All about teamwork

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All about teamwork

  1. 2. The Problem with Mediocrity <ul><li>Excellence is critical in any new endeavor </li></ul><ul><li>Mistakes are inevitable, but too many can be fatal </li></ul><ul><li>Careful, thoughtful planning is essential </li></ul><ul><li>Some risks are necessary; others are not. </li></ul><ul><li>Flexibility is essential </li></ul><ul><li>It’s all about relationships. </li></ul>
  2. 3. Passion <ul><li>Wise leaders and managers remember that passion is personal </li></ul><ul><li>Selecting staff and volunteers </li></ul><ul><ul><li>People don’t change that much. </li></ul></ul><ul><ul><li>Don’t waste time trying to put in what was left out. </li></ul></ul><ul><ul><li>Try to draw out what was left in. </li></ul></ul><ul><ul><li>That is hard enough. </li></ul></ul><ul><ul><ul><ul><ul><li>First, Break all the Rules </li></ul></ul></ul></ul></ul>
  3. 4. Finding & Motivating the Right People <ul><li>Select for talent </li></ul><ul><ul><li>More than experience, intelligence and determination </li></ul></ul><ul><li>Define the right outcomes </li></ul><ul><ul><li>Not just the right steps </li></ul></ul><ul><li>Focus on strengths </li></ul><ul><li>Find the right fit </li></ul><ul><ul><ul><ul><ul><li>First, Break All the Rules </li></ul></ul></ul></ul></ul>
  4. 5. The Right Talent <ul><li>Striving talents—what gets him going and keeps him going. </li></ul><ul><li>Thinking talents—how she thinks, how she weighs alternatives, and how she makes decisions. </li></ul><ul><li>Relating talents—whom he trusts, whom he builds relationships with, whom he confronts and whom he ignores. </li></ul><ul><ul><ul><ul><ul><li>First, Break All the Rules </li></ul></ul></ul></ul></ul>
  5. 6. Focus on Outcomes <ul><li>Select </li></ul><ul><ul><li>Match talents and abilities with tasks </li></ul></ul><ul><li>Set expectations </li></ul><ul><ul><li>Define expectations clearly </li></ul></ul><ul><ul><li>Provide needed materials and equipment </li></ul></ul><ul><li>Motivate </li></ul><ul><ul><li>Provide recognition or praise </li></ul></ul><ul><li>Develop </li></ul><ul><ul><li>Encourage professional/ personal growth and development </li></ul></ul><ul><ul><ul><ul><ul><li>First, Break All the Rules </li></ul></ul></ul></ul></ul>
  6. 7. Interviewing Potential Paid/ Unpaid Staff <ul><li>Possible Questions: </li></ul><ul><li>Describe a time when you had a conflict or disagreement with someone and how you handled it. </li></ul><ul><li>Describe a time you went over and above what was expected of you. </li></ul><ul><li>Tell me about a time you received some feedback that was difficult to hear and how you dealt with it. </li></ul><ul><li>4) Explain your “stress behaviors” and how to manage them. </li></ul>
  7. 8. Evaluating Staff/ Volunteer Outcomes <ul><li>Some questions to consider: </li></ul><ul><li>What do you consider to be your strengths? Weaknesses? </li></ul><ul><li>What are your goals for your current role? </li></ul><ul><li>How often would you like to meet with me to discuss your progress? </li></ul><ul><li>What is the best praise or encouragement you ever received? </li></ul><ul><li>Are there any skills you want to learn? </li></ul><ul><ul><ul><ul><ul><li>First, Break All the Rules </li></ul></ul></ul></ul></ul>
  8. 9. Evaluating Performance Outcomes <ul><li>What actions have you taken? </li></ul><ul><li>What discoveries have you made? </li></ul><ul><li>What partnerships have you built? </li></ul><ul><ul><ul><ul><ul><li>First, Break All the Rules </li></ul></ul></ul></ul></ul>
  9. 10. Maintaining Focus—Hedgehog Concept <ul><li>What you are deeply passionate about? </li></ul><ul><li>What you can be best in the world at? </li></ul><ul><li>What drives your resource engine? </li></ul><ul><ul><ul><li>Marriage events </li></ul></ul></ul><ul><ul><ul><li>Education </li></ul></ul></ul><ul><ul><ul><li>Promoting father involvement </li></ul></ul></ul><ul><ul><ul><li>Preventing out-of-wedlock pregnancy </li></ul></ul></ul><ul><ul><ul><li>Teen abstinence </li></ul></ul></ul><ul><ul><ul><li>Mentoring </li></ul></ul></ul><ul><ul><ul><li>Low-income couples </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Good to Great and the Social Sectors </li></ul></ul></ul></ul></ul>
  10. 11. Avoiding Certain Pitfalls <ul><li>Inattention to Results </li></ul><ul><ul><li>Status and Ego </li></ul></ul><ul><ul><li>Avoidance of Accountability </li></ul></ul><ul><ul><li>Low Standards </li></ul></ul><ul><li>Lack of Commitment </li></ul><ul><ul><li>Ambiguity </li></ul></ul><ul><li>Fear of Conflict </li></ul><ul><ul><li>Artificial Harmony </li></ul></ul><ul><li>Absence of Trust </li></ul><ul><ul><li>Invulnerability </li></ul></ul><ul><ul><li>The Five Dysfunctions of a Team </li></ul></ul>
  11. 12. Meetings <ul><li>Too few meetings are likely more of a problem than too many meetings. </li></ul><ul><li>Different kinds of meetings are key. </li></ul><ul><ul><li>Daily Check-ins </li></ul></ul><ul><ul><li>Weekly Tacticals </li></ul></ul><ul><ul><li>Monthly Strategics </li></ul></ul><ul><ul><li>Quarterly Off-Site Reviews </li></ul></ul><ul><ul><ul><li>Death by Meeting </li></ul></ul></ul>
  12. 13. Weekly Tactical Meeting Guide <ul><li>Lightening Round Notes </li></ul><ul><li>Key Metrics Review </li></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Outcomes </li></ul></ul><ul><li>Tactical Agenda Items </li></ul><ul><ul><li>Prioritize topics once generated </li></ul></ul><ul><ul><li>Handle in order </li></ul></ul><ul><li>Potential Strategic Topics </li></ul><ul><li>Decisions/ Actions </li></ul><ul><ul><ul><li>Death by Meeting </li></ul></ul></ul>

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