Winning with people   revised 5-22-2013 - final (1)
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  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction
  • Mutual understanding exists when each person says he or she is understood and also understands the others.
    It is not the same as mutual agreement. One can understand others without necessarily agreeing with them.
    When present, people
    feel understood and respected.
    They will say say what they really think or feel about the subject of the conversation.
    They will value and learn from differences, and expect to listen to and learn from others.
  • Mutual understanding exists when each person says he or she is understood and also understands the others.
    It is not the same as mutual agreement. One can understand others without necessarily agreeing with them.
    When present, people
    feel understood and respected.
    They will say say what they really think or feel about the subject of the conversation.
    They will value and learn from differences, and expect to listen to and learn from others.
  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction
  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction
  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction
  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction
  • Mutual understanding exists when each person says he or she is understood and also understands the others.
    It is not the same as mutual agreement. One can understand others without necessarily agreeing with them.
    When present, people
    feel understood and respected.
    They will say say what they really think or feel about the subject of the conversation.
    They will value and learn from differences, and expect to listen to and learn from others.
  • Possibility exists when everyone recognizes that something desirable could be created through collaboration.
    When presen, peoplet:
    Welcome ideas and see challenges as opportunities.
    Discuss and respect different ideas without attacking others
    Focus on what they want to create (not on what they don't want)
    Believe that things can be made better, that problems can be overcome
  • Commitment exists when the goals, values and priorities that will guide action have been chosen.
    Goals are formulated in terms of measurable conditions that will be present at a specific time in the future. Walues are conditions desired to exist at all times in a relationship.
    When present, people:
    Spell out and agree on goals and values before taking actions.
    Direct their actions and resources toward a prioritized set of common goals and values.
    Use goals, values and priorities to measure success.
  • Capability exists when there is agreement to a way that will lead to fulfilling all commitments.
    When this is present, people:
    Rise to new challenges.
    Are willing to do “what it takes,” are confident that together they can meet the challenge.
    Identify and acquire the resources and training they need.
    View mistakes as part of learning.
  • Responsibilitiy exists when there is agreement to expectations about who will do what by when to carry out the commitments.
    When this is present, people:
    Are clear about what everyone has agreed to do
    Agree to do their part
    Agree to keep each other informed of results
    Get things done, are “on top of things.” Talk it over together when expectations aren't met.
  • Acknowledgment is looking at what is working and what is missing that if it were present would make a difference.
    Summary:
    Winning with people is a big job and has a lot of components.
    It's all about personal interaction – people skills including communication, relationship development, customer service, team building and teamwork.
    All of the information and tools presented were designed to assist leaders in improving their skills. We don't expect folks to walk away and know all there is to know – but it is a start!
  • Acknowledgment is looking at what is working and what is missing that if it were present would make a difference.
    Summary:
    Winning with people is a big job and has a lot of components.
    It's all about personal interaction – people skills including communication, relationship development, customer service, team building and teamwork.
    All of the information and tools presented were designed to assist leaders in improving their skills. We don't expect folks to walk away and know all there is to know – but it is a start!
  • Acknowledgment is looking at what is working and what is missing that if it were present would make a difference.
    Summary:
    Winning with people is a big job and has a lot of components.
    It's all about personal interaction – people skills including communication, relationship development, customer service, team building and teamwork.
    All of the information and tools presented were designed to assist leaders in improving their skills. We don't expect folks to walk away and know all there is to know – but it is a start!
  • Acknowledgment is looking at what is working and what is missing that if it were present would make a difference.
    Summary:
    Winning with people is a big job and has a lot of components.
    It's all about personal interaction – people skills including communication, relationship development, customer service, team building and teamwork.
    All of the information and tools presented were designed to assist leaders in improving their skills. We don't expect folks to walk away and know all there is to know – but it is a start!
  • Acknowledgment is looking at what is working and what is missing that if it were present would make a difference.
    Summary:
    Winning with people is a big job and has a lot of components.
    It's all about personal interaction – people skills including communication, relationship development, customer service, team building and teamwork.
    All of the information and tools presented were designed to assist leaders in improving their skills. We don't expect folks to walk away and know all there is to know – but it is a start!
  • Another tool for winning with people is from the book The Five Dysfunctions of a Team, by Patrick Lencioni. It is not enough to learn how to interact on an individual basis; successful leaders must also be good team leaders and team players.
