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Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
Leadership and teams abbott 9.13.11
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Leadership and teams abbott 9.13.11

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How to Lead and Sustain a High-Performance Team. Abbott - San Fransisco Region September 13, 2011

How to Lead and Sustain a High-Performance Team. Abbott - San Fransisco Region September 13, 2011

Published in: Business, Education
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  • 1. The Leader of the Future John Spence
  • 2. For the past 22 years…
  • 3. A few of my clients:
  • 4. A few of the 90 + Universities:
  • 5. Can Leadership Be Taught ?
  • 6. It is NOT about… Money Power Position Title
  • 7. High Potential / High Performance GE, Merrill Lynch, Microsoft, IBM, Qualcomm, State Farm, Mayo Clinic
  • 8. The Top 4 Leadership Attributes <ul><li>Character </li></ul><ul><li>Courage </li></ul><ul><li>Communication </li></ul><ul><li>Collaboration </li></ul>
  • 9. C haracter
  • 10. The Leadership Challenge by Kouzes and Posner
  • 11. I want a leader who will: <ul><li>Tell me the TRUTH . </li></ul><ul><li>Has a clear vision for where we are going. </li></ul><ul><li>Has the skills to get us there successfully. </li></ul><ul><li>And is excited about going with me. </li></ul>
  • 12. Anne Mulcahy Former CEO of Xerox and at one time ranked the third most powerful woman in the world! <ul><li>Build a network of great relationships with people who want to see you succeed. </li></ul><ul><li>You don’t have all of the answers, so ask for help and advice from the smartest people you can find. </li></ul><ul><li>Learn to be a learner. </li></ul><ul><li>Listen intently to your employees and to your customers. </li></ul>Some really great advice…
  • 13. C ourage <ul><li>TO THINK BIG </li></ul><ul><li> TO BE BOLD </li></ul><ul><li> To speak the TRUTH </li></ul><ul><li>TO MAKE GREAT THINGS HAPPEN !!!! </li></ul>
  • 14. To be… Vulnerable
  • 15. Emotional Response to Perceived Negative Change Stability Immobilization Denial Anger Bargaining Depression Testing Acceptance Time Passive Active Emotional Response
  • 16. The Eight Major Steps of the Change Process
  • 17. 1. Build an irresistible case for change
  • 18. 2. Create a strong sense of urgency
  • 19. 3. Form a Powerful Guiding Coalition
  • 20. 4. Create a clear vision for successful change 5. Communicate it relentlessly
  • 21. 6. Empower Others to Act
  • 22. 7. Plan for and celebrate small wins
  • 23. 8. Institutionalize the change
  • 24. Four antidotes to change resistance <ul><li>1. Bring people face-to-face with the external pressures to change </li></ul><ul><li>Engage change “zealots” </li></ul><ul><li>Manage feelings & emotions </li></ul><ul><li>Support the change with new tools, systems and training </li></ul>
  • 25. Communication Open Transparent Robust HONEST
  • 26. Ask GREAT questions… C ommunications and LISTEN!
  • 27. SMART Communications Dialogue Avoid Attack
  • 28. The 4 Cs of TRUST Competence Respect Dis-trust Affection TRUST HIGH LOW LOW HIGH Concern
  • 29. “ I am good at what I do… and I do it because I care about you.”
  • 30. The hard part about TRUST… <ul><li>The ONLY way to build high levels of trust is to extend trust FIRST and be 100% trustworthy yourself! </li></ul>
  • 31. Building High-Performance Teams
  • 32. “ Do I really have to get along with these idiots?”
  • 33. 10 – 15 %
  • 34. What Inhibits Execution? National Survey of 4,000 Senior Executives <ul><li>4. Inability to work together (21%) </li></ul><ul><li>3. Company culture (23%) </li></ul><ul><li>2. Economic climate (29%) </li></ul><ul><li>1. Holding onto the past / unwillingness to CHANGE (35%) </li></ul>
  • 35. In other words… <ul><li>In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace. </li></ul>
  • 36. Continuum of Teamwork A Department in a University An Accounting Department A SEAL team or an ER team
  • 37. 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.
  • 38. John Spence High-Performance Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><ul><li>M </li></ul><ul><li>D </li></ul>
  • 39. Direction
  • 40. Measurable Goals
  • 41. Competent Team Members
  • 42. Communication
  • 43. MUTUAL ACCOUNTABILITY
  • 44. Discipline
