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Developing Others
LFGSM 5120
Session #7
Premise for Developing Others
Leadership from the Inside Out – Kevin Cashman.First EI Internal Mastery (self awareness and self management),Then EI External Mastery (awareness of others’ needs and relationship management).Being Mindful, Resonant & Authentic.
Revisiting Mindfulness, as a prerequisite
for developing othersMoment-to-moment awarenessUses all available clues
�Emotions�Thoughts�Physicality �Ethical judgments
Being resilient – learning from failure
How Resonant are you?
Do you speak the language of a Resonant Leader?�Passion, emotionally charged, vulnerability, risk, personal vision�Authentic relationships, integrity, accountability, empowerment*
What Primal Leadership skills are you aware of?�EI�Johari Window Exposure vs. Feedback
*Primal Leadership, Ch. 11
How Authentic Are You?
Teleometrics Communications Assessment?�With employees?�With colleagues?�With supervisors?
Johari Window�Arena: Known by self & others�Blindspot: Unknown by/Known by others�Façade: Known by self/Unknown by others�Unknown: Unknown by self & others
Johari Window
OPEN ARENA
FACADE UNKNOWN
Known by Others
Not known by Others
Known to Self Not known by self
Exp
osure
Feedback
BLIND SPOT
Your Communications Scores
Reflect your conscious and unconscious openness to others.Reflect your willingness to solicit and accept feedback from others.Ideally should be balanced between “exposure” and “feedback”.
Johari Type A: Impersonal
OPEN ARENA
BLIND SPOT
FACADE
Known by Others
Not known by Others
Known to Self Not known by selfE
xposu
reFeedback
UNKNOWN
Johari Type B: Quasi-Supportive
OPEN ARENA
BLIND SPOT
Known by Others
Not known by Others
Known to Self Not known by selfE
xposu
reFeedback
FACADE UNKNOWN
Johari Type C: Ego-Striving
OPEN ARENA
Known by Others
Not known by Others
Known to Self Not known by selfE
xposu
reFeedback
UNKNOWNFACADE
BLIND SPOT
Johari Type D: Candid Openness
OPEN ARENA
Known by Others
Not known by Others
Known to Self Not known by selfE
xposu
reFeedback
UNKNOWNFACADE
BLIND SPOT
Johari Window Interpretation
Johari Window dynamics are…significantly related to management style……interpersonal competence is directly bound to managerial achievement.The larger the Arena, the more effective relationships are (quantity).The shape of the Arena suggests the feelings others have in your relationship (quality).Women tend to share less with colleagues than men.
DEVELOPING TEAMS
What is a Team?
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
- The Wisdom of Teams, Katzenbach & Smith
Four Team Roles
SPONSOR
TEAM COACH
TEAM LEADER
TEAM MEMBER
Gives authority, resources
Mentors, coaches
Sets goals, vision, leads
Fosters trust, cooperation
Team Success Factors
Clear shared Vision. Clearly defined,
measurable goals. Clear processes. Clear high standards. Shared resources. Mutual regard & trust. Forthrightness. Complementary member
skills & fit.
Creative problem-solving.
Disciplined execution. Flexibility. Recognition. Continuous skill
building.
REVISITING SITUATIONAL LEADERSHIP & TUCKMAN
MODEL OF TEAM PERFORMANCE
Team Stages
1. Forming2. Storming3. Norming4. Performing5. Adjourning (if project)
Remember Situational Leadership?
S1
High Directiveand
High SupportiveBehavior
S2
High SupportiveandLow Directive Behavior
S3
S4
High DirectiveandLow Supportive Behavior
Low Supportiveand
Low DirectiveBehavior
D3/2 D2/3
D3 D2
D3/4 D2/1
D4/3 D1/2
D4 D1
SUPP
OR
TIVE
BEH
AVIO
R
DIRECTIVE BEHAVIORlow
high
high
D4 D3 D2 D1
high lowmoderate
DEVELOPED DEVELOPING
Development Level of Individual Source: Situational Leadership, Ken Blanchard
Situational Leadership applies to teams
Team Identity
Ind
ivid
ualism
Assert
ion
Forming
Members start to show their true
colors.Team can fall apart or limp
along.
Storming
Team identity begins to form.Members become comfortable witheach other.
Norming
Performing
Team just formed.Members don’t know how to act around each other.
The team is all that matters!
The team is a part of the member’s
identity.
