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Leadership and teams updated 9.11


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Abbott Leaqdership & Teams workbook PDF

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Leadership and teams updated 9.11

  2. 2. Leading a High Performance TeamNOTES FROM PRESENTATION: 2
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  6. 6. Leading a High Performance Team LEADING PEOPLE Rosen & Brown Penguin BooksThis is compiled from more than a dozen studies, focusing onleading companies from the Forbes 500, Fortune 500, 700privately-held firms, and interviews at the 3,000 largestcompanies in America.Successes depend on people - and in order to achieve success,people depend on leaders.It is a simple idea, but one with sweeping consequences. Itopens up tremendous opportunities, but also gaping pitfalls. Inorder to succeed, leaders will have to reinvent theirorganizations to get the most from their people. But to do that,leaders must take a deep look inside and discover the ways theyinfluence their enterprise and their people. More importantly,they will need to reinvent themselves.A recent national survey of more than 10,000 workers foundthat current leadership is costing American companies morethan half their human potential. To put that another way,improved leadership alone could double worker productivity.This translates directly to the bottom line. The single biggestinfluence on employee commitment and performance, accordingto another sweeping national study of more than 25,000workers, is the leadership skills of their managers!To be effective and successful, leaders must build organizationsthat help employees strengthen their competence, creativity,and commitment. Leaders must create healthy environmentswhere people are excited about their work, take pride in theiraccomplishments, and contribute to their colleagues doing thesame. Their task, in short, is to foment ideas, skills, and energy.This is leading people. 6
  7. 7. Leading a High Performance TeamTHE EIGHT PRINCIPLES OF LEADING PEOPLEVISIONLeaders see the whole picture and articulate that broadperspective with others. By doing so, leaders create a commonpurpose that mobilizes people and coordinates their efforts into asingle, coherent, agile enterprise.TRUSTWithout trust, vision becomes an empty slogan. Trust bindspeople together; creating a strong, resilient organization. Tobuild trust, leaders are predictable and they share informationand power. Their goal is a culture of candor.PARTICIPATIONThe energy of an organization is the participation and effort of itspeople. The leader’s challenge is to unleash and focus thisenergy, inspiring people at every level of the enterprise to pitchin with their minds and hearts.LEARNINGLeaders need a deep understanding of themselves. They mustknow their strengths and shortcomings, which requires a lifelongprocess of discovery, and they must be able to adapt to newcircumstances. They must promote constant innovation, andleaders must encourage their people to refresh their skills andrenew their spirits.DIVERSITYSuccessful leaders know the power of diversity and the poison ofprejudice. They understand their own biases, and they activelycultivate an appreciation of the positive aspects of people’sdifferences. In their organizations, they insist on a culture ofmutual respect. 7
  8. 8. Leading a High Performance TeamCREATIVITYIn a world where smart solutions outpace excessive work,creativity is crucial. Leaders pay close attention to people’stalents, leaning on their strengths and managing around theirweaknesses. They encourage independent, challenging thinkingand they invest in technologies that facilitate the efforts of theirpeople.INTEGRITYA leader must stand for something. As a public citizen and aprivate person, he/she knows what is important in life and actsby deep-seated principles. Every wise leader has a moralcompass, a sense of right and wrong. Good leaders understandthat good ethics is good business.COMMUNITYCommunity is mutual commitment and it inspires the highestperformance. It’s human nature to go the extra mile for one’sneighbors and fellow citizens, and a mature leader stresses theorganization’s responsibility to the surrounding society. A leaderalso acts as a steward of the natural environment. 8
  9. 9. Leading a High Performance Team THE LEADERSHIP CHALLENGE KOUZES & POSNER JOSSEY-BASSThis book is based on an extensive research study that began in1987 and has continued through 2006. More than 450,000respondents on four continents were asked: ―What values(personal traits and characteristics) do you look for and admire inyour leaders?‖ They were also asked to select the seven qualitiesthey most look for and admire in a leader – someone whosedirection they would willingly follow.The top four responses, by a very wide margin, were as follows:BEING HONESTHonesty was selected more often than any other leadershipcharacteristic; it consistently emerged as the single mostimportant ingredient in the leader-constituent relationship.That nearly 90% of the respondents want their leaders to behonest above all else is a message that all leaders must take toheart.Just how do constituents measure honesty? By observing theleader’s behavior. In other words, regardless of what leaders sayabout their own integrity, people wait to be shown; they watchand observe carefully. Consistency between word and deed ishow we judge someone to be honest.Honesty is also related to values and ethics. We appreciatepeople who take a stand on important principles. We resolutelyrefuse to follow those who lack confidence in their own beliefs.Confusion over where the leader stands creates stress; notknowing the leader’s beliefs contributes to conflict, indecision,and political rivalry. We simply don’t trust people who won’t tellus their values, ethics and standards. Even worse, though, issomeone who tells us they hold a certain value – then acts incomplete disagreement with that value. 9
