5Ps!of!Team!Success!Leader’s!Guide!!!!!...2017/06/05 · 5Ps!of!Team!Success!Leader’s!Guide!!!!! Overview! The!Leader’s!Guide!is!divided!into!three!sections.!!These!are:! 1

! 5 Ps of Team Success Leader’s Guide

Terms of Use

This is a leader-‐facilitated working session. This Leader’s Guide and other materials for this program are to be used only by leaders with their teamsThese materials are not allowed for resale with prior approval of Patrick Leddin.

Copyright © 2017-‐2018 Patrick Leddin www.patrickleddin.com All Rights Reserved


Dr. Patrick Leddin, PMP

Welcome to the 5 Ps of Team Success Leader’s Guide!

You are about to embark on the installation of a process

that will truly change how your team works, interacts,

and achieves measurable results!

This guide is meant to assist your facilitation of the 5P

material. This resource is a help-‐aid; not an exhaustive

guide to everything you might encounter, share, learn,

and facilitate in team working sessions. I encourage you

to both stay true to the content as it is provided herein

(many years of practice have gone into the development

of the 5 Ps) and make the material your own by sharing

life and team experiences that add the appropriate

tailoring to the working session.

As a 5 P leader, I ask you to play an active role in our

community. When you learn something new, share with

us. When you run into challenges, ask for our input.

When you have questions, let us help you!

Keep in mind that 20 years from now, your people won’t

remember the specific goals you had in place. They will

remember how it felt to be well led.

Enjoy your 5 P experience!

Patrick


Contents Overview ...................................................................................................................................................... 9

Overview .................................................................................................................................................... 10

Delivery Options .................................................................................................................................... 11

Two-‐day Format ................................................................................................................................. 11

Five-‐session Format ........................................................................................................................... 11

Working Session Materials .................................................................................................................... 12

Pre Working Session Preparation .......................................................................................................... 13

Keep in Mind .......................................................................................................................................... 14

Content Introduction ................................................................................................................................. 15

How to Read this Leader’s Guide ............................................................................................................... 16

Introduction: Welcome ......................................................................................................................... 18

Participant Workbook: Page 1 ................................................................................................................... 19


Introduction: Outcomes ....................................................................................................................... 23

Participant Workbook: Page 2 ............................................................................................................... 24

Introduction: Which is harder? ............................................................................................................. 25


Introduction: The Challenge with Implementing Strategy .................................................................... 27


Introduction: Strategic Management Roadmap (SMR) ........................................................................ 29

Participant Workbook: Page 5 ............................................................................................................... 30

Introduction: Quick Assessment ........................................................................................................... 31

Participant Workbook: Page 6 .............................................................................................................. 32

Introduction: Quick Assessment (continued) ........................................................................................... 34

Participant Workbook: Page 7 .................................................................................................................. 36

Introduction: Quick Assessment (continued) ....................................................................................... 37




Introduction: The 5 Ps ........................................................................................................................... 41


Introduction – Notes .............................................................................................................................. 43

Participant Workbook: Page 10 ............................................................................................................ 44

Step 1: Gain Perspective ........................................................................................................................... 46

Gain Perspective -‐ Introduction ............................................................................................................. 47


Gain Perspective – Perspective Matrix .................................................................................................. 49

Participant Workbook: Page 12 ................................................................................................................ 50

Gain Perspective – Highlights ................................................................................................................ 51


Gain Perspective – Notes ....................................................................................................................... 53


Step 2: Define Purpose ............................................................................................................................. 56

Define Purpose -‐ Introduction ............................................................................................................... 57


Define Purpose – Words Have Meaning Exercise .................................................................................. 59



Define Purpose – Words Have Meaning Exercise (continued) .............................................................. 63


Define Purpose – Team Purpose Statement .......................................................................................... 65


Define Purpose – Team Purpose Statement (continued) ...................................................................... 68


Define Purpose – Highlights .................................................................................................................. 70


