BOB STEWART'S REVIEW NOTES FROM THE LEADERSHIP VIDEOS AND BOOKS

 

(these notes were put together in a government context, however the lessons learned are transferable to other organizations: NGOs, business, etc.)

 

1. PASSION FOR EXCELLENCE (Tom Peters)

 

The secrets

1. Customers

- the only reason (right) to live of any organization

- common ordinary courtesy: its highest form - listening

- perception

- how do you measure?

2. Innovation

- get on with it, try it, test it

- persistent champion

- attitude

3. People

- heroes

- civil servants are people too

- turn them into heroes

4. Leadership

- leadership is about growing and enhancing vs. management which is about arranging and telling

 

- its my money

- if you give the public something worth paying for, they will pay you

- love to cut funding to peal back to the true fanatics

- "cheating"

- at least 50% of the time focused on 1 priority - if not, then you don't care about it - if you have 25 priorities, then you have none

- focus and attention

- MBWA: Managing By Wandering Around

- the person that deals directly with the customer is the heart of the matter

- enthusiasm and fun

- pride - look in the mirror test

- "no worse than anyone else"

- leadership to achieve (the need to achieve and gain recognition)


====================================

PASSION FOR EXCELLENCE

 

FLIPCHART

 

1. Can Tom Peter's principles be introduced to government? to your department? to your program?

 

 

 

 

 

2. Are you in a position to introduce these changes? or do we have to wait for Cabinet? can a "lowly" program manager introduce these changes?

 

 

 

 

3. Your Customers? who are they? how do you measure customer satisfaction? how do you measure program effectiveness? (listening to customers) all great ideas come from customers

 

 

 

 

- Stress the function of goals (absence is the greatest cause of stress), attitude (a persistent champion), perspective

 

 

 

 

- Issue #1 - YOU CAN CHANGE IT

IT STARTS WITH YOU

THE PUBLIC IS #1

YOU NEED TO TAKE ACTION

 

 

- It takes 4 years to change an organization (refer to notes on Ken Blanchard's Managing the Journey below):

- Information

- Attitudes

- Individual Behaviour

- Organizational Behaviour

 

 

 

- Commitment, not authority, brings results

 

====================================

PASSION FOR EXCELLENCE

 

RECAP

 

Customers 1. Customer/Public is #1

 

Leadership 2. People produce results

 

Innovation             3. Same in the public and private sector

 

People                   4. You (the leader) can change it: that

                                 is the challenge

 

                    5. Lets try something: it starts with you

 

 

 

"Its my money"

Enthusiasm

"Sergeants are people too"

Pride

"Commitment not authority brings results"

MBWA

"Leadership - growing and enhancing:

enthusiast, cheerleader, coach, facilitator, nurturer of champions"

 

 

 

 

 

 

 

PASSION EXCELLENCE



2. ONE MINUTE MANAGER (Ken Blanchard)

 

The Secrets

 

1. Goals

- What do you do?

- How are you doing?

- How do you know?

- What we are accountable for?

- Performance standards - what good behaviour looks like

- Feedback is the breakfast of champions

- How many get proper feedback?

- How many give proper feedback?

- Give your people the final exam - teach them the answers

- Make them win

- 3 to 5 goals (250 words)

- SMART goals (Specific, Measurable, Attainable, Relevant, Trackable)

 

2. Praisings

- Immediate

- Specific

- Share feelings

- Encourage (good behaviour) the individual

- do not use punishment as a training device

- Key: catch people doing it approximately right

- Training winners:             - Tell

- Show

- Let them try

- Observe

- Praise or Redirect

- Positive interaction

 

3. Reprimands

- Immediate

- Specific

- Share feelings

- Pause

- Praise (tell them how good they are)

- "fumble recoveries"

 

80:20 Rule


====================================

ONE MINUTE MANAGER

 

FLIPCHART

 

 

1. Can Ken Blanchard's One Minute Manager Principles be introduced to the Public Service? Is this too simple to be true?

 

 

 

 

2. How can you use these 3 secrets in your work? Goals, Praisings, Reprimands

 

 

 

 

3. Complete the Goal Setting Self Form using Peter's and Blanchard's principles. (for work related objectives)


ONE MINUTE MANAGER

 

RECAP

 

