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Talquin Electric Cooperative Teambuilding Retreat and Leadership Training - 11 January 2017

Dr. Gabrielle K. Gabrielli, CGMP, Instructor Location: Gabrielle Consulting, 3035 Eliza Rd., Tallahassee, FL 32308

0830 Ground Rules, Objectives, Introductions

0845 Teambuilding ! Problem Solving Challenge Activity ! Debrief

0915 TEAM Effectiveness, Development, Leadership, and Peak Performance ! Trust, Enthusiasm, Accountability, and Motivation

1000 Setting SMARTER Goals ! Personal SMARTER Goal ! Department Goals

1215 Lunch

1245 Problem-Solving Challenge Activity

1300 Good Leaders Ask Great Questions ! Discussion and Application

1500 Next Level Communication: Connecting with Others Everyone Communicates, Few Connect: What the Most Effective People Do Differently

! Activity and Debrief

1630 Conclusions and Next Steps

1645 Adjourn

Attendees

Sean Alderman, Director of Finance & Accounting

Tracy Bensley, General Manager

Dane Clemons, Director of IT & Communications

Blake Flowers, Director of Member Services

Tony Guillen, Director of Engineering & Operations

Ashley Sirmans, Executive Assistant

Colleen Stanley, Director of Administrative Services

Tim Waddle, Director of Water Services


Team Trust Assessment Gabrielle K. Gabrielli, Ph.D.

YES NO 1. Do team leaders stand by the goals and objectives that the team sets for itself? 2. Do team members feel that others on the team work just as hard as they do? 3. Are team members sure that all other team members are qualified to adequately

perform their jobs?

4. Are team members willing to ask for help from others to complete a task if needed?

5. Do team members have strong, agreed upon beliefs about how to achieve

success?

6. Do team members communicate effectively in person, via email, and by phone?

7. Do team members feel that the team leader and other team members

adequately share information with them?

8. During discussions and meetings, do team members contribute fairly equally rather than having one or two people dominate?

9. Are team members comfortable sharing opinions that differ from the ideas of

other team members?

10. Do team members put team interests ahead of their own interests? 11. Are team members aware of how their behavior impacts other team members

and the organization as a whole?

12. Do team members follow through with their commitments including meeting attendance and tasks?

13. Is there a great deal of support for other team members when there is a crisis? 14. If team members were each asked to list team priorities, would the lists be very

similar?

15. Do team members have roles that are clearly defined and accepted by all team members?

THE TRUST QUIZ - HOW DOES YOUR TEAM RATE? SCORING KEY: ! Add the number of checkmarks you placed in the “NO” column. If you answered “no” to 3

or less of the questions, then the team you selected is probably functioning well and achieving a fairly high level of results. However, there are still areas where it could use some development.

! If you answered “no” to between 4 and 6 of the questions, your team is likely achieving its potential performance but needs more work in trust building. Further assessment is needed to specifically identify areas in need of improvement.

! If you answered “no” to more that 7 of the questions, your team may be in need of help. This type of low trust level left unchecked will lead to frustration, decreased levels of performance, and wasted resources.


How to Build Trust in the Workplace Gabrielle K. Gabrielli, Ph.D.

1. Give trust to gain trust. 2. Communicate effectively. 3. Respect others. 4. Be competent and confident. 5. Listen to others and seek their input. 6. Show gratitude. 7. Encourage others to reach their potential. 8. Continually strive to improve. 9. Take responsibility for your actions.

10. Give credit to others who have achieved success. 11. Be enthusiastic about work opportunities and challenges. 12. Be self-motivated as well as motivate others. 13. Mean what you say and say what you do; be dependable. 14. Have a positive and optimistic attitude.

At the core of every high performing team is: • Trust • Enthusiasm • Accountability • Motivation

Coming together is a beginning. Keeping together is progress. Working together is success.

- Henry Ford

Talent wins games, but teamwork and intelligence wins championships. - Michael Jordan


Levels of Leadership Gabrielle K. Gabrielli, Ph.D.

