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City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
City of Miami Gardens: Leadership & Teams
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City of Miami Gardens: Leadership & Teams

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A seminar for the senior staff of the City of Miami Gardens on Advanced Leadership skills and how to build, lead and sustain a high performance team.

A seminar for the senior staff of the City of Miami Gardens on Advanced Leadership skills and how to build, lead and sustain a high performance team.

Published in: Business, Education
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  • 1. How to Build, Lead and Sustain a High Performance Team
  • 2. Our Goal for the next three hours…
    Share with you a wealth of valuable information on leadership and high performance teams.
    This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.
    Your challenge is to look for the big ideas you can take and implement right away.
    Take this seriously and be ready to offer opinions or ask questions at any time.
    Take lots of notes – but I will give you all of the slides.
  • 3.
  • 4. Not just business…
    City of Gainesville
    City of Ocala
    City of High Springs
    City of Tampa
    City of St. Petersburg
    City of Clearwater
    City of Jacksonville
    City of Nashville
    United States Navy
    United States Department of Agriculture
    Gainesville City Attorney
    Gainesville Office of the Tax Collector
    Gainesville Police
    Gainesville Fire Rescue
    Ocala Emergency Medical Services Alliance
    Alachua County
    Marion County
    Duval County
  • 5. 23,000,000
    74%
  • 6. 88%
  • 7. Top high-potential employees…
    Credible
    Respectful
    Approachable
    Highly Professional
    Team Player
  • 8. Credibility
    Complete honesty and transparency
    Impeccable integrity
    Knows how to do their job well
    A compelling vision for the future
    Passion and excitement
  • 9. Respectful
    Open to the ideas of others
    Treats people with dignity
    Treats people fairly
  • 10. Culture Counts
    Fun
    Family
    Friends
    Fair
    Freedom
    Pride
    Praise
    Meaning
  • 11. Approachable
    Genuine
    Appreciative
    IQ + EQ
    Great communicator
  • 12. Highly Professional
    Impressive talent
    100% ethical
    Self-aware
    Always learning & improving
    Insightful and innovative
    Pro-active
    Results Driven
    Accountable
  • 13. Ground Rules for a Professional Organization
    Staff agrees to be managed and coached to strictly enforced standards of performance and quality work.
    Teamwork is mandatory, not optional.
    Excellence in customer satisfaction is an enforced standard.
    Personal and professional growth is a nonnegotiable minimum standard.
    All team members must show a sincere interest in the customer and a sincere desire to help them.
    The primary focus must be on delivering quality work and building strong customer relationships.
    Demand excellence and refuse to tolerate mediocrity.
  • 14. TEAM
    PLAYER
  • 15. What does it take to be a valued member of a team?
    Develop and display competence.
    Follow through on commitments.
    Deliver required results.
    Ensure your actions are consistent with your word.
    Stand behind the team and its people.
    Be enjoyable to work with.
    Be passionate about your work and those you serve.
    Communicate and keep everyone informed.
    Help the other members of the team.
    Help members of other teams.
    Share ideas, information and credit.
    Hold yourself 100% accountable.
  • 16. Why you need to be an expert at collaboration and teamwork:
    You cannot succeed alone.
    You need a team of the brightest people you can possibly find to help you.
    You need to help the team work extremely well together.
    You need the team to support you with enthusiasm, respect and trust.
    But don’t take my word for it…
  • 17. Anne MulcahyCEO of Xerox and the third most powerful woman in the world!
    Build a network of great relationships with people who want to see you succeed.
    You don’t have all of the answers, so ask for help and advice from the smartest people you can find.
    Learn to be a learner.
    Listen intently to your employees and to your customers.
  • 18. Typical ways that team members violate the team leader’s expectations:
    Missing or being late to team meetings.
    Not outwardly demonstrating commitment and support for the leader’s agenda.
    Not completing assignments in a timely manner so the team can complete its work.
    Not letting the leader know when there are problems or issues.
    Not sharing resources with other team members.
    Not sharing credit with the rest of the team.