Goals - 3 to 5 #1 Motivator: feedback on results

(250 words) Feedback is the breakfast of champions

Praisings Key: Catch people doing something right

(2 hours) (or at least approximately right)

 

Reprimands Process - Immediate }

- Specific                         } POSITIVE

- Share feelings                } INTERACTION

- Praise or redirect           }

 

Training winners:

- Tell (areas of                  }

accountability)               } DIRECTIVE

Don't wait for - Show (performance }

the next standard)

management - Let them try           }

program - - Observe          } SUPPORTIVE

USE IT - Praise or redirect       }

80:20 rule

Take a minute to review your goals, check

your behaviour and make sure they match

 

 

 

 

MAKE THEM WINNERS - PUBLIC    }

                                                           - STAFF     } = YOU ARE A WINNER



3. PUTTING THE ONE MINUTE MANAGER TO WORK - Its about Results

(K. Blanchard)

 

Knowing the Secrets to Mastering the Skills

                                                           performance

Activator eg. policies, goals                           15 - 25%

Behaviour

Consequences eg. praise, reprimand 75 - 85%

 

- people who feel good about themselves produce good results; and

- people who produce good results feel good about themselves

- ownership of goals (positive i.e. measure attendance, not absenteeism)

- 10 times follow up of training programs

- consistent reinforcement through positive interactions (consequences)

- types of consequences: positive (increase behaviour)

negative (decrease behaviour)

neutral (doesn't matter=decrease behaviour)

- get ZAPPED lately?

- government press conferences - highlight positives by departments

 

Process:

- identify performance areas you might want to work on

- monitor performance

- identify performance problems

- cant do or wont do

- address

 

- cant do: ability problem (knowledge, skill deficiency) - redirect and train

- wont do: attitude problem (lack of motivation) - reprimand

 

Performance   { Pinpoint - identify performance areas you want to concentrate on (eg. profit, cost, turnover)

Planning          { Record - quantity, quality, cost, timeliness

(Activators)    { Involve - share it with those that can influence it (in the interest of learning)

 

Managing           Coach - day to day working with employees - guide to independent self evaluation

Consequences

 

Evaluate      Evaluate - 6 weeks formal evaluation - unless proven winner - the catalyst that ignites next goal setting              (praise, reprimand, redirect)

Consequences

 

IF YOU CAN'T MEASURE IT, YOU CAN'T MANAGE IT (if you cant identify an indicator you need to rewrite your objective - the more detailed objectives are, the more chance of accomplishing them)

 

IF YOU DON'T WATCH, YOU CAN'T COACH (not spying)

 

WE MEAN THEM NO HARM (evaluation process is a win/win - not a put down - a road map to productivity gains and improvement)


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PUTTING THE ONE MINUTE MANAGER TO WORK

 

FLIPCHART

 

 

                                        PROGRAM

 

INPUT ------------------------------------------------>OUTPUT

 

Resources:

- money           }             - quantity

- time              } self assessment questions - quality

- people           } report card                           - cost

- information    }              - timeliness

 

identification of                                  eg. profit, cost, turnover, attendance, accidents, literacy rate,

strengths & weaknesses                      longevity rate, employment rate, job creation, business creation, 

                                                                                   affirmative action stats, cost per mile of road, time to deliver mail, etc.

==================================== 

DEPUTY MINISTER'S GOALS FLIPCHART

 

 

WHAT IMPEDIMENTS ARE THERE? (eg. boss)

 

 

 

 

ARE YOU PART OF THE PROBLEM OR PART OF THE SOLUTION?

 

 

 

WHAT RECOMMENDATIONS TO SOLVE? (eg. action plan)

 

 

 

WHAT IS IN IT FOR THEM IF THEY IMPROVE? (i.e. motivation)

 

 

 

A MANAGEMENT REVOLUTION (i.e. an organization needs a management culture or style)

 

 

IS THIS TOO SIMPLE TO BE TRUE?