Define Purpose – Notes ......................................................................................................................... 72


Step 3: Determine Priorities ..................................................................................................................... 75

Determine Priorities -‐ Introduction ....................................................................................................... 76



Ship Building Example ............................................................................................................................ 79

Presentation Slides: Ship Building Example .............................................................................................. 81

Determine Priorities – Brainstorm List ...................................................................................................... 82


Determine Priorities – Brainstorm List (continued) ............................................................................... 84


Determine Priorities – Prioritization Matrix .......................................................................................... 86


Determine Priorities – Potential Priority Team Scoring Matrix ............................................................. 88


Determine Priorities – Highlights ........................................................................................................... 90


Notes Page ............................................................................................................................................. 92


Step 4: Formulate Plan ............................................................................................................................. 95

Formulate Plans -‐ Introduction .............................................................................................................. 96


Formulate Plan – Process Priority Matrix .............................................................................................. 98


Formulate Plan – Project Priority Matrix ............................................................................................. 100

Participant Workbook: Page 28 .......................................................................................................... 101

Formulate Plan -‐ Highlights ................................................................................................................. 102


Formulate Plan – Notes ....................................................................................................................... 104


Step 5: Drive Performance ...................................................................................................................... 107

Drive Performance -‐ Introduction ........................................................................................................ 108


Drive Performance – Sustained Performance Wave ........................................................................... 110



Drive Performance – Performance Roles ............................................................................................ 114


Drive Performance – Team Tracking Tool ............................................................................................ 116


Drive Performance – Team Tracking Tool (continued) ........................................................................ 119

Presentation Slides: Team Tracking Tool Examples ............................................................................ 120

Drive Performance – Final Team Checklist .......................................................................................... 121


Drive Performance – Highlights ........................................................................................................... 123


Drive Performance – Notes ................................................................................................................. 125


Additional Workbook Resources ............................................................................................................. 127


Additional Project Matrixes ................................................................................................................. 129

Participant Workbook: Page 39 -‐ 41 ................................................................................................... 130

Additional Process Matrixes .................................................................................................................... 131

Participant Workbook: Page 42 – 44 .................................................................................................. 132

Post Working Session Activities ............................................................................................................... 133


This page is left intentionally blank


Overview

!" 5 Ps of Team Success Leader’s Guide

Overview The Leader’s Guide is divided into three sections. These are:

1. Pre-‐Working Session -‐ Contains an explanation of leader’s resources and a checklist to help you prepare to

conduct a successful working session. -‐ Discusses delivery options -‐ Includes information about the Goal Performance Survey© (GPS©).

2. Working Session Content -‐ Provides a guide for delivering a working session complete with Participant Workbook

images, PowerPoint examples, and useful background information (such as, facilitator notes, questions to ask, etc.).

3. Post-‐Working Session

-‐ Explains steps that clients should follow after the completion of a 5 P working session. These include: -‐ Team Leader Coaching -‐ Team Progress Checks -‐ Team Accountability Report Out

!! 5 Ps of Team Success Leader’s Guide

Delivery Options

The Work Session can be delivered in either a two-‐day format (approximately six hours per day) or a five-‐session format (approximately two hours per session).

Two-‐day Format

Day One Day Two Introduction P1: Perspective P2: Purpose Lunch P2: (continued) Purpose P3: Priorities

Day One Recap P3: (continued) Priorities P4: Plan Lunch P4: (continued) Plan P5: Performance Final Commitments and Next Steps

Five-‐session Format

Session One Session Two Session Three Session Four Session Five Introduction P1: Perspective

P1: (continued) Perspective P2: Purpose

P3: Priorities P3: (continued) Priorities P4: Plan

P4: (continued) Plan P5: Performance Final Commitments and Next Steps


Working Session Materials

Work Session Leader Materials

-‐ Leader’s Guide: o Detailed instructions to lead your team’s Work Session. o Explanations of what to ask, say, do, etc.

