leading peak performing work teams - castacoloradotransit.com/wp-content/uploads/2017/06/... ·...

21
Leading Peak Performing Work Teams 1 LEADING PEAK PERFORMING WORK TEAMS Developed by: June E. Ramos, Consultant and Executive Coach [email protected] 303-679-8700

Upload: others

Post on 30-May-2020

10 views

Category:

Documents


1 download

TRANSCRIPT

Page 1: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 1

LEADINGPEAKPERFORMINGWORKTEAMS

Developedby:JuneE.Ramos,ConsultantandExecutiveCoach

[email protected]

Page 2: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 2

ProgramObjectives

• Identifykeyingredientsforteamsuccess

• Understandtheroleofcollaborationasatooltocreateteameffectiveness

• Assess your team to key indicators and developanactionplan

• Create a positive environment conducive toachievingstatedgoalsandobjectives

• Havefun!

Page 3: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 3

GroundRulesforSuccess

§ Beopentonewideas

§ Challengeyourthinkingprocess

§ Learnfromeachother

§ Watchelectronicdistractions

§ Beontimefrombreaks

§ Askquestionsandengageinthelearning

at100%

§ Other?

Page 4: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 4

ParticipantIntroductions

√ YourName:______________________________

√ YourCompany/Organization:

√ AnaccomplishmentIamproudoffromateamIamamemberoforonethatIlead

√ WhatIFindMostChallengingAboutWorkingWithTeamsandTryingtoAchieveConsensus

Page 5: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 5

ALOOKATTHECOURSEASSUMPTIONS

Thecourseisbasedonthefollowingprinciples:

♦ Peopleworkingtogetherinteamsarethekeytosuccessfulorganizations♦ Peoplearecreativeandcanbebetterutilizedinorganizations♦ Teammeetingscanbegreatlyimprovedbythemindsetoftheleaderwhovalues

peopleandwhowantstomaximizetheircreativityandcontributions♦ Meetingsareanopportunitytocreatecollaborativeenvironmentsthatbringout

thebestinpeople♦ Effectiveteamprocessesproduceresults♦ Sharedownershipofdecisionsisthekeytosuccessfulimplementationthrough

consensusdecisionsbuiltonaseriesofpositiveagreements♦ Teamsuccessisateamresponsibilityandshouldbeviewedasateam-managed

goalinwhicheveryoneparticipatesfully

Page 6: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 6

TEAMEXERCISE–INSTRUCTIONS • BuildtheTallestFreestanding

Structure:Thewinningteamistheonethathasthetalleststructuremeasuredfromthetabletopsurfacetothetopofthemarshmallow.Thatmeansthestructurecannotbesuspendedfromahigherstructure,likeachair,ceilingorchandelier.

• TheEntireMarshmallowMustbeonTop:Theentiremarshmallowneedstobeonthetopofthestructure.Cuttingoreatingpartofthemarshmallowdisqualifiestheteam.

• UseasMuchorasLittleoftheSuppliesProvidedintheKit:Includedineachkitis

thefollowing(Theteamcannotusethepaperbagaspartoftheirstructure,noruseanythingelseotherthanwhatisinthekit.):

o 20sticksofspaghettio Oneyardofmaskingtapeo Oneyardofstringo OneMarshmallow

• BreakuptheSpaghetti,StringorTape:Teamsarefreetobreakthespaghetti,cut

upthetapeandstringtocreatenewstructures.• TheChallengeLasts18minutes:Teamscannotholdontothestructurewhenthe

timerunsout.Thosetouchingorsupportingthestructureattheendoftheexercisewillbedisqualified.

• PleasefollowtheRules

Page 7: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 7

NOTES:

Page 8: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 8

TheFiveDysfunctionsofaTeam1. AbsenceofTrust--stemmingfromtheirunwillingnesstobevulnerablewithinthe

group.Membersofgreatteamstrustoneanotheronafundamentallevel.Theygettoapointwheretheycanbecompletelyopenwitheachother.

2. FearofConflict--resultinginveileddiscussionsandguardedcomments.Teamsthattrustoneanotherarenotafraidtoengageinpassionatedialoguearoundissuesanddecisionsthatarekeytotheorganization’ssuccess.Theydonothesitatetodisagreewith,challengeandquestioneachotherusingpositiveconflictprocesses–thegoalistofindthebestanswers,discoverthetruthandmakegreatdecisions.

3. LackofCommitment--symptomaticoffeignedagreementbetweenmeetings.Greatteamsthatengagedinpositiveconflictareabletoachievegenuinebuy-inaroundimportantissues,evenwhenvariousmembersoftheteaminitiallydisagree.Theyensurethatallopinionsandideasareputonthetableandconsidered,givingconfidencetoteammembersthatnostonehasbeenleftunturned.