Factors That Make a Great Leader • Character • Relationships • Knowledge • Intuition • Experience • Ability

Maxwell’s 5 Levels of Leadership

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.” - John C. Maxwell

Notes on Levels of Leadership

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Leadership Stages Models

forming

storming norming

performing

1

2 3

4

telling

selling participating

delegating 1

2 3

4

Hersey and Blanchard's Situational Leadership Model

Tuckman’s Team Development Stages Model


High Performing Team Assessment Gabrielle K. Gabrielli, Ph.D.

1 = Disagree Strongly 2 = Disagree 3 = Neutral 4 = Agree 5 = Agree Strongly Using the scale, please check the number that honestly describes your assessment of each statement.

1. Members are clear about group goals. 1 " 2 " 3 " 4 " 5 "

2. Members agree with group goals. 1 " 2 " 3 " 4 " 5 "

3. Group tasks require members to work together. 1 " 2 " 3 " 4 " 5 "

4. Members are clear about their roles. 1 " 2 " 3 " 4 " 5 "

5. Members accept their roles. 1 " 2 " 3 " 4 " 5 "

6. Member assignments match their abilities. 1 " 2 " 3 " 4 " 5 "

7. The group leader’s style changes when necessary to meet emerging group needs.

1 " 2 " 3 " 4 " 5 "

8. There is an open communication structure that allows all members to contribute and participate.

1 " 2 " 3 " 4 " 5 "

9. The group receives regular feedback about its productivity. 1 " 2 " 3 " 4 " 5 "

10. Members give each other constructive feedback. 1 " 2 " 3 " 4 " 5 "

11. The group uses feedback about its effectiveness to make improvements in how it is performing.

1 " 2 " 3 " 4 " 5 "

12. The group spends time defining and discussing problems it must solve.

1 " 2 " 3 " 4 " 5 "

13. Members spend time planning how they will solve problems and make decisions.

1 " 2 " 3 " 4 " 5 "

14. The group implements its solutions and decisions. 1 " 2 " 3 " 4 " 5 "

15. The group develops methods to evaluate its solutions and decisions.

1 " 2 " 3 " 4 " 5 "

16. The group accepts members who behave differently, as long as their behavior is perceived as helpful to task accomplishment.

1 " 2 " 3 " 4 " 5 "

17. Group norms encourage high performance, quality, and success. 1 " 2 " 3 " 4 " 5 "

18. Everyone feels like an equally valued member of the team. 1 " 2 " 3 " 4 " 5 "

19. The group is highly cohesive and cooperative. 1 " 2 " 3 " 4 " 5 "

20. Periods of conflict, even when frequent, are brief. 1 " 2 " 3 " 4 " 5 "

Adapted from Wheelan (2010). Creating effective teams: a guide for members and leaders


Setting SMARTER Goals Gabrielle K. Gabrielli, Ph.D.

People often set goals, but they do not achieve them. SMARTER goals have a much better chance of being achieved. Use the guide below to write your own SMARTER goal. Post the goal somewhere you can see it, and share with others to further increase your likelihood of success.

Specific Answer these questions to help make goals more focused: • Who is involved? • What do I want to accomplish? • When will the goal be achieved? • Where will this take place? • Which requirements and constraints are there? • Why do I need to accomplish the goal?

Example: To work toward my fitness goals, I will walk a minimum of three times per week for a total of at least 12 miles.

Measurable

5 categories of measures to help you stay on track with your goal: 1. Quality 2. Quantity 3. Time 4. Cost 5. Satisfaction

Example: We will increase management credibility by 10%.

Acceptable

In order to truly commit to a goal and take responsibility for its pursuit, the goal should be acceptable to you. Example: I will read the existing strategic plan to prepare the meeting.

Realistic A goal should be challenging but achievable within your current resources and constraints. Example: We will improve the way departments work together.

Time-bound Deadline-oriented; Results achieved within a specific time period Example: We will write the grant by COB 28 April 2017.

