Leading & Team Building

PROMISE Consulting Joyce J. Perrone 412-599-1112 [email protected]

What do I hope to give you?

• • • • Insight on Leadership Skills – Tools to get your Brain thinking new An entertaining way to look at Leadership & Team Building Exciting Conversation and Group Information Sharing!

LeadershipTraits

Integrity Confidence Curiosity Honesty Assertiveness Enthusiasm Self-awareness Extroversion Risk takers Initiative Tolerance Decisiveness …Optimism

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Great Leader’s I Know List

Honest and ethical In control of their attitude Publicly modest Aware of their style Willing to admit mistakes Fighters for their people Inquisitive Competitive Tenacious Flexible A tad theatrical Funny

More Leadership Traits Joyce Likes

     Trustworthy (re-stated) Critical Thinker Patience/ Lack of Patience

“You can accomplish anything in life, provided that you do not mind who

gets the credit” – Harry S. Truman Level 5 Traits

Gandhi

“Know thyself, control thyself, give thyself” – Greek Wisdom Gandhi was a person of weakness and pride who…developed humility, courage, integrity, discipline and vision – “The 8 th Habit” – Steven R. Covey

   What characteristics does Gandhi exemplify?

Gandhi was never elected and had no formal authority- how did he influence without them??

How does this clip teaches us how to find your own voice and allow others to find theirs

TRUST

“The Speed of Trust” – Stephen M.R. Covey The Principle of Credibility 4 Cores of Credibility 1. Integrity- More than honesty – walk the talk 2. Intent – motives, agendas 3. Capabilities – abilities: talents, skills, attitudes, knowledge, style. The means to produce results. Are you relevant??

4. Results – our track record, performance, getting the right things done.

Trust takes time to establish, but seconds to destroy Building it back can be SLOW How much does LOW TRUST cost YOU??

How do you Build it Back?

TRUST is about RELATIONSHIPS

Some of the most successful turn-arounds of failing companies have been achieved by new management encouraging trust within the company.

Most companies used to have large books of policies, rules and regulations governing what employees could and couldn't do.

In many cases these have been replaced with much simpler statements and principles. These say "use your judgment, and we'll trust you do to the right thing."

Trust Building Characteristics

      Competence Reliability Openness/ Transparency Warren Bennis describes trust as the emotional glue of all institutions

This prompts the thought that in using glue one cannot avoid potentially sticky situations - trust involves personal risk, but by taking these risks, we move to a deeper level of trust. --from www.teal.org.uk

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Integrity

 What is it and Why is it Important in Leadership?

• From Covey – “being true to one’s highest values, convictions and conscience” • Making and keeping promises • Clear communications when and why you can’t keep a promise • Know what are your PRINCIPLES • “Putting your VALUES into ACTION”

What Is Critical Thinking?

The disciplined act of ensuring that you use the best thinking you are capable of in any set of circumstances.

10 Dimes = One Dollar FACT?

Don’t answer yet!!

Critical Thinking Overview

 Most of our thinking left to itself is: ~Biased ~ Distorted ~Uninformed ~Prejudiced ~Partial ~Emotional

Mindset – The “Closed Mind”

 Chernobyl • Operators believed no accident could occur at their plant.

• Constant reminders about How Safe they were • Result:  They shut off the safety systems in effort to push testing to it’s limits

The Twisted Mind

 Challenger Space Shuttle • What was the Twisted thinking that caused this terrible accident?

Jumping to Conclusions

 Case of Willie Jones –impoverished janitor – New York City He was sneaking thru the subway entrance to avoid paying and got caught by the subway guard Fit description of Willie Jones – Drug Dealer At the final point of being convicted, someone ran DNA test – Totally different “Willie Jones”

Intellectual Standards for Thinking

 Assess thinking by examining the parts based on • Clarity • Relevance • Logicalness • Accuracy • Depth • Significance • Precision • Breadth • Fairness

False Analogies

 Fishermen chopping up Starfish to “SAVE” the mussels they were fishing

Questions for Clarity

   Could you elaborate on that point Could you give me an illustration Could you give me an example

Accuracy

   Is that really true How can we check it What are the references

Precision

  Could you give me more details More specifics

Relevance

  How is this connected to the question How does that relate to the issue

Depth

   How does your answer address the complexities in the question How are you taking into account the problems in the question How are you dealing with the most significant factors in the problem

Breadth

   Do we need to consider another point of view Is there another way to look at this question What would this look like from the point of view of….?

Logicalness

   Does all of this fit together logically Does this really make sense Does that follow from what you said

Significance

   What is the most significant information we need to address this issue How is that fact important in context Which of these ideas or concepts is the most important

Fairness

    Is my thinking justified given the evidence Am I taking into account the weight of the evidence that others might advance in the situation Are these assumptions justified Is my purpose fair given the implications of my behavior

The Well Cultivated Thinker

      Raises vital question & problems Formulates clearly & precisely Gathers & assesses relevant Information Comes to well-reasoned conclusion & solutions • Tests them against relevant criteria & standards Thinks open-mindedly Communicates effectively with others in figuring out solutions to complex problems

Checklist for Reasoning

 What is the PURPOSE?

