Post on 29-Aug-2014
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Teaming workshopsFacilitator: Danielle MacInnis
Why Dan?
Been part of large and small teams – HP corporate team to start up organisations
High emotional intelligence, secure, expert facilitator Number of roles, sales, marketing, HR, training Personality traits: honest, transparent, fair, intelligent, great team
builder Why facilitator? Keep focus on the team goals Move the discussion, facilitate active learning Give permission to challenge Call out unproductive behaviours
Danielle MacInnis
Why do teams fail? Many reasons, too many to list them all Personal agendas become more important than
team effort Insecurities and self-protected-ness create
defensive posturing by team members Lack of a compelling vision by team members
that all can agree is more important than their own agendas
Failure to communicate Many, many more reasons
Team behaviours
“The Five Dysfunctions of a Team” By Patrick Lencioni
Lack of TRUST INVULNERABILITY
Trust means team mates get comfortable being vulnerable with one another
Opening yourself up. Showing your weaknesses Developmental opportunities Mistakes, skill deficiencies Interpersonal communication skills Requests for help Source: The Five Dysfunctions of a team – Patrick Lencioni
Behaviour 1. Trust – confidence that the intensions of the team members are good and there is no reason to be protective or careful around the group.
Assess your team. Step 1. Assessment – Get a baseline. This
requires a level of transparency and trust as well as vulnerability to go through this process.
1. Team assessment online survey as a leadership team
2. Or another team MBTI survey tool
Team exercise 1.
Activity: go around the room and get everyone to answer these questions for the group.
Describe these experiences for us? 1. Number of sibilings2. Home town3. Unique challenges of childhood4. Favorite hobby5. First job6. Worst job Source: The Five Dysfunctions of a team – Patrick Lencioni
Behaviour 1. Personal History ExerciseMinimum time 30 mins
Single most important contribution that each of your team mates makes to the team.
Also the area that they must improve upon or eliminate for the good of the team.
Begin with one person at a time being with the leader.
Team effectiveness exercise –60 minutes
Myer Briggs - personality insights http://www.humanmetrics.com/cgi-win/JTypes2.asp Skillset and Mindset – strengths and developmental
opportunities http://www.liveinthetwo.com/?cid=ad140&source=INTWCA
140
RDNA – Relationship Diagnostic Tool http://fg.qualtrics.com/SE/?SID=SV_77pFnQ0XZIlcHju&SVID
=Prod
(I am qualified to interpret Myer Briggs and 360 surveys with a company called PDI)
Profile tools – 1 hr per person
Remove it from performance elevation. Identify strengths and weaknesses Give people some feedback and insight to grow. 360 vendor
360 program feedback
“The Five Dysfunctions of a Team” By Patrick Lencioni
Lack of TRUST INVULNERABILITY
Fear of CONFLICT Artificial Harmony
Productive debate Concepts and ideas not personality attacks. Be solution in the shortest time. If it is avoided don’t open up this often goes to back stabbing.
They revisit issues again and again.
Behaviour 2.Fear of conflict
Issue
Relationship1
10
1 10
withdraw
yield
win
resolve
Acknowledge that conflict is positive Minding – minder of conflict. Someone who extracts issues
that are sensitive and force members to work through them. (objectivity and to stay with it till the issues is resolved).
Coach one another not to retreat from debate. Remind them to the goal.
Use personality tools to anticipate responses to conflict. TKI Thomas Kilmman Conflict tool is the world’s best-selling
assessment for understanding how different conflict-handling styles affect interpersonal and group dynamics.
Engaging in healthy conflict
Have lively, interesting meetings Extract and exploit the ideas of all team
members Solve real problems quickly Minimize politics Put critical topics on table for discussion
Healthy conflict in teams..
“The Five Dysfunctions of a Team” By Patrick Lencioni
Lack of TRUST INVULNERABILITY
Fear of CONFLICT Artificial Harmony
Lack of COMMITMENT
Ambiguity
Clarity and buy in. (everyone in the team) Everyone’s ideas are considered and heard Leader is allowed to make the call Certainty – A decision is better than no decision. Not clear
decisions this creates discord. Are we all on the same page. Which decisions should be
confidential and which should be shared. Deadlines – clear times and honoring these. Okay to make decisions that are wrong.
Behaviour 3. Lack of Commitment
Two Dangers to Avoid
Going with the consensus of the strong leaders instead of mining out disagreements
Waiting until the perfect moment for the perfect decision
“A good plan today is better than a perfect plan tomorrow.”
Healthy teams unite around the decision even if later it is proven to be wrong
“The Five Dysfunctions of a Team” By Patrick Lencioni
Lack of TRUSTINVULNERABILITY
Fear of CONFLICT Artificial Harmony
Lack of COMMITMENT
Ambiguity
Avoidance of ACCOUNTABILITY
Low Standards
Willing to call out performance or behaviours that might hurt the team.
Avoidance of difficult conversations Regularly communicate on how the team is going
Publication of goals and behavioural standards
1. Sharing role descriptions2. List of teaming guidelines- accountability is a shared team
responsibility3. Team rewards – team accountability
Behaviour 4. Avoidance of Accountability
Ideas Ambiguity is the enemy of accountability Clearly publish exactly what the team needs
to do to succeed And what every member needs to do to
succeed Clearly publish a set of behavior standards
“The Five Dysfunctions of a Team” By Patrick Lencioni
Lack of TRUST INVULNERABILITY
Fear of CONFLICT
Artificial Harmony
Lack of COMMITMENT
Ambiguity
Avoidance of ACCOUNTABILITY
Low Standards
Inattention to RESULTS
Status and Ego
Own needs or collective results Individual Status – their mission is more
important than the team Retain achievement-oriented members Minimize disruptive individualism Enjoy success and suffer failure acutely Benefit true team players Avoid distractions
Behaviour 5. Inattention to results
Vulnerability
Genuine harmony
Clarity
High standards
Build your own team rules
•Be yourself, be authentic, be real•Create an atmosphere of candour•Disagree without fear•Positive energy•Cheery and collaborative•Self confidence and humility•Relicense – own your mistakes, move on•See around corners –use your initiative, motivate change (Steve Jobs)
Jack Welch’s team rules
Sources
http://www.Keith Ferrazzi.comPatrick Lencioni _ The 5 dysfunctions of a TeamMarcus Buckinghamhttps://www.stephencovey.com/Jack Welch
Danielle MacInnis Marketing Consultant Mob: 0400 507 037 Email Blog Web
MacInnis Marketing