Kl2 Workshop
0 likes399 views
This document discusses leadership and team building. It covers Patrick Lencioni's model of the five dysfunctions of a team, which are absence of trust, fear of conflict, lack of commitment, lack of accountability, and inattention to results. It describes exercises that can be used to build trust within a team, such as personal histories where team members share details about themselves. It also discusses using personality assessments to help team members understand each other's strengths and weaknesses in order to work together more effectively. The goal is for teams to overcome these dysfunctions in order to maximize their performance.
Kl2 Workshop
- 1. Career Development: Leadership and Team Building Barbara Van Noppen, PhD, LCSW Associate Professor of Clinical Psychiatry and Behavioral Sciences Vice Chair for Faculty Development
- 2. Leadership and Team Building KL2 Learning Objectives 1. To identify and describe the 5 dysfunctions of a leadership team (Lencioni Model) 2. To identify the steps to develop trust on teams 3. To differentiate and define the two types of leaders 4. To describe what an ideal team player is and how to assess individuals
- 3. What is Organizational Health • To maximize results must be both smart and healthy • Smart organizations are good at decision sciences like strategy, marketing, finance and technology, all of which are critical. Healthy organizations create the kind of cultures that take advantage of being smart. They: • Minimize politics • Minimize confusion • Raise morale • Increase productivity • Reduce turn-over of of best employees *Have to invest energy and make time to cultivate this culture. Can’t take short cuts and leader is committed.
- 4. Who is Patrick Lencioni? (author of 5 Dysfunctions) The Table Group: Is a consulting firm founded and led by president, Pat Lencioni. • Pioneer of OH Movement • Authored 11 books, sold over 6 million copies in more than 30 languages • Passionate and engaging speaker • Numerous pod casts and You Tube videos
- 5. How can this model help me? • Model broadly applicable- Fortune 5 hundred corporations, small companies, hospitals, academic centers/teams, religious organizations, families, and can extrapolate to research teams! Serves to provide framework for more successful leadership for the “right” reasons. Better outcomes! • Lab teams • Section groups • Multidisciplinary PI teams- future leadership roles in research and academia • Personal life (“The 3 Big Questions for a Frantic Family”) Best utilized when team has 4-7 people (how about more?)
- 6. Why are you a leader vs, how lead? The Motive (Lencioni, 2020) (most recent book though “should have been first”) Two motivations of leaders: 1. Wrong reason: XXX? 2. Only reason: XXX? Reality is not black/white. We all slide. Important to be honest with self and assess. (ie: Gary Kelly) https://www.youtube.com/watch?v=PdRcrNXZNjA- Alan Mulaly (the guy who took over Ford Motor Corp and turned it around. “Leadership is a privilege”)
- 7. WHO IS YOUR TEAM ONE? organizational health 1. Build a Cohesive Leadership Team Table Group, Inc. • All rights reserved. Reproduction in whole or part is prohibited Your Team One is the highest team that you are on, so there can be many Team Ones in an organization Your loyalty & focus is for your Team One Your Team One is not like the U.S. Congress where you “represent your constituents” Team One is much like parents in a family being totally aligned & cohesive
- 8. The 5 Dysfunctions of a Team: Patrick Lencioni (“5 Dysfunctions of a Quaran-Team”) What do these look like? Katherine Spent her first month As CEO observing Meetings at Decision- Tech ABSENCE of: (lab example) We can take actionable steps toward growth for efficiency and success as a team….. https://www.youtube.com/watch?v=GCxct4CR-To
- 9. Absence of Trust (vulnerablitly vs. predictive) • Conceal weaknesses and mistakes • Hesitate to ask for help • Jump to conclusions about intentions • Hold grudges • Waste time and energy managing behaviors for effect (politics) • Don’t offer help outside of lane https://www.youtube.com/watch?v=PL7LQBTv2EY
- 10. Fear of Conflict • Boring meetings- agenda heavy, little member participation, avoidance controversial topics critical to success of team • Fail to permit members expression of opinion • Back channel personal attacks • Waste time and energy with posturing and manipulating (destructive arguments- personal derogatory remarks- Mickey)
- 11. Lack of Commitment • Ambiguity about direction and priorities • Excessive analysis to arrive at “right” decision- fear of uncertainty • Revisits discussions excessively while waiting for consensus- “artificial harmony” (fake agreement or never happen). • Breeds lack of confidence and fear of failure https://www.youtube.com/watch?v=MXUcIxx-WT8
- 12. Lack of Accountability • Creates resentment among team members • Lowers standards of performance • Encourages mediocrity • Miss deadlines and deliverables • Undue burden on leader to discipline https://www.youtube.com/watch?v=aXyAFfVXf3U
- 13. Inattention to Results • Team members encourage focus on own careers and individual gains at expense of team • Work in silos and don’t focus on collective whole • Fight for resources for own benefit • No attention to good of the team • Competition and resentment among team members https://www.youtube.com/watch?v=Gjr3IZ1mFf8