• Take time to state purpose clearly • Distinguish your purpose from related purposes • Check periodically to be sure you are still on target • Choose significant & realistic purposes

    Take TIME to state clearly & precisely the question at hand Express question in ways to clarify the meaning and scope Break question into sub-questions Identify if the question has one right answer, is a matter of mere opinion, or requires reasoning from more than one point of view

Assumptions

  Are they justifiable How are they shaping your point of view • What IS your point of view • What are OTHERS points of view • Strive to be fair-minded in evaluating ALL points of view

DATA, INFORMATION & EVIDENCE

    Restrict the argument to claims supported by the data you have Search for information that opposes your position as well as supports it Be sure all information is clear, accurate, and relevant Did you gather enough information?

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Question Yourself

Purpose: • What am I trying to accomplish? • What is my central aim?

• What is my purpose?

Information • What info am I using in coming to this conclusion?

• What experience have I had to support this claim?

• What info do I need to settle the question Inferences/Conclusions: • How did I reach this conclusion?

• Is there another way to interpret the information?

   Concepts: • What is the main idea here?

• Could I explain this idea?

Assumptions: • What am I taking for granted?

• What assumption has led me to this conclusion?

Implications & Consequences: • If someone accepted my position, what would be the implications?

• What am I implying?

  Points of View • From what point of view am I looking at this issue?

• Is there another point of view I should consider?

Questions: • What question am I raising?

• What question am I addressing?

“The mind is its own place and in itself can make a hell of heaven or a heaven of hell”

Milton – Paradise Lost

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Level 5 Leader –

“Good to Great

” – Jim Collins

Level 1

– Highly capable individual – Makes productive contributions through talent, knowledge, skills, and good work habits

Level 2-

setting Contributing Team Member – Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group

Level 3

– Competent Manager- Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives

Level 4

– Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Level 5

– Executive – Builds enduring greatness through a paradoxical blend of personal humility and professional will

Level 5 Leader

 “Channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredible ambitious – but their ambition is first and foremost for the institution, not themselves”

Who is Darwin Smith??

 “I never stopped trying to become qualified for the job”  During his 20 years of leadership, the company's annual sales grew from $1 billion to $7 billion  Without question, he accelerated the transformation of K-C from paper maker to international consumer products giant.

 Smith shunned any attempt to shine the spotlight on him, preferring instead to direct attention to the company and its people.

Tomorrow at 5pm!

Developing Exceptional Teams

Leading & Team Building

PROMISE Consulting Joyce J. Perrone 412-599-1112 [email protected]

Discussion

What happened in this scene?

Is Sobel a good Leader?

What did Winters do? How did these experiences impact the team?

Learn to Develop the TEAM

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Constant Event – you CAN’T let up!

Once Pressure is off, goes back to the “way it was” Review, review, review Accountability Trend Tracking Build “SPECIALISTS”

Why Teams Fail?

     Not taking time in the beginning for understanding of role in team Believing EVERYTHING has to be done as a team Lack of accountability Not enough needed resources (esp. Time!) Leaders not letting go- and Followers not taking the lead

     Lack of focus on excellence & creativity Lack of Planning Lack of management support Inability to deal w/ conflict Lack of training– Learn by *fire*

Discussion

 What happened when the team was left with no leader?

 With an ineffectual leader?

 How did they become inspired?

 What Leadership Traits were used?

Example: A/R Team Approach

 How are YOUR teams set up?

• By Payor type?

 Medicare  Medical Asst  HMO  Patient Responsible  Hospital

By Job Function

    Charges Payments A/R work Collection Accounts

Other Teams

   Manufacturing Inventory Clinical – • Orthotists • Prosthetists • C Ped’s

Team Development Tools

   Process design Personality Profiles Meetings • Good • Bad • Just plain ugly …or…. Is it really a Lecture?

Process Designs

   TPS Six Sigma – Standard deviation of a process about it’s mean Tools  DMAIC • Define, Manage, Analyze, Improve, Control  Charts, Flow designs

Personality Profiles The Iceberg Model

Behavior – Only thing we see!

Thinking/

Feelings – Drive Behavior Stimulus -  Response 

THINKING

Personality Profiles The Iceberg Model

Behavior – Only thing we see!

Values / Beliefs Needs

Dominance

 Fast Paced   Big Picture Ask fewer questions, more statements         Results oriented Likes changes and taking risks Can make decision when no one else wants to Not afraid to confront tough issues/situations Accepts change as a personal challenge Keeps team Focused and on task Straight forward/ Direct Thrives on challenges & competition

Responding to a D

 Be efficient   Minimize small talk Ask WHAT (not HOW) questions        Focus on results Use facts and logic to convince Avoid details Use important fact – but not too many – avoid details They will listen if you earn their respect They respect strength of conviction Offer choices to satisfy their desire to be in control

Improving Adaptability of



a D

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.