    The concepts put forth in this model will sound familiar by now because in many ways they mirror the people skills we/ve been discussion. Instead of being redundant, they serve to underscore the relevancy and importance of those topics.
    The 5 Dysfunctions
    1. The first is an absence of trust among team members.
    2. This failure to build trust is damaging because it sets the tone for the 2nd dysfunction, fear of conflict.
    3. A lack of healthy conflict is a problem because it ensures the 3rd dysfunction of a team: lack of commitment.
    Because of this lack of real commitment and buy in, team members develop an avoidance of accountability, the fourth dysfunction.
    5. Failure to hold one another accountable creates an environment where the 5yh dysfunction can thrive. Inattention to results occurs when team members put their individual needs (e.g., ego, career development, recognition, etc.) above the collective goals of the team.
    Exercise – HO#8 – Team Assessment
  • From the Speed of Trust – Trust impacts our ability to communicate effectively (keep the Mosaic promise); and, is critical to building and maintaining positive relationships. As leaders, we can't be successful in terms of winning with people without honing our “trust factor.” Covey dclaims that the speed of trust is “the one thing that changes everything.”
    Defining trust: Read slide
    “You can't have success without stust. The word trust embodies almost everything you can strive for that will help you to succeed. You tell me any human relationship that works without trust, whether it is a marriage or a friendship or a social interaction; in the long run, the same thing is true about business, especially businesses that deal with the public.” (Jim Burke, former Chairman and CEO, Johnson and Johnson)
    Trust always affects two measureable outcomes: speed and cost (both human and financial resources).
    The Trust Tax: when trust decreases, speed goes down and cost goes up. Draw on flip chart.
    The Trust Dividened: When trust increases, speed goes up and cost goes down. Draw diagram on flip chart.
    Trust and Myths – Handout #6
  • Three dimensions of establishing trust:
    1. See – (paradigm shift) – the pervasive impact of trust everywhere – look for it, recognize it, consider the impact.
    2. Speak – (language shift) – the language of trust – talk trust; speak to and about people in ways that increase trust (nothing about me without me); make establishing trust an explicit objective.
    3. Behave – (behavior shift) – in ways that inspire trust – establish, grow, extend and restore trust; earn the dividents of high trust.
    These three dimensions are interdependent; whenever you effect a change in one dimension, you effect a change in all three.
    13 Behaviors of High Trust Leaders There are 13 specific behaviors of high trust leaders, which if lived and practiced, will increase your credibility and trust in relationships (Handout #7) (Tool Set)
  • Three dimensions of establishing trust:
    1. See – (paradigm shift) – the pervasive impact of trust everywhere – look for it, recognize it, consider the impact.
    2. Speak – (language shift) – the language of trust – talk trust; speak to and about people in ways that increase trust (nothing about me without me); make establishing trust an explicit objective.
    3. Behave – (behavior shift) – in ways that inspire trust – establish, grow, extend and restore trust; earn the dividents of high trust.
    These three dimensions are interdependent; whenever you effect a change in one dimension, you effect a change in all three.
    13 Behaviors of High Trust Leaders There are 13 specific behaviors of high trust leaders, which if lived and practiced, will increase your credibility and trust in relationships (Handout #7) (Tool Set)
  • Definition – one in which we come out from behind ourselves, into the conversation, and make it real. Example:The Blues vs the Greens story discussed earlier under Change Management. Synonyms for fierce – robust, intense, strong, powerful, passionate.
    When you think of a fierce conversation, THINK passion, integrity, authenticity, collaboration. Think cultural transformation. Think leadership.
    What gets talked about in an organization and how it gets talked about determines what will happen or won't happen. Fierce Conversations is all about having conversations that will produce positive outcomes for all. Imagine the following.
    Team conversation – Teams engage in frictionless debates that interrogate multiple, often competing realities, resulting in the best decisions ofr the organization, enthusiastically implemented.
    Coaching Conversations – Individuals are engaged in conversations which increase clarity, improve understanding, and provide impetus for change – resulting in professional development, a bias for action and accelerated results.
    Delegation Conversations – Responsibilities are clarified and accountability is raised, ensuring that each employee has a clear path of development, action plans are implemented, goals are achieved, and leaders are free to take on more complex eresponsibilities.
    Confrontation Conversations – Individuals and teams engage in conversations that confront and resolve attitudinal, performance or behavioral issues, while also enriching relationships.
  • Four objectives for Fierce Conversations.
