Building The Effective Team
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The document discusses strategies for building effective teams, emphasizing the importance of understanding unique abilities, hiring for character, competence, and chemistry, and the principles of effective delegation. It also highlights the shift in motivation approaches across generations, focusing on intrinsic motivators such as autonomy, mastery, and purpose. Ultimately, the content aims to foster clarity, confidence, and a structured approach to improve personal and organizational performance.
Building The Effective Team
- 2. “THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.” BRENT HAWKINS, TWISTED ROOT MARKETING
- 5. “Most people allow their lives to simply happen to them. They float along. They wait. They react. And by the time a large portion of their life is behind them, they realize they should have been more proactive and strategic. I hope that hasn’t been true for you. If it has, then I want to encourage you to develop a stronger sense of urgency and a pro-strategic mind-set.” Default or Design?
- 6. The Power of a Preferred Preferred Future Current Reality Myth Truth Key Decision
- 7. If today were February 17, 2019… what would you have needed to accomplish to declare the previous 3 years a success?
- 8. The Power of a Preferred Future
- 11. Unique Ability
- 12. Unique Ability
- 14. Unique Ability® Source: Unique Ability, by Catherine Nomura and Julia Waller Unique Ability Excellent Competent Incompetent
- 16. When have you felt closest to your Unique Ability?
- 17. Pair and Share
- 18. Apply to Life. Work Financial Kids Marriage Social Mental Physical Spiritual Walk with Jesus Time Management GODHobbies Ministry
- 19. Building your Team • Overlap values and morals with the people you hire • Look for different Unique Abilities in team members • Hire and delegate the work that is NOT in your area of Unique Ability • This will not happen by default, but BY DESIGN! Unique Ability Excellent Competent Incompetent YOU EXECUTIVE ASSISTANT BUSINESS DEVELOPMENT CHIEF OPERATIONS OFFICER SUPPORT STAFF OTHER? OTHER?
- 20. Unique Ability Excellent Competent Incompetent How would you apply Unique Abilities to finding, hiring, and retaining the right people?
- 21. Working With Others • You must know your Unique Ability to determine who to hire • Strong teams consist of people with different Unique Abilities • New hires should share your values and morals, but have different Unique Abilities • Empower your team members to develop new skills in their Unique Ability Your Values Their Values Their Unique Ability Your Unique Ability
- 22. Imagine the Potential • Team working in their area of passion, giftedness and skill • Do more of what you enjoy • Create an environment that encourages excellent work product • Team members “Lean In” to their work, rather than avoid it • Leading people to their full potential • Enhancing your team’s capacity (personally and corporately)
- 23. It begins with YOU!
- 26. Hiring: The 3 C’s of a good hire CHEMISTRYCOMPETENCE CHARACTER
- 27. 1. Character Explore this area through: • Pray for discernment • Ask questions related to: ✴ Work ethic ✴ Values & Priorities ✴ Trustworthiness ✴ Treatment and respect for others • Check references • Spousal dinner CHARACTER
- 28. COMPETENCE 2. Competence Explore this area through: • Open-ended questions in interview process • Interview questions centered around skills and past performance • Trial workday with real-work simulations • Problem solving scenarios requiring similar skills to role
- 29. CHEMISTRY 3. Chemistry Explore this area through: • Interview to discover how the candidate has valued team unity in the past • Personality assessment & compare results to other’s on team • Trial workday with co-worker observations • Team peer interview
- 32. Delegation.
- 34. How to Sabotage Delegation
- 35. Sabotaging Delegation • Lack clarity • Miscommunicate • Set unclear expectations • Delegate task, but not authority • Take things back • Change things after delegating
- 36. Benefits of Effective Delegation • You can get more done • Work more in your areas of Unique Ability • More time for the top 20% of your activities that produce 80% of results • Proper delegation is critical to those around you • Organizational health • More!
- 37. A Wise Approach?
