Mod 7 dev others

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


xposu

reFeedback

FACADE UNKNOWN

Johari Type C: Ego-Striving

OPEN ARENA

Known by Others

Not known by Others


xposu

reFeedback

UNKNOWNFACADE

BLIND SPOT

Johari Type D: Candid Openness

OPEN ARENA

Known by Others

Not known by Others


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


high

high


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?


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.


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.


SUPP

OR

TIVE

BEH

AVIO

R


high

high

S2


S1

High Directiveand



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.


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.


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?


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.


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.


Leader StrategiesSTORMING - Coaching

SUPP

OR

TIVE

BEH

AVIO

R


high

high

S2


S3


S1

High Directiveand



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.


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?


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.


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.


Leader StrategiesNORMING - Supporting

S1

SUPP

OR

TIVE

BEH

AVIO

R


high

high

High Directiveand

High Supportive Behavior

S2


S3

S4


Low Supportiveand

Low DirectiveBehavior


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.


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.


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.


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


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


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


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


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?


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.


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.


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.


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”.


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.

Mod 7 dev others

Leadership & Management

Transcript of Mod 7 dev others