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Bbl Breakthrough Leadership Mod 10 17 July2008

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Leading Through the Phases of Team Development …

Leading Through the Phases of Team Development
In his book “Winning ‘em Over”, Jay Conger claims the business world has moved beyond command and control into the age of influence and persuasion. Every individual needs to contribute to their fullest potential regardless of hierarchy, position or title. Leading through fear and intimidation crushes creativity, diminishes enthusiasm, and undermines the long-term success of an organization. But leaders cannot simply hand over control to their people. Leaders must adapt their style to the readiness of their people and teams. Paul Hersey’s Situational Leadership model offers guidance on the leadership behavior most appropriate to various levels of follower readiness. As follower capability and confidence increases, effective leaders move from directive behavior to influencing, then to a more facilitative role with shared control, and finally to delegation, where responsibility for many decisions and all implementation is in the hands of the followers. Leaders who are able to delegate effectively can focus on strategic issues with greater impact. And yet even extremely accomplished people find it very difficult to delegate to competent team members. Teams also evolve through phases of development. The Tuckman model labels these phases “Forming, Storming, Norming, Performing and Adjourning”. Each phase of individual and team development requires changes in leadership behaviors in order to achieve optimal results. The result is a high-performing team where the leader is freed from daily tactical tasks to focus on more strategic issues. High-performing teams prioritize effectively, and use time to best advantage. They share control and make better decisions by including diverse perspectives. They optimize results while managing the over-commitment of resources. They do capacity planning and make a solid case for reasonable commitment of resources to avoid the huge productivity hit of excessive multi-tasking. This module will enable you to understand the phases of follower readiness and team development, and how you can successfully adapt your leadership approach in order get the best performance from your people.

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    • 1. 10 Leading Through the Phases of Team Development Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008
    • 2. Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008
    • 3. Module Description
      • In his book “Winning ‘em Over”, Jay Conger claims the business world has moved beyond command and control into the age of influence and persuasion. Every individual needs to contribute to their fullest potential regardless of hierarchy, position or title. Leading through fear and intimidation crushes creativity, diminishes enthusiasm, and undermines the long-term success of an organization. But leaders cannot simply hand over control to their people. Leaders must adapt their style to the readiness of their people and teams. Paul Hersey’s Situational Leadership model offers guidance on the leadership behavior most appropriate to various levels of follower readiness. As follower capability and confidence increases, effective leaders move from directive behavior to influencing, then to a more facilitative role with shared control, and finally to delegation, where responsibility for many decisions and all implementation is in the hands of the followers. Leaders who are able to delegate effectively can focus on strategic issues with greater impact. And yet even extremely accomplished people find it very difficult to delegate to competent team members. Teams also evolve through phases of development. The Tuckman model labels these phases “Forming, Storming, Norming, Performing and Adjourning”. Each phase of individual and team development requires changes in leadership behaviors in order to achieve optimal results. The result is a high-performing team where the leader is freed from daily tactical tasks to focus on more strategic issues. High-performing teams prioritize effectively, and use time to best advantage. They share control and make better decisions by including diverse perspectives. They optimize results while managing the over-commitment of resources. They do capacity planning and make a solid case for reasonable commitment of resources to avoid the huge productivity hit of excessive multi-tasking. This module will enable you to understand the phases of follower readiness and team development, and how you can successfully adapt your leadership approach in order get the best performance from your people.
      Copyright Wiefling Consulting, LLC 2008
    • 4. Module Goals
      • Learn to adapt your leadership style to follower readiness.
      • Learn to adapt your leadership style to team development phase.
      • Swear never to let your team fall prey to the hazards of excessive multi-tasking and overwork.
      “ A ship in a harbor is safe, but that's not what ships are for.” - John Shedd Copyright Wiefling Consulting, LLC 2008
    • 5. Situational Leadership Model Ref: Hersey, Paul, and Kenneth H. Blanchard. "Situational Leadership ® ." The Leader's Companion: Insights on Leadership Through the Ages, edited by J. Thomas Wren. New York: Free Press, 1995, p. 210. COACHING DELEGATING SUPPORTING DIRECTING 3 2 1 Low High Readiness of Follower Low High Task Focus Relationship Focus High Copyright Wiefling Consulting, LLC 2008
    • 6. Tuckman Model of Team Development Forming  Storming  Norming  Performing  Ending Copyright Wiefling Consulting, LLC 2008
    • 7. Forming Copyright Wiefling Consulting, LLC 2008
    • 8. Storming Copyright Wiefling Consulting, LLC 2008
    • 9. Norming Copyright Wiefling Consulting, LLC 2008
    • 10. Performing Copyright Wiefling Consulting, LLC 2008
    • 11. Adjourning Copyright Wiefling Consulting, LLC 2008
    • 12. Drumming Metaphors Jim Greiner Airto Moreira Celso Alberti Copyright Wiefling Consulting, LLC 2008
    • 13. A Typical Organization Chart Copyright Wiefling Consulting, LLC 2008
    • 14. Approach to Organizations Copyright Wiefling Consulting, LLC 2008
    • 15. The Impact of Priority Setting REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998. Copyright Wiefling Consulting, LLC 2008 Project 1 Project 2 Project 1 Project 2 Time  Project 3 Project 3 Resources Revenue! Revenue! Can be faster! Resources
    • 16. Impact of Multi-tasking 1 2 3 4 5 # of Projects/Person Total Time Spent on Productive Tasks 100% 80% 60% 40% 20% Copyright Wiefling Consulting, LLC 2008 REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998.
    • 17. Summary of Key Points
      • Leaders need to adjust their style to the readiness of the follower.
      • Leaders must guide teams through the phases of team develop, adapting their style as the team develops.
      • Conflict is a normal part of team development.
      • Drumming is a powerful metaphor for leading, following and working in teams.
      • Teams are not always shown on an organizational chart.
      • Excessive multi-tasking and over-work gives people the illusion that they are productive.
      Copyright Wiefling Consulting, LLC 2008
    • 18. W.O.W. Leadership Development Exercises
      • Within One Week (WOW!)
      • Identify your favorite approach in the situational leadership model.
      • Identify Tuckman Model phase your team is currently in.
      • Ask your team on how you can be a more effective leader (If the team is in the Forming or Storming stage, do an anonymous survey).
      • Prioritize the tasks your team is working on and multi-tasking.
      • Drum with your team!
      Copyright Wiefling Consulting, LLC 2008
    • 19. Commitment to Action
      • “ Knowing” is not enough. You must take action.
      • Confidence is not required. You must be committed.
      • What action will you take in order to become more the kind of leader you admire?
      • W.O.W. - Do it “Within One Week”!
      Copyright Wiefling Consulting, LLC 2008
    • 20. For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847