4. BUILDING ONE MINUTE MANAGEMENT SKILLS (Ken Blanchard)

 

How to put the secrets into action

 

A. Clear Goals (picture of where you want to go, then you can go towards it)

 

1. Clear (paint the right picture)

2. Specific (who, what, where, when, why, how - long and short term - what is the performance standard)

3. Support (i.e. of the important people) (eg. of boss, family)

4. Commitment

5. Believe in yourself (don't wait for complete support) (innovative & creative people = skunks, committed and ready to go)

6. Change if necessary (goals should not be set in concrete)

 

- 80:20 Rule - set goals in the 20% area which will give you the 80%

 

Know Areas of Accountability

 

1. Agree on goals with your people (what does good results/ success look like?)

2. Set performance standards

3. Write goals down - area, standard, present tense, deadline date, read them daily, change goal/strategy if necessary based on feedback (when circumstances change)

4. Match behaviour and goals (read them periodically/daily)

 

B. Praising

 

- training, teaching method (not spying - if you don't watch, you cant coach)

- people feel more alive when they are caught doing something right

 

1. Up front

2. Immediate

3. Approximately right

4. Be specific

5. Share feelings

6. Moment of silence

7. Encourage more

8. Touch (but don't 'take')

 

Praise your boss too (bosses are people too)


C. Reprimand

 

Don't lose your cool and attack them personally (= defensive, resentful, anger).

Don't give a reprimand to a learner

 

1. Share beforehand what you are going to do

2. Immediate

3. Specific

4. Share feelings

5. Pause for reflection

6. Reaffirm (you are better than that - you are OK, its your behaviour) (concentrate on what they did wrong, not them as a person)

7. Touch (to show your support)

 

"TRY NOT - DO OR DO NOT: THERE IS NO TRY"

 

- Applied Psychology



5. LEADERSHIP AND THE ONE MINUTE MANAGER (Ken Blanchard)

 

- objective: seminar participants to move from D1 to D4

- the "high five"

 

Skills:             Flexibility

Diagnosis (think before you act)

Contracting

 

Styles:             Directing (structure, control supervise) (eg. Central Agency problem)

Coaching (eg. day to day)

Supporting (praise, listen, facilitate)

Delegating (eg. Minister problem of 'Leave alone-Zap')

 

- there is no one best leadership style: it depends on the individual and the situation

 

Development Level:

Competence (knowledge, experience)      } Its task

Commitment (confidence, motivation)        } specific

 

D1 - Enthusiastic beginner (low competence/high commitment)

D2 - Disillusioned learner (low competence/low commitment)

D3 - Reluctant contributor (high competence/low commitment)

D4 - Peak performer (high competence/high commitment)

 

- D3 and D4: the ball is in your court

- oversupervision vs. undersupervision

 

How to Contract for Leadership Style:

 

1. Let subordinate do (experienced)      } Clear goal setting

2. You do (less experienced individual      }

3. Get together to agree on common goals (a process of negotiation)

4. Analyze development level and agree (separately and together)

5. What leadership style to match

6. Don't get stuck, adapt as required

 

"The Golden Rule - he who has the gold makes the rules" (should not be necessary a lot)

 

VISION: IF WE CAN INTRODUCE MANAGEMENT REVOLUTION, ONE DAY SOON WE WILL HAVE EXCELLENT GOVERNMENT.


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LEADERSHIP AND THE ONE MINUTE MANAGER

 

FLIPCHART

 

 

With respect to your job (task, program or situation):

 

1. Identify your development level (your staff's)

2. Are you currently oversupervised or undersupervised? (your staff?)

3. Identify the leadership style you need from your leader (or boss) (your staff's need)

4. How do you contract with your leader (or boss) for this leadership style? (i.e. agree on an operating style) (your staff?)

 

 

 

THE ULTIMATE GOAL: THE GROUP OPERATES WHEN THE LEADER IS NOT THERE.

 

 

 

 

STEWART'S LAW: IT IS EASIER TO GET FORGIVENESS THAN PERMISSION.

 

 

 

HOW TO TRAIN: 1. TELL

  2. SHOW

  3. LET THEM TRY

  4. OBSERVE PERFORMANCE

  5. PRAISE PROGRESS

 

 

SMART GOALS:

SPECIFIC

MEASURABLE             - if you cant measure it, eliminate it (if we eliminated it what would we miss?

