Mastering the team approach child protection - mar2020 edit

Leading The Team
in the
CHILD’S BEST INTEREST
Dr. Leahcim Semaj
March 11, 2020
4/28/2020 www.AboveorBeyondJM.com 1

Dr. Leahcim Semaj
AoB

Sharpen the Ax

We Need 4 Teams

Who Will Save Jamaica?
Public Sector
Responsibility for
the quality of life
of the people
of Jamaica
Private Sector
Responsible to
increase value to
shareholders

HISTORICALLY
Child custody arrangements were determined by legal
doctrines, called presumptions, that were used to
favour one party in a dispute
Hence, there was no need for psychological
evaluations to determine child custody arrangements

EARLY ENGLISH COMMON LAW
Presumed that children would remain in the custody
of a natural parent
For centuries English and American courts awarded
custody to the father
because fathers were presumed to be better able
than mothers to raise and educate children

BY THE END OF THE 19TH CENTURY
Social attitudes, economic circumstances, and judicial
philosophies had changes
Modern courts presumed that the mother was the better
custodian for young children
because mothers possessed maternal instincts
and it was therefore important for a young child to be with her
This preference has been termed
the “Tender Years Doctrine”

AFTER 1925
Family courts in the United States recognized the
“child’s best interest doctrine” which mandated that the
court must consider only the child’s best interest in
determining custody arrangements
Over the years, legal and mental health professionals
have separately developed criteria for assessing the
child’s best interest

AN ORGANIZATION IS A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions

Remember:
A Committee is Not a Team
What is a committee?
•picked from the unfit
•to do the unnecessary
• Richard Harkness
A group of the unwilling

Burn Your Boats

Resistance to Change
• 80% of what you do
on a daily basis by
age 35
–is based on habit.
• 65K thought pass through
your mind each day.
• Most are the same
thoughts that you had
yesterday.

Teams
•No one is
smarter
than a
team
4/28/2020 18

Some Say
“There is No
‘I’ in Team”
4/28/2020
www.AboveorBeyondJM.com 19

All Working Hard, But Not As A Team

Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when
he took off his garment and
washed their feet
–His answer was simple,
• “I am doing this to set an
example for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

The Outcome
4/28/2020
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7

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3
Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively

Communication is
• a huge umbrella that covers and affects all that goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

This happens without words
• We plug into
thousands of
preconscious
cues

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
38

This happens without words
We plug into
thousands of
preconscious cues.
394/28/2020 www.AboveorBeyondJM.com

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 40

Eye Communication
• Your #1 skill
• BELIEVABILITY
–verbal - 7%
–vocal - 38%
–visual - 55%
• connects mind to mind

The benefits of
Good Eye Communication...
• Connects First Brain to First Brain
• Use involvement in business/social
–5 to 7 seconds of eye contact

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST

Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying

HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating

COMMUNICATION IN A TEAM
• There can’t be collaboration
and support without
communication among the
people in a group

COMMUNICATING IN A TEAM
• The way people communicate with one
another-in both words and nonverbal clues-
•Reflects how they feel about working
with one another
•Builds (or detracts from) the team's
effectiveness

Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation

Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Rule # 3A:
The Basic Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

Rule # 3B: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or Labelling
• Dominating
• Yes-butting
• Naysaying

COMMUNICATION
How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
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WWW.ABOVEORBEYONDJM.COM 64

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business purpose
that requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are assembled
with the intent of being fashionable
• Teams need specific problems to solve or they
flounder

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will require
greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
–as a source of human
energy, information, trust,
creativity and influence

The rest of the journey
will require greater
development of
Our specie has probably gone
as far as we can based on
cognitive Intelligence alone

72

73

The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species
4/28/2020 75www.AboveorBeyondJM.com

Generally Speaking:
• Emotions unite us
• Beliefs divide us
4/28/2020 76www.AboveorBeyondJM.com

Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

WWW.ABOVEORBEYONDJM.COM 784/28/2020

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
EMOTIONAL INTELLIGENCE
4/28/2020 WWW.ABOVEORBEYONDJM.COM 79

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the
same way.
Carson Tate, Harvard Business Review
April, 2015

