Southeast Asia Regional Senior Leadership Program Day 3 Phnom Penh, Cambodia June 8-12th, 2015.

transcript

Southeast Asia Regional Senior Leadership Program

Phnom Penh, CambodiaJune 8-12th, 2015

Today’s ScheduleTime Activity

8:30-9:45 Leadership: Team Roles and Dynamics

9:45-10:15 Tea and Coffee Break

10:15-11:15 Strategic Problem Solving: Implementation

11:15-12:00 Work Session 2: Implementation Plan

12:00-13:30 Lunch• 12:00-12:30 Philippines Working Lunch on CRPD

13:30-14:30 Work Session 2: Continued

14:30-14:45 Tea and Coffee Break

14:45-15:45 Governance: Cultivating Accountability

15:45-16:00 Daily Check-in

Team Roles and Dynamics

Zahirah McNattJune 2015

Session overview

• Explore why team roles and dynamics are important to our work

• Discuss 4 of the most common roles played by team members

• Group activity: Develop a list of “behavioral norms”/ways of working together

Why discuss team roles and dynamics?

• Most of the “work” human beings do and decisions we make take place in face-to-face interactions

• High functioning teams produce great outcomes

• Communication is key to sound decision-making

• Team dynamics can be particularly difficult when working on challenging problems and beginning to implement

Team roles

• Based on Kantor´s model, there are four roles that individuals play in their teamwork interaction: – Initiate – Follow – Oppose – Observe

Which roles are most important?

• Someone needs to initiate the discussion or action and provide direction

• Someone has to follow or accept the idea and enhance discussion

• Someone needs to oppose or challenge the idea to make sure decisions or actions are not made impulsively

• Someone has to observe to give feedback on how the team is doing and provide perspective

Role Positive Negative

Initiate

Follow

Oppose

Observe

Role Positive Negative

Initiate Gets action started Dominates

Follow Supports movement forward and action

Mindlessly agrees

Oppose Thinks critically Obstructs

Observe Reflects and gives feedback

Acts passively

How do we encourage positive interactions?

• By committing to behavioral norms (or ways of working together) that help the team to function well

– Ex: Respect team members and make sure your actions always positively impact others (such as completing your assigned tasks and attending all meetings)

– Ex: Work as one team so that if something goes wrong we fix it is as one team rather than blaming any individual

Group Activity

Reflect on the time you have spent working together as a team:

1. Consider who has played each of these roles and how that has influenced the team.

2. Create a list of 5 behavioral norms (or acceptable behaviors) for your team.

Report out

Each team state share one norm

Take home messages

• Working in teams can be challenging– But team dynamics can always be improved

• The 4 team roles should be played by all members at different times during the work.

• Developing agreed upon behavioral norms can help to avoid negative team relations and create accountability to one another

Thank you

Networking Break9:45-10:15

Strategic Problem Solving:Implementation and Addressing Resistance

Mayur M. Desai, PhD, MPHJune 2015

Outline

• Why does implementation often fail?

• Implementation planning

• Gantt chart

• How do you manage resistance to change?

8 Steps of Strategic Problem Solving

1. Assess the Landscape and Define the Problem2. Envision the Future: Start with the End in Mind3. Set a SMART Objective4. Conduct a Root Cause Analysis5. Develop and Compare Possible Strategies6. Create an Implementation Plan7. Create an Evaluation Plan8. Implement and Monitor Progress

Why does implementation often fail?

• No one responsible for implementing activities

• Missed deadlines

• Communication is inconsistent and not transparent

• Inaccurate budget preparation

• Confusion about new initiatives

• Resistance to change

Implementation Planning

• What activities or tasks need to be accomplished?

• When does each activity need to start and end?

• Who is involved with implementing the plan?

• What is each person’s role and is everyone on board?

• Have you considered gender?

• How will the plan and progress be communicated?

• Is there a plan for engagement (for managing resistance)?