ATTAINABLE             - a stretching goal

RELEVANT  - 80% of the performance results comes from 20% of the activity

TRACKABLE - track it to see progress



6. SITUATIONAL LEADERSHIP (Ken Blanchard)

 

Turning the Organization Chart Upside Down:

 

 

 

 

 

 

 

 

 

- a manager works for his people

 

Leadership exercise to influence someone:

 

 

 

effective

attitudes

successful

feelings

behaviour

A 6 B ineffective

productivity

 

unsuccessful

 

 

- attitude and feelings is what drives people when you are not there

- morale and productivity (its not either/or)

- effective managers: little difference between self and other's perceptions

- position power is more important than personal power

- Delegating: follower develops action plan, etc. - leader accepts (leader sets goals, monitors performance and provides feedback) - leader is kept informed

- Coaching: mutual decision making

 

Performance Review:

 

1. Goal Setting (activator)

2. Day to day Coaching (consequences)

3. Performance Evaluation (consequences) (data) (The Final Exam)

 

SMART Goals

 

 

Diagnose Environment

 

Variable:

1. Who are the followers (style, method, expectations)

2. Who are the bosses (style, method, expectations)

3. Who are your associates/peers (style, method, expectations)

4. Job demands (what are you trying to accomplish)

5. Organization structure (corporate personality eg. Big Blue)

6. Time (how much time do we have? (eg. war)

7. Personal style preference

 

#1 above is the most important

 

Body language -

Oversupervise: eyes go up, voices up, body to the side

Undersupervise: eyes go down, voices down, body slumped

 

2 Elements to Development Level

 

1. Competence (something learned)

- task knowledge, experience

- transferrable skills

2. Commitment (attitude)

- motivation

- confidence

 

D1 and D2 - the ball is in the Leader's court

D3 and D4 - the ball is in the Follower's court

 

Manager responsible for helping his people win

Contracting for a Leadership Style sets up winning

 

Flexibility:

 

Directing - Leader identifies goals, action plan, controls decision making (W5), specific direction

Coaching - Leader develops action plan, consults with follower, solicits ideas (2 way communication), leader continues to direct follower

Supporting - Leader involves follower in identification,

provides assurance support, follower takes lead, Leader and follower both evaluate work

Delegating - Goals set collaboratively, follower develops

action plan, controls decision making (W5), leader accepts and monitors performance periodically, follower evaluates own work, takes credit

 

Best attitude: care for people and production (i.e. team attitude) vs. a behavioural model

 

 

====================================

SITUATIONAL LEADERSHIP

 

FLIPCHART

 

PRODUCTIVITY = MAXIMUM RESULTS, MINIMUM RESOURCES (3 E's - efficiency, effectiveness, economy = value for money)

 

1. WHAT IS AT THE HEART OF THE PRODUCTIVITY PROBLEM IN GOVERNMENT?

- productive managers = productive programs

- effective managers = effective programs

 

 

2. IS THE 'OMM' STYLE/CULTURE THE BEST FOR YOUR GOVERNMENT, DEPARTMENT, AND/OR PROGRAM?

- i.e. a behavioural model

 

 

 

3. HOW MANY CURRENTLY HAVE THIS MANAGEMENT STYLE?

- not too many = gap

- what are department's (government's) development level? (D1)

 

 

4. HOW DO YOU GET THERE? (i.e. to D4)

- what do you need? (change model)

- Management System overhead

- sell

 

 

5. HOW CAN MFRS FACILITATE THIS DEVELOPMENT?

- it is a process to get there:

1. SMART goal setting (i.e. Activators)

2. Measuring - if you cant measure it, you cant manage it (i.e. Information System)

3. Trend right (i.e. Consequences) (eg. feedback, redirect, reprimand, performance evaluation (data on goal accomplishment and growth), merit pay)

 

 

6. DEMONSTRATION (model)

1. Identify your goals & objectives (job demand perspective - what would be missed if your job was not done?)

2. Compare to questions on chart (are they SMART?)

3. Constructive criticism

4. Then get agreed upon

 

7. SELL (the concept to others)

==================================== 

 



7. THE ONE MINUTE SALES PERSON (Larry Wilson)

 

- high performers follow the 80:20 Rule

- tapping into your own 20% of high performance

 

1. Live on Purpose

- difference in perspective and priorities

- perspective most important difference between the 20% and the 80% (the 80% don't starve, suffer or lose - but they also don't win; the 20% wish to be fulfilled, to win)

- life is made up of choices

- adding value to the universe

- committed to having their lives make a difference

- take the tombstone test

- help others to get what they want (solve customer problems)

 

2. Before - Visualize (Vision)

- the ability to create (the future)

- role play (see their points of view - "the fires")

- see our advantages and the happy ending (how it will solve their problems)

- just do it

 

