Leadership - PP Hisham Elbakry

© 2006 The Ken Blanchard Companies. All right reserved. Do not duplicate • 16395• V050106 1
“If I could solve all my problems
myself, I would.”
—Thomas Edison, when asked why
he had a team of 21 assistants

Don Carew
Eunice Parisi-Carew
Lael Good
Ken Blanchard
Situational
Team
Leadership
Welcome to

To acquire the knowledge
and leadership skills for
developing high performance
teams
Workshop Purpose

Two or more people
who must work together
to accomplish a common purpose
and are mutually accountable
for the results
A Team

No one of us
is as smart
as all of us.

Types of Teams
Work Permanent Produces goods and services
Project Temporary
Accomplishes a specific
purpose
Coordination Ongoing Oversees performance

Common Needs of Teams
• Structure and discipline
• Trust in one another
• Encouragement and persistence
• Productive practices
• Mutual accountability
• Commitment to results

 Not taking time to clarify purpose and goals
 Unsure of what requires team effort
 Lack of mutual accountability
 Lack of resources
 Lack of effective and/or shared leadership
 Lack of focus on creativity and excellence
 Lack of planning
 Lack of support for a team culture
 Inability to deal with conflict
 Lack of training
Obstacles to Success

My Best Team
• Share
– Your best team experience
– Type of team
– Characteristics of the team

The patterns of behavior that are
constantly occurring within a team
Team Dynamics

Team Subgroups

The Team Charter

The Purpose of a Team Charter
• Set your initial direction
• Stay on track
• Identify results achieved
• Integrate and orient new members

Elements of the Team Charter

To experience and learn the models,
practice new skills, and support one
another during the session
Work Team Purpose

““A strong team charterA strong team charter
is more important tois more important to
superb team functioningsuperb team functioning
than effective leadership.”than effective leadership.”
—Ruth Wageman

Take time inTake time in
the beginningthe beginning
and the endand the end
will take carewill take care
of itself.of itself.

Stages of Team Development
All teams progress through
predictable, sequential stages
on their journey to high performance.

The quantity and quality of work
accomplished in relation to the
team’s purpose and goals
Productivity

The sense of pride and satisfaction
that comes from belonging to the
team and accomplishing its work
Morale

Levels of Productivity and Morale
Adapted from Roy B. Lacousiere, The Life Cycle of Groups: Group Development Stage Theory (New York, NY: Human Sciences Press 1980).

Stages of Team Development

Stage 1—Orientation

Stage 1 Characteristics
• Moderate eagerness
• High, often unrealistic, expectations
• Anxiety about roles and one another
• Tentative, polite, conforming behavior
• Lack of clarity
• Dependence on authority
• Testing of boundaries

Stage 2—Dissatisfaction

• Confusion and frustration
• Gaps between expectations and reality
• Competition
• Forming of coalitions
• Conflict
• Dissatisfaction with dependence on authority
• Some task accomplishment

Stage 3—Integration

• Increased clarity and commitment
• Increased task accomplishment
• Tendency to avoid conflict
• Growing trust and unity
• “We” not “me”
• Willingness to share leadership

Stage 4—Production

• Purpose and values
• Empowering team practices
• Relationships and communication
• Flexibility and shared leadership
• Optimal productivity
• Recognition and appreciation
• Morale

Stage 5—Termination

Team Diagnosis Tool

Peak Issues in Stages

“Coming together is a beginning.
Keeping together is progress.
Working together is success.”
—Henry Ford

Team Leadership
An influence process focused on
helping the team progress through
the stages of development

Flexibility
The ability to use a variety of
leadership styles

Leadership Variables

Directive Behavior
Directive Behavior structures and guides the team’s work.
Organizing
Educating
Structuring
Focusing

Supportive Behavior
Supportive Behavior develops mutual trust and respect
within the team.
Involving
Encouraging
Listening
Collaborating

The Four Leadership Styles

The Match

Style 1 Behaviors
• Link the team’s work to the organization’s purpose
and goals
• Provide structure for the development of the
team charter
• Assess training and resource needs
• Orient team members to one
another

Style 2 Behaviors
• Redefine or clarify the team’s purpose, norms,
goals, and roles
• Develop both task and team skills
• Confront difficult issues
• Recognize helpful behaviors and
small accomplishments

Style 3 Behaviors
• Encourage different points of view
• Involve team members in decision making,
problem solving, and conflict management
• Promote shared leadership
• Remove obstacles to
task accomplishment

Style 4 Behaviors
• Recognize and celebrate team accomplishments
• Acknowledge individual contributions
• Evaluate results and incorporate
lessons learned
• Promote new challenges and
higher standards

Leadership for Stage 5
• Recap lessons learned
• Recognize contributions
• Provide honorable closure

Needs in All Stages
Clear goals
Feedback on results
Opportunities to be heard
Respect for differences

““Of the best leaders,Of the best leaders,
when the job is done,when the job is done,
the task is accomplished,the task is accomplished,
the people will all say,the people will all say,
we have done thiswe have done this
ourselves.”ourselves.”
—Lao Tzu, 500 BC

If you can laugh together,If you can laugh together,
you can work together.you can work together.
—Robert Orben

Team Changes
Revisit the Team Performance Process
if the goal changes, team membership
changes, or the stage of development
changes.

Makes the impossible possibleMakes the impossible possible

Leadership - PP Hisham Elbakry

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