WE-05PD Concurrent Session 2:00-3:15pm

Building and Leading Effective Teams Damita Goods, DBA

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BUILDING AND LEADING EFFECTIVE TEAMS

TSMSS CONFERENCE

DR. DAMITA GOODS, DBA, MBA IRIS BOYD, DBA, MBA FACILITATOR CONTENT CONTRIBUTOR DR. I

Dr. Damita L. Goods, DBA, MBA - Content

Contributor/Presenter

• My professional background includes an array of various

academic leadership positions such as: Associate Vice Provost,

Campus Dean and Faculty. In Corporate America environment

the following positions have been held: Sr. Training Developer,

Training Consultant, Learning and Performance

Manager/Director, Instructional Designer/Facilitator. While in

these roles, there were plenty of opportunities to focus on

Effective Communication and Team Building skills.

• I currently hold a DBA in Management & Human Resources

from Argosy University, and working to finalize an EdD in

Organizational Leadership with Grand Canyon University.

• I attend public schools in South Carolina, and moved to North

Carolina after undergraduate studies at Winthrop University.

My career began as direct care worker in intermediate care

facilities. After 21 years in human/health services, I began a

career in Higher Education. Positions held: Dean of Faculty,

Campus Dean, Regional Quality Improvement Director,

Director of Training and Development, Director of Quality

Assurance, Home Health Account Manager, Case Manager,

Residential Director and Independent Training Consultant.

Experienced in: Effective Communication, Building strong teams

and Quality and Risk Management. I earned the opportunity to

become an endorsed state trainer during the 2006 Mental

Health Reform in North Carolina.

• Educationally: earned a DBA in management, professional

certificate in human resource management from argosy

university, and a masters degree in Business Administration

from Pfeiffer University. Currently, a Masters in Health Service

Administration concentrating in Long-Term Care.

WORKSHOP AGENDA

• Learning Objectives

• Introductions

• Essential Management Skills

• Mastering Core Business Skills

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LEARNING OBJECTIVES

After this workshop, you will be able to:

• Build and lead an effective team

• Use essential management skills

• Master core business skills in a flexible modular

• Improve your ability to influence and motivate others

LEARNING OBJECTIVES

• Develop and use coaching strategies

• Identify coaching strategies for all team members

• Manage oneself and lead others

INTRODUCTIONS

Icebreaker

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ESSENTIAL MANAGEMENT SKILLS

• Engaging

• Open and informal communication

• Interpersonal skills

• Value teamwork and collaboration

• Customer focused and quality conscious

• Engage and empower their teams

ESSENTIAL MANAGEMENT SKILLS

• Have team meetings

• Receptive to change and recommendations from team members

• Involved in improving team processes and capabilities

• Maintains accountability for results

• Mediate interpersonal and inter-team conflicts

CORE BUSINESS SKILLS

• Identifying the core business functions

• Integrating the new and seasoned leaders

• Launching the team

• Operational reviews for cohesiveness and effectiveness

• Obtaining feedback

• Debriefing after completion of projects

• Evaluate the team’s performance

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WHAT IS AN EFFECTIVE TEAM?

• Diverse

• Established leadership

• Geographically dispersed in some organizations

• Strong teams –right mix and good relationships

• Supportive – resources & foster teamwork

• Shared mindset – sharing knowledge to establish effective collaboration

(Cardinal, 2015)

EVALUATE YOUR CURRENT TEAM

USING A SCALE OF 1 TO 3 1 (LOWEST) AND 3 (HIGHEST)

• Output

Are your customers satisfied with the quality and delivery of your team’s service?

• Collaboration

Does your team dynamics allow the team to work well together?

• Effectiveness

Does the team have a common goal?

Do you have the right number of people on the team?

Do the team have clear acceptable conduct norms?

(Haas & Mortensen, 2016)

BUILDING YOUR TEAM

Is an effective team large?

• Large teams experience communication problems, fragmentation, and

limited accountability

• Impacts collaboration by limiting the information shared with other

team members, press others to conform, and shift blame to others, for

example.

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BUILDING TEAM COMPETENCIES

• Skills

• Knowledge

• Traits

• Motives

(Leggatt, 2007)

TEAM LEADERSHIP

• From your current team’s evaluation, what type of leadership style is need?

What are Leadership Styles?

SIX STYLES LEADERSHIP

• Coercive Leadership – Do what I tell you?

• Pace-setting Leadership – Do as I do?

• Authoritative Leadership – Come with me

• Affiliative Leadership – People comes first

• Democratic Leadership – What do you think?

• Coaching Leadership – Try It!

(Goleman, n.d.)

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WHAT’S YOUR STYLE?

Take 10 minutes to complete the Leadership Style Assessment.

Beside each statement, circle the number that best represents how you feel about the statement by

using the following scoring system:

•Almost Always True — 5 •Frequently True — 4 •Occasionally True — 3 •Seldom True — 2 •Almost Never True — 1

(http://www.nwlink.com/~donclark/leader/survstyl.html)

LEADERSHIP ESSENTIALS

• Inspires

• High integrity and honesty

• Solves problems

• Analyzes issues

• Drives results

LEADERSHIP ESSENTIALS

• How can your leadership style impact your team’s ability to collaborate?