  10. 10. Leading a High Performance TeamBEING FORWARD-LOOKINGWe expect our leaders to have a sense of direction and a concernfor the future of the organization. Leaders must know wherethey are going if they expect others to willingly join them on thejourney.In a separate study of 300 senior executives, ―a leadership styleof honesty and integrity‖ and ―a long-term vision and direction forthe company‖ were ranked as the number one and two mostimportant characteristics in a successful leader.In a joint study with Columbia University, 98% of therespondents (8,500) ranked ―the ability to convey a strong visionof the future‖ as a very important quality for effective leaders.We want to know what the organization will look like, feel like, belike when it arrives at its goal in six months or six years. Wewant to have it described to us in rich detail so that we’ll knowwhen we’ve arrived and so that we can select the proper routefor getting there.BEING INSPIRINGWe also expect our leaders to be enthusiastic, energetic, andpositive about the future It’s not enough for a leader to have adream about the future. A leader must be able to communicatethe vision in ways that encourage us to sign on for the duration.Some react with discomfort to the idea that being inspiring is anessential leadership quality. In the final analysis, though, leadersmust inspire our confidence in the validity of the goal.Enthusiasm and excitement are essential and signal the leader’spersonal commitment to pursuing that goal. If a leader displaysno passion for a cause, why should anyone else? 10
  11. 11. Leading a High Performance TeamBEING COMPETENTTo enlist in another’s cause, we must believe that the person iscompetent to guide us where we are headed. We must see theleader as capable and effective.Leadership competency doesn’t necessarily refer to the leader’sabilities in the core technology of the operation. In fact, the typeof competence demanded is value-added competence.Functional competence may be necessary, but it’s insufficient; theleader must bring some added value to the position. Expertise inleadership skills themselves is another dimension of competence.PUTTING IT ALL TOGETHERWhat we found in our investigation of admired leadershipqualities is that, more than anything, we want leaders who arecredible. We must believe that their word can be trusted, thatthey’ll do what they say, that they’re personally excited andenthusiastic about the direction in which we’re headed, andthat they have the knowledge and skill to lead.THE FIVE FUNDAMENTAL PRACTICES OF EXEMPLARYLEADERSHIPAs we looked deeper into the dynamic process of leadership,through case analysis and survey questionnaires, we uncoveredfive fundamental practices that enable leaders to getextraordinary things done.The best leaders in the world are able to: Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart 11
  12. 12. Leading a High Performance Team RESPONSIBLE MANAGEMENT GETS RESULTS Faust, Lules, Phillips AMACOMBased on an in-depth diagnosis of more than 3,000 organizationsto assess their strategic architecture (vision, strategy, structure,information feedback and control systems, reward systems); theirculture and functional areas (marketing and sales, operations,HR, and financial); and a variety of key outcomes (revenue,profit, community image, morale, turnover, etc.) The diagnosis regularly reveals problems in six specificareas where “responsibility” in the organization is ratedlow.CREATING A CLEAR, MEANINGFUL SENSE OFDIRECTIONPeople want to know where they are heading. A clearunderstanding of the organization’s vision, mission, goals andstrategy not only gives people comfort; it lets them share in theexcitement of the journey. It gives them a context for their owndecisions and lets them be creative contributors. Within thisframework, employees can contribute their own solutions and usetheir own common sense, experience, skills and judgment, andthey can take pride in their contributions.The tools to communicate direction include: A clear statement of purpose and core values An inspiring and specific vision of an exciting future A clear statement of our core business and position in the marketplace A focused set of strategic initiatives that we follow to achieve the vision in the shorter term (1-3 years) Processes and documents that communicate the vision, strategies and goals and translate them into meaningful, concrete terms for those who will make them happen 12