Leverage Everyone’s
Strengths
• DATA
–Your logical, analytical
colleague is at her best
when she is processing
data and solving complex
problems.
–She will focus like a laser
on achieving any stated
goal or outcome and will
ensure that you stay on
budget.
4/28/2020 82

Leverage Everyone’s
Strengths
• DETAIL
–Your organized, detail
oriented colleague’s
strengths are in
establishing order,
structuring projects, and
accurately completing
tasks.
–He will ensure work is
completed on time.
4/28/2020 83

Leverage everyone’s
strengths
• EMOTIONAL
– Your supportive, expressive
colleague is most skilled at
building relationships,
facilitating team interaction,
and persuading or selling
ideas.
– She will keep all stakeholders
up to date on work and
effectively communicate ideas
through the organization.
4/28/2020 84

Leverage everyone’s
strengths
• IDEA
–Your big-picture, integrative
colleague can serve as a
catalyst for change,
brainstorming solutions to
problems and synthesizing
disparate thinking.
–He will drive innovation,
ensure variety in both
thought and execution and
keep you moving forward.
4/28/2020 85

Rule # 8: You Must Work Through The 5
Stages Of Team Development
Forming
Storming
TransformingNorming
Performing

Jamaica’s Greatest Team Achievement

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
SURVIVED & LEARNED FOR THE STORM

LIFE

Rule # 9:
The Most Critical Team-Building Functions
•Trust
•Respect
•Confidentiality
•Accountability

Trust
4/28/2020www.AboveorBeyondJM.com 91

Trust
4/28/2020WWW.ABOVEORBEYONDJM.COM 92

13 Behaviors of High-Trust Teams
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust

The Four
Elements of
Trust – The
ABCD Model
Able,
Believable,
Connected,
Dependable

1 - Able
is about demonstrating competence.
Do team members know how to get the job done?
Are they able to produce results?
Do they have the skills to make things happen—including
knowing the organization and equipping people with the
resources and information they need to get their job done?

2 - Believable
Acting with integrity.
Honest in their dealings
with people.
Creating and following
fair processes.
People need to feel
that they are being
treated equitably.
Acting in a consistent,
values-driven manner
that reassures all that
they can rely on their
team members.

3 – Connected
Demonstrating care and
concern for other
people.
Focusing on people and
identifying their needs.
This is supported by
good communication
skills.
Share information about
the organization and
about self.
When people share a
little bit of information
about themselves, it
creates a sense of
connection.

4 - Dependable
• is about reliably
following through on
what the team say that
they are going to do.
– © 2010 The Ken Blanchard Companies
4/28/2020 98

Eight Things Your Organization Can Do
to Improve Trust
Demonstrating Trust—If you want to create a trusting work environment, you have to begin
by demonstrating trust.Demonstrating
Sharing Information—Information is power.Sharing
Telling It Straight—Study after study has indicated that the number one quality that people
want in a leader is integrity.Telling
Providing Opportunities for Everyone to Win—Do you want your people to work together or
to compete against each other?Providing

Eight Things Your Organization Can Do
to Improve Trust
5. Providing Feedback—Make sure leaders schedule and hold regular progress-check meetings with
their direct reports.
6. Resolving Concerns Head On—Resolve concerns head on by putting challenges on the table
and giving people an opportunity to influence the process.
7. Admitting Mistakes—An apology can be an effective way to correct a mistake and restore
the trust needed for a good relationship.
8. Walking the Talk—A leader, above all, has to be a walking example of the vision and values
of the organization.
© 2010 The Ken Blanchard Companies

How to Build a Culture of Trust:
Implementing the Strategy
Capability trust, or allowing people to make decisions, involving them
in discussions, and trusting that their opinions and input will be useful.
Contractual trust, or being consistent in terms of keeping agreements
and managing expectations.
Communication trust, or sharing information, providing constructive
feedback and speaking with good purpose about people.
Lou Dubois - http://www.inc.com/guides/2010/08/how-to-build-a-corporate-culture-of-trust.html