-‐ PowerPoint Slides: o Presentation slides to accompany your Work Session facilitation. o You can tailor these to your organization and audience.

-‐ Oliver’s Spot: The 5 Ps Leading Teams to Top Results book o Provided in one of two versions:

§ Public Sector § Private Sector

o This can be used as both pre-‐ and post-‐work to reinforce learning and drive results. -‐ Oliver’s Spot: The 5 Ps Leading Teams to Top Results audio files

o Audio version of book o Only available in public sector version. However, the basic lessons remain the same.

Work Session Participant Materials

-‐ Participant Workbook o All Work Session participants should have a copy of this book to use in the Work

Session. o Provides participants the tools they need to actively participate in the Work Session.

-‐ Oliver’s Spot book o Provided in one of two versions:

§ Public Sector § Private Sector

o This can be used as both pre-‐ and post-‐work to reinforce learning and drive results.


Pre Working Session Preparation The goal of phase one is to prepare for the 5 Ps working session. The following items should occur:

- Clarify Strategic Goals: Gather information about your organization’s strategy and current performance levels. Review this information prior to the Work Session and have on hand during the session. It is critical that you understand the top goals of the organization prior to conducting the 5 Ps working session.

- Collect Assessment Data: Prior to the session, have team members either complete an the on-‐

line Goal Performance Survey© (GPS©) available through Patrick Leddin or have them complete the version in the Work Session that is provided in their materials. (Note: Since the version in the Work Session materials is completed in session, you will not have data or the opportunity to review results prior to working with the team. The GPS assesses team member perceived performance in each of the 5Ps: Perspective, Purpose, Priorities, Plan, and Performance. The results serve as a benchmark for future assessments that can be administered as the team progresses through 5P process implementation.

- Coordinate Logistics: Prior to the session, ensure the following items are coordinated for: • Location – know where you are going. • Start/Stop time – the optimal scenario is two days in duration with sessions that run

8:30am to 4:00pm. • Room – preferred seating is for tables to be set up in pods so they can work together.

Avoid classroom style and theater seating. • Materials –

§ Projector § Chart pads/markers § Participant workbooks and Oliver’s Spot book (one copy per participant)


Keep in Mind Here are a few thoughts to keep in mind as you prepare for and lead a 5 P working session:

- Set expectations before the session

- Customize your delivery with relevant examples

- Share with the group why what they are doing matters

- Don’t feel the responsibility to carry all the water yourself; encourage the team leader talk about the importance of the goals

- Expect it to be messy; that’s okay

- Keep the conversation moving

- Focus on outcomes

- Work them hard; give homework if necessary

- Keep them laughing. Seriously, we’re not kidding. Do it!


Content Introduction


How to Read this Leader’s Guide

The Leader’s Guide provides the 5 Ps Work Session content. Information is presented with leader notes on the left side of the book and Participant Workbook images and PowerPoint slide presentation thumbnails on the right.

The notes section includes the following icons to assist in Work Session facilitation.

Represents what you should ‘tell’ participants as part of your presentation/discussion.

Explains activities that you should facilitate with the participants.

Provides ‘notes’ to assist you with facilitating the program.

Identifies questions that you can ‘ask’ participants to further engage them.


Introduction: Welcome

Welcome to the 5 Ps of Team Success Work Session. During this work session, we will learn about and work on the 5 key steps teams can embrace to drive positive, measurable results in both daily and long-‐term work.

This is called a Work Session, because we will do actual ‘work’ during our time together.

Ask participants to introduce themselves based on level of current familiarity with one another. If this is a new team, ask members to explain the role they perform in the organization, and share something unique about themselves. The intent is to get everyone talking and to begin creating a dialogue in the room that will make participants comfortable with one another. If the team is well established ask about hobbies, last vacation, etc. in an effort to build a deeper level of team member familiarity. (You will need to modify the presentation slide accordingly.)

