Kl2 workshop october 06.2020

1. Career Development:
Leadership and Team Building
Barbara Van Noppen, PhD, LCSW
Associate Professor of Clinical Psychiatry and Behavioral
Sciences
Vice Chair for Faculty Development

2. Leadership and Team Building
KL2
Learning Objectives
1. To identify and describe the 5 dysfunctions of a
leadership team (Lencioni Model)
2. To identify the steps to develop trust on teams
3. To differentiate and define the two types of leaders
4. To describe what an ideal team player is and how to
assess individuals

3. What is Organizational Health
• To maximize results must be both smart and healthy
• Smart organizations are good at decision sciences like
strategy, marketing, finance and technology, all of which
are critical. Healthy organizations create the kind of
cultures that take advantage of being smart. They:
• Minimize politics
• Minimize confusion
• Raise morale
• Increase productivity
• Reduce turn-over of of best employees
*Have to invest energy and make time to cultivate this
culture. Can’t take short cuts and leader is committed.

4. Who is Patrick Lencioni?
(author of 5 Dysfunctions)
The Table Group:
Is a consulting firm founded and led by
president, Pat Lencioni.
• Pioneer of OH Movement
• Authored 11 books, sold over 6 million
copies in more than 30 languages
• Passionate and engaging speaker
• Numerous pod casts and You Tube videos

5. How can this model help me?
• Model broadly applicable- Fortune 5 hundred
corporations, small companies, hospitals, academic
centers/teams, religious organizations, families,
and can extrapolate to research teams!
Serves to provide framework for more successful
leadership for the “right” reasons. Better outcomes!
• Lab teams
• Section groups
• Multidisciplinary PI teams- future leadership roles in
research and academia
• Personal life (“The 3 Big Questions for a Frantic Family”)
Best utilized when team has 4-7 people (how about more?)

6. Why are you a leader vs, how lead?
The Motive (Lencioni, 2020)
(most recent book though “should have been first”)
Two motivations of leaders:
1. Wrong reason: XXX?
2. Only reason: XXX?
Reality is not black/white. We all slide. Important to be honest
with self and assess. (ie: Gary Kelly)
https://www.youtube.com/watch?v=PdRcrNXZNjA- Alan Mulaly (the guy who
took over Ford Motor Corp and turned it around. “Leadership is a privilege”)

7. WHO IS YOUR TEAM ONE?
organizational health
1.
Build a
Cohesive
Leadership
Team
Table Group, Inc. • All rights reserved.
Reproduction in whole or part is prohibited
Your Team One is the highest
team that you are on, so there
can be many Team Ones in an
organization
Your loyalty & focus is
for your Team One
Your Team One is not like the
U.S. Congress where you
“represent your constituents”
Team One is much like parents
in a family being totally
aligned & cohesive

8. The 5 Dysfunctions of a Team:
Patrick Lencioni
(“5 Dysfunctions of a Quaran-Team”)
What do these
look like? Katherine
Spent her first month
As CEO observing
Meetings at Decision- Tech
ABSENCE of:
(lab example)
We can take actionable steps toward growth for efficiency and success as a
team….. https://www.youtube.com/watch?v=GCxct4CR-To

9. Absence of Trust (vulnerablitly vs. predictive)
• Conceal weaknesses and mistakes
• Hesitate to ask for help
• Jump to conclusions about intentions
• Hold grudges
• Waste time and energy managing behaviors
for effect (politics)
• Don’t offer help outside of lane
https://www.youtube.com/watch?v=PL7LQBTv2EY

10. Fear of Conflict
• Boring meetings- agenda heavy, little
member participation, avoidance
controversial topics critical to success of team
• Fail to permit members expression of opinion
• Back channel personal attacks
• Waste time and energy with posturing and
manipulating (destructive arguments-
personal derogatory remarks- Mickey)

11. Lack of Commitment
• Ambiguity about direction and priorities
• Excessive analysis to arrive at “right” decision-
fear of uncertainty
• Revisits discussions excessively while waiting
for consensus- “artificial harmony” (fake
agreement or never happen).
• Breeds lack of confidence and fear of failure
https://www.youtube.com/watch?v=MXUcIxx-WT8

12. Lack of Accountability
• Creates resentment among team members
• Lowers standards of performance
• Encourages mediocrity
• Miss deadlines and deliverables
• Undue burden on leader to discipline
https://www.youtube.com/watch?v=aXyAFfVXf3U

13. Inattention to Results
• Team members encourage focus on own
careers and individual gains at expense of team
• Work in silos and don’t focus on collective
whole
• Fight for resources for own benefit
• No attention to good of the team
• Competition and resentment among team
members
https://www.youtube.com/watch?v=Gjr3IZ1mFf8