  • 45. Common Problems Found in Teams <ul><li>Unclear direction, not sure of actual desired outcomes. </li></ul><ul><li>Confusion about assignments, roles and responsibilities. </li></ul><ul><li>Misunderstood decisions or decisions not carried out properly. </li></ul><ul><li>Apathy and general lack of interest and involvement. </li></ul><ul><li>Lack of innovation and creativity. </li></ul><ul><li>Ineffective meetings, low participation. </li></ul><ul><li>Interpersonal strife, egos, politics. </li></ul><ul><li>Poor team leadership. </li></ul><ul><li>Lack of accountability. </li></ul><ul><li>Over / under analysis of issues. </li></ul><ul><li>Unclear on decision making process, decision owners. </li></ul><ul><li>Reward system that undermines teamwork and collaboration. </li></ul><ul><li>Lack of trust within the team. </li></ul><ul><li>Inability to deal effectively with team conflict or disagreements.  </li></ul>
  • 46. <ul><li>Lack of TRUST </li></ul><ul><li>Lack of candor </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of accountability </li></ul><ul><li>Lack of results </li></ul>
  • 47. 11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extremely clear and ensuring required competence. </li></ul><ul><li>Using effective decision making processes within the team. </li></ul><ul><li>Establishing accountability for high performance across the entire team. </li></ul><ul><li>Running effective team meetings. </li></ul><ul><li>Building strong levels of trust. </li></ul><ul><li>Establishing open, honest and frank communications. </li></ul><ul><li>Managing conflict effectively. </li></ul><ul><li>Creating mutual respect and collaboration. </li></ul><ul><li>Encouraging risk-taking and innovation. </li></ul><ul><li>Engaging in ongoing team building activities. </li></ul>
  • 48. 4-Level Decision Making <ul><li>You own it. </li></ul><ul><li>Ask for input… you own it. </li></ul><ul><li>Team decision… I own it. </li></ul><ul><li>My call… I own it. </li></ul>
  • 49. The Four Pieces of Paper…
  • 50. The key elements of a winning culture: Employees <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Fair </li></ul><ul><li>Freedom </li></ul><ul><li>Pride </li></ul><ul><li>Praise </li></ul><ul><li>Meaning </li></ul><ul><li>Accomplishment </li></ul>
  • 51. What Employees Want = SBA <ul><li>Focus me </li></ul><ul><li>Know me </li></ul><ul><li>Care about me </li></ul><ul><li>Hear me </li></ul><ul><li>Help me feel proud </li></ul><ul><li>Equip me </li></ul><ul><li>Help me see my value </li></ul><ul><li>Help me grow </li></ul><ul><li>Help me see my importance </li></ul>
  • 52. How do you do that? <ul><li>Provide lots of feedback and clear guidance </li></ul><ul><li>Make real time to discuss problems and concerns </li></ul><ul><li>Seek ideas and input from everyone </li></ul><ul><li>Provide the resources to do the job well </li></ul><ul><li>Give lost of recognition and rewards </li></ul><ul><li>Provide ample opportunities to learn and grow </li></ul><ul><li>Keep the pressure to perform realistic </li></ul><ul><li>Provide opportunities for social interaction within the team </li></ul><ul><li>Promote joy and appropriate humor on the team </li></ul><ul><li>Help people balance team and school responsibilities </li></ul>
  • 53. The Rule of 3 <ul><li>Wow – breakthrough teams commit to a clear and specific standard of world-class performance. </li></ul><ul><li>No Surprises – all team members are accountable for openness and honest debate, and each knows what to expect from the others. </li></ul><ul><li>Cheer – team members support, recognize, appreciate and cheer each other and the group to victory </li></ul>From: The Orange Revolution by Gostick and Elton
  • 54. 1,300,000 interviews : Basic 4 + 1 From: The Orange Revolution by Gostick and Elton
  • 55. Study of most important leadership skills 7,000+ managers from 1,600 large organizations <ul><li>Must have superb communication skills. </li></ul><ul><li>Lead by example to demonstrate character and competence. </li></ul><ul><li>Establish and maintain clear and meaningful vision. </li></ul><ul><li>Provide motivation to create ownership and accountability for results. </li></ul><ul><li>Clarify performance expectations. </li></ul><ul><li>Foster teamwork and collaboration. </li></ul><ul><li>Develop clear performance goals and metrics. </li></ul><ul><li>Consistently deliver superior customer service </li></ul>From: Getting Results by Longenecker and Simoneti
  • 56.  
  • 57. Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple Please feel free to “friend” me on FB Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence

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