- 40. Directing “Since you haven’t done this before, would it be helpful if I provided you with some direction, resources, and information?” Source: Leadership and the One Minute Manger DIRECTING
- 41. Coaching “Since you’re still learning, and may be discouraged, would it be helpful if I continue to provide you with some direction? I’d also like to hear your ideas…” Source: Leadership and the One Minute Manger COACHING
- 42. Supporting “Since you know how to do this, what you need me to do is listen, rather than give advice, right?” Source: Leadership and the One Minute Manger SUPPORTING
- 43. Delegation “I know you’re taking the lead, but I’m here, when and if you need me.” Source: Leadership and the One Minute Manger DELEGATING
- 44. Delegation Matrix CATEGORY DIRECT SUPPORT DESCRIPTION COMMUNICATION & EXPECTATIONS DIRECTING High Directive Low Supportive Structure, organize, teach, and supervise “I would appreciate your help. Do this work, this way and report back to me.” COACHING High Directive High Supportive Direct and support “This work needs to get done. What suggestions do you have? I will lead, and you will support.” SUPPORTING Low Directive High Support Praise, listen, and facilitate “I would like you to get this work done. You have some latitude in how you will do it. I may provide some input along the way. You lead, I will support.” DELEGATING Low Directive Low Support Turn over responsibility and authority “These are the results we need to achieve. You are responsible and have the authority to get it done. You lead. I will manage the results with you.” R3D9
- 45. Variables in Delegation Expectations Proper behavior Level of urgency Specific work Desired Deliverables Clear communication How to Get it Done Others Involved Deadlines
- 47. Group Activity
- 48. Motivation.
- 53. Motivation Workforce Landscape • Beliefs transferred from Baby Boomers • Expectations of Gen X & Millennials • Flexible work hours • Money not motivator • Cause/purpose driven
- 54. 3 Keys to Motivation 3.0 Autonomy Mastery Purpose
- 55. Book: Drive
- 56. 3 Keys to Motivation 3.0 Autonomy Mastery Purpose
- 57. Satisfaction Point It seems that once a person reaches a level of satisfaction with their compensation package which includes salary and benefits, that additional money is not a significant motivator. Nor are potential punishments or take-aways.
- 58. Intrinsic vs. Extrinsic “enjoyment-based intrinsic motivation, namely how creative a person feels when working on the project, is the strongest and most pervasive driver.”
- 61. In a company, who is responsible for motivating the employees?
- 62. God’s Expectations… Does God care how employers treat employees?
- 63. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 Masters, provide your slaves with what is right and fair, because you know that you also have a Master in heaven.
- 64. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 …for gaining wisdom and instruction; for understanding words of insight; for receiving instruction in prudent behavior, doing what is right and just and fair;
- 65. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 Look! The wages you failed to pay the workers who mowed your fields are crying out against you. The cries of the harvesters have reached the ears of the Lord Almighty.
- 66. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 And whatever you do or say, do it as a representative of the Lord Jesus, giving thanks through him to God the Father.
- 67. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 One who oppresses the poor to increase his wealth and one who gives gifts to the rich— both come to poverty.
- 68. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6:9 2 Corinthians 5:10 And masters, treat your slaves in the same way. Do not threaten them, since you know that he who is both their Master and yours is in heaven, and there is no favoritism with him.
- 69. God’s Expectations… Colossians 4:1 Proverbs 1:1-3 James 4:5 Colossians 3:17 Proverbs 22:16 Ephesians 6 2 Corinthians 5:10 For we must all appear before the judgment seat of Christ, so that each of us may receive what is due us for the things done while in the body, whether good or bad.
- 71. Getting Things Done with Others Unique Abilities Discover your Unique Ability Determine ideal team roles Build & develop your team Hiring The Right People Character Competence Chemistry Delegation Avoid delegation sabotage The Delegation Matrix (Directing, Coaching, Supporting, Delegation) Motivation Autonomy, Mastery, Purpose Intrinsic vs. Extrinsic Win-Win Relationship Expense vs. Investment Levels of Challenge BUILDING THE EFFECTIVE TEAM
- 72. Imagine a life where... You have clarity, confidence and focus on which items to pursue You have a clearly defined process and system for all of your work You are planning and scheduling all activities within your realistic capacity You are focusing your time on the key activities that bring the greatest results Your day is filled with increasing levels of Purpose. Passion. Performance.
- 73. “IT COULD TAKE ME A DECADE TO ACCOMPLISH THE THINGS I’VE ACCOMPLISHED IN JUST 12 MONTHS WITH R3 COACHING.” JOHN FABER, CFP® RON BLUE & CO. “THE CONTENT AND STRATEGIC THOUGHT PROCESS BEHIND IT HAS CAUSED OUR COMPANY TO BECOME MUCH MORE PROFITABLE.” BRENT HAWKINS, TWISTED ROOT MARKETING
- 74. Thank you.