4. AvoidanceofAccountability--evidencedbythelackofplanorfollowingupontheactionsandbehaviorsoftheirpeers.Teamsthatcommittodecisionsandstandardsofperformancedonothesitatetoholdoneanotheraccountableforadheringtothosedecisionsandstandards.What’smore,theydon’trelyontheteamleaderastheprimarysourceofaccountability–theygodirectlytotheirpeers.

5. InattentiontoResults/Goals--whenteammembersputindividualneeds(suchasego,careerdevelopmentorrecognition)oreventheneedsoftheirdivisionabovethecollectivegoalsoftheteam.Ifallotheritemsareinplace,itislikelythatteammemberswillputtheirindividualneedsandagendasaside,andfocusalmostexclusivelyonwhatisbestfortheteamandtheorganization.Ego-statusisputasideinfavorofteamsuccess.

“Andso,likeachainwithjustonelinkbroken,teamworkdeterioratesifevenasingledysfunctionisallowedtoflourish…Imaginehowmembersoftrulycohesiveteamsbehave:

1)Theytrustoneanother.

2)Theyengageinunfilteredconflictaroundideas.

3)Theycommittodecisionsandplansofaction.

4)Theyholdoneanotheraccountablefordeliveringagainstthoseplans.

5)Theyfocusontheachievementofcollectiveresults.”

Lencioni,Patrick,TheFiveDysfunctionsofaTeam,Jossey-Bass/Wiley,2002,ISBN0-7879-6075-6

Page 9: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 9

FromPatrickLencioni,The5DysfunctionsofaTeam

ASSESSMENTRATINGSCALE

1–Never2–Rarely3–Sometimes4–Usually5–Always

Goals

High Accountability

High Commitment

Positive Conflict Processes

High Trust

Page 10: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 10

TEAMASSESSMENT(From5DysfunctionsofaTeam)

BuildingTrust–Teammembers:

1. Admittheirmistakes

2. Acknowledgetheirweaknessestoeachother

3. Askforhelpwithouthesitation

4. Askforeachother’sinputregardingtheirareaofresponsibility

5. Tapintoeachother’sskillsandexpertise

6. Willinglyapologizetoeachother

7. Areunguardedandgenuinewitheachother

8. Cancomfortablydiscusstheirpersonalliveswithoneanother

Total

Average(Dividetotalby8)

CreatingPositiveConflictProcesses–Teammembers:

1. Arepassionateandunguardedintheirdiscussionofissues

2. Teammeetingdiscussionsareinterestingandcompelling–notboring

3. Themostdifficultandimportantissuesarealwaysdiscussed–noavoidanceoftoughissues

4. Voicetheiropinionevenattheriskofcausingdisagreement

5. Challengeeachotherabouthowtheyarrivedattheirconclusionsandopinions(duringdiscussions)

6. Solicitoneanother’sopinionsatmeetings

7. Communicateunpopularopinionstothegroup

8. Confrontanddealwithconflictingissuesbeforemovingtoanothertopic

Total

Average(Dividetotalby8)

Page 11: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 11

CreatingHighCommitment–Teammembers:

1. Leavemeetingsanddiscussionsknowingthereishighcommitmentfromthegroup

2. Enddiscussionswithclearandspecificresolutionsandcallstoaction

3. Areclearabouttheteam’sdirectionandpriorities

4. Arealignedaroundcommonobjectives

5. Aredecisive,evenwhen“perfect”informationisnotavailable

6. Sticktotheirdecisions

7. Arewillingtosupportthefinalgroupdecision,eveniftheyinitiallydisagreed

Total

Average(Dividetotalby7)

CreatingHighAccountability–Teammembers:

1. Pointoutoneanother’sunproductivebehaviors

2. Arequicktoconfrontpeersaboutproblemsintheirrespectiveareaofresponsibility

3. Questiononeanotherabouttheircurrentapproachesandmethods

4. Ensurethatpoorperformersfeelpressureandtheexpectationtoimprove

5. Holdeachothertothesamehighstandards

6. Consistentlyfollowthroughonpromisesandcommitments

7. Offerconstructivefeedbacktoeachother

Total

Average(Dividetotalby7)

Page 12: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 12

ProduceResultsandAccomplishGoals–Teammembers:

1. Arequicktopointoutthecontributionsandachievementsofeachother

2. Hasareputationforhighperformance

3. Takepersonalresponsibilitytoimprovetheteam’sperformanceiftheteamfailstoachieveacollectivegoal

4. Willinglymakesacrificesintheirareasforthegoodoftheteam

5. Areslowtotakecreditforpersonalachievementifitisattheexpenseofotherteammembers

6. Consistentlyachievecommonteamobjectives

7. Valuecollectivesuccessmorethanindividualachievement

8. Donotplacehighvalueontitlesandstatus–preferringoverallteamperformance

Total

Average(Dividetotalby8)