• How can your leadership style impact your team’s communication?

• With teams being more complex, how do you manage a team that is diverse, virtual and

geographically dispersed?

• How can you use your leadership style to decrease large team vulnerabilities?

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LEADERSHIP INFLUENCE AND PERSUASION

Influence and Persuasion are not the same.

Influence ability to affect ones thinking even without speaking.

Persuasion is deliberate and uses reasoning to get someone to do

something.

6 FACTORS OF PERSUASION THAT INFLUENCE

1. Authority – credible expert

2. Likeable – trusted

3. Reciprocity – owe one

4. Consistency – consistent

5. Scarcity – scarce commodity

6. Consensus – popular choices

www.youtube.com/watch?v=cFdCzN7RYbw&list=UU8IMseLCZx2BZe3thxHXnog&index=1&feature=plcp

(Kendrick, 2012)

HOW LEADERS CAN INFLUENCE

• Visibility

• Manners

• Gaze

• Space

• Voice

• Gestures

• Touch

• Smile

• Speed

• Communication

(HR Berkley)

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COACHING STRATEGY FOR TEAM COMPETENCY

• Coaching starts with the leaders understanding why you are coaching and

what actions need to be taken.

• Coaching focuses on team learning and growth.

• Purpose is to increase effectiveness, broaden thinking, identify strengths,

and set and achieve challenging goals.

(Frankovelgia, 2010)

LEADERSHIP COACHING STRATEGIES

• Building the relationship

• Providing assessment

• Challenging thinking and assumptions

• Supporting and encouraging

• Driving results

(Frankovelgia, 2010)

DEVELOPING YOUR STRATEGY………..

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YOUR COACHING PLAN

1. What is the purpose of coaching? What is your focus?

________________________________________________________________________________

2. What is your role and contribution in the process?

________________________________________________________________________________

3. What is the flow of communication? What is team structure?

_______________________________________________________________________________

4. Is a learning environment created? Is the team engaged?

_______________________________________________________________________________

5. What is your relationship and level of influence on the team?

_________________________________________________________________________________

MANAGING ONESELF

Self-awareness requires…

• Reflecting on what was learned to prevent repeating the same mistake.

Self managing requires …..

• Controlling ones emotions and adapting to change

• Reducing ones stress

• Self-awareness is leadership development

(Bell, 2011)

LEADING OTHERS

• Value ideas

• Establish team values

• Awareness of team morale

• Facilitate and have clear communication

• Encourage trust and cooperation

• Act as a harmonizing agent by resolving minor disputes quickly

• Delegate tasks

• Listen

• Build consensus

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USING WHAT YOU HAVE LEARNED TO INFLUENCE AND MOTIVATE OTHERS

Using what you have learned today about your leadership style, how you

influence and motivate your team, what are your barriers to developing or

maintaining an effective team?

LEADING AND EFFECTIVE TEAM CLOSING THOUGHT

“Leadership is not exerting power over others or exhorting them to follow

you. Rather, it results from your example of empowering others to step up

and lead. Leaders do that by learning to lead themselves, becoming self-

aware and behaving authentically.” (Bell, 2011)

RESOURCES

Bell, G. (2011). Leadership starts with self-awareness. Star Tribune. Retrieved from:

http://www.billgeorge.org/page/leadership-skills-start-with-self-awareness.

Cardinal, R. (2015). 5 Steps to building an effective team. Huffington Post. Retrieved from:

http://www.huffingtonpost.com/rosalind-cardinal/5-steps-to-building-an-effective

-team_b_7132406.html

Frankovelgia, C. (2010). The key to effective coaching. Forbes. Retrieved from:

http://www.forbes.com/2010/04/28/coaching-talent-development-leadership-managing-ccl.html

Goleman, D. (n.d.). 6 Leadership styles. Retrieved from: http://www.mbaknol.com/strategic-

management/six-leadership-styles-by-daniel-goleman/

Haas, M. & Mortensen, M. (2016). Seven secrets of great teamwork. Harvard Business Review, pp. 71.

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RESOURCES

Kendrick, D. T. (2012). 6 Principles of Persuasion. Psychology Today.

Leggatt, S. G. (2007). Effective health care teams require effective team members: Defining teamwork competencies. BMC Health

Services Research. 7: 17. Doi: 10.1186/1472-6963-7-17.

Navarro, J. (2012). 10 Effective ways leaders can influence others through nonverbal communication. The Art of. Retrieved from:

http://www.theartof.com/articles/10-effective-ways-leaders-can-influence-others-through-nonverbal-communications.

Porter, D. (2015). Mission possible: Building an effective business continuity team in seven steps. Journal of Business Continuity &

Emergency Planning, 9:3.