Ask for opinions of others  Negotiate decision making        Listen without interruption Adapt to time needs of others Allow others to assume leadership more often Develop more patience Tone down directness Work on approachability Offer encouragement in conversation

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Negative or low esteem side:

Demanding Bad listening skills Controlling/Micro managing Comes off as unapproachable May be insensitive to others Impatient Moves team before it is ready May push speaker to hurry/finish Plan what they will say or do next instead of listening Interrupt frequently with unrelated statements

Influencing

 Emphasizes fun and stories   Responsive to others More small talk    Talks about personal feelings Relationship oriented Persuasive          Can fit in anywhere Prefers communicating in concepts not details Innate optimist who sees something good in every situation Inherently trustful – can lead to misjudging of people Inherent trust and willing acceptance of people Up to date with current trends and fashions Join organizations for prestige and personal recognition Poor time manager Poor listener

Responding to a I

 Be friendly and encourage conversation  Ask WHO (not WHAT) questions    Use stories about others to convince Help them to please others Avoid details    Give then special attention. They like to talk, especially about themselves Play to their ego Appeal to their desire to want to be the first to try some thing new

Improving Adaptability of a I

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.

 Talk Less   Restrain you enthusiasm Make decisions based on facts   Stop and think Acknowledge the thoughts of others     Show more concern for the speakers affairs than your own Try to listen a majority of the time Use creative skills to come up with affirmative examples of the speakers remarks Establish genuine and sincere tone of voice

Negative or low esteem side:

 Oversells  Gives up easily  May pout  Lowest for reliability  May plan how to get the conversation back to what they want to talk about  Every one of the speakers remarks trigger one of their own  Overwhelms the speaker physically or emotionally with enthusiasm

Steady

 Supportive   Friendly/Loyalty is critical Most open to accept people as is     Like secure situations Value disciplined behavior Relaxed slower pace Once under way, works steadily and patiently          Dislikes urgency & deadlines Is cooperative, prefers to work in a group Asks more questions, fewer statement Interested in HOW the job is done Resists change and taking risks Methodical and good at preparing meeting agendas and minutes Great listener Easy to get along with Very supportive

Responding to a S

 Be friendly and supportive  Ask HOW (not WHAT) questions   Use evidence of benefit to convince Give details     Be patient when introducing change Sell yourself first and win them as a friend Do NOT rush them on decisions – they may resent it They want reassurance that all promises will be kept

Improving Adaptability of a S

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.

 Get to the point  Volunteer information   Be willing to disagree Act on your convictions     Initiate conversation Be more assertive Cope better with change Don’t carry the burden of everyone else’s problems    Remain objective when discussing issues that interest you Give speakers a second chance if they interrupt or offend you Speed up your pace and be more direct with impatient listeners

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Steadfast: Negative or low esteem side:

Gives in easily Acts hurt Accuses Conceals feelings Very possessive Indecisive Indirect Resistant to change Tend to prefer a flexible dynamic, unstructured environment – the “don’t fence me in” types who desire freedom of expression

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Compliant or Conscientious

         Careful Quiet Emphasizes facts and data Less responsive to others Less small talk Reserved about personal feelings Task oriented Intent is to avoid trouble (cautious) Proceeds in an orderly way Detail/ facts oriented Conservative Diplomatic Tentative in decision making – always need more facts

Responding to a C

 Be accurate  Minimize small talk     Provide pros and cons to convince Ask WHY (not WHAT) questions Focus on step-by-step explanations Avoid violating their standards     Don’t like to take risks – so give reassurance based on facts Answer all of their questions carefully and completely You’ll make decision making easier for them if you stick to the facts Have patience – and deal with one issue at a time

Improving Adaptability of a



C

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.

Verbalize feelings  Pay personal compliments     Be willing to spend time on the relationship Engage in small talk socialize Use more friendly and non-verbal language Better at accepting differences    Be more open and communicate more Be attentive to others whether you’re interested or not Try to trust speakers when they talk – give feedback that’s receptive

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Compliant: Negative or low esteem side:

Can’t decide Emotional attacks Poor time managers – they want everything to be perfect Overly concerned with perfection Aloof Hampering creativity in others with desire to stick to the rules

None of us is as smart as all of us.

Articles and Sites

•British Medical Journal ( www.bmj.com

) •Articles on complexity science ( www.complexityscience.org

) •Critical Thinking on the Web: http://www.austhink.org/critical/ •Book: Complications – by Atul Gawande •Article: The Bell Curve – Atul Gawande (New Yorker Magazine http://www.newyorker.com/fact/content/?041206fa_fact

• www.criticalthinking.org

Reading: Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life – Paul & L. Elder •Book: Good to Great – Jim Collins •Book: The Speed of Trust – Stephen M.R. Covey •Book: The 8 th Habit – Stephen R. Covey •Book: Avoiding the Corporate Death Spiral – Gregg Stocker