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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. T + C x ECF = Success
  • 5. 74% 23,000,000
  • 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. Power is NOT Leadership
    • Do it because I said so…
    • Coercive
    • Telling
    • Demanding
    • Belittling
    • Do it because it is the right thing to do…
    • Collaborative
    • Listening / Asking
    • Motivating
    • Empowering
  • 10. Respectful
    • Open to the ideas of others
    • Treats people with dignity
    • Treats people fairly
  • 11.
    • Who owns the decision…
  • 12. 4-Level Decision Making
    • You own it.
    • Ask for input… you own it.
    • Team decision… I own it.
    • My call… I own it.
  • 13. Culture Counts
    • Fun
    • Family
    • Friends
    • Fair
    • Freedom
    • Pride
    • Praise
    • Meaning
  • 14. Approachable
    • Genuine
    • Appreciative
    • IQ + EQ
    • Great communicator
  • 15. Highly Professional
    • Impressive Talent
    • 100% Ethical
    • Highly Self-aware
    • Always Learning & Improving
    • Insightful and Innovative
    • Pro-active
    • Results Driven
    • Fully Accountable
  • 16. 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.
  • 17. TEAM PLAYER
  • 18. 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. Team Leaders are: Rigorous… but not ruthless
  • 19. 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…
  • 20. Anne Mulcahy CEO 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.
  • 21. 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.
  • 22. 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.
  • 23. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  • 24. 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.
  • 25. 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.
  • 26. 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
  • 27. 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.
  • 28. 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.
  • 29. John Spence Team Model
    • D
    • M
    • C
    • C
    • M
    • D
    irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  • 30. 11 Key Team Competencies:
    • Setting clear, specific and measurable goals.
    • Making assignments extremely clear and ensuring required competence.
    • Using effective decision making processes within the team.
    • Establishing accountability for high performance across the entire team.
    • Running effective team meetings.
    • Building strong levels of trust.
    • Establishing open, honest and frank communications.
    • Managing conflict effectively.
    • Creating mutual respect and collaboration.
    • Encouraging risk-taking and innovation.
    • Engaging in ongoing team building activities.
  • 31.
    • Lack of TRUST
    • Lack of candor
    • Lack of commitment
    • Lack of accountability
    • Lack of results
  • 32. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  • 33. The mantra of excellent team leaders: I am good at what I do… and I do it because I care about you! (High IQ + High EQ)
  • 34. Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
  • 35. Study of most important leadership skills 7,000+ managers from 1,600 large organizations
    • 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
  • 36. Ideal Team Leader Model
    • Vision = shared direction, clear & measurable goals, a plan.
    • Learning Environment = coaching, mentoring, networking
    • Urgency + Balance
    • Praise & Respect = timely, genuine, sincere, public
    • Communication = honesty, trust, values, ethics, integrity
    • Passion = enthusiasm, inspiration, energy
    • Lead by Example
  • 37.
    • Lead by Example
    • Competence + Professionalism
    • Vision + Consistency
    • Core values + Honesty = Integrity
    • 2-way Communication + Respect
    • Creativity / Innovation / Empowerment
  • 38.
    • Honesty
    • Competence
    • Opportunity
    • Appreciation
  • 39. T HANK Y OU ! Don’t forget to go check out my blog: www.johnspence.com