  13. 13. Leading a High Performance TeamHAVING AND LIVING BY VALUES PEOPLE RESPECTCore values may drive a company’s strategy and decisions andmay be major determiners of its success. But they are not theonly values by which companies are judged. There are a numberof other values, real or imagined, long-term or short-term, thataffect whether people will choose to be responsible to a givenorganization.Most people believe that a person’s or company’s behavior is insome way reflective of their values. Human beings have a verystrong tendency to read intent into behavior. Employeesregularly infer the values of the organization from the behavior ofits leaders.RESPECTING PEOPLE AND THEIR CONTRIBUTIONPeople want to work in an environment where they and theircontributions are respected. When there is no respect, each dayis demeaning. There is little sense of self-worth and contribution.Confident, optimistic, capable people will not stay in anenvironment that offers little respect.HAVING A COMPATIBLE CULTUREThe culture of an organization is the embodiment of its truevalues and philosophy. It is expressed in the typical behavior ofits employees and its policies, procedures, systems, structures,decisions, and day-to-day actions. Employees need to feelcompatible and comfortable with the corporate culture.BEING A SOURCE OF PRIDEPeople like to take pride in their organization. Motivationincreases naturally as people see their organization doing thingsthey believe will make it more successful. The reciprocal is alsotrue; people lose all motivation when they witness theirorganization behaving in ways that are contradictory to statedvalues, goals or strategies. 13
  14. 14. Leading a High Performance Team INSIGHTS ON LEADERSHIP SPEARS JOHN WILEY & SONSFrom a global study of leading CEO’s, these wereidentified as the key characteristics for organizationalsuccess: Service to the customer is the keystone of the company’s mission. Core values shape the culture and provide liberating support to associates. Value is placed on community service in the communities in which the corporation operates. The enterprise is viewed as a learning organization. Everyone is challenged to stretch toward his or her individual potential. Value is placed on the initiatives of associates to continuously improve the system. Emphasis is placed on teamwork and alignment. From the CEO and throughout the organization, extreme importance is placed on walking the talk.The leadership growth model that emerged from this studyincludes the following stages:1. First, the leader must achieve a high level of self-mastery.This stage also requires a self-assessment of one’s own personalsystem including the values that shape the individual’s uniqueapproach to leadership.2. The second stage includes attention to a deeper level ofcommunications. This means a serious commitment tocooperation and behaviors congruent with core values.3. At the next level, the leader must practice transformationalleadership. This dimension of leadership includes attention toreleasing human potential and high levels of interaction andalignment. 14
  15. 15. Leading a High Performance Team A BRIEFING FOR LEADERS DILENSCHNEIDER HARPER BUSINESSHOW A LEADER SETS DIRECTION Create a strong vision Articulate a clear course Bias the organization toward action Lift up the organization Practice excellent personal communications Earn conviction Sustain the vision Create unity of purpose Leverage the strength of the culture Support positive rituals Harmonize vision and culture Train people to focus THE FIVE VALUES OF A STRONG CORPORATE CULTURE1. Integrity: be a living example of your leadership values2. Accountability: do what you say you will do—build trust through personal responsibility3. Diligence: work hard, set a good pace, complete projects on or before deadlines4. Perseverance: overcome obstacles while maintaining a positive and enthusiastic attitude5. Discipline: do all of these things, every single day 15
  16. 16. Leading a High Performance TeamThe following is from a joint study of 1,500 outstandingorganizations conducted by: The Tom Peters Group, TPG/Learning Systems and The Executive Development Center at theLeavey School of Business and Administration. THE SEVEN LESSONS1. Leaders Don’t WaitThey are proactive – they want to produce victories. Waiting forpermission to begin is not characteristic of leaders. A sense ofurgency combined with disciplined execution is.2. Character CountsWe call it the first law of leadership: if you don’t believe themessenger – you will not believe the message! People expectleaders to stand for something and to have the courage of theirconvictions. Therefore, the first milestone on the journey toleadership is clarity of personal values.3. Leaders Have Their Head in the Clouds and Their Feet on theGroundNot only do we demand that leaders be credible; we also demandthat they have a clear and compelling vision of the future.4. Shared Values Make a DifferenceAs important as it is for leaders to have a clear vision and values,what they say must be consistent with the aspirations of theirfollowers. Followers have needs and interests, dreams andbeliefs of their own. Leaders must be able to gain consensus ona common cause and a common set of principles. They must beable to build a community of shared values. 16