People are often very passionate about their hobbies, interests, etc. Use this to your advantage by integrating what people share into your facilitation of the Work Session.

Review the materials to ensure all participants have a copy of each item and answer any questions about the materials.

Cover logistical items about the workshop and discuss participant behavioral expectations.


Participant Workbook: Page 1


Quote is from Oliver Wendell Holmes, Jr.

Oliver Wendell Holmes, Jr. (March 8, 1841 – March 6, 1935) was an American jurist who served as an Associate Justice of the Supreme Court of the United States from 1902 to 1932. Noted for his long service, his concise and pithy opinions, and his deference to the decisions of elected legislatures, he is one of the most widely cited United States Supreme Court justices in history, particularly for his "clear and present danger" majority opinion in the 1919 case of Schenck v. United States, and is one of the most influential American common law judges. Holmes retired from the Court at the age of 90, making him the oldest Justice in the Supreme Court's history. He also served as an Associate Justice and as Chief Justice on the Massachusetts Supreme Judicial Court, and was Weld Professor of Law at the Harvard Law School, of which he was an alumnus.

Welcome

•  Name

•  Role and organization

•  Something unique about you

Materials

•  Participant Workbook

•  Oliver’s Spot book

•  Tool CD

A Couple of Items…

•  Breaks

•  Lunch

•  ‘Leadership Prayer’

•  ‘Real’ work



Welcome

•  Name

•  Role and organization

•  Something unique about you

Materials

•  Participant Workbook

•  Oliver’s Spot book

•  Tool CD

A Couple of Items…

•  Breaks

•  Lunch

•  ‘Leadership Prayer’

•  ‘Real’ work


Introduction: Outcomes

As we work together the next two days, we will strive to accomplish five key outcomes:

1. Gain perspective on what matters to your customers 2. Define your team’s purpose 3. Determine your team’s priorities 4. Create plans to accomplish them 5. Learn a process your team can implement to drive performance

The five outcomes of the working session align directly with the 5 Ps of Team Success.

Before we start, what questions or concerns do you have about the outcomes?



Outcomes

Page 2


Introduction: Which is harder?

From your own experience, do you find that it is harder to come up with a strategy or harder to implement it?

You are working to get participants to identify that it is harder to implement a plan then it is to come up with a plan.

Why is it harder to implement a plan then it is to create one?

There are many reasons that this is true. Here are a few:

-‐ Lack of resources -‐ Wrong people / wrong skillsets -‐ Inability to control certain things (e.g., economy, budget, legislation) -‐ Day-‐to-‐day work gets in the way -‐ Leadership and team member turnover -‐ Etc.

What they will learn in this workshop is that what they can control is their own commitment to install the 5 Ps in their teams to drive success.



Which is Harder?

Why?

Page 3


Introduction: The Challenge with Implementing Strategy

In most situations, the challenges associated with strategy implementation often boils down to four commons areas at the organizational, team, and individual level.

These four areas are that people:

1. Don’t know what needs to be done 2. Don’t know how to do what needs to be done 3. Aren’t motivated to do what needs to be done 4. Lack the resources needed to implement.

Let’s say that I came from outside of our organization and I was to spend the day visiting your co-‐workers, your team, or your entire organization. If you were suffering from one or all four of these areas, what might I hear people saying as I walked around your workplace?

There are many examples that people can share. Here are a few:

-‐ Organizational-‐level o “We don’t see a need to change. If the big boss is happy, all is

good.” o “We don’t have the right people in this organization to go a

new direction.” -‐ Team-‐level

o “Our team will start doing things differently when that team over there gets its act together.”

o “Everything is too complicated around here.” -‐ Individual-‐level

o “I don’t want to do that.” o “I don’t know what is expected from me.”

The intent of this discussion isn’t to get to the right answer. The goal is simply to get participants to realize that much of our problems involve how we see things and the processes we have in place to implement our plans.


