Lencioni organizational health
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The document discusses Patrick Lencioni's four disciplines model for building a cohesive leadership team. The four disciplines are: creating clarity by answering six questions; overcommunicating clarity; reinforcing clarity through recruiting, performance reviews, recognition, and firing; and building trust and commitment among team members by engaging in productive conflict. An effective leadership team is small, trusts one another, engages in unfiltered discussions, makes clear decisions, and holds each other accountable to commitments and behaviors.
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Please Follow directions or I will disput!Please answer origin.docx
Please Follow directions or I will disput!
Please answer original forum with a minimum of 250 wo and respond to both students separately with a minimum of 100 word each
Page 1 Original Forum with References
Page 2 Giovanna response with references
Page 3 Justin response with References
Original Forum
Examine your organization and leadership through the following questions:
1. What is vision in your work environment and how does one foster a shared vision in this kind of environment?
2. What signals (verbal and non verbal) do individuals send to leaders to communicate that they are inspired?
3. What metaphors/visual pictures are seen in your organization to communicate a shared vision? For example, some organizations use sports metaphors such as we are a team and others use family metaphors as we are one big happy family.
4. What do you think your/your leader’s strengths are at creating clarity as a collaborative leader? Areas of improvement?
5. What recommendations/changes would you make based on your evaluation of your organization to Inspire a Shared Vision?
Your initial post should demonstrate and integration of readings and lessons. Support your work with references and intext citations.
Student Response
Giovanna
Good evening everyone,
This week’s forum post is about answering the following questions about organizational leadership. One of the first questions is about vision in the work environment how shared vision is fostered. The shared vision in my work environment is communicated by our vision statement. The second question has to do with signals (verbal and non-verbal) that individuals send to leaders to communicate that employees are inspired are. Some signals that I have noticed in some of the organizations that I have worked for is when employees volunteer for more responsibilities and when they verbally agree with what management’s vision for the organization. The third question is about what metaphors or visual pictures exist within my organization to communicate a shared vision. At my current organization, we always refer to ourselves as a team. In the Navy, all commands have a command slogan that the sailors abide by. At my first command, it was “protect your people” and at my second command it was “dynamis ex cardias”, which means to fight from the heart. These command slogans are a sort of code of conduct that sailors can use as a guide for how to conduct themselves. Another thing sailors constantly say and believe is in the “one team, one fight” mentality. Some of my current leader’s strengths when trying to create clarity as a collaborative leader are that he tests out his new processes himself to see how feasible it would be for the employees that perform the tasking on a day to day basis, he also is extremely communicative on how he would like tasking accomplished. One of his weaknesses is that he continuously relies on the same employees instead of trying to push all employees to perfor.
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1. The document discusses teams and teamwork, defining a team as a small group of people with complementary skills who share common goals and a commitment to a shared vision.
2. It identifies characteristics of high-performing teams such as clear goals, defined roles, and open communication.
3. The document also discusses the five dysfunctions of a team: inattention to results, avoidance of accountability, lack of commitment, fear of conflict, and absence of trust.
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This document discusses employee engagement. It defines engagement as employees regularly doing what is needed without being told to improve effectiveness and achieve organizational goals. Engaged employees have a greater sense of urgency, focus, adaptability, and initiative. Transformational leaders engage employees by creating strategic alignment, being role models of fairness, providing recognition and support, and empowering employees. Engaging cultures also have alignment between vision and work, consistency and fairness, an ability to learn and adapt, and involve teams in their work. The document provides suggestions for how HR can improve engagement through hiring, benchmarking, building an engaging culture, and developing engaging leaders.
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This document discusses teams and teamwork. It defines a team as a small number of people with complementary skills committed to a common purpose and goals. It also defines what groups are. The document discusses factors that affect team participation and the typical stages a team goes through. It describes Belbin's nine team roles that are important for an effective team. Some common team problems are outlined as well as success factors and tips for effective teams.
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This document contains the agenda and content for a two-day training course on supervising others. The training covers topics such as making the transition to a supervisory role, setting goals, planning, communication, giving feedback, delegation, managing conflict, and performance management. It provides guidance on communication techniques, dealing with difficult employees, and developing relationships. Case studies and exercises are used to illustrate concepts and skills practice. The overall aim is to help new supervisors clarify their roles and responsibilities and develop core supervisory skills.
Please Follow directions or I will dispute!Please answer origi.docx
1. Justin discusses how his small budget office fosters open communication and trust between its four members and larger finance office of 12. The manager promotes a culture of teamwork and risk-taking to achieve goals. Leaders allow flexibility but provide help when needed.
2. Giovanna discusses how her organization fosters open communication through an open-door policy and weekly meetings. It defines teamwork, power, and authority. Common goals are accurately processing veteran and third-party payments. The culture has hierarchical and team-oriented aspects.
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This document provides an overview of developing and managing a training team. It outlines several learning objectives, such as identifying effective leadership characteristics and the six-step process for building a team culture. It also discusses topics like interviewing candidates, giving feedback, and using different types of questions. The document aims to help participants coach their team and provide an effective training environment.