  17. 17. Leading a High Performance Team5. You Can’t Do it AloneLeadership is not a solo act. Winning strategies are always basedon a ―we,‖ not an ―I,‖ philosophy.6. The Legacy You Leave is the Life You LeadFollowers are moved by deeds. They expect leaders to show up,to pay attention and to participate directly in the process ofgetting extraordinary things done. Leaders take everyopportunity to show others by their own example that they aredeeply committed to the aspirations that they espouse. Leadingby example is how leaders make vision and values tangible. It ishow they provide evidence that they are personally committed.7. Leadership is Everyone’s BusinessThere is a myth that assumes that when you are on top you areautomatically a leader – this simply is not true. Leadership isearned – not bestowed. It is not a title – it is a responsibility.KEY LEADERSHIP BEHAVIORS Listening Versus Telling Defining, Shaping and Using Core Values Living the Values in Everything You Do Ensuring Employee Capability Power Through Respect for Employees Setting a Living Example Displaying the Courage of Accountability 17
  18. 18. Leading a High Performance TeamEXAMPLE: GE LEADERSHIP VALUESGE leaders, always with unyielding integrity: Are passionately focused on driving customer success. Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth. Insist on excellence, and are intolerant of mediocrity or bureaucracy. Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin. See change for the positive growth opportunities it brings. Create a clear, simple, customer-centered vision, and continually renew and refresh its execution. Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results. Demonstrate—always with infectious enthusiasm for the customer—the ―Four E’s‖ of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute.WHAT INHIBITS EXECUTION?National survey of 4,000 senior executives:4. Inability to work together as a TEAM (21%)3. Company CULTURE (23%)2. Economic climate (29%)1. Holding onto the past / unwillingness to CHANGE (35%) 18
  19. 19. Leading a High Performance Team6 ELEMENTS OF CHARACTER—BY JOHN MATTONECourageLoyaltyDiligenceModestyHonestyGratitudeCourageTrue courage—noble courage, the authentic, spontaneous act of self-sacrificial concern for the defenseless—is not fanaticism but character.Courage is not the feeling of fearlessness. It is rather the willingness ofmind necessary to act out of conviction rather than feeling. I havecoached many leaders who feel quite fearless but act in sometimes acowardly manner. Conversely, I have worked with many executives whoare fearful yet behave with incredible courage. Great leaders arecourageous. It is beyond valor—in fact, heroism and courage are notsynonymous, since there are acts of heroism every day that are acts ofimpulse rather than true character. The measure of true character isconsistency—as we all know business heroes, public heroes, sportsheroes who were bold enough to make a heroic mark but could notsustain it over time—as they misstep, fall prey to controversy, financialruin and criminal activity. These people were never truly courageous—only brave at a point in time. Courage is the greatest character elementany leader must possess—as it is the catalytic agent that mobilizesevery other virtue in the face of crisis. Knowing right from wrong is onething; taking the right action based on this knowledge is yet another.Courageous leaders inspire their people and teams to achieve incrediblenew heights—it is the foundation for creating the ―will do‖ and ―mustdo‖ in people.LoyaltyWhere is the loyalty? Where has all the loyalty gone? Loyalty is the veryfabric of community. Relationships cannot be developed, nurtured orprospered when there is no trust to glue mutuality of commitment.When loyalty is lost, the fabric of relationship unravels. Loyalty is thewillingness—because of relationship commitments—to deflect praise,admiration and success onto others. Loyalty is a two-way street—it mustfunction both upwardly and downwardly. Upward loyalty is shown toyour boss. Are you willing to allow your boss to take credit whilesometimes taking the blame? If a mid-level executive shows anydisloyalty—either upward or downward—the fabric of community in thatorganization will begin to erode. 19
  20. 20. Leading a High Performance TeamDiligenceIn my coaching work, I sometimes encounter an executive who islooking for the quickest, shortest way….the easiest way….the waythat will produce the greatest returns for them….and on and on. Itell them directly there are none that exist. There are no short-cutsto achieving anything worthwhile and there are countless stories ofCEO’s, senior executives, and entrepreneurs who are quick toreinforce this undeniable notion that there is no substitute for hardwork. When I encounter these executives, I get them connectedwith leaders who can share their experiences in vivid detail so theybegin to vicariously experience both the positive and negativelycharged references that give them a dose of reality andperspective. Diligence is a necessary—but not sufficient—conditionfor achieving leadership excellence but it does provide the leaderwith a solid foundation that will serve to minimize the depth of theirsetbacks. The diligent leader is a steady performer, and the steadyperformer is a finisher. Great leaders want accountability and