    1. Interrogate reality – What's real? Are we getting to the “heart” of whatever matter is being discussed?
    2. Provoke learning – participants should walk away from professional conversations having learned something; that is ALL participants!
    3. Tackle tough challenges – getting to the heart of the matter can be painful especially at first, but the benefits and outcomes are worth the effort.
    4. Enrich relationships – all participants should walk away feeling better for having had the conversation.
  • See next page with descriptions of all seven principles.
  • High performing teams:
    Focus on achieving desired outcomes
    Focus on moving effectively through communication and problem solving
    Focus on building commitment rather than compliance.
    High Performance Teams – Move forsard through each phase
    Move in reverse to locate blockages
    Apply symmptoms of Dysfunction

Transcript

  • 1. Winning with People
  • 2. ● ● Let's Get Started ● ● ● Name and position. Where was your last vacation? What do you like best about your job? What do you like least? What do you hope to get out of this session? 3
  • 3. The Mosaic Promise At Mosaic, we promise to: Communicate openly, honestly & respectfully Create an environment that recognizes & supports each person’s contribution to the mission Provide & advocate for quality individualized supports based on the needs of people Operate as a team that encourages discussion and debate, speaks with a unified voice once decision's made and is accountable for decisions 6
  • 4. High Performing Teams Focus on:  Achieving desired outcomes  Moving effectively through communication & problem solving  Building commitment rather than compliance 7
  • 5. High Performing Teams Acknowledgment Mutual Understanding Possibility Responsibility Commitment Capability 8
  • 6. Mutual Understanding In a nutshell ... Mutual understanding exists when each person says he or she is understood and also understands the others. 9
  • 7. Possibility In a nutshell ... Possibility exists when everyone recognizes that something desirable could be created through collaboration. 10
  • 8. Commitment In a nutshell ... Commitment exists when the goals, values and priorities that will guide action have been chosen. 11
  • 9. Capability In a nutshell ... Capability exists when there is agreement to a way that will lead to fulfilling all commitments. 12
  • 10. Responsibility In a nutshell ... Responsibility exists when there is agreement to expectations about who will do what by when to carry out the commitments. 13
  • 11. Acknowledgment In a nutshell ... Acknowledgement is looking at what is working and what is missing that if it were present would make a difference. 14
  • 12. The Rules of Results Rule #1: You can't control the results you get. 15
  • 13. The Rules of Results Rule #2: The results you are getting are the results you should be getting. 16
  • 14. The Rules of Results Rule #3: If you want to change the results you are getting, you have to do something differently. 17
  • 15. Retraining Our Brains Stop ● Challenge ● Choose ● 18
  • 16. High Performance Teams Symptoms of Dysfunction Acknowledgment Mutual Understanding Inattention to Results Responsibility Possibility Avoidance of Accountability Lack of Commitment Fear of Conflict Capability Commitment Absence of Trust 19
  • 17. The 5 Dysfunctions of a Team      Absence of trust Fear of conflict Lack of commitment Avoidance of accountability Inattention to results 20
  • 18. Symptoms of Dysfunction Absence of Trust 21
  • 19. Defining trust: Trust is both a noun and a verb and can have several meanings. The definition we're focused on is confidence. The opposite of trust – distrust is suspicion. 22
  • 20. The Shift Process See → Speak → Behave → paradigm shift language shift behavior shift 23
  • 21. 13 Behaviors of Trust Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extent Trust 24
  • 22. Symptoms of Dysfunction Fear of Conflict Absence of Trust 25
  • 23. Fierce Conversations:     Team conversations Coaching conversations Delegation conversations Confrontation conversations 26
  • 24. Four Objectives:     Interrogate reality Provoke learning Tackle tough challenges Enrich relationships 27
  • 25. Seven Principles:        Interrogate reality Make it real Be here Tackle tough challenges Obey your instincts Take responsibility Let silence do the heavy lifting 28
  • 26. Symptoms of Dysfunction Lack of Commitment Fear of Conflict Absence of Trust 29
  • 27. Symptoms of Dysfunction Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust 30
  • 28. Symptoms of Dysfunction Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust 31
  • 29. The Mosaic Promise At Mosaic, we promise to: Communicate openly, honestly & respectfully Create an environment that recognizes & supports each person’s contribution to the mission Provide & advocate for quality individualized supports based on the needs of people Operate as a team that encourages discussion and debate, speaks with a unified voice once decision's made and is accountable for decisions 32