2. Today
1. Review TQ Model
2. Explore 6 Attributes of Smart Teams
3. Introduce Team Skill
4. Assess Your Team
3. “The leaders who work most effectively never say ‘I.’
They don’t think ‘I.’ They think ‘we.’ They think ‘team.’
They understand their job to be to make the team
function. They accept responsibility and don’t sidestep it,
but ‘we’ gets the credit. This is what creates trust, what
enables you to be the task done.”
Peter Drucker
Insert footer text here 3
4. Cocktail Party
1) Introduce yourself
2) Answer 2 questions:
What do you really enjoy about the team you're
currently on?
And what drives you crazy about the team you're
on?
6. Smart Teams have TQ (team intelligence)
Charter
Goals, Results
Roles
Decision Making
7. Smart Teams have TQ (team intelligence)
Vision
Situational
Team
Development
Creating Safety
8. Smart Teams have TQ (team intelligence)
Work Styles (DiSC)
Engagement
Values, Norms
9. Smart Teams have TQ (team intelligence)
Tackling Change
Engaging
Assessing
Maintaining
10. 6 Ingredients of Smart Teams
1. Unique unifying Vision - Charter
3. Real Relationships that Dissolve Silos
5. Problem Solving without Finger Pointing
7. Directly Dealing with Conflict
9. Strong Team Leader
11. Sense of ‘We’
11. “The ratio of We’s to I’s is the best indicator of the
development of a team.”
Lewis B. Ergen
Insert footer text here 11
22. Direct Influence
Results oriented Results oriented
Competitive Enthusiastic
Conscientious Supportive
Accuracy Impact on others
Measured Friendly
23. “Lots of people want to ride with you in the limo, but what
you want is someone who will take the bus with you
when the limo breaks down.”
Oprah Winfrey
Insert footer text here 23
24. Clearwater Consulting Group
Women-owned firm founded in 2005
headquartered in Atlanta, GA
Company focus is senior team development for
greater organizational clarity and success
Find us www.clearwater-consulting.com
Call us 404-842-0987
Insert footer text here 24
Editor's Notes
Introductions – Andrea Exercise get up, find one person – ask each other – What’s One thing I need to know about you? Then intro one of them … Agreements : Be Open to this – we always compare to what we already know (UNC study) Confidentiality Participation Cells off The practice of Noticing – what intrigues you take a note of, what doesn’t, leave behind Get curious – listen for one thing you can use today, a key takeaway, be surprised
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Cultue, incentives, goals, norms
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
Team Profile - Roles & Responsibilities – (morning workshop) Changes processes & Frameworks – Relate/Repeat/Reframe, Kotter Stress What creates stress – Feeling out of control Not knowing what’s going on Not knowing how to contribute Not being able to count on your team mates
Accountability – Agreements Getting to know each other Getting Buy In - Sharing the Vision – where do ‘I’ fit, ‘we’ fit? Constructive Feedback - Dealing with Toxins + Arc of Engagement?
You’re always developing these skills
Innovative teams have the skills to create what needs to happen no matter the context
FAQs – where Dot Falls, sharing profiles (primary, secondary), accessing ALL quadrants as needed