City of Miami Gardens: Leadership & Teams

City of Miami Gardens

How to Build, Lead and Sustain a High Performance Team


Our Goal for the next three hours…

• Share with you a wealth of valuable information on leadership and high performance teams.

• This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.

• Your challenge is to look for the big ideas you can take and implement right away.

• Take this seriously and be ready to offer opinions or ask questions at any time.

• Take lots of notes – but I will give you all of the slides.



Not just business…

• City of Gainesville• City of Ocala• City of High Springs• City of Tampa• City of St. Petersburg• City of Clearwater• City of Jacksonville• City of Nashville• United States Navy• United States Department of

Agriculture

• Gainesville City Attorney• Gainesville Office of the Tax Collector• Gainesville Police• Gainesville Fire Rescue• Ocala Emergency Medical Services

Alliance• Alachua County• Marion County• Duval County


74%

23,000,000


88%


Top high-potential employees…

1. Credible

2. Respectful

3. Approachable

4. Highly Professional

5. Team Player


CredibilityComplete honesty and transparency

Impeccable integrity

Knows how to do their job well

A compelling vision for the future

Passion and excitement


RespectfulOpen to the ideas of others

Treats people with dignity

Treats people fairly


Culture Counts FunFamilyFriends

FairFreedom

Pride Praise

Meaning


ApproachableGenuine

Appreciative

IQ + EQ

Great communicator


Highly ProfessionalImpressive talent

100% ethical

Self-aware

Always learning & improving

Insightful and innovative

Pro-active

Results Driven

Accountable


Ground Rules for a Professional Organization• Staff agrees to be managed and coached to strictly

enforced standards of performance and quality work.• Teamwork is mandatory, not optional.• Excellence in customer satisfaction is an enforced

standard.• Personal and professional growth is a nonnegotiable

minimum standard.• All team members must show a sincere interest in the

customer and a sincere desire to help them.• The primary focus must be on delivering quality work

and building strong customer relationships.• Demand excellence and refuse to tolerate mediocrity.


TEAM PLAYER


What does it take to be a valued member of a team?

Develop and display competence.

Follow through on commitments.

Deliver required results.

Ensure your actions are consistent with your word.

Stand behind the team and its people.

Be enjoyable to work with.

Be passionate about your work and those you serve.

Communicate and keep everyone informed.

Help the other members of the team.

Help members of other teams.

Share ideas, information and credit.

Hold yourself 100% accountable.


Why you need to be an expert at collaboration and teamwork:

• You cannot succeed alone.

• You need a team of the brightest people you can possibly find to help you.

• You need to help the team work extremely well together.

• You need the team to support you with enthusiasm, respect and trust.

• But don’t take my word for it…


Anne MulcahyCEO of Xerox and the third most

powerful woman in the world!

1. Build a network of great relationships with people who want to see you succeed.

2. You don’t have all of the answers, so ask for help and advice from the smartest people you can find.

3. Learn to be a learner.

4. Listen intently to your employees and to your customers.


Typical ways that team members violate the team leader’s expectations:

• Missing or being late to team meetings.

• Not outwardly demonstrating commitment and support for the leader’s agenda.

• Not completing assignments in a timely manner so the team can complete its work.

• Not letting the leader know when there are problems or issues.

• Not sharing resources with other team members.

• Not sharing credit with the rest of the team.

• Not responding to e-mails or voice mails in a timely manner.


Typical ways that team leaders violate team members’ expectations:

• Micromanaging – not giving autonomy.

• Making decisions that effect subordinates without their input.

• Letting team members shirk their duties without any negative consequences.

• Not giving praise or rewards for a job well done.

• Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work.


Let’s take a close look at what some of the top

thought leaders in the world have to say about teams…


A Vivid Shared Vision

A meaningful common purpose that the

team has helped shape. Most teams are

responding to an initial mandate from

outside the team. But to be successful, the

team must “own” this purpose, develop its

own spin on it, and they must create

this vision together as a team.


Clear Measurable GoalsSpecific performance goals that flow fromthe common purpose. For example, gettinga project completed in less than halfthe normal time. Compelling goals inspireand challenge a team, give it a sense ofurgency. They also have a leveling effect,requiring members to focus on the collectiveeffort necessary rather than any differencesin title or status.


Competence + Diversity

A mix of complementary skills. Successful teams rarely have all the needed skills at the outset —they develop them as they learn what the challenge requires.

Individual greatness…leading to team excellence


Solid Work Ethic

A strong commitment to how the work

gets done. Teams must agree on who will

do what jobs, how schedules will be

established and honored, and how decisions will be made and modified. On a genuine

team, each member does equivalent amounts

of real work; all members, the leader included.


Team Trust

Trust and commitment cannot be coerced. The process of agreeing upon appropriate goals serves as the crucible in which members forge their accountability to each other… not just to the leader or manager.


• Lack of TRUST• Lack of candor• Lack of commitment• Lack of accountability• Lack of results


Since a major component of successful teamwork and collaboration is building trusting relationships, here are my thoughts on trust…


Competence

RespectDistrust

Affection TRUST

HIGH

LOW

LOW HIGH

Concern


A high-functioning team has:• An extremely clear mandate that all the team members are

fully committed to achieving?• A written set of ground rules for performance expectations and

professional behavior ?• Effective meetings that stay on agenda and always end with

clearly identified next steps and action owners?• Clarity around assignments and appropriate competencies?• An agreed upon decision making process?• A clearly defined process for reviewing team effectiveness and

dealing with issues and conflict within the team.• A strong sense of camaraderie, mutual support and mutual

accountability?• Very high levels of open, honest and frank communication.

1 - 10


Personal Philosophy of Leadership

• Extremely well thought out• Values driven• Fully integrated• Well communicated• Lived in all aspects of their life• 100% accountable


Demonstrate Personal Character(habits, integrity, trust, honesty, credibility)

SET DIRECTION(Vision – Goals - Future)

Mobilize Commitment(engage others, share power)

Enhance Capability(build teams, manage change)

What do successful leaders do…

Leadership Attribute Framework


Study of most important leadership skills7,000+ managers from 1,600 companies

• Must have superb communication skills.

• Lead by example to demonstrate character and competence.

• Establish and maintain clear and meaningful vision.

• Provide motivation to create ownership and accountability for results.

• Clarify performance expectations.

• Foster teamwork and collaboration.

• Develop clear performance goals and metrics.

From: Getting Results by Longenecker and Simoneti


Ethics

Humility

Flexibility

Collaboration


Honesty

Competence

Opportunity

Appreciation


Workshop• Carefully read pages 9 – 30. Look for the big ideas,

underlining the thing that looks interesting, make notes in the margins, really try to dig in to the information.

• Then complete the workshop on page 31. Take this very seriously, give it a lot of thought, and work hard to develop something meaningful. Be specific and clear in your work, put in as much detail and information as possible. There is more room on page 32 for additional notes.


THANK YOU!Don’t forget to go check out my blog:

www.johnspence.com

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City of Miami Gardens: Leadership & Teams