Ch09 Work Teams
The document discusses teams in organizations and their advantages over individuals. It contrasts teams and work groups, identifying four types of teams. Conditions where teams are preferred over individuals and characteristics of effective teams are described. The document also discusses how to create team players, maintain diversity in teams, and prevent teams from becoming stagnant.
Please Follow directions or I will disput!Please answer origin.docx
Please Follow directions or I will disput!
Please answer original forum with a minimum of 250 wo and respond to both students separately with a minimum of 100 word each
Page 1 Original Forum with References
Page 2 Giovanna response with references
Page 3 Justin response with References
Original Forum
Examine your organization and leadership through the following questions:
1. What is vision in your work environment and how does one foster a shared vision in this kind of environment?
2. What signals (verbal and non verbal) do individuals send to leaders to communicate that they are inspired?
3. What metaphors/visual pictures are seen in your organization to communicate a shared vision? For example, some organizations use sports metaphors such as we are a team and others use family metaphors as we are one big happy family.
4. What do you think your/your leader’s strengths are at creating clarity as a collaborative leader? Areas of improvement?
5. What recommendations/changes would you make based on your evaluation of your organization to Inspire a Shared Vision?
Your initial post should demonstrate and integration of readings and lessons. Support your work with references and intext citations.
Student Response
Giovanna
Good evening everyone,
This week’s forum post is about answering the following questions about organizational leadership. One of the first questions is about vision in the work environment how shared vision is fostered. The shared vision in my work environment is communicated by our vision statement. The second question has to do with signals (verbal and non-verbal) that individuals send to leaders to communicate that employees are inspired are. Some signals that I have noticed in some of the organizations that I have worked for is when employees volunteer for more responsibilities and when they verbally agree with what management’s vision for the organization. The third question is about what metaphors or visual pictures exist within my organization to communicate a shared vision. At my current organization, we always refer to ourselves as a team. In the Navy, all commands have a command slogan that the sailors abide by. At my first command, it was “protect your people” and at my second command it was “dynamis ex cardias”, which means to fight from the heart. These command slogans are a sort of code of conduct that sailors can use as a guide for how to conduct themselves. Another thing sailors constantly say and believe is in the “one team, one fight” mentality. Some of my current leader’s strengths when trying to create clarity as a collaborative leader are that he tests out his new processes himself to see how feasible it would be for the employees that perform the tasking on a day to day basis, he also is extremely communicative on how he would like tasking accomplished. One of his weaknesses is that he continuously relies on the same employees instead of trying to push all employees to perfor.
Saving Struggling Quality Teams
The document discusses how to save struggling quality teams and prevent conflict. It defines quality teams and what can go wrong with them, like unclear objectives and lack of leadership. Conflict is identified as a common problem, and its negative effects like avoidance and deteriorated motivation are described. Ways to manage conflict include implementing company policies, facilitating meetings effectively, and providing training. Examples from Wisconsin state government demonstrate how conflict can be addressed constructively. The presentation concludes by discussing feedback techniques to improve real work teams.
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Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
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The document discusses the characteristics and roles of effective leaders. It provides traits like personality, emotional intelligence, cognitive abilities, and leadership motives that make someone a great leader. Key leadership roles include coach, team builder, strategic planner, and entrepreneur. The case study is about a club director who needs to empower employees, improve customer service, and get staff more involved to increase efficiency and satisfaction.
Effective teamwork in a work place
This document discusses effective teamwork in the workplace. It defines key terms like team, teamwork, and collaboration. An effective team has characteristics like mutual dependence, sharing information, and producing high-quality work. Factors that promote teamwork include good leadership, clear communication, and having a common goal. Teamwork benefits include fostering creativity, blending strengths, and improving client satisfaction. The document concludes that understanding teamwork is necessary to enhance productivity but is not fully realized in most modern workplaces.
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Lencioni organizational health
- 1. Building Our Paradigm Chief Newbie
- 2. Four Disciplines Model Build a Cohesive Leadership Team Create Clarity Over-communicate Clarity Reinforce Clarity Lencioni, P. (2012). The advantage. San Francisco: Jossey-Bass.
- 3. Leadership Team Trust Conflict Commitment Accountability Results Lencioni, P. (2012). The advantage. San Francisco: Jossey-Bass.
- 4. Team Checklist Small enough to be effective (3-10) Members trust each other and can be vulnerable with each other Regularly engage in productive, unfiltered conflict around important issues Leave meetings with clear-cut, active, and specific agreements around decisions Team members hold one another accountable to commitments AND behaviors Members are focused on team #1. Collective needs of the department are placed ahead of their own needs. Lencioni, P. (2012). The advantage. San Francisco: Jossey-Bass.
- 5. Six Questions to Clarity Why do we exist? How do we behave? What do we do? How will we succeed? What is most important, right now? Who must do what? Lencioni, P. (2012). The advantage. San Francisco: Jossey-Bass.
- 6. Reinforce Clarity Recruiting and Hiring Performance Management Recognition Firing
- 7. Leadership –The Difference Accept personal responsibility Define and share expectations Lead by example; demonstrate what you expect to see Worry about being respected rather than being liked Don’t reward marginal performers to be “fair”, as a “motivational tool” or “to give someone a chance” Hold people respectfully accountable Be outcome driven Stay off the path of least resistance