Trust and Accountability within Teams. Create-Learning Team Building and Leadership

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Kick-off meeting with 30 managerial-leaders. Focus on increasing Trust (within departments and between departments); Accountability (determining where accountability belongs and creating a culture of that is accountable); Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work)

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Trust and Accountability within Teams. Create-Learning Team Building and Leadership

  1. 1. Why are we here?• Focus on increasing Trust;• Accountability (determining where accountability belongs and creating a manager-employee relationship with known accountability and authority for completing work);• Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work within their matrix environment) Michael Cardus - www.create-learning.com
  2. 2. Listen Instill, Internalize, ExperienceInstitutionalize Analyze Reflect the Action Michael Cardus - www.create-learning.com
  3. 3. Michael Cardus - www.create-learning.com
  4. 4. The great organizational paradox is that effective groupcollaboration stems from clear recognition of individualsand individual accountability combined with clearspecifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002 Michael Cardus - www.create-learning.com
  5. 5. Accountability?Trust?Teamwork?Working RoleRelationships? Michael Cardus - www.create-learning.com
  6. 6. Michael Cardus - www.create-learning.com
  7. 7. Which Managerial Behaviors Predict Effectiveness? • Orange - Strongly (+) predictor of effectiveness • Yellow – (+) predictor of effectiveness • Grey – Insignificant predictor of effectiveness • Brown - (-) predictor of effectivenesshttp://www.kornferryinstitute.com/briefings-magazine/winter-2010/what-makes-leaders-succeed- Michael Cardus www.create-learning.com
  8. 8. Teamwork is the reciprocal relationships of a group of individuals, helping eachother and themselves to complete a task or project that they could not completeon their own.• What is my role in this team?• How much control / influence will I have in this team?• Will my goals / needs be met by this team?• What will be the level of intimacy in this team? Michael Cardus - www.create-learning.com
  9. 9. Choices Michael Cardus - www.create-learning.com
  10. 10. • How did you make your choices?• What criteria was used?• Who is accountable for the choices you made?• What led you towards your choices? Why?• Does that ever happen at work?• Now that you have seen the goal; what is your reaction to your choices?• Supply an example of how people may operate and choose from unclear criteria and understanding of goals?• What causes that to happen?• What about this activity can we use in our current organizations and teams? Michael Cardus - www.create-learning.com
  11. 11. Accountability?Trust?Teamwork?Working RoleRelationships? Michael Cardus - www.create-learning.com
  12. 12. Michael Cardus - www.create-learning.com
  13. 13. What is one goal of the company?How does your role, within thecompany, contribute to this goal? Michael Cardus - www.create-learning.com
  14. 14. Listen Instill, Internalize, ExperienceInstitutionalize Analyze Reflect the Action Michael Cardus - www.create-learning.com
  15. 15. When the going gets tough. The tough get going! Default to their highest level of Complexity Management Michael Cardus - www.create-learning.com
  16. 16. Accountability?Trust?Teamwork?Working RoleRelationships?Does Size Matter… Michael Cardus - www.create-learning.com
  17. 17. Michael Cardus - www.create-learning.com
  18. 18. Michael Cardus - www.create-learning.com
  19. 19. Michael Cardus - www.create-learning.com
  20. 20. Static team and Dynamic teamWhat were some of the key factors thatallowed you to complete each task?How did your role(s) change as more peoplewere added to the task?Which proved to be the most challenging –Hard Skills (building and technicalknowledge, etc…) or Soft Skills (inter andintra personal communications, etc…)?What from this can be applied to your team& you? How? When? Michael Cardus - www.create-learning.com
  21. 21. Listen Instill, Internalize, ExperienceInstitutionalize Analyze Reflect the Action Michael Cardus - www.create-learning.com
  22. 22. Accountability?Trust?Teamwork?Working RoleRelationships? Michael Cardus - www.create-learning.com
  23. 23. Michael Cardus - www.create-learning.com
  24. 24. How will you use this? Michael Cardus - www.create-learning.com
  25. 25. Accountability?Trust?Teamwork?Working RoleRelationships? Michael Cardus - www.create-learning.com
  26. 26. 100 Days Distinctive Working Well ImprovedWhat is distinctive What is working Looking out 100about this team, well enough. days what wouldwhat makes your Meaning that it you like to beteam unique, does not need better?different from other extra effort andteams? focus, it is “good enough”? Michael Cardus - www.create-learning.com
  27. 27. Accountability?Trust?Teamwork?Working RoleRelationships? Michael Cardus - www.create-learning.com
  28. 28. The great organizational paradox is that effective groupcollaboration stems from clear recognition of individualsand individual accountability combined with clearspecifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002 Michael Cardus - www.create-learning.com
  29. 29. Pluses & DeltasBreakfast of Champions Michael Cardus - www.create-learning.com
  30. 30. Why were we here?• Focus on increasing Trust;• Accountability (determining where accountability belongs and creating a manager-employee relationship with known accountability and authority for completing work);• Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work within their matrix environment) Michael Cardus - www.create-learning.com

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