communicate the
vision; Choose a vision that fits the culture; Address people’s fear of moving in a new direction.
Inventing: Put together a plan with clear objectives and milestones; Be clear about who has to do what by
when; Get the support of key constituencies; Find creative ways to solve problems; Manage conflict do not
smooth it over; When stuck, try something else.
Leadership Signature: Build personal credibility; win respect; be clear about your believes and values; be
authentic about your individual style; project consistency; use your strengths.