- 14. How to Overcome 5 Dysfunctions? • 5 Dysfunction Team Assessment yields score on each and areas of weakness for the team • Fundamental to trust is learning not to make assumptions about behavior, understanding others as humans; vulnerabilities vs. judgements. There are reasons why people behave like they do! • Lencioni talks about how when we don’t know each other personally we tend to make fundamental attribution biases (internal vs. external). Examples: stern parent, bad driver “Martin” = ego-centric, arrogant vs. uncomfortable with emotion and perfectionistic • Quick exercise to begin to open-up in a personal, non- threatening way is through “Personal histories”
- 15. Trust Exercises Personal Histories: *NOT about “inner child” or deep, dark secrets. Low level vulnerability exercise to let down guard about strengths, weaknesses, opinions and ideals Leader goes first to role model- create safe environment 3 minutes each: 1. Where did you grow up? 2. How many siblings and birth order, family 3. Describe the most difficult, important or unique or challenge from childhood 4. First job/worst job Team Effectiveness Exercise
- 16. Personality Profiles • Used to further reduce attributional biases and learn to “think” and behave as a team based upon strengths and weaknesses. • Objective, validated, non-judgmental Examples: • Meyer’s Briggs Personality Type Indicator • Ennegram • Emergentics
- 17. Features of Emergenetics • Emerge + Genetics= combination of characteristics that emerge based upon genetics and environment/life experience interaction. Can change • Psychometrically sound; re-normed every 2 years • Temperament is described in terms of 3 Behavioral and 4 Thinking Attributes • No rights/wrongs, good/bad, better/worse • Optimal team has equal representation to advance efficiency and effective functioning • Recognition of attributes has implications for roles, contributions, how to interact to promote optimal performance; opportunities to “bring out the best” in each other vs. fundamental attribution error
- 18. Know Yourself-Know Your Team
- 19. BROWNING & WILLIAMS RESEARCH: ANALYTICAL Clear thinker Logical problem solver Rational CONCEPTUAL Imaginative Visionary Intuitive about ideas STRUCTURAL PracticalThinker Likes guidelines Predictable The outward display of emotions toward others and the world at large Willingness to accommodate the thoughts and actions of others The style and pace with which you advance thoughts, feelings, and beliefsSOCIAL Intuitive about people Socially aware Relational EXPRESSIVENESS ASSERTIVENESS FLEXIBILITY
- 20. HOW YOU THINK: PERCENTAGES HowyouThink:PercentilesHowyouBehave:Percentiles General Population 0 10 20 30 40 50 60 70 80 90 100 Quiet Introspective Reserved Talkative Gregarious Peacekeeping Easygoing Competitive Forceful Driving Focused Firm Adaptable Accommodating Welcomes Change Structural Social Conceptual Expressiveness Assertiveness 35 60 61 CONCEPTUAL = 27%ANALYTICAL = 31% STRUCTURAL = 16% Imaginative Intuitive about ideas Visionary Enjoys the unusual Learns by experimenting SOCIAL = 27% HOW GROUP COMPARES TO THE GENERAL POPULATION Clear thinker Logical problem solver Data driven Rational Learns by mental analysis Practical thinker Likes guidelines Cautious of new ideas Predictable Learns by doing Relational Intuitive about people Socially aware Empathic Learns from others PSYCHIATRY GROUP 4A - 2019-12-06 Geil Browning, Ph.D. / Wendell Williams, Ph.D. Flexibility Analytical 69 EMERGENETICS | GROUP 2019Emergenetics, LLC, 1991,
- 21. How we organize our space:
- 22. How we dress:
- 23. Behavioral Attributes • Expressiveness: level of participation in social situations, how much interest show in others, how much share personally (from quiet/introspective to reserved to talkative/gregarious) • Assertiveness: level of interest in controlling tasks and results, amount of energy invested in expressing thoughts, feelings, beliefs. (from peacekeeping/easy going to competitive to forceful/driving) • Flexibility: measure of willingness to accommodate the thoughts and actions of others. (from focus-firm intent to adaptable/accommodating to welcomes change) Initially: Martin- low expressiveness, low flexibility Carlos- low assertiveness, high flexibility Mikey- high assertiveness, low expressiveness, low flexibility
- 24. A Presentation According to Thinking Style: ANALYTICAL WANTS The budget in #’s One color of pen Print or type Credible speaker Value for time expended Written information STRUCTURAL WANTS Agenda Details Neatness & Order Organized formatting – highlight key info Implementation steps Action Plan SOCIAL WANTS Build rapport Eye contact Stories, parables, vignettes Emotion Information applied to self CONCEPTUAL WANTS Budget in pictures Color Change every 10-15 minutes Something left to imagination Overview and summary EXPRESSIVE No role-plays Opportunities to speak ASSERTIVE Be sensitive Challenge thinking FLEXIBLE Make no errors! Acknowledge errors & move on