Introduction: Strategic Management Roadmap (SMR)

The Strategic Management Roadmap or SMR is a framework for all levels of an organization to plan, implement, and evaluate success.

The SMR discusses what organizations, teams, and individuals need to do to create plans that are aligned at all levels of the organization. Identifies the requirement to determine the most important processes to improve, projects to implement, and people to develop. Additionally, it addresses the need to properly integrate technology and communicate progress throughout the organization.

During our time together, we will focus our efforts on the center portion, or team component, of the model. In doing so, we will identify our top priorities that align with the needs of our customers, create plans to make them happen, and learn about and begin to implement an approach to performance that will ensure success.


Introduction: Quick Assessment

If participants completed the Goal Performance Survey (GPS) prior to the working session, now is the time to distribute and discuss the results of the GPS. If the team did not complete a GPS, you will have them complete the Quick Assessment in the participant workbook.

In your workbook is a 15-‐item assessment. Take 8 minutes to read each statement and rate your agreement with each item by circling a number between 0 and 10 for each.

(After everyone has completed the survey…)

Now I’d like you to calculate your scores by adding up the numbers you provide for each question. List your scores at the bottom of the appropriate column, divide by the number of questions available, and determine your average score in each question grouping.

(After everyone has completed the calculations…)

Please write the following words underneath the five groupings at the bottom

Strategic Management Roadmap (SMR)

Page 5


of the page:

-‐ Perspective -‐ Purpose -‐ Priorities -‐ Plan -‐ Performance

These five items represent the 5 Ps we will work on during our time together.



Quick Assessment

5


Introduction: Quick Assessment (continued)

In general, how long can you go without food, water, and oxygen before you start to do some serious damage to your body?

Give participants time to answer the question. Ultimately, you are working to get them to determine that you can go approximately 3 weeks without food, 3 days without water, and 3 minutes without oxygen before you start to do damage to yourself.

Have participants write 3 weeks, 3 days, and 3 minutes in the space provided under the appropriate image.

Discuss with participants how all three areas are critical to our lives. We need all three to survive. However, you won’t worry too much about water or food if you have no oxygen.

We are going to use the structure of food, water, and oxygen to assess how well you and your team are doing in each of the following areas:

• Perspective – Determine what priorities matter the most to those who matter to you and your team.

• Purpose – Articulate why your team exists, what you do, and who you serve.

• Priorities – Focus on identifying the key goals your team must accomplish to positively affect what matters most to those you serve and simultaneously affect your team’s purpose

• Plan – Listen to your team members when formulating plans; employees often have the best ideas about how to accomplish your priorities

• Performance – Ensure that team members are clear on the priorities and plans towards accomplishing them; use a tracking tool to measure and discuss progress.



Quick Assessment

Page 7


Introduction: Quick Assessment (continued)

On your own, place one check mark in each of three columns identifying how you assess perspective, purpose, priorities, plan, and performance as a/an:

• Dire need (oxygen) • Area to improvement (water • Relatively under control (food).

The purpose of this activity is to see how each individual perceives the team’s areas of strength and struggle. The ability of each person to perform an assessment on his or her own can be very insightful. Additionally, creating a conversation for the team to explore how each of them sees the situation is a means of gaining consensus as to where the group collectively sees team’s performance.

Make a large version of the table on a chart pad or dry erase board. Use this to capture participant scoring in response to the question (below).

Let’s see how we individually and collectively assessed our team. One by one, please tell me where you placed check marks on your sheet and I will capture them on the easel pad.



Quick Assessment

Page 8


(Motioning to the chart pad)

What does this tell us about how we see things as individuals and as a team?

Be prepared that this discussion can go anywhere and cover a wide-‐range of issues. Help the group to stay focused on assessing the situation. Encourage them to provide examples from their work, as this will make the session more relevant and engaging.

Remember that there isn’t a right or wrong answer, it is just a matter of perspective.