Page 13: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 13

SCORINGINTERPRETATION(5DysfunctionsofaTeam)

HighAvg.Scoreof3.75

andabove

MediumAverageScoreof

3.25–3.74

LowAverageScoreof3.24andbelow

TRUST

Yourteamhascreatedanenvironmentwherevulnerabilitiesandopennessarethenorm

Yourteammayneedtogetmorecomfortablebeingvulnerableandopenwithoneanotheraboutindividualstrengths,weaknesses,mistakesandneedsforhelp

Yourteamlacksnecessarylevelsofopennessandvulnerabilityaboutindividualstrengths,weaknesses,mistakesandneedsforhelp

CONFLICT

Yourteamiscomfortableengaginginunfiltereddiscussionaroundimportanttopics

Yourteammayneedtolearntoengagedinmoreunfiltereddiscussionaboutimportanttopics

Yourteamisnotcomfortableengaginginunfiltereddiscussionaroundimportanttopics

COMMITMENT

Yourteamisabletobuy-intocleardecisionsleavinglittleroomforambiguityandsecond-guessing

Yourteammaystruggleattimestobuy-intocleardecisions.Thiscouldbecreatingambiguitywithintheorganization

Yourteamisnotabletobuy-intocleardecisions,leavingroomforambiguityandsecond-guessing

ACCOUNTABILITY

Yourteamdoesnothesitatetoconfrontoneanotheraboutperformanceandbehavioralconcerns

Yourteammaybehesitatingtoconfrontoneanotheraboutperformanceandbehavioralconcerns

Yourteamhesitatestoconfrontoneanotheraboutperformanceandbehavioralconcerns

RESULTS

Yourteamvaluescollectiveoutcomesmorethanindividualrecognitionandattainmentofstatus

Membersofyourteammaybeplacingtoomuchimportanceonindividualordepartmentalrecognitionandego,ratherthanfocusingonthecollectivegoalsoftheteam.

Yourteamneedstoplacegreatervalueonthecollectiveachievementofoutcomes,ratherthanindividualordepartmentalrecognitionandego

Page 14: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 14

ASSESSMENTDISCUSSION

1. Whatdoesthesummaryindicateaboutthisteam’sareasofstrengths?

2. Whatdoesthesummaryindicateaboutthisteam’spotentialareasofimprovement?Also,discussanyareasoflikelyconcern?

3. Didanythingsurpriseyou?

4. Isthisthepatternyouexpected?Whyorwhynot?

5. Whataresomereasonsyourteamscoredthewayitdid?

Page 15: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 15

TRUST–thefoundationforsuccess

Whatcreatesdistrustonateam? Waystobuildtrustorrepairtrust

Page 16: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 16

TRUST

**FromCoveyLink,LeadingattheSpeedofTrust

Behavior OppositeorCounterfeit

TalkStraight Lie,spin,tellhalftruths,doubletalk,flatter

DemonstrateRespect Don’tcareordon’tshowyoucare;showdisrespectorshowrespectonlytothosewhocandosomethingforyou

CreateTransparency Withholdinformation;keepsecrets;createillusions;pretend

RightWrongs Don’tadmitorrepairmistakes;covermistakes

ShowLoyalty Sellothersout;takethecredityourself;sweettalkpeopletotheirfacesandbadmouththembehindtheirback

DeliverResults Failuretodeliver;deliveronactivities,notresults

GetBetter Deteriorate;don’tinvestinimprovement;forceeveryproblemintoyouronesolution

ConfrontReality Buryyourheadinthesand;createbusywork,skirttherealissues

ClarifyExpectations Assumeexpectationsordon’tdisclosethem;smokeandmirrors

PracticeAccountability Don’ttakeresponsibility;It’snotmyfault;don’tholdothersaccountable

ListenFirst Don’tlisten;speakfirst,listenlast;pretendtolisten;listenwithoutunderstanding

KeepCommitments Breakcommitments;violatepromises;makevagueandelusivecommitmentsordon’tmakeanycommitments

ExtendTrust Withholdtrust;"snoopervise";giveresponsibilitywithoutauthority

Page 17: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 17

FROMDEBATETODIALOGUE

Adapted:FromDebatetoDialogue:UsingtheUnderstandingProcesstoTransformOurConversations,DeborahL.Flick,Ph.D.,OrchidPublications,Boulder,Colorado,1998. CONVENTIONAL NEWUNDERSTANDING

PREMISE

Inanygivensituation,thereisonerightanswerorperspective,usuallyone’sown.

Inanygivensituation,therearemultiple,validanswersandperspectives,includingone’sown.

GOAL

Towin;toberight;tosell,persuadeorconvince.

Tounderstandtheotherpersonfromtheirpointofview.(Tounderstanddoesnotnecessarilymeantoagree.)