Gantt Chart

• Create a Gantt chart and timeline (or project plan)

• Use the Gantt chart to monitor progress

• Update the Gantt chart regularly to keep it realistic

• Be specific about roles and responsibilities

• Keep it simple so you can manage by it

Sample Gantt Chart

Why does implementation often fail?

• No one responsible for implementing activities

• Missed deadlines

• Communication is inconsistent and not transparent

• Inaccurate budget preparation

• Confusion about new initiatives

• Resistance to change

Resistance to Change

• Do you have an example of when you resisted a change? Why did you resist the change?

How do you manage resistance to change?

• Listen to what resisting people need and try to meet those needs

• Use reason – give new information (data)

• Create appropriate incentives

• Reinforce desired behaviors (recognize people)

• Always set an example

• Have patience

Summary

• There are many reasons why implementation fails

• Implementation planning is critical for success

• Gantt chart is a useful tool for monitoring progress

• Be specific about roles and responsibilities

• Need to be flexible; update as you go along

• Gantt chart is not enough

• Need to manage resistance to change

Thank you.

Work Session 2: Implementation Plan 11:15-12:00 & 13:30-14:30

Instructions• Create an Gantt Chart for the selected strategy• Be specific in activities to be implemented (who,

what, when)• In addition, anticipate resistance and unintended

consequences• Set activities to be accomplished by Workshop 3 in

November and at Evaluation in May 2016

Work Session 2: Implementation plan

11:15-12:00

Work Session 2: Implementation Plan 11:15-12:00 & 13:30-14:30

Instructions• Create an Gantt Chart for the selected strategy• Be specific in activities to be implemented (who,

what, when)• In addition, anticipate resistance and unintended

consequences• Set activities to be accomplished by Workshop 3 in

November and at Evaluation in May 2016

CRPD Working Lunch: Philippines12:00-12:30

12:00-13:30

Work Session 2: Implementation plan continued13:30-14:30

Good Governance: Cultivating Accountability

Zahirah McNattJune 2015

Session overview

• Review governance practices with a focus on cultivating accountability

• Group activity: Using a case study, explore methods of modeling accountability

• Group activity: Specifically outline how your SLP team will be accountable to one another and stakeholders

Good governance practices

Cultivate accountability

• Set an example of responsible behavior

• Practice openness and transparency

• Provide a forum for feedback

• Be responsive to concerns

Engage Stakeholders

• Include and empower all voices

• Proactively seek input

• Build alliances and networks

• Encourage collaboration

• Show impact of input received

Set shared direction

• Create a common vision with stakeholders

• Resolve conflict

• Advocate for improvement

• Role model key behaviors

Steward Resources

• Act ethically and demand the same from your staff

• Report on resource use

• Appreciate talented staff

• Measure performance

What does accountability mean?

• A relationship exists between two parties and the performance of tasks of one is subject to the other’s oversight, direction or requests for information

• Answerable for all actions

Be open and transparent

Provide a forum for feedback

Be responsive

Group activity

• In teams, review the following case study and make a clear decision, then…

• Answer these questions -

1. Who are you accountable to in this case study?2. What actions will you take to be transparent to the stakeholders?3. How will you get feedback from your stakeholders?4. How will you be responsive to them?

• Give specific examples.

Case study

• NGO ABC has a head office and 7 cars. Since the director and managers all have many meetings to go to, with partners, with the ministry, with donors; all 7 cars are based in the capital city.

• Staff working in remote areas do not have many meetings to go to but transportation is always a challenge. They think cars should be based in the villages and have made that request to you.

What will you do?

Accountability plan exercise

As a team (in relation to your project):

1. Consider your team and your stakeholders.

2. State 2 specific actions you will take to be accountable to your stakeholders.

3. State 2 specific actions you will take to be accountable to your other team members. Be concrete.

Teams report out

Take home messages

• Transparency, forums for feedback and responsiveness can create a culture of accountability

• Being truly accountable to stakeholders can be difficult but once successful can result in real progress

• Set behavioral norms, evaluate, provide feedback and reward positive behaviors

Principles of Good Governance