Thanks to:Ken Blanchard, Patricia Zigarmi, & DreaZigarmi, authors of Leadership and the OneMinute ManagerKen Blanchard, Donald Carew, and EuniceParisi-Carew, authors of The One MinuteManager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle ofGroups: Group Developmental Stage Theory
Thanks to:Stephen P. Robbins, author of OrganizationalBehavior: Concepts, Controversies, andApplicationsTools for Teams: Building Effective Teams in theWorkplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authorsof Quality Leadership and Management in theHospitality IndustryGary Yukl, author of Leadership inOrganizations
Coaching StagesDirectingStructure, organize, teach & superviseCoachingDirect and supportSupportingPraise, listen & facilitateDelegatingTurn over responsibility for decision-making
Situational Leadership II The Four Leadership Styles(High) S3 S2 Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low) Directive Behavior (High) High Moderate Low D4 D3 D2 D1 Developed Developing Development Level of Followers From "Leadership and The One Minute Manager"
Group DevelopmentOrientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters”Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but individuals resist the constraints on their individual style
Group DevelopmentResolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure, and a set of expectations Members develop closer relationshipsProductivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know phases to getting the work done
Group DevelopmentRobbin’s model includes a final phasecalled “Adjourning”This would be characterized by atemporary committee completing a taskor achieving results based upon a goalYour team may go through these fivestages twice…
Group Developmental Stages GDS4 GDS3 GDS2 GDS1 Production Resolution Dissatisfaction OrientationHigh Morale (Commitment) Productivity (Competence)Low From "One Minute Manager Builds High Performing Teams" Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
Situational Leadership II The Four Leadership Styles(High) S3 S2 Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low) Directive Behavior (High) High Moderate Low G4 G3 G2 G1 Developed Developing Development Level of the Group From "One Minute Manager Builds High Performing Teams"
Group Orientation / Forming382 Instructor formed the initial teamsThe Management Plan process was designedto help you frame your purposeInstructor(s) offered insight into structure, butwhat your team did/does and how it got/getsaccomplished was/is your businessRound I in 382 & Round II in 383
Group Dissatisfaction / StormingWhat did your team experience in Round I?Where was your storm? The team itself? One individual? Your management position? Your week of management? Formal vs. informal leadership?In Round II (383), any “storms” are usuallyweaker!
Group Resolution / NormingBehavioral NormsTeam “Code of Conduct”Examples: Consensus Communication Commitment ConductWhat did you learnin 382?
Group Production / Performing In 382, getting the management plan done Why not just jump right in? Creating a guiding purpose Team Philosophy Team Mission Was your team fully functioning?
Group AdjournmentTemporary break between quarters383 – Round II Forming Storming Norming Performing Adjourning
Types of TeamsFunctional Operating TeamCross-Functional TeamSelf-Managing TeamSelf-Defining TeamTop Executive Team
Types of TeamsFunctional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sportsCross-Functional Team Usually has a formal leader Members with different functions – various stakeholders Example: Team to begin HACCP or TQM program, or to kick-off a new promotion
Types of TeamsSelf-Managing Team No formal leader - leadership may rotate Membership: similar functions External leader, in the same organization, to direct, coach, support, and delegate 382 is similar to this model
Types of TeamsSelf-Defining Team No formal leader - leadership may rotate Facilitator acts as leader – role rotates Membership: similar goals or business purpose, but specialization of roles is possible Examples: Moosewood Restaurant, 383Top Executive Team
Common Characteristics Functional Cross Self Self Top Operating Functional Managing Defining ExecutiveAutonomy- Low Low-Mod Low High HighmissionAutonomy- Low-Mod High High High HighprocedureAuthority- High High Low Low HighinternalDuration High Low-Mod High Variable HighStability High Low-Mod High Variable HighFunctional Low High Low Variable Highdiversity
A fully functioning team can…Work together successfullySolve problems and reach decisions ina way that incorporates individual inputReach decisions through consensusCan adapt to changeAchieve or exceed desired results