ATTITUDE

Evaluatingandcritical

Curiousandopen

FOCUS

“What’swrongwiththispicture?”

“What’snew?Ofvalue?WhatcanIlearn?”

BEHAVIORSLISTENING:q Acceptnothingatfacevalueq Hearadvocacyasachallengetobemetq Listenjudgmentallyq Listenforerrorsandflawsq Planyourrebuttalq TalkmorethanyoulistenINQUIRING:q Interrogationq Askquestionsthatsupportyourpoint

ofvieworchallengetheotherperson’spointofview

ADVOCATING:q Assertyourownpositionq Describeflawsintheotherperson’s

perspectiveq Justifyyourpositionq Defendyourassumptionsastruth

LISTENING:q Acceptwhatissaidatfacevalueas

trueforthegiverq Hearadvocacyasanopportunityto

deepenunderstandingq Listenfor“their”storywithout

judgmentq Listenmorethanyoutalkq ReflectinsteadofreactINQUIRING:q Askquestionsinordertoclarifyand

deepenyourunderstandingandunderstandwhatanother’sideasmeantothem

q Exploretaken-for-grantedassumptionsADVOCATING:q Offeryourideasasyoursonlyq Explorealternativepointsofview

ROLE

Devil’sadvocateor“TruthSayer”

Walkinanotherperson’sshoes.

OUTCOME

DEBATE

DIALOGUE

Page 18: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 18

WHATITIS–WHATITISN’T

“Peoplearehungryforstraightness,honestyandtrust.”(VirginiaSatir,PEOPLEMAKING)

IS ISN’T

q Dialogue

q Listening

q Honesty

q Disclosing

q Openness

q Metamessages–readingbetweenthelines

q Reframing

q Leveling(levelingwithoneanother)

q Authenticcommunication

q Confrontingtoughissues

q Managingtheconflict

q Seekingmutualunderstanding

q Givingandreceivingfeedback

q Alearningconversation

q Bullying

q Gameplaying

q Hints,sarcasm,innuendoorbelittling

q Playingthemartyr

q Blaming

q Manipulation

q Doublemessages

q Retreatingtosilence

q Discreditingothers

q Placating

q Alwayscompellingotherstoourpointofview

q Alwaysconsensus

q Always“solving”theconflict

q Alwaysagreement

q Beingrightorwrong

Page 19: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 19

BESTPRACTICESINMANAGINGCONFLICTANDDISAGREEMENT

NOTES:

Page 20: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 20

TEAMPROBLEMSOLVINGPROCESS:

1. Stateyourissue/problemasasentenceoraquestion2. Provideessentialbackgroundinformation(3–5minutes)3. Groupasksclarifyingquestions4. Groupprovidesideas/solutions/advice5. Youtakenotesandidentifykeyactionitems

MYSITUATION/PROBLEM IDEAS/SOLUTIONS

Page 21: LEADING PEAK PERFORMING WORK TEAMS - CASTAcoloradotransit.com/wp-content/uploads/2017/06/... · Leading Peak Performing Work Teams 8 The Five Dysfunctions of a Team 1. Absence of

LeadingPeakPerformingWorkTeams 21

TRAINERBIOGRAPHY

June Ramos has provided professional coaching, strategicmanagementandorganizationaldevelopmentandconsulting,andtraining/seminar delivery to business, industry, and governmentorganizations since 1985, both nationally and internationally.June’sprimaryemphasisisonhelpingindividualsandorganizations

achieve optimal performance by learning to use tools to build collaborative partnerships andhowtomanageoneself,andothersresponsibly.Using state-of-the-art needs assessments, analytical tools and research-basedmaterials, Juneprovides consulting and skills development in areas such as leadership, team building,facilitation,conflictmanagementandeffectivecommunication.Inthecourseofhercareer,Junehasworkedasacorporatecommunicationsmanagerinpublicrelations,andwasamanagement/organizationalspecialistfortwoFortune500companies.Sheworked with two national seminar firms, and one international firm, conducting trainingprogramsintheUnitedStates,Canada,Europe,Australia,andNewZealand.June has served numerous clients from both the private and public sectors, including suchorganizations as IBM, U.S. Department of the Interior, Great West Life Assurance Company,FederalReserveBankofDallas, FirstDataCorporation,U.S.EnvironmentalProtectionAgency,American Express-Center for Professional Development, Western Mobile, Redland StoneProducts, Boulder and Douglas Counties, USDA - Forest Service, National Park Service, andHewlett-Packard.June currently holds certifications in Blessing White, Inc. (Technical Leadership; Selling YourIdeas; Managing Personal Growth), Zenger Miller (Front-Line Leadership; QUEST; Leadership2000),Myers-BriggsTypeIndicator,andDDIInteractionManagement(alsoMasterTrainer).