High Low
High
Low
FORMING : Style 1 – Directing
SUPP
OR
TIVE
BEH
AVIO
R
DIRECTIVE BEHAVIORlow
high
high
High DirectiveandLow Supportive Behavior
S1
Source: Situational Leadership, Ken Blanchard
Team Coaching Plan: FORMING - Directing
Establish team purpose & goals, telling & selling VISION & VALUES.Establish sponsorship support resources.Select complementary skill sets.Get team commitment on purpose, goals.Plan bonding activities, ideally around work and play.
Member BehaviorsFORMING - Directing
Member BehaviorsUnderstanding goals & tasks.Understanding organization & culture.Determining acceptable team behavior.Voice complaints about organization & task barriers.Possibly fail to listen.May not be productive.Feel cautious, fearful, suspicious, anxious, excited,
high expectations.Wrestling with degree of commitment.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member ConcernsFORMING - Directing
Member ConcernsWho am I in this group?Who are my teammates?Will I be accepted?What is my role?What tasks will I have?Will I be capable?Do I trust the leader?Will the leader value me?
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesFORMING - Directing
Provide structure by holding regular meetings & allowing time for orientation, task, & role clarification.Encourage participation by all, domination by none.Facilitate learning about one another’s expertise & preferred working modes.Share or build vision together.Share timely, relevant information, preferably in writing.
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesFORMING - Directing
Encourage members to ask questions of you & each other.
Develop member skills & provide feedback. Affirm success goals. Develop timelines, plans, policies & procedures. Supervise closely. Direct often.
Source: AAUW Educational Foundation, Community Coalitions Manual
SUPP
OR
TIVE
BEH
AVIO
R
DIRECTIVE BEHAVIORlow
high
high
S2
High DirectiveandLow Supportive Behavior
S1
High Directiveand
High SupportiveBehavior
Source: Situational Leadership, Ken Blanchard
STORMING: Style 2 – Coaching
Conflict stage�Members assert with other members, pressing agendas, expressing concerns.�Members may “let down their guard”, and individual needs are communicated.
Resistance to group influence; intra-group conflict�May overtly or covertly challenge leader.
Dissonant response to task requirements�Members may push back and react to to-do’s.
Team StageSTORMING - Coaching
• Resolution of goals & team ROLES, telling, selling, participating.
• Coaching individuals and team.• Reinforce complementary interactions.• Manage confrontations.• Mentor strengths with weaknesses – matching
pairs.• Maintain regular bonding activities.
Team Coaching PlanSTORMING - Coaching
Offer suggestions & proposals in an attempt to gain influence.
Test & challenge the leader. May avoid tasks, not focus on big picture. Form subgroups & coalitions, with possible conflict
among them. Judge & evaluate one another and the leader. Shoot down ideas.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member BehaviorsSTORMING - Coaching
Establish pecking order. Fail to learn about one another, skills, or resources. Establish unrealistic goals. Compete & defend. Rely solely on their own personal & professional
experience.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member BehaviorsSTORMING - Coaching
How much autonomy will I have? How much influence will I have? What is my place in the pecking order? Whom do I like? Who likes me? (personal level) Do I have support? (Issues level) Why is progress so slow?
Source: AAUW Educational Foundation, Community Coalitions Manual
Member ConcernsSTORMING - Coaching
Establish a supportive climate. Engage in joint problem-solving. Establish how the team vents frustration & shares
problems. Establish norms for expression of different viewpoints. Share decision-making responsibility. Set tasks & time frames. Communicate policies & procedures. Provide members with resources needed to do their jobs.
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesSTORMING - Coaching
Most difficult time for the leader!
Help members listen to each other & stop supporting personal positions.
Check progress & attitudes. Keep vision & goals as the focus. Explain your decisions clearly to all team members. Foster play time to bond. Re-define roles & responsibilities. Remove the lightweights & fire the terrorists.
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesSTORMING - Coaching
SUPP
OR
TIVE
BEH
AVIO
R
DIRECTIVE BEHAVIORlow
high
high
S2
High SupportiveandLow Directive Behavior
S3
High DirectiveandLow Supportive Behavior
S1
High Directiveand
High SupportiveBehavior
Source: Situational Leadership, Ken Blanchard
NORMING: Style 3 – Supporting
• Determine team identity consistent with purpose & goals, participating & delegating.
• Open discussion of what works and what doesn’t within team dynamics.
• Heal wounds. Set boundaries.• Institutionalize team RULES & PERFORMANCE
NORMS.• Open discussion of what needs & skills the team still
lacks to accomplish goals.• Maintain bonding activities.