Allow the group to discuss the situation for 5-‐10 minutes and then move forward with the exercise. Remember the intent isn’t to solve the problems, just gained a shared perspective of the team performance. Following the 5 Ps will help them ‘solve’ their problem.



Quick Assessment

Page 8


Introduction: The 5 Ps

During our time together, we will follow the 5 P Process. This process begins with Gaining Perspective. Perspective is all about determining what matters most to those who matter to us. By starting with perspective, we will focus in on how well we understand and our meeting the needs of our customers.

Once we have an understanding of the situation, we will then work to define our purpose. Purpose is articulating why our team exists, what we do, and who we serve. The clearer we are on our team’s purpose and the better job we can do at articulating, the more successful we will be in attracting future talent, executing on things that matter to our customers, and ensure that we have a shared understanding of our team’s purpose.

With a better understanding of what matters to our customers and how we can best serve them, coupled with a clearly picture of our team’s purpose, we can set out to identify our priorities. Priorities focus on identifying the key goals we must accomplish.

Only after we have clarified our priorities, can we truly embark on formulate the plans we will accomplish in order to get our desired results. From experience we know that our team members are the best resource for developing these plans as they understand more than anyone else how work is accomplished. This step involves us determine how we will accomplish what we said matter the most to us.

Our final step is to come to agreement on how we will perform as individuals and as a team to accomplish the priorities we set for ourselves. Without the performance step, teams often find themselves back in the same room years later revisiting the same old goals and the same old results. Great teams are the ones that learn to perform again and again with success.

To emphasize the last point about performance, think of a recent success in your organization that the majority of participants are familiar with. Use that success is an example of how team members had to think and act differently in order to achieve a new result.


Introduction – Notes

Space available for notes.

You may encourage participants to use this space to capture anything that they discuss in the overview session.

Most commonly, participants will use this page to capture the grid that represents how each of them scored the team in each of the 5 Ps (i.e., oxygen, water, or food).


Step 1: Gain Perspective


Gain Perspective -‐ Introduction

We are going to begin with the first P, Gain Perspective. Perspective is all about determining what matters most to those who matter to you.

When we finish this step, we will have a better understanding of our customers, what matters to them, how they are performing at what matters to them, and how we can help improve performance in areas that require attention.

The quote is from Albert Einstein.

Albert Einstein (14 March 1879 – 18 April 1955) was a German-‐born theoretical physicist who developed the theory of general relativity, causing a revolution in physics. For this achievement, Einstein is often regarded as the father of modern physics and one of the most prolific intellects in human history. He received the 1921 Nobel Prize in Physics "for his services to theoretical physics, and especially for his discovery of the law of the photoelectric effect.” The latter was pivotal in establishing quantum theory within physics.


Gain Perspective – Perspective Matrix

On your own, please take 8 minutes to complete the Perspective Matrix. To do so, ask yourself who your team serves, identify what matter to each customer, determine how they are performing at what matters most to them, and place a check next to the areas that your team can impact.

Give each person 8 minutes to complete the matrix on his or her own. Participants might be inclined to complete the assessment with a co-‐worker. Encourage them to work on their own. This will allow everyone in the room to have the opportunity to share insights and avoid issues associated with one participant dominating the discussion.

When 8 minutes has elapsed, encourage the participants to discuss the results at their table allowing each participant a chance to ensure his or her thinking.

Now that you have all had a chance to complete the matrix, please work with your tablemates to share what each person captured. One person should act as the scribe to capture everyone’s input.

Select your scribe by picking the person at the table with the newest pair of shoes.

Have tables discuss results. If the team is small (i.e., can sit around one table), you should sit at the table with them and listen to the discussion unfold. If the team is sitting at multiple tables, move about the room listening to the conversation. When everyone has a chance to talk, bring the groups together and create a master list.

This exercise should take 20-‐30 minutes to complete.