14. How to Overcome 5 Dysfunctions?
• 5 Dysfunction Team Assessment yields score on each and areas of
weakness for the team
• Fundamental to trust is learning not to make assumptions about
behavior, understanding others as humans; vulnerabilities vs.
judgements. There are reasons why people behave like they do!
• Lencioni talks about how when we don’t know each other personally
we tend to make fundamental attribution biases (internal vs. external).
Examples: stern parent, bad driver
“Martin” = ego-centric, arrogant vs. uncomfortable with emotion and
perfectionistic
• Quick exercise to begin to open-up in a personal, non-
threatening way is through “Personal histories”

15. Trust Exercises
Personal Histories:
*NOT about “inner child” or deep, dark secrets. Low level
vulnerability exercise to let down guard about strengths,
weaknesses, opinions and ideals
Leader goes first to role model- create safe environment
3 minutes each:
1. Where did you grow up?
2. How many siblings and birth order, family
3. Describe the most difficult, important or unique or challenge from
childhood
4. First job/worst job
Team Effectiveness Exercise

16. Personality Profiles
• Used to further reduce attributional biases
and learn to “think” and behave as a team
based upon strengths and weaknesses.
• Objective, validated, non-judgmental
Examples:
• Meyer’s Briggs Personality Type Indicator
• Ennegram
• Emergentics

17. Features of Emergenetics
• Emerge + Genetics= combination of characteristics that
emerge based upon genetics and environment/life
experience interaction. Can change
• Psychometrically sound; re-normed every 2 years
• Temperament is described in terms of 3 Behavioral and
4 Thinking Attributes
• No rights/wrongs, good/bad, better/worse
• Optimal team has equal representation to advance
efficiency and effective functioning
• Recognition of attributes has implications for roles, contributions,
how to interact to promote optimal performance; opportunities to
“bring out the best” in each other vs. fundamental attribution error

18. Know Yourself-Know Your Team

19. BROWNING & WILLIAMS RESEARCH:
ANALYTICAL
Clear thinker
Logical problem
solver
Rational
CONCEPTUAL
Imaginative
Visionary
Intuitive about ideas
STRUCTURAL
PracticalThinker
Likes guidelines
Predictable
The outward display of emotions toward
others and the world at large
Willingness to accommodate the
thoughts and actions of others
The style and pace with which
you advance thoughts, feelings,
and beliefsSOCIAL
Intuitive about people
Socially aware
Relational
EXPRESSIVENESS
ASSERTIVENESS
FLEXIBILITY

20. HOW YOU THINK: PERCENTAGES
HowyouThink:PercentilesHowyouBehave:Percentiles
General Population 0 10 20 30 40 50 60 70 80 90 100
Quiet Introspective Reserved Talkative Gregarious
Peacekeeping Easygoing Competitive Forceful Driving
Focused Firm Adaptable Accommodating Welcomes Change
Structural
Social
Conceptual
Expressiveness
Assertiveness
35
60
61
CONCEPTUAL = 27%ANALYTICAL = 31%
STRUCTURAL = 16%
Imaginative
Intuitive about ideas
Visionary
Enjoys the unusual
Learns by experimenting
SOCIAL = 27%
HOW GROUP COMPARES TO THE GENERAL POPULATION
Clear thinker
Logical problem solver
Data driven
Rational
Learns by mental analysis
Practical thinker
Likes guidelines
Cautious of new ideas
Predictable
Learns by doing
Relational
Intuitive about people
Socially aware
Empathic
Learns from others
PSYCHIATRY GROUP 4A - 2019-12-06
Geil Browning, Ph.D. / Wendell Williams, Ph.D.
Flexibility
Analytical 69
EMERGENETICS | GROUP
2019Emergenetics, LLC, 1991,

21. How we organize our space:

22. How we dress:

23. Behavioral Attributes
• Expressiveness: level of participation in social situations, how much
interest show in others, how much share personally (from
quiet/introspective to reserved to talkative/gregarious)
• Assertiveness: level of interest in controlling tasks and results,
amount of energy invested in expressing thoughts, feelings, beliefs.
(from peacekeeping/easy going to competitive to forceful/driving)
• Flexibility: measure of willingness to accommodate the thoughts and
actions of others. (from focus-firm intent to
adaptable/accommodating to welcomes change)
Initially:
Martin- low expressiveness, low flexibility
Carlos- low assertiveness, high flexibility
Mikey- high assertiveness, low expressiveness, low flexibility

24. A Presentation According to Thinking Style:
ANALYTICAL
WANTS
The budget in #’s
One color of pen
Print or type
Credible speaker
Value for time
expended
Written information
STRUCTURAL
WANTS
Agenda
Details
Neatness & Order
Organized formatting
– highlight key info
Implementation steps
Action Plan
SOCIAL
WANTS
Build rapport
Eye contact
Stories, parables,
vignettes
Emotion
Information applied
to self
CONCEPTUAL
WANTS
Budget in pictures
Color
Change every
10-15 minutes
Something left to
imagination
Overview and
summary
EXPRESSIVE
No
role-plays
Opportunities
to speak
ASSERTIVE
Be sensitive Challenge
thinking
FLEXIBLE
Make no
errors!
Acknowledge
errors & move on