Team Coaching PlanNORMING - Supporting
Group cohesion starts, norms develop�Group begins to feel “like an old shoe”�Group habits form: coffee breaks, lunch
Members start to like the group & have positive feelings; assumption of team roles�Team starts to develop its own identity�Team members able to resolve conflicts on their own
Open exchanges of relevant interpretations; personal opinions are expressed openly�Feelings of openness & commitment to each other�Information sharing is prevalent
Team BehaviorsNORMING - Supporting
May disagree with the leader, with broad support. May not challenge one another as much as the leader would
like. Pay attention to group norms & team boundaries. Express emotions constructively. Attempt to achieve harmony and avoid conflict. Accept others. Find their niche. Model moderate progress toward goals. Know each other on a personal level. Laugh together, have fun.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member BehaviorsNORMING - Supporting
How close should I be to other team members?
Can we accomplish our tasks successfully?
How do we compare to other teams?
What is my relationship to the leader?
Am I being accepted as a member of the group?
Source: AAUW Educational Foundation, Community Coalitions Manual
Member ConcernsNORMING - Supporting
Talk openly about your own issues & concerns. Build supportive relationships. Give & request constructive positive & negative feedback
in the group. Involve all members in decision-making & problem-
solving & share responsibility. Encourage differences of opinion. Share leadership.
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesNORMING - Supporting
Delegate as much as the members can handle. Help members. Recognize personal & group accomplishments. Practice active listening. Model confronting, challenging & dealing with conflict. Facilitate & support task accomplishment.
Source: AAUW Educational Foundation, Community Coalitions Manual
Leader StrategiesNORMING - Supporting
S1
SUPP
OR
TIVE
BEH
AVIO
R
DIRECTIVE BEHAVIORlow
high
high
High Directiveand
High Supportive Behavior
S2
High SupportiveandLow Directive Behavior
S3
S4
High DirectiveandLow Supportive Behavior
Low Supportiveand
Low DirectiveBehavior
Source: Situational Leadership, Ken Blanchard
PERFORMING: Style 4 – Delegating
• Acknowledge accomplishments with team LEARNINGS.
• Reward, promote, publicize.• Add stretch goals consistent with purpose.• MANAGE BOUNDARIES.• Delegate, trust, provide feedback.• Ensure bonding activities are 100% inclusive.
Team Coaching Plan: PERFORMING - Delegating
The team is paramount with synergy!Members love being on the team & sacrifice personal
needs to make team successful. Member roles become flexible & fully functional
Members fulfill other roles as required.Members pull their weight and hold themselves
accountable. Group energy channeled into tasks; problems are
overcome by allHighly constructive & productive.
Team Behaviors: PERFORMING - Delegating
Have clear roles & make distinctive contributions.Take the initiative & accept one another’s initiative.Hold open discussions & accept differences among members & modes of operation.Challenge one another, leading to creative problem-solving.Seek feedback from others & from the leader to improve performance.Trust self & each other.Produce at a high level.Help each other achieve.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member Behaviors: PERFORMING - Delegating
Concerns of earlier stages have been resolved.
Members are not pushing individual concerns.
Members focused on the team & the team’s success.
Source: AAUW Educational Foundation, Community Coalitions Manual
Member Concerns: PERFORMING - Delegating
Leader StrategiesPERFORMING - Delegating
Set goals that are challenging.Foster open, honest communication.Look for new team opportunities.Foster active listening, group problem-solving, & shared leadership.Foster productive dialogue & diverse viewpoints.Develop team self-assessments.Acknowledge member’s contributions.Develop members to through new assignments & feedback.Celebrate success & express gratitude.Provide opportunities for fun & socializing.
Source: AAUW Educational Foundation, Community Coalitions Manual
ADJOURNING Sad about disbanding a performing team - preserve
feelings of being a part of something special.
Self-reflection & good memories.
Relationships established in norming and/or performing stage will remain intact after team disbands.
LEADING TEAMS
Using D.i.S.C.
Exercise: Reading Your Team or Organization
Recall…�When significant change happened.�When people and tasks clashed.�How people responded and acted.
Answer:�What leader behaviors are modeled?�What behaviors are rewarded?�What behaviors are criticized?