Gain Perspective – Highlights

Review the highlights of gaining perspective with the group. Emphasize the key points of P1. Ensure that everyone is clear on the ‘leader checklist’ for the next time the team works together to gain perspective.

If the group perspective matrix contains gaps (i.e., they didn’t know all of the customer information), encourage them to commit to a date to have the gaps filled by, a person(s) to ensure it happens, and date/time for the group to revisit as necessary. Completing the matrix at this point is not a requirement for moving forward with the process. However, much of the discussion for the remaining four Ps will be seen through the lens of the customer. If the team has an inaccurate or incomplete view of customer needs, that will need to be addressed prior to finalizing the work accomplished throughout the rest of the planning and implementing process.

If the perspective matrix requires some ‘homework’ confirm commitments to complete open items using the Final Team Checklist in the back of the participant workbook.


Gain Perspective – Notes


You may encourage participants to use this space to capture anything that they discuss in perspective discussion.

Most commonly, participants will use this page to create an overall team perspective matrix representing everyone’s input.


Step 2: Define Purpose


Define Purpose -‐ Introduction

The second ‘P’, Define Purpose, focuses on articulating why your team exists, what you do, and who you serve.

When we finish this step, we will be able to tell our colleagues, leaders, and customers the job that our team performs and why it matters. It will provide us greater clarity about the role we play as a team and what the organization expects, or should expect, from us.

The quote is from Benjamin Disraeli.

Benjamin Disraeli, 1st Earl of Beaconsfield,(21 December 1804 – 19 April 1881) was a British Prime Minister, parliamentarian, Conservative statesman and literary figure. Starting from comparatively humble origins, he served in government for three decades, twice as Prime Minister of the United Kingdom. He played an instrumental role in the creation of the modern Conservative Party.


Define Purpose – Words Have Meaning Exercise

We will learn in this step the importance of words. To get us thinking about this, I’d like to invite each of you to complete a quick exercise. To do so, I’d like each of you to partner up with two or three other people.

To help with the exercise, you may want to put people in groups by simply having people gather in groups of 3-‐4 at their tables or you can mix people up around the room by having them ‘count off’ and then separating them in the room. If they move around the room, have them take their participant workbooks with them.

(Once they have moved into groups continue the instructions)

In a moment, I’m going to give you a simple, everyday word. After you hear the word, I’d like you to write in column A all of the words or phrases that come to mind when you hear the word I give you. These can be synonyms, antonyms, or simply anything that pops into your head. The goal is to create the longest, most comprehensive list you can think of in 3 minutes.

After 3 minutes has passed, I will ask you to stop writing and compare your list with your teammates’ list. For every exact match, your team will receive a point. When I say exact match, I mean exact. If one person writes the word in plural format and the other writes it in singular format, that’s not an exact match.

Before we start, I’d like each of you to predict how many exact matches you believe your team will achieve.



Words Have Meaning Exercise

•  Get into groups of 3-4 people

•  In a moment, I’m going to give you a simple, ‘everyday’ word

•  Each person will have 1 minute to write down as many words or phrases that he/she can think of that relates to the word I give you

•  You will then compare your lists to see how many exact matches you get


Give each person a minute or two to make his or her prediction and write at the bottom of the page.

Once everyone has written down a prediction, begin the exercise by giving them a simple word like ‘cat’ or ‘dog’ and then telling them they have 3 minutes to work independently brainstorm their lists.

After three minutes, stop the exercise and have team members compare their answers and record the exact number of matches in the field marked actual.

When all teams are done assessing their results, have them report out to the room how they did by providing both the predicted and actual results. It is highly likely that teams will end up with two or less exact matches, with most teams achieving zero matches.

Capture their predictions and results on a chart pad.



Words Have Meaning Exercise

•  Get into groups of 3-4 people

•  In a moment, I’m going to give you a simple, ‘everyday’ word

•  Each person will have 1 minute to write down as many words or phrases that he/she can think of that relates to the word I give you

•  You will then compare your lists to see how many exact matches you get


Define Purpose – Words Have Meaning Exercise (continued)

(Point to the chart pad results)

What do these results tell us about the importance of words?