L e a d e r s h i p S t y l e S u r v e y

This questionnaire contains statements about leadership style

beliefs. Next to each statement, circle the number that

represents how strongly you feel about the statement by using

the following scoring system:

o Almost Always True — 5

o Frequently True — 4

o Occasionally True — 3

o Seldom True — 2

o Almost Never True — 1

Be honest about your choices as there are no right or wrong answers — it is only for your own

self-assessment.

L e a d e r s h i p S t y l e S u r v e y

1. I always retain the final decision making authority within my

department or team.

5 4 3 2 1

2. I always try to include one or more employees in determining

what to do and how to do it. However, I maintain the final

decision making authority.

5 4 3 2 1

3. My employees and I always vote whenever a major decision has to

be made.

5 4 3 2 1

4. I do not consider suggestions made by my employees, as I do not

have the time for them.

5 4 3 2 1

5. I ask for employee ideas and input on upcoming plans and

projects.

5 4 3 2 1

6. For a major decision to pass in my department, it must have the

approval of each individual or the majority.

5 4 3 2 1

7. I tell my employees what has to be done and how to do it. 5 4 3 2 1

8. When things go wrong and I need to create a strategy to keep a 5 4 3 2 1

project or process running on schedule, I call a meeting to get my

employee's advice.

9. To get information out, I send it by email, memos, or voice mail;

very rarely is a meeting called. My employees are then expected to

act upon the information.

5 4 3 2 1

10. When someone makes a mistake, I tell them not to ever do that

again and make a note of it.

5 4 3 2 1

11. I want to create an environment where the employees take

ownership of the project. I allow them to participate in the

decision-making process.

5 4 3 2 1

12. I allow my employees to determine what needs to be done and how

to do it.

5 4 3 2 1

13. New hires are not allowed to make any decisions unless it is

approved by me first.

5 4 3 2 1

14. I ask employees for their vision of where they see their jobs going

and then use their vision where appropriate.

5 4 3 2 1

15. My workers know more about their jobs than me, so I allow them

to carry out the decisions to do their job.

5 4 3 2 1

16. When something goes wrong, I tell my employees that a procedure

is not working correctly and I establish a new one.

5 4 3 2 1

17. I allow my employees to set priorities with my guidance. 5 4 3 2 1

18. I delegate tasks in order to implement a new procedure or process. 5 4 3 2 1

19. I closely monitor my employees to ensure they are performing

correctly.

5 4 3 2 1

20. When there are differences in role expectations, I work with them

to resolve the differences.

5 4 3 2 1

21. Each individual is responsible for defining his or her job. 5 4 3 2 1

22. I like the power that my leadership position holds over

subordinates.

5 4 3 2 1

23. I like to use my leadership power to help subordinates grow. 5 4 3 2 1

24. I like to share my leadership power with my subordinates. 5 4 3 2 1

25. Employees must be directed or threatened with punishment in

order to get them to achieve the organizational objectives.

5 4 3 2 1

26. Employees will exercise self-direction if they are committed to the

objectives.

5 4 3 2 1

27. Employees have the right to determine their own organizational

objectives.

5 4 3 2 1

28. Employees seek mainly security. 5 4 3 2 1

29. Employees know how to use creativity and ingenuity to solve

organizational problems.

5 4 3 2 1

30. My employees can lead themselves just as well as I can. 5 4 3 2 1

In the table below, enter the score of each item on the above questionnaire. For example, if

you scored item one with a 3 (Occasionally), then enter a 3 next to Item One. When you have

entered all the scores for each question, total each of the three columns.

Item Score Item Score Item Score

1 ______ 2 ______ 3 ______

4 ______ 5 ______ 6 ______

7 ______ 8 ______ 9 ______

10 ______ 11 ______ 12 ______

13 ______ 14 ______ 15 ______

16 ______ 17 ______ 18 ______

19 ______ 20 ______ 21 ______

22 ______ 23 ______ 24 ______

25 ______ 26 ______ 27 ______

28 ______ 29 ______ 30 ______

Total _____ Total _____ Total _____

Authoritarian

Style

Participative

Style

Delegative

Style

autocratic democratic free reign

This questionnaire is to help you assess what leadership style you normally operate out of.

The lowest score possible for any stage is 10 (Almost never) while the highest score possible

for any stage is 50 (Almost always).

The highest of the three scores in the columns above indicate what style of leadership you

normally use — Authoritarian, Participative, or Delegative. If your highest score is 40 or

more, it is a strong indicator of your normal style.

The lowest of the three scores is an indicator of the style you least use. If your lowest score is

20 or less, it is a strong indicator that you normally do not operate out of this mode.

If two of the scores are close to the same, you might be going through a transition phase,

either personally or at work, except if you score high in both the participative and the

delegative then you are probably a delegative leader.

If there is only a small difference between the three scores, then this indicates that you have

no clear perception of the mode you operate out of, or you are a new leader and are trying to

feel out the correct style for yourself.

Retrieved from: http://www.nwlink.com/~donclark/leader/survstyl.html/