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
TRUST

Respect

RESPECT

RESPECT 3

RESPECT 2

RESPECT 4

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
RESPECT

Confidentiality

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
confidentiality

Accountability

Accountability Is Simple

7 Ways to Build An Accountable Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
ACCOUNTABILITY

Rule # 10:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF
MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead
They don't manage
4/28/2020 127

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 130
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading

Management to Leadership

To Be a More Effective
Leader
•More than 100 years
of leadership research has
outlined the successful
skills and abilities that are
associated with leadership
effectiveness.
•Let’s begin with the top
10, derived from the
research literature.
4/28/2020 132

1. Social Intelligence (SI).
• This is not only one of the best predictors
of effective leadership, but it is poorly
understood and under-researched.
• Social intelligence is quite broad, but can
best be seen in terms
of understanding of social situations and
dynamics, and ability to operate
effectively in a variety of social situations.
• Research suggests that social
intelligence, which we define as a
constellation of social performance,
sensitivity to social situations, and role-
playing skill are critically important for
effective leadership.

How to develop SI?
•Expose yourself to
different people,
different social
situations,
•work to develop your
social perceptiveness
and ability to engage
others in conversation.
4/28/2020 135

2. Interpersonal Skills
• Interpersonal skills could be seen
as a subset of social intelligence,
• but these are the more
relationship-oriented aspects of
social effectiveness.
• We often talk about the “soft
skills” of the leader,
• and these are best represented
by interpersonal skills.

How to develop interpersonal skills?
Generalize These skills will generalize
to workplace relationships.
Work on Work on your personal relationships with friends,
relatives, and your significant other.
Become Become an active listener, work on
conversational and speaking skills.

3. Emotional Skills/Intelligence (EI).
• A complement to social
intelligence, emotional
intelligence is our ability to
communicate at the emotional
level,
• understand emotions and
emotional situations,
• and be in tune with our own
emotions.
• These are particularly related to
leadership “charisma.”

www.AboveorBeyondJM.com 1404/28/2020

How to develop EI?
Practice “reading”
others’ nonverbal
cues, particularly
cues of emotion.
1
Learn to regulate
and control your
emotions and your
emotional
outbursts.
2
Practice expressing
feelings and become
an effective emotional
“actor” – learning how
to express emotions
appropriately.
3

4. Prudence.
• Prudence is one of Aristotle’s
cardinal virtues.
• A synonym is “wisdom,”
• but it comes from being
able to see others’
perspectives and through
being open to and
considering others’ points
of view.

How to develop Prudence?
•Listen to others.
•Work to be more open and more
broad minded.
•Learn to ask for others’ opinions
and consider them as you
choose a course of action.

Ralph Nichols
•“The most basic of all human
needs is the need to
understand and be
understood.
•The best way to understand
people is to listen to them.”

5. Courage.
•A second cardinal virtue is
“Fortitude,” or courage.
•This is having the courage to take
calculated risks and the courage to:
•(a) stand up for what you believe;
•(b) do the right thing.

Max Lucado
•A man who wants to
lead the orchestra
must turn his back
on the crowd.”

How to develop
Courage?
•This takes some effort, but
is rooted in developing and
holding onto strong
personal values.
•If you truly value
something or someone
you will have the courage
to stand by your principles
(and your people).
4/28/2020 147

6. Conflict Management.
• This is a “higher order”
interpersonal skill that involves
helping colleagues to avoid or
resolve interpersonal conflicts.
• Leaders are often called upon to
adjudicate when members are in
conflict, but it also involves
having the ability to either avoid
or resolve your own conflict
situations.

How to develop Conflict
Management Skills.
• There are courses and workshops
available to help you understand
and learn conflict management
strategies.
• A big part of conflict management
is helping conflicting parties
to collaborate (a win-win outcome)
• or to compromise (each party
needs to be flexible and give up
something).
4/28/2020 149

Jack Welch
• “Before you are a
leader, success is all
about growing
yourself.
• When you become a
leader, success is all
about growing
others.”