Extending A goal should stretch a person’s capabilities. Example: To conquer my fear of public speaking, I will join Toastmasters.

Rewarding It should feel satisfying to complete the goal. Example: I will complete my first marathon in 2017!

Write Your Own SMARTER Goal


Application: Share Your Goals for 2017 Think about what you want to achieve this year in your department, especially as it relates to the Talquin strategic plan and objectives. List some goals for your department, and then be prepared to share for feedback. Do your best to make your goals SMARTER goals.

Team SMARTER Goal:

Goal Lead Deadline


Good Leaders Ask Great Questions Gabrielle K. Gabrielli, Ph.D.

Questions I Ask 1. Why Are Questions So Important 2. What Questions Do I Ask Myself as a Leader? 3. What Questions Do I Ask My Team Members?

Questions Leaders Ask Me

4. What Must I Do to Lead Myself Successfully? 5. How Does Leadership Work? 6. How Do I Get Started in Leadership? 7. How Do I Resolve Conflict and Lead Challenging People? 8. How Can I Succeed Working Under Poor Leadership? 9. How Can I Successfully Navigate Leadership Transitions?

10. How Can I Develop Leaders? Questions I Ask

1. Why are questions so important?

2. What questions do I ask myself as a leader? • Am I investing in myself? • Am I genuinely interested in others? • Am I grounded as a leader? • Am I adding value to my team? • Am I investing my time with the right people?

3. What questions do I ask my team members?

• How good of a listener are you? • What do you think? • How can I serve you? • What do I need to communicate? • Did we exceed expectations? • What did you learn? • Did we add value? • How do we maximize this experience? • What do I need to know? • How are the numbers?


Questions Leaders Ask Me 4. What must I do to lead myself successfully?

5. How does leadership work?

6. How do I get started in leadership?

7. How do I resolve conflict and lead challenging people? • Questions you should ask yourself as a leader dealing with challenging

people: - How much of my energy will I let them take? - How much of my time will I let them take? - How much of my focus will I let them take? - How much of my joy will I let them take? - How much of my resources will I let them take?

8. How can I succeed working under poor leadership?

9. How can I successfully navigate leadership?

10. How can I develop leaders? • How to identify your TOP 20 Percent

- Passion: Are they excited? - Teachability: Are the growing now and are they open to growing

more? - Capacity: What is their potential? Is there plenty of room for

growth?

Ask questions that: • Help others clarify their thinking - Why do you say that?, Could you

explain further? • Challenge others about assumptions - Is this always the case?, Why do

you think this assumption holds here? • Clarify evidence as a basis for dialogue and decisions - Why do you

say that?, Is there reason to doubt this evidence? • Provide alternative viewpoints and perspectives and biases - What is

the counter-argument?, Can or did anyone see this another way? • Highlight Implications and consequences - But if...happened, what else

would result?, How does...affect...? • Question the question - Why do you think I asked that question?, Why

was that question important? • Maxwell, John C. (2014). Good Leaders Ask Great Questions: Your Foundation for Successful Leadership. Center Street Publishers. 288 pages


Questions Every Supervisor Should Ask His or Her Direct Reports

Gabrielle K. Gabrielli, Ph.D. Leadership is a process of positively influencing others. People in positions of leadership including supervisors need to have open dialogue with their direct reports about expectations, performance, feedback, and more. Here are some excellent questions that every supervisor should ask in one-on-one conversations:

• What motivates you?

• What is one thing you would like to learn?

• What are your long-term goals?

• Where would you like to be in one year? Five years?

• As a supervisor, how can I you better support you?

• What is one thing you’d like to improve in the workplace?

• What is one thing you would like to improve in yourself?

• What is one suggestion you have for what would help me improve to make me a more effective supervisor?

Other great questions to ask:

• How do you like to be rewarded?

• What are the most important things you’d like to achieve this year?

• How can I help you be successful?