3. During - Obstacles to Change

1. No Trust (build relationship - have their interest in mind)

2. No Need (show the difference between now and later - recognize problem)

3. No Help (how my solution can solve and meet his needs - the happy ending)

4. No Hurry (maximize benefits/minimize risks - payoff As Soon As Possible)

- walk in their shoes

 

4. After - Show you are there to help

1. Strengthen relationship

2. Credibility

3. Referrals (leveraging)

 

5. Self Management - how you get what you want (self interest)

- we become what we think about

- if you don't keep checking your goals, you will go off track

 

5.1 Guidelines to Goal Setting

 

1. Focus only on what is important (80:20)

2. Make goals simple and specific and in the first person

3. Read and re-read

4. Look at goals and behaviour - match

 

5.2 Guidelines for Staying on Course

 

1. Catch yourself doing things right

2. Praise for approximately right

3. What was specifically on track

4. Feel good

 

5.3 Guidelines for Redirection

 

1. You deserve to act better - your being is not on the line

2. Immediate

3. Specific

4. Reaffirm

5. Learn from the event

 

SELF ESTEEM AND SELF DISCIPLINE (be a self manager)

 

 

Other Personal Secrets (from The One Minute Manager Gets Fit):

 

Perspective

Autonomy

Connectedness

Tone

 

 



8. THE JOY OF STRESS (Peter Hanson) or The Joy of Organization Stress

 

Tools:

Perspective

Versatility (to change a few habits) - without versatility (to change) perspective is worthless

Its not the stress, but how you manage it

STRESS = CRISIS + OPPORTUNITY

 

Secrets:

1. Drink 8 glasses of water a day

2. 5 Weak Choices:

Bad Diet (make the right nutrition choices)

Obesity

Wrong Job

Financial Management

Workaholic

3. Annual Blood Test

4. Be Versatile

5. The Coach (don't isolate yourself) - importance of a good support system

6. No Smoking

7. Type A vs. B (hurry sickness) - unrealistic timetables, inability to relax 6 delegate or contract out less important tasks, humour, join the B-Team (Be organized, Be calm, Be the winner)

8. Be a good listener (positive interaction) don't be evaluative, - what you resist persists

9. Catch people doing things right (do you want the relationship to work? its either Yes or No, not try) put something in your human relations bank

10. Look both ways - take extra time

11. 5 Strong Choices:

Good Diet

Don't waste your spare time (eg. exercise)

Power Nap

Set realistic goals

Work for a stable home life

12. Invest in humour

13. Exercise (3 hours of 168 each week)

14. Take time to communicate

15. Clear goals, set up feedback (measurements)

16. Balance their lives: professional self and personal self

17. Leave your work at home (1 year from now important? take a mental helicopter ride and look at your behaviour)

18. Delegate

19. Teamwork: pull together

20. 3 Principles:

Pamper yourself (eg. contract out)

Stop stonewalling (eg. blame uncontrollable factors such as "the problem is at the top", "not enough budget")

Concentrate on those things you can change (eg. use your time efficiently)

21. Take control (peak performers support and direct themselves)

 



9. EXCELLENCE IN THE PUBLIC SECTOR (Tom Peters)

 

Examples: Alameda Air Force Repair, Department of Juvenile Justice (NY), City of Phoenix, National Theatre Workshop for the Handicapped, Ochoco National Forest

 

- no longer management by the book

- sharing of information

- are in business - have products, customers: "lets make money"

- eg. in Education, kids are our product

- call for accountability has increased

- production efficiency is tied to transfer of authority

- empower staff - give them the tools - go to be able to get the job done

- take risks, in a careful enough way I can defend my choices

- in it for the long haul (for broad scale change)

- skills are transferable between organizations

- change must be top down and bottom up (get the people on the front line involved)

- celebrate the small victories

- connection with the customers (the public)

- quality circles (suggestion program) - partnership

- IDEAS

- BUSINESS

- PSYCHOLOGIST - how to get the other person to do what you want (leader)

- ENERGY (fanatic)

- useful regulations become volumes = barrier to progress

- what is stifling innovation and creativity (70% is in-house)

- money in one big bucket vs. many boxes

- making decisions at the front line - quality control at the front line

- the Grew Award - employees rewarding employees

 

1. what people want is to be in charge of their area (empower)

2. encourage to take risk in the fishbowl - only that way to achieve excellence

 

ADVENTURE IN MANAGEMENT TRANSITION


====================================

EXCELLENCE IN THE PUBLIC SECTOR

 

FLIPCHART

 

 

1. WHAT IS THE "VISION" OF YOUR ORGANIZATION?

- i.e. the willed future

- eg. the overall government, department, division, program

- how do you get the vision? - ask customer, ask people in contact with the customer

- your Vision must be 'in sync' with your boss/leader

 

 

2. WHAT DOES SUCCESS LOOK LIKE?

- when will you know you have succeeded?