7. Decision Making.
• One of the core competencies for leaders is the ability
to make good decisions or lead a good decision making
process.
• There are better and worse ways to make decisions,
• and a good leader understands when to
• make a decision,
• when to consult subordinates or peers and bring them into
the decision making process,
• and when it’s time to step back and let others decide.

How to develop Decision
Making Skills.
•Experience and studying
when decisions have
gone wrong and gone
right is the best way to
hone these skills.
•We often learn more
from our mistakes than
from our successes.
4/28/2020 152

8. Political Skills.
• Every group or organization is, at
its core, full of politicking.
• People will try to bend rules, gain
allies, push their personal
agenda, etc., in order to try to get
ahead.
• An effective leader is a good
political player, who knows how
the game is played, but can also
manage political behavior so that
it does not lead to group or
organizational dysfunction.

How to develop
Political Skills.
•Similar to many of the more
highly-developed leadership
competencies,
•political skills are learned
through experience and
learning about people
and social dynamics.
4/28/2020 154

Lao Tzu

9. Influence Skills.
• At its core, leadership is
about influencing others,
so a great leader is a
master of social influence,
and able to wield power
effectively and fairly.
• Calling on your
interpersonal ("soft") skills
can make you much more
influential in a leadership
role.

How to develop Influence Skills.
Training in debate
helps with making
reasoned, well-
thought-out
arguments.
1
Seeing things from another's
perspective can help you
understand what they want
and allows you to focus on win-
win situations.
2

10. Area Expertise/Competence.
• Many people might list this first, but
in today’s world, knowledge of all
aspects of the job is not as important
as it used to be.
• In high-tech industries, or creative
firms, team members may have
more relevant knowledge and
expertise than leaders.
• Still, it is important that leaders
develop their expertise in the
particular situation, organization, or
industry in which they lead.

Colin Powel

How to develop Area Expertise.
Development
is a lifelong
process.
learn as much as
you can about
your product,
organization, and
team members.
Study the
competitors.
Continue
your education.

MANAGER vs. LEADER
• ADMINISTRATE
• RELY ON CONTROL
• SHORT-TERM VIEW
• EYE THE BOTTOM LINE
• ACCEPT STATUS QUO
• FOCUS ON STRUCTURE
• COMMAND
• IMITATE
• DO THINGS RIGHT
• MANAGE PEOPLE
• INNOVATE
• INSPIRE TRUST
• LONG-RANGE PERSPECTIVE
• EYE THE HORIZON
• CHALLENGE STATUS QUO
• FOCUS ON PEOPLE
• COMMUNICATE
• ORIGINATE
• DO THE RIGHT THING
• LEAD PEOPLE
• Warren Bennis, Managing People is
like Herding Cats, 1997

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
LEADERSHIP

Group Ratings of Mgt Team
TEAMS: COURAGOUS HIGH P REVO VID
 COMMUNICATION C C C C
 EMOTIONAL INTELLIGENCE C D B- B
 LEARNING FROM THE STORM D B+ B B
 TRUST D D D C-
 RESPECT C- C B- C-
 CONFIDENTIALITY E D- C E
 ACCOUNTABILITY D D B- C
 LEADERSHIP C D C C

Group Assignment
What can we do to raise our scores in all critical
areas?
COMMUNICATION TRUST
LEARNING FROM THE STORM RESPECT
EMOTIONAL INTELLIGENCE ACCOUNTABILITY
CONFIDENTIALITY LEADERSHIP
 What are the 5 values that if we lived by would make CPFSA the
place to work?

4/28/2020 www.ABOVEorBEYONDjm.com 167

You Must Do Something
If you want to get
something you have
never had
You must be willing
to do something you
have never done

Colin Powell
“None of us can
change our
yesterdays,
but all of us can
change our
tomorrows”

New Neural Paths

What’s The
Alternative?

Stop Living In The Past
Never ask, “Oh, why
were things so much
better in the old days?”
It’s not an intelligent
question
Eccles 7:10

Stop Living In The Past
... the one thing I do,
however, is to forget
what is behind me and
do my best to reach
what is ahead
 Philippians 3:13

Dr. Leahcim Semaj
AoB

Mastering the team approach child protection - mar2020 edit

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