• How would you describe the biggest challenges our team is facing?

• What is your impression of our organizational culture?

• What is your impression of our team culture?

• What is your preferred method or methods of communication?

Ask these questions in the beginning of employment and periodically throughout

the course of a working relationship. Use the information you learn to work on

being an even more effective leader as well to as provide any specific coaching

and training for your direct reports.


Everyone Communicates, Few Connect Gabrielle K. Gabrielli, Ph.D.

Connecting Principles 1. Connecting increases your influence in every situation. 2. Connecting is all about others. 3. Connecting goes beyond words. 4. Connecting always requires energy. 5. Connecting is more skill than natural talent.

Connecting Practices 1. Connectors connect on common ground. 2. Connectors do the difficult work of keeping it simple. 3. Connectors create an experience everyone enjoys. 4. Connectors inspire people. 5. Connectors live what they communicate.

Maxwell, John C. (2010). Everyone Communicates, Few Connect: What the Most Effective People Do Differently. Thomas Nelson Publishers. 262 pages.

Central Truths 1. If you want to succeed, you must learn how to connect with others. 2. High achievers care about people, view subordinates optimistically, seek

advice from everyone regardless of position, and listen well to others. 3. Maturity is the ability to see and act on behalf of others. 4. We remember 85-90% of what we see and less than 15% of what we hear. 5. Connecting always requires energy; we must intentionally and willingly

connect with others. This requires initiative (go first); clarity (be prepared); patience (slow down); selflessness (give); and stamina (recharge).

6. If you are responsible for leading people or communicating with others, it is especially vital for you to find ways to recharge.

7. A bad beginning makes a bad ending (Euripides). 8. People connect with stories, not statistics. 9. It is the job of a leader to bring clarity to a subject, not complexity.

10. Three words are essential to connect with others: brevity, levity, and repetition.

11. Leadership is about inspiring people to do things they never thought they could (Steve Jobs).

12. The mediocre teacher tells, the good teacher explains, and the great teacher demonstrates.

13. Vision without passion is a picture without possibilities.


Everyone Communicates, Few Connect 14. People ask three questions about their leaders: Do they care for me? Can

they help me? Can I trust them? 15. Preparation yields confidence and passion yields conviction.

Application 1. When communicating, find common ground, make communication simple,

capture people’s interest, inspire others, and be real. 2. When you communicate, you must include: thought (something I know);

emotion (something I feel); and action (something I do). 3. When communicating, attempt to connect on four levels: visually,

intellectually, emotionally, and verbally. • Connect visually; eliminate personal distractions (do not allow anything

to distract from your message); expand your range of expressions; move with sense of purpose, pay attention to surroundings, remove obstacles, and reduce distance from audience.

• Connect intellectually; you must know your subject and yourself. • Connect emotionally; the words used are far less important than the

energy, intensity, and conviction with which you use them. • Connect verbally; what we say and how we say things make quite an

impact. 4. Bring intentional energy to conversations. Gear up mentally and

emotionally for communication opportunities. 5. Think of ways that you can increase your energy when speaking to an

audience. 6. Read voraciously then file quotes and illustrations. Have supporting

material ready to include in any message. 7. Become a student of communication; study effective speakers. 8. The larger the audience, the more energy you will need to bring to your

communication. 9. Build upon agreement, not disagreement. Don’t make assumptions about

people; take into consideration other people’s views, avoid indifference, and don’t isolate yourself.

10. Availability requires intentionality; spend time with others. 11. Keep talks to three ideas. Get to the point. 12. Deliver results before delivering the message; communicate from

experience. You must live what you communicate. 13. Do not commit one or more of the four unpardonable sins of a

communicator: being unprepared, uncommitted, uninteresting, and uncomfortable.

14. If you want to get your message across, you have to learn how to communicate in someone else’s world.

Maxwell, John C. (2010). Everyone Communicates, Few Connect: What the Most Effective People Do Differently. Thomas Nelson Publishers. 262 pages


Notes

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