 

 

3. WHO ARE YOUR CUSTOMERS?

 

 

 

4. HOW DO YOU MEASURE CUSTOMER SATISFACTION?

- who measures customer satisfaction?

 

 

5. WHO ARE THE IMPORTANT PEOPLE IN YOUR ORGANIZATION?

- who deals directly with your customers?

 

 

6. CAN YOU CREATE ANY CHANGE IN YOUR ORGANIZATION? HOW?

- give examples

 

 

EXCELLENCE - PASSION - ENTHUSIASM - FOCUS - ATTENTION

==================================== 



10. MANAGING THE JOURNEY (Ken Blanchard)

 

Effective change takes 2 to 5 years.

 

4 Levels of Change (The Change Model):

Knowledge (increase knowledge)

Attitude (change attitudes - motivation)

Individual Behaviour (change individual behaviour)

Group (Organizational) Behaviour (change group behaviour)

 

7 Wonders of Change:

                                                                  solution

1. People will feel awkward, ill at ease,               - more information to

discomfort, self conscious                                   deal with it

 

2. People will think first about what they           - mourning session

have to give up (the cost)                                   (for what they lost)

- what you resist persists vs. if you

deal with what troubles you, the very

dealing with it will help

 

3. People will feel alone even if every-                 - help each other,

one is going through changes                                structure interaction

 

4. People can handle only so much change           - priorize

- they will quit when overloaded

 

5. People are at different levels of                       - let quick changers

readiness for change - some people                       lead

love change (it can be situational)

 

6. People will be concerned they don't have         - need help in

enough resources (reality is, often you                   realizing they have

cant give more resources)                                      enough resources

 

7. If you take the pressure off, people                 - manage the journey

will revert back to old behaviour

(relapse is natural)

 

Participative Change - buy in, but its slow                 } want a bit of both

Coercive Change - its fast, but no buy in                 } (balance)

Turning the Organizational Pyramid upside down

 

Steps:

1. Tell

2. Show

3. Let them try

4. Observe

5. Praise progress or redirect

 

For the long term race - empower staff

Changing behaviour - the longer you have been doing something, the harder to change.

Most effective change is "what happens when you are not there"


====================================

CONCLUSION

 

The typical seminar participant is a "Disillusioned Learner":

- information level is increased - know the weaknesses and problems, and hopefully the solutions

- tough solutions are required - can they do it?

- you need support, need more information and skills

 

We live in a complex, and in some cases, unfair world: that is the challenge.

 

If you are not spending at least 50% of your time on one goal, it is not a priority.

 

We need a Framework - a Philosophy (a predictable behaviour of management = management style or 'culture')

 

Framework/Philosophy Secrets:

1. Public (customer) satisfaction

2. People (staff) satisfaction

3. SMART goals

 

Are you part of the problem, or part of the solution?

 

 

 

VISION: IF WE CAN INTRODUCE MANAGEMENT REVOLUTION, ONE DAY SOON PEOPLE WILL LOOK UP AND SEE WE HAVE CREATED AN EXCELLENT GOVERNMENT.

 

Take the tombstone test - 2010

 

Share it with others (your people, spouse, kids) - the greatest thing you can contribute to others is the knowledge and assistance for them to become successful. It is not something you do to people, it is something you do with people.

 

THE WONDERFUL PARADOX: IF THEY ARE SUCCESSFUL - YOU WILL BE SUCCESSFUL (turn them into heroes/winners) => THE SERVANT LEADER

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11. THE ONE MINUTE MANAGER BUILDS HIGH PERFORMING TEAMS

 (Ken Blanchard)

The next step -  Method of Operations

 

Characteristics of High Performing Teams:

Purpose

Empowerment

Relationships and Communication

Flexibility

Optimal Performance

Recognition and Appreciation

Morale

 

NONE OF US IS AS SMART AS ALL OF US

 

An effective team starts with a clear purpose. The hoped-for end results are optimal productivity and good morale. The means to those ends are empowerment relationships and communication, flexibility and recognition and appreciation. So the first thing and effective leader needs to do is create a common purpose or vision that helps point the team in the right direction. For example, I'm part of a team building a Great Government.