areserious about their obligations—unfortunately there are manymanagers who are spiraling to lower maturity because of theirunwillingness to finish—to be held accountable and follow-throughon their obligations.ModestyModesty means living within limits. It is the opposite of being―bold‖—putting oneself forward in the sense of aggressiveness orpresumptuous. It is the opposite of arrogance. The greatest leadersare confident but they recognize that they are also not too good,too big, too rich, too powerful to be open to the views andperspective of others all aimed at self-improvement andorganizational improvement. Modest leaders see fiscal andoperational constraints as safeguards—not hindrances. Modestleaders are able to invoke their own limits as they begin to realizeagain through positively charged references that greater individualand team results will be realized. Modesty is also a key counter-balancing mechanism that keeps a leader’s emotions in balance. Ihave coached countless executives in how to accept and adopt amore immodest, prudent view of themselves and the operationsthey run and the absolute key in getting them to transform ishelping them see that it is their own need for attention that drivestheir arrogance and the results they are achieving are less than ifthey had adopted a more calm self-acceptance approach inhandling challenges. 20
  21. 21. Leading a High Performance TeamHonestyThere is a line between shrewd business and dishonesty.However, it is not nearly as fine as we think. Great leaders workhard to bend over backward for honesty as they realize truth andhonesty are the pillars upon which relationships, teamwork, andpositive energy are built. Great leaders are comfortable missingout on deals rather than to use deception to win. Great leaderswould rather make a minor profit with honesty than a major onewithout it. Exaggerations, padded expense accounts, deliberatelyshaved tax forms submitted without hesitation, showing up forwork late, leaving early, and theft of company property (whichnow reaches into the billions annually) are all acts of dishonesty.Mature leaders create an environment in which they themselveslive and promote a truthful, above-board, honest existence.GratitudeGreat leaders demonstrate enormous respect and appreciation forthe sum of all their references (both positive and negative) asthey know in their mind and heart that the very essence of whothey are is inextricably tied to the sum of their experiences. Theyknow and respect that they have learned to grow and mature asleaders through the highs and lows and they appreciate theirreference reservoirs as nothing more than a ratio of positivelycharged references divided by all of their experiences. It’s abatting average. Just like a batting average, the higher the betterbut much can be learned by striking out every now and then. Infact, it keeps us in balance and we appreciate the hits all thatmuch more with a healthy dose of setback. This is one of thegreat challenges I see with younger executives who desire waytoo much, too fast—as many are just unwilling to see the value inexperiencing setbacks—it slows them down but the setbackteaches contrast, it teaches gratitude for all experiences andspecial gratitude when the ―hit‖ actually occurs. Gratitude as anelement of character is also at the root of providing praise andrecognition to others (more on this later when we discussDemarcation). Saying ―thank you,‖ ―I appreciate you hard work,‖originates from this element—it requires selflessness but showinghonest gratitude to your people and your team will propel them tonew heights. 21
  22. 22. Leading a High Performance TeamHERE’S WHAT LEADERS MUST PAY ATTENTION TOStrategic Clarity – leaders must constantly assess how well theirorganization’s strategy is understood across operations staff. Com-munication and reinforcement of the declared strategy will lead toclear understanding by all staff.Goal Alignment – Once strategic clarity is reached, leaders mustconstantly assess the degree to which projects, goals, tasks arealigned to your organization’s declared strategy.Expectations Clarity – Next, leaders must ensure that everyonein the organization has formalized ends goals (performance stan-dards) and means goals (values defined in behavioral terms). Inaddition, leaders must ensure that all staff proactively commit totheir performance and values goals.Consistent Accountability – leaders must hold all staff account-able, day in and day out, for meeting performance expectationsand values expectations. Accountability means the prompt applica-tion of POSITIVE consequences (when folks do the right things theright way) and NEGATIVE consequences (when they don’t). 22