25. What does vulnerability trust look like?
• Unafraid to honestly say things like: “I’m
sorry,” “I made a mistake,” “I’m not sure,” “I need
help,” “You’re better at that than I am.”
• Beginning with the leader, willing to take
interpersonal risks, with degree of certainty
“have each other’s backs”

26. Mastering Conflict
• Open ideological disagreement NOT
personal disagreement
• Tolerate discomfort- learn not personal
• Focus on issues not interpersonal
complaints
• Don’t take silence as agreement- “mine for
conflict”
ie: Decision-Tech team debate about “results”- tech product
development vs. marketing vs. revenue vs. market share vs.
new customers

27. Achieving Commitment
• Disagree and commit! (Intel)
• Team members might disagree then achieve “buy
in” for good of greater whole
• Stand behind leader’s decision after hearing from
team member’s opinions
• Leader has courage to step up and make a timely
decision without consensus based on team input
and ultimately what best for organization (ie: final
decision made by Katherine:”18 new customers over next 12 months)
• Clarity, priorities, unambiguous deadlines, specific
action and contingency plans

28. Focusing on Results
• Collective not individual performance alone
• Team advances as a priority and your career
advances as a product of this
• How create more win-win?
• Example from sports- team record vs. individual
stats
• How does this apply to: grant funding, publications,
day to day lab functioning? How use this model to
promote research team functioning?

29. What makes an ideal team player?
The Three Virtues:
• Humble
• Hungry
• Smart

30. “The Ideal Team Player”
• Humble: lack excessive ego or concerns about status; quick to point out
the contributions of others; slow to seek attention for their own; share credit;
emphasize team over self; define success collectively rather than individually.
• Hungry: always looking for more, to do, to learn, responsibility to take on.
never have to be pushed by a manager to work harder, self-motivated and
diligent; constantly thinking about the next step and the next opportunity.
• Smart: have common sense about people; tend to know what is
happening in a group situation and how to deal with others in the most
effective way; good judgment and intuition around the subtleties of group
dynamics and the impact of their words and actions.

31. ARE YOU AN
IDEAL TEAM PLAYER?
HUMBLE HUNGRY
SMART
IDEAL
TEAM
PLAYER
Accidental
Mess-Maker
Loveable
Slacker
Skillful
Politician
Charmer
BulldozerPawn
Table Group, Inc. • All rights reserved.
Reproduction in whole or part is prohibited

32. Are you an ideal team player?
• https://www.ted.com/talks/patrick_lencioni
_are_you_an_ideal_team_player#t-
597774

33. IDEAL Team Player Assessment
MY TEAMMATES WOULD SAY: 3= Usually 2= Sometimes 1= Rarely
HUMBLE:
1. I compliment or praise them without hesitation.
2. I easily admit to my mistakes.
3. I am willing to take on lower-level work for the good of the team.
4. I gladly share credit for team accomplishments.
5. I readily acknowledge my weaknesses.
6. I offer and accept apologies graciously.
HUNGRY:
7. I do more than what is required in my own job.
8. I have passion for the “mission” of the team.
9. I feel a sense of personal responsibility for the overall success of the team.
10. I am willing to contribute to and think about work outside of office hours.
11. I am willing to take on tedious or challenging tasks whenever necessary.
12. I look for opportunities to contribute outside of my area of responsibility.
on the team.

34. Ideal Team Player (Con’t)
SMART:
13. I generally understand what others are feeling during meetings and
conversations.
14. I show empathy to others on the team.
15. I demonstrate an interest in the lives of my teammates.
16. I am an attentive listener.
17. I am aware of how my words and actions impact others on the
team.
18. I adjust my behavior and style to fit the nature of a conversation or
relationship

35. SSCORING
• Remember, the purpose of this tool is to help you explore and
assess how you embody the three virtues of an ideal team player.
The standards for “ideal” are high. An ideal team player will have
few of these statements answered with anything lower than a ‘3’
(usually) response.
• A total score of 18 or 17 (in any virtue) is an indication that the virtue
is a potential strength.
• A total score of 16 to 14 (in any virtue) is an indication that you most
likely have some work to do around that virtue to become an ideal
• team player.
• A total score of 13 or lower (in any virtue) is an indication that you
need improvement around that virtue to become an ideal team
player.
• Finally, keep in mind that while this tool is quantitative, the real value
will be found in the qualitative, developmental conversations among
team members and their managers. Don’t focus on the numbers, but
rather the concepts and the individual statements where you may
have scored low.

36. Take Home Points:
• If Leader, lead for the ”right reasons”
• Identify your #1 team
• Worth the time to invest in tackling 5 Dysfunctions
• Beware of attributional biases
• Capitalize on individual strengths, work on areas
of growth and ask for help when needed
• Clarify goals and priorities
• Leader who serves for good of team + healthy
team= successful outcomes for team and for
individuals!