    Not responding to e-mails or voice mails in a timely manner.
  • 19. Typical ways that team leaders violate team members’ expectations:
    Micromanaging – not giving autonomy.
    Making decisions that effect subordinates without their input.
    Letting team members shirk their duties without any negative consequences.
    Not giving praise or rewards for a job well done.
    Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work.
  • 20. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  • 21. A Vivid Shared Vision
    A meaningful common purpose that the
    team has helped shape. Most teams are
    responding to an initial mandate from
    outside the team. But to be successful, the
    team must “own” this purpose, develop its
    own spin on it, and they must create
    this vision together as a team.
  • 22. Clear Measurable Goals
    Specific performance goals that flow from
    the common purpose. For example, getting
    a project completed in less than half
    the normal time. Compelling goals inspire
    and challenge a team, give it a sense of
    urgency. They also have a leveling effect,
    requiring members to focus on the collective
    effort necessary rather than any differences
    in title or status.
  • 23. Competence + Diversity
    A mix of complementary skills. Successful teams rarely have all the needed skills at the outset —they develop them as they learn what the challenge requires.
    Individual greatness…leading to team excellence
  • 24. Solid Work Ethic
    A strong commitment to how the work
    gets done.Teams must agree on who will
    do what jobs, how schedules will be
    established and honored, and how decisions will be made and modified. On a genuine
    team, each member does equivalent amounts
    of real work; all members, the leader included.
  • 25. Team Trust
    Trust and commitment cannot be coerced. The process of agreeing upon appropriate goals serves as the crucible in which members forge their accountability to each other… not just to the leader or manager.
  • 26. Lack of TRUST
    Lack of candor
    Lack of commitment
    Lack of accountability
    Lack of results
  • 27. Since a major component of successful teamwork and collaboration is building trusting relationships, here are my thoughts on trust…
  • 28. HIGH
    Affection
    TRUST
    Concern
    Respect
    Distrust
    LOW
    HIGH
    LOW
    Competence
  • 29. A high-functioning team has:
    An extremely clear mandate that all the team members are fully committed to achieving?
    A written set of ground rules for performance expectations and professional behavior ?
    Effective meetings that stay on agenda and always end with clearly identified next steps and action owners?
    Clarity around assignments and appropriate competencies?
    An agreed upon decision making process?
    A clearly defined process for reviewing team effectiveness and dealing with issues and conflict within the team.
    A strong sense of camaraderie, mutual support and mutual accountability?
    Very high levels of open, honest and frank communication.
    1 - 10
  • 30. Personal Philosophy of Leadership
    Extremely well thought out
    Values driven
    Fully integrated
    Well communicated
    Lived in all aspects of their life
    100% accountable
  • 31. What do successful leaders do…
    SET DIRECTION
    (Vision – Goals - Future)
    Demonstrate Personal Character
    (habits, integrity, trust, honesty, credibility)
    Mobilize Commitment
    (engage others, share power)
    Enhance Capability
    (build teams, manage change)
    Leadership Attribute Framework
  • 32. Study of most important leadership skills7,000+ managers from 1,600 companies
    Must have superb communication skills.
    Lead by example to demonstrate character and competence.
    Establish and maintain clear and meaningful vision.
    Provide motivation to create ownership and accountability for results.
    Clarify performance expectations.
    Foster teamwork and collaboration.
    Develop clear performance goals and metrics.
    From: Getting Results by Longenecker and Simoneti
  • 33. EthicsHumilityFlexibility Collaboration
  • 34. Honesty
    Competence
    Opportunity
    Appreciation
  • 35. Workshop
    Carefully read pages 9 – 30. Look for the big ideas, underlining the thing that looks interesting, make notes in the margins, really try to dig in to the information.
    Then complete the workshop on page 31. Take this very seriously, give it a lot of thought, and work hard to develop something meaningful. Be specific and clear in your work, put in as much detail and information as possible. There is more room on page 32 for additional notes.
  • 36. THANK YOU!
    Don’t forget to go check out my blog: www.johnspence.com

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