  23. 23. Leading a High Performance Team10 KEYS TO BUILDING A CULTURE OFDISCIPLINED EXECUTION1. Top management must be fully committed.2. Create a ―Guiding Coalition‖ of respected senior leaders.3. Make a strong case for the need to execute effectively and communicate it relentlessly.4. Create very clear focus on what is most important, and what you must have the courage to say NO to.5. Create systems and process to assign and track execution.6. Ensure people have the training, tools and resources necessary to effectively execute the focused objectives.7. Give every person as much information as possible.8. Push decision making down to the lowest reasonable level.9. Lavishly reward those who meet the execution targets.10. Deal decisively with anyone who does not.EXAMPLE: GROUND RULES FOR A PROFESSIONAL TEAM All members agree to be managed and coached to strictly enforced standards of performance and quality work. Teamwork is mandatory, not optional. Excellence in customer satisfaction (internal / external) is an enforced standard. Personal and professional growth is a nonnegotiable minimum standard. All team members must show a sincere interest in the customer and a sincere desire to help them. The primary focus must be on delivering quality work and building strong customer relationships. Demand excellence and refuse to tolerate mediocrity. 23
  24. 24. Leading a High Performance TeamKEY TEAM COMPETENCIES1. Setting clear, specific and measureable goals.2. Making assignments extremely clear and ensuring required competence.3. Using effective decision making processes within the team.4. Establishing accountability for high performance across the entire team.5. Running effective team meetings.6. Building strong levels of trust.7. Establishing open, honest and frank communications8. Managing conflict effectively.9. Creating mutual respect and collaboration.10. Encouraging risk-taking and innovation.11. Engaging in ongoing team building activities.WHAT IT TAKES TO BE AVALUED MEMBER OF A TEAM Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your words. Stand behind the team and its people. Be enjoyable to work with. Communicate and keep everyone informed. Help the other members of the team. Hold yourself 100% accountable. 24
  25. 25. Leading a High Performance TeamTYPICAL WAYS THAT TEAM LEADERS VIOLATESUBORDINATES EXPECTATIONS: Micromanaging – not giving autonomy. Making decisions that effect subordinates without their input. Letting team members shirk their duties without any negative consequences. Not giving praise or rewards for a job well-done. Not recognizing that the subordinate has a life outside of the team that occasionally takes priority over work.TYPICAL WAYS THAT SUBORDINATES VIOLATE THETEAM LEADER’S EXPECTATIONS: Missing or being late to team meetings. Not outwardly demonstrating commitment and support for the leader’s agenda. Not completing assignments in a timely manner so the team can complete its work. Not letting the leader know when there are problems or issues. Not sharing resources with other team members. Not sharing credit with the rest of the team. Not responding to e-mails or voice mails in a timely manner. 25
  26. 26. Leading a High Performance TeamLEADING A HIGH PERFORMANCE TEAM: INDIVIDUAL WORKSHOPBased on the presentation, all of the materials you have just read and your personal experience,please create a detailed outline of what you feel are the most critical aspects of leading a highperformance team. What should the leader focus on in order to build and sustain a highperformance team that displays mutual accountability, a sense of urgency and high level of trust,respect and professionalism? 26
  28. 28. Leading a High Performance TeamLEADING A HIGH PERFORMANCE TEAM: SMALL GROUP WORKSHOPNow that you have each completed you own individual ―Team Leader‖ model, as a group I wouldlike you to compare and contrast what you have each written. Share your list. Look back over thebook together, pick out key ideas and phrases that are particularly meaningful to you. Discusswith your group why you feel strongly about certain aspects of your model, why you feel they areso critical to building a culture of accountability, execution, customer focus andcommitment to excellence on a high performance team.The goal is for each team to synthesize all of their individual models into one focused leadershipcompetency model that you all feel represents the most important elements of being a successfulteam leader. In other words, combine all of your individual models to create one overarching―Ideal Team Leader‖ model for you all believe it truly takes to build and sustain a winning team.At the end of this workshop each team will be responsible from making a brief presentation ontheir model. I want to see that you have given this a good deal of thought and honest debate andcreated a solid framework that is focused, realistic and challenging — and that each of you wouldbe willing to personally commit to. 28
  29. 29. Leading a High Performance TeamLEADING A WINNING CULTURE: TEAM WORKSHOP 29
  30. 30. Leading a High Performance TeamIDEAS TO ACTIONS WORKSHOPThis is an extremely important workshop, so please take it very seriously. Keeping the ―IdealTeam Leader‖ model you have created for your organization clearly at the front of your mind,discuss your findings in your group, talk specifically about areas for needed improvement—andexactly how to truly make positive changes in those areas. The goal of this workshop is for eachgroup to develop a list of five very specific action steps that your organization can commit to inorder to make real progress in improving your team and leadership effectiveness.Remember: What gets measured gets done; so every action item must be clear, specific,measurable and realistic. 30
  31. 31. Leading a High Performance TeamI DEAS TO A CTIONS W ORKSHOP 31