- 25. What does vulnerability trust look like? • Unafraid to honestly say things like: “I’m sorry,” “I made a mistake,” “I’m not sure,” “I need help,” “You’re better at that than I am.” • Beginning with the leader, willing to take interpersonal risks, with degree of certainty “have each other’s backs”
- 26. Mastering Conflict • Open ideological disagreement NOT personal disagreement • Tolerate discomfort- learn not personal • Focus on issues not interpersonal complaints • Don’t take silence as agreement- “mine for conflict” ie: Decision-Tech team debate about “results”- tech product development vs. marketing vs. revenue vs. market share vs. new customers
- 27. Achieving Commitment • Disagree and commit! (Intel) • Team members might disagree then achieve “buy in” for good of greater whole • Stand behind leader’s decision after hearing from team member’s opinions • Leader has courage to step up and make a timely decision without consensus based on team input and ultimately what best for organization (ie: final decision made by Katherine:”18 new customers over next 12 months) • Clarity, priorities, unambiguous deadlines, specific action and contingency plans
- 28. Focusing on Results • Collective not individual performance alone • Team advances as a priority and your career advances as a product of this • How create more win-win? • Example from sports- team record vs. individual stats • How does this apply to: grant funding, publications, day to day lab functioning? How use this model to promote research team functioning?
- 29. What makes an ideal team player? The Three Virtues: • Humble • Hungry • Smart
- 30. “The Ideal Team Player” • Humble: lack excessive ego or concerns about status; quick to point out the contributions of others; slow to seek attention for their own; share credit; emphasize team over self; define success collectively rather than individually. • Hungry: always looking for more, to do, to learn, responsibility to take on. never have to be pushed by a manager to work harder, self-motivated and diligent; constantly thinking about the next step and the next opportunity. • Smart: have common sense about people; tend to know what is happening in a group situation and how to deal with others in the most effective way; good judgment and intuition around the subtleties of group dynamics and the impact of their words and actions.
- 31. ARE YOU AN IDEAL TEAM PLAYER? HUMBLE HUNGRY SMART IDEAL TEAM PLAYER Accidental Mess-Maker Loveable Slacker Skillful Politician Charmer BulldozerPawn Table Group, Inc. • All rights reserved. Reproduction in whole or part is prohibited
- 32. Are you an ideal team player? • https://www.ted.com/talks/patrick_lencioni _are_you_an_ideal_team_player#t- 597774
- 33. IDEAL Team Player Assessment MY TEAMMATES WOULD SAY: 3= Usually 2= Sometimes 1= Rarely HUMBLE: 1. I compliment or praise them without hesitation. 2. I easily admit to my mistakes. 3. I am willing to take on lower-level work for the good of the team. 4. I gladly share credit for team accomplishments. 5. I readily acknowledge my weaknesses. 6. I offer and accept apologies graciously. HUNGRY: 7. I do more than what is required in my own job. 8. I have passion for the “mission” of the team. 9. I feel a sense of personal responsibility for the overall success of the team. 10. I am willing to contribute to and think about work outside of office hours. 11. I am willing to take on tedious or challenging tasks whenever necessary. 12. I look for opportunities to contribute outside of my area of responsibility. on the team.
- 34. Ideal Team Player (Con’t) SMART: 13. I generally understand what others are feeling during meetings and conversations. 14. I show empathy to others on the team. 15. I demonstrate an interest in the lives of my teammates. 16. I am an attentive listener. 17. I am aware of how my words and actions impact others on the team. 18. I adjust my behavior and style to fit the nature of a conversation or relationship
- 35. SSCORING • Remember, the purpose of this tool is to help you explore and assess how you embody the three virtues of an ideal team player. The standards for “ideal” are high. An ideal team player will have few of these statements answered with anything lower than a ‘3’ (usually) response. • A total score of 18 or 17 (in any virtue) is an indication that the virtue is a potential strength. • A total score of 16 to 14 (in any virtue) is an indication that you most likely have some work to do around that virtue to become an ideal • team player. • A total score of 13 or lower (in any virtue) is an indication that you need improvement around that virtue to become an ideal team player. • Finally, keep in mind that while this tool is quantitative, the real value will be found in the qualitative, developmental conversations among team members and their managers. Don’t focus on the numbers, but rather the concepts and the individual statements where you may have scored low.
- 36. Take Home Points: • If Leader, lead for the ”right reasons” • Identify your #1 team • Worth the time to invest in tackling 5 Dysfunctions • Beware of attributional biases • Capitalize on individual strengths, work on areas of growth and ask for help when needed • Clarify goals and priorities • Leader who serves for good of team + healthy team= successful outcomes for team and for individuals!