Source: The 4-Dimensional Manager, Julie Straw
Signs of a D Organization
Models�Competitive “Warriors”,
inside & outside�Quick decisions�Love of challenges�Directness�Forcefulness
Rewards�Independence�Winning�Decisiveness�Speed�Results�Status
Criticizes�Softness, weakness�Nitpicking�Foot-dragging
Source: The 4-Dimensional Manager, Julie Straw
Signs of a i Organization
Models�“Conciliators,
Collaborators”�Relationships important�Lots of interaction and
meetings�Expression of thoughts &
feelings�Optimism�Belief that work can be fun�Constant change
Rewards�Creativity�Enthusiasm�Passion
Criticizes�Too much emphasis on
research, rules, or regulation
�Dullness�Group being ignored,
excluded, marginalized�Insensitivity
Source: The 4-Dimensional Manager, Julie Straw
Signs of a S Organization
Models�“Administrators”�Stability�Security�Harmony�Teamwork and joint projects�Pleasant, relaxed atmosphere
Rewards�Conformity�Cooperation�Helpfulness�Loyalty
Criticizes�Disruptiveness�Pushiness�“Going for the jugular”�Strong individualism
Source: The 4-Dimensional Manager, Julie Straw
Signs of a C OrganizationModels�“Watchmakers”�High standards�Careful analysis�Weighing of pros & cons�Tact�Diplomacy
RewardsAccuracyCompletenessAttention to detailOn-time performanceDependability
CriticizesMistakesSloppinessLatenessSpotty researchToo much enthusiasm
Source: The 4-Dimensional Manager, Julie Straw
Meeting the Organization’s Needs
A D organization needs to achieve resultsAn i organization needs variety and recognitionAn S organization needs stability and close relationshipsA C organization needs accuracy and consistencyWhat is your highest DiSC dimension? How does it compare to your organization’s style?
�If you match styles, how do you perceive the team?�If you don’t have the same style, is this why you may feel frustrated at times? Don’t feel like you fit in?
Source: The 4-Dimensional Manager, Julie Straw
In a D Organization
If you are a D�Be yourself. Give it all you’ve got. Expect conflict.
If you are an i�Co. values your energy & enthusiasm. Your ideas are
implemented fast. Expect to not be recognized for your great work, as the Co. expects it.
If you are an S�Co. values your consistency. Co. may feel cold, unstable, and
harsh. Others may come to you for a sympathetic ear.If you are a C�Co. values your precision. Co. may “push on” without looking
deeper into things. You drive others crazy when you stop forward motion.
Source: The 4-Dimensional Manager, Julie Straw
In an i OrganizationIf you are a D�Coworkers may share in your credit of your work. You may
feel a lack of power, prestige, and authority. You become impatient in long meetings.
If you are an i�You might not want to go home because you love being
here.If you are an S�The org will embrace change faster than you. You’ll be
appreciated for your work. Teamwork is highly valued.If you are a C�You’ll be bothered by the lack of rules & guidelines. You
are on your own with planning. Be brief but polite in meetings.
Source: The 4-Dimensional Manager, Julie Straw
In an S Organization If you are a D
The predictable, stable, orderly Co. is dull and unchallenging. People think you are pushy and impatient. Relax or move on to another group.
If you are an iHigh trust in Co. No excitement. You could try to make the
team fun to be in. If you are an S
You enjoy the teamwork and predictability. Opportunities for growth may be slow.
If you are a CYou are troubled by the relaxed standards, lack of analysis,
and loosely defined performance expectations, but you enjoy the consistent and predictable environment, and the patient helpfulness of others.
Source: The 4-Dimensional Manager, Julie Straw
In a C OrganizationIf you are a D
�The double-checking and deep analysis frustrates you. You want faster decisions and progress. You know where you stand.
If you are an i�Bored by repetitious assignments and continuous attention to details. Work on a systemic process to get your ideas into action.
If you are an S�Feel at ease, but will be lonely. Co. expects you to work alone, and will be critical of you if you are not rigorous in your thinking.
If you are a C�Businesslike Co. values quality and dependability. Conflict is rare. You feel “at home”.
Source: The 4-Dimensional Manager, Julie Straw
Dynamics of Team Development
Adding & losing just 1 new member can bring existing team back to forming stage.
Can fluctuate back & forth between stages at any time. The more face time, the quicker the stage transition
occurs. No set or average time for transitions. No clear demarcation; must rely on your own judgment of
where you are.
Team Development & Work Output
FORMING teams can produce good work & may think that they are “performing”.
STORMING teams can still produce good work BUT some members have issues with some members of the team.
�Best & hardest thing to do is to resolve those issues.
NORMING teams produce good work & feel good about all team members.
PERFORMING teams produce great work & everyone feels great about all team members.
Summary
Stages of team development are predictable and sequential.
Do not avoid or circumvent each stage.A team must work through each stage to grow & build
trust in each other & to bond the team members together.
As the leader, you must help the team get to the performing stage quickly.
Exercise: Identify Team Dynamics:Remember the Titans
Call out team stage! Stop for questions. Identify regression to earlier or
unresolved stage. Identify unresolved relationship
issues or conflicts between members.