Teaming workshopsFacilitator: Danielle MacInnis

Why Dan?

Been part of large and small teams – HP corporate team to start up organisations

High emotional intelligence, secure, expert facilitator Number of roles, sales, marketing, HR, training Personality traits: honest, transparent, fair, intelligent, great team

builder Why facilitator? Keep focus on the team goals Move the discussion, facilitate active learning Give permission to challenge Call out unproductive behaviours

Danielle MacInnis

Why do teams fail? Many reasons, too many to list them all Personal agendas become more important than

team effort Insecurities and self-protected-ness create

defensive posturing by team members Lack of a compelling vision by team members

that all can agree is more important than their own agendas

Failure to communicate Many, many more reasons

Team behaviours

“The Five Dysfunctions of a Team” By Patrick Lencioni

Lack of TRUST INVULNERABILITY

Trust means team mates get comfortable being vulnerable with one another

Opening yourself up. Showing your weaknesses Developmental opportunities Mistakes, skill deficiencies Interpersonal communication skills Requests for help Source: The Five Dysfunctions of a team – Patrick Lencioni

Behaviour 1. Trust – confidence that the intensions of the team members are good and there is no reason to be protective or careful around the group.

Assess your team. Step 1. Assessment – Get a baseline. This

requires a level of transparency and trust as well as vulnerability to go through this process.

1. Team assessment online survey as a leadership team

2. Or another team MBTI survey tool

Team exercise 1.

Activity: go around the room and get everyone to answer these questions for the group.

Describe these experiences for us? 1. Number of sibilings2. Home town3. Unique challenges of childhood4. Favorite hobby5. First job6. Worst job Source: The Five Dysfunctions of a team – Patrick Lencioni

Behaviour 1. Personal History ExerciseMinimum time 30 mins

Single most important contribution that each of your team mates makes to the team.

Also the area that they must improve upon or eliminate for the good of the team.

Begin with one person at a time being with the leader.

Team effectiveness exercise –60 minutes

Myer Briggs - personality insights http://www.humanmetrics.com/cgi-win/JTypes2.asp Skillset and Mindset – strengths and developmental

opportunities http://www.liveinthetwo.com/?cid=ad140&source=INTWCA

140

RDNA – Relationship Diagnostic Tool http://fg.qualtrics.com/SE/?SID=SV_77pFnQ0XZIlcHju&SVID

=Prod

(I am qualified to interpret Myer Briggs and 360 surveys with a company called PDI)

Profile tools – 1 hr per person

Remove it from performance elevation. Identify strengths and weaknesses Give people some feedback and insight to grow. 360 vendor

360 program feedback

“The Five Dysfunctions of a Team” By Patrick Lencioni

Lack of TRUST INVULNERABILITY

Fear of CONFLICT Artificial Harmony

Productive debate Concepts and ideas not personality attacks. Be solution in the shortest time. If it is avoided don’t open up this often goes to back stabbing.

They revisit issues again and again.

Behaviour 2.Fear of conflict

Issue

Relationship1

10

1 10

withdraw

yield

win

resolve

Acknowledge that conflict is positive Minding – minder of conflict. Someone who extracts issues

that are sensitive and force members to work through them. (objectivity and to stay with it till the issues is resolved).

Coach one another not to retreat from debate. Remind them to the goal.

Use personality tools to anticipate responses to conflict. TKI Thomas Kilmman Conflict tool is the world’s best-selling

assessment for understanding how different conflict-handling styles affect interpersonal and group dynamics.

Engaging in healthy conflict

Have lively, interesting meetings Extract and exploit the ideas of all team

members Solve real problems quickly Minimize politics Put critical topics on table for discussion

Healthy conflict in teams..

“The Five Dysfunctions of a Team” By Patrick Lencioni

Lack of TRUST INVULNERABILITY

Fear of CONFLICT Artificial Harmony

Lack of COMMITMENT

Ambiguity

Clarity and buy in. (everyone in the team) Everyone’s ideas are considered and heard Leader is allowed to make the call Certainty – A decision is better than no decision. Not clear

decisions this creates discord. Are we all on the same page. Which decisions should be

confidential and which should be shared. Deadlines – clear times and honoring these. Okay to make decisions that are wrong.

Behaviour 3. Lack of Commitment

Two Dangers to Avoid

Going with the consensus of the strong leaders instead of mining out disagreements

Waiting until the perfect moment for the perfect decision

“A good plan today is better than a perfect plan tomorrow.”

Healthy teams unite around the decision even if later it is proven to be wrong

“The Five Dysfunctions of a Team” By Patrick Lencioni

Lack of TRUSTINVULNERABILITY

Fear of CONFLICT Artificial Harmony

Lack of COMMITMENT

Ambiguity

Avoidance of ACCOUNTABILITY

Low Standards

Willing to call out performance or behaviours that might hurt the team.

Avoidance of difficult conversations Regularly communicate on how the team is going

Publication of goals and behavioural standards

1. Sharing role descriptions2. List of teaming guidelines- accountability is a shared team

responsibility3. Team rewards – team accountability

Behaviour 4. Avoidance of Accountability

Ideas Ambiguity is the enemy of accountability Clearly publish exactly what the team needs

to do to succeed And what every member needs to do to

succeed Clearly publish a set of behavior standards

“The Five Dysfunctions of a Team” By Patrick Lencioni

Lack of TRUST INVULNERABILITY

Fear of CONFLICT

Artificial Harmony

Lack of COMMITMENT

Ambiguity

Avoidance of ACCOUNTABILITY

Low Standards

Inattention to RESULTS

Status and Ego

Own needs or collective results Individual Status – their mission is more

important than the team Retain achievement-oriented members Minimize disruptive individualism Enjoy success and suffer failure acutely Benefit true team players Avoid distractions

Behaviour 5. Inattention to results

Vulnerability

Genuine harmony

Clarity

High standards

Build your own team rules

•Be yourself, be authentic, be real•Create an atmosphere of candour•Disagree without fear•Positive energy•Cheery and collaborative•Self confidence and humility•Relicense – own your mistakes, move on•See around corners –use your initiative, motivate change (Steve Jobs)

Jack Welch’s team rules

Sources

http://www.Keith Ferrazzi.comPatrick Lencioni _ The 5 dysfunctions of a TeamMarcus Buckinghamhttps://www.stephencovey.com/Jack Welch

Danielle MacInnis Marketing Consultant Mob: 0400 507 037 Email Blog Web

MacInnis Marketing