 

3 Major Skills:

Diagnosis

Adaptability

Empowerment

 

What to observe in groups:

Communication and participation

Decision making

Conflict

Leadership

Goals and roles

Group norms

Problem solving

Climate/tone

 

Some people refer to meetings as a place where you take minutes and waste hours.

 

Stages of Group Development (and characteristics):

 

1. ORIENTATION

Feeling moderately eager with high expectations

Feeling some anxiety: Where do I fit? What is expected of me?

Testing the situation and central figures

Depending on authority and hierarchy

Needing to find a place and establish oneself

 

2. DISSATISFACTION

Experiencing a discrepancy between hopes and reality

Feeling dissatisfied with dependence on authority

Feeling frustrated: anger around goals, tasks and action plans

Feeling incompetent and confused

Reacting negatively toward leaders and other members

Competing for power and/or attention

Experiencing polarities: dependence/counter-dependence


3. RESOLUTION

Decreasing dissatisfaction

Resolving discrepancies between expectations and reality

Resolving polarities and animosities

Developing harmony, trust, support, and respect

Developing self-esteem and confidence

Being more open and giving more feedback

Sharing responsibility and control

Using team language

 

4. PRODUCTION

Feeling excited about participating in team activities

Working collaboratively and interdependently with whole- and sub-groups

Feeling team strength

Showing high confidence in accomplishing tasks

Sharing leadership

Feeling positive about task successes

Performing at high levels

 

 

No developmental stage is bad - each stage is part of the journey toward production.

 

Effective team leaders adjust their style to provide what the group can not provide for itself.

 

The most important function of a team leader is to help the group move through the stages of development.

 

You will never have an empowered, self-directed team unless the manager is willing to share control.

 

Remember, a high performing team is more creative and better at problem solving than any individual functioning alone.

 

An effective team leader has to be fully engaged in the content or agenda - what the group was working on - and yet be able to step back and observe the process or dynamics which are occurring.

 

Your job is to educate your people, to help them develop to the point where they can take responsibility for their work and to give them opportunities to perform. The words "manager" and "educator" are synonymous.

 

Empowerment is all about letting go so that others can get going.

 

 

 

 


12.

HIGH PERFORMING TEAM RATING FORM

 

Think how your team would rate on a scale of 1-5 (1=low; 5=high)

 

Purpose                                                                                                 1 2 3 4 5

 

1. Members can describe and are committed to a common purpose.

2. Goals are clear, challenging and relevant to purpose.

3. Strategies for achieving goals are clear.

4. Individual roles are clear.

 

Empowerment                                                                                       1 2 3 4 5

 

5. Members feel a personal and collective sense of power.

6. Members have access to necessary skills and resources.

7. Policies and practices support team objectives.

8. Mutual respect and willingness to help each other is evident.

 

Relationships & communication                                                          1 2 3 4 5

 

9. Members express themselves openly and honestly.

10. Warmth, understanding and acceptance is expressed.

11. Members listen actively to each other.

12. Differences of opinion and perspective are valued.

 

Flexibility                                                                                             1 2 3 4 5

 

13. Members perform different roles and functions as needed.

14. Members share responsibility for team leadership and team development.

15. Members are adaptable to changing demands.

16. Various ideas and approaches are explored.

 

Optimal productivity                                                                    1 2 3 4 5

 

17. Output is high.

18. Quality is excellent.

19. Decision making is effective.

20. Clear problem-solving process is apparent.

 

Recognition & Appreciation                                                             1 2 3 4 5

 

21. Individual contributions are recognized and appreciated by leader and other members.

22. Team accomplishments are recognized by members.

23. Group members feel respected.

24. Team contributions are valued and recognized by the organization.

 

Morale                                                                                           1 2 3 4 5

 

25. Individuals feel good about their membership on the team.

26. Individuals are confident and motivated.

27. Members have a sense of pride and satisfaction about their work.

28. There is a strong sense of cohesion and team spirit.

 

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