You are looking for answers like:

-‐ Words matter -‐ It is important to be exact and precise in the words we use -‐ The word you provided was simple, yet we all had different ideas as to

what that word meant -‐ If we are going to define our purpose, we better be clear on what we

mean -‐ Etc.

After the discussion is complete, repeat the exercise using the same teams. As before, ask them to predict their results in advance, give them a simple word to use in the exercise, and then provide them three minutes to work.

After three minutes, ask them to report their results and capture them on the chart pad

What changed from the first time we did the exercise?

Did your team perform better?

If so, why?

If not, why

Use this discussion to reinforce the importance of language and the reality that words have meaning. Ask them to keep this in mind as they work together to craft a team purpose statement.


Define Purpose – Team Purpose Statement

As we saw in the Words Have Meaning Exercise, how we say things matter to both those who say them and those who hear them. Using what we learned from the exercise, know is the time to craft a purpose statement for your team.

A team purpose statement explains why your team exists and describes your team’s value and work. Teams that have defined their purpose have an established basis for shared expectations, planning, and performance evaluation. With a team purpose in place existing and future team members have a clear direction for the team and understand what the team does and doesn’t do.

With this description in mind, please take 5 minutes on your own to draft a purpose statement. When you are done, I will ask you to select a partner to share your efforts.

If the team already has a purpose statement in place, begin with that purpose statement and ask participants to review what is in place and work together to revise it.

If the team leader drafted a purpose statement prior to the work session, he or she can either share their draft statement first or let the team work on one and share the drafted version second. Both approaches have pros and cons. The leader providing participants a draft statement first often speeds up the process, but may squelch individual contributor participation as team members often defer to the leader. On the other hand, if the leader goes second, the process may take longer, but the full group may have a better chance to participate.

(Once participants have completed drafting individual statements)

Please pair up with someone else on your team and share your draft statements with one another. When both have a chance to share statements, either pick the one that is ‘best’ or work together to combine your statements into one single statement.


Define Purpose

•  Great team purpose statements answer this question: –  Why does the work of our team matter?

•  To build a team purpose statement, the team must be clear on how it: –  Connects to the organization’s strategy –  Meets customer (internal or external) needs –  Contributes to the organization’s mission success

•  Everyone on the team must know the purpose and be able to explain the team’s purpose clearly and succinctly.

Draft Your Team’s Purpose Statement

•  On your own, draft your team’s purpose statement

•  Answer ‘yes’ / ‘no’ to the 5 statements

•  Pair up with a colleague and share your draft

•  Receive feedback

•  Switch

•  Revise your team’s draft purpose statement as appropriate

Page 17


Define Purpose – Team Purpose Statement (continued)

When participants are done with the partner exercise, bringing the group together and have each pairing share their drafted statement. It is not uncommon for the group to identify a clear ‘best’ choice for the team’s statement. If that happens, walk the team through the four statements at the bottom to ensure that all four are responded to with a ‘yes.’ If any ‘no’s’ appear in the discussion, adjust the statement accordingly.

If multiple statements have the potential to work for the team, invest some time in combining/narrowing the statement. However, be careful not to get into a ‘happy’ to ‘glad’ argument where a roomful of people are working to wordsmith a sentence. Sentences by committee do not work very well.

After investing 10-‐15 minutes, it may make best sense to assign wrapping up the statement to one or two people who will finalize the draft and distribute to team members for final commentary in the next 1-‐2 weeks. Make sure that the assigned participants write down their commitment to accomplish this task.


Define Purpose – Highlights

Review the highlights of defining purpose with the group. Emphasize the key points of P2. Ensure that everyone is clear on the ‘leader checklist’ for the next time the team works together to define purpose.

If the team’s purpose statement is incomplete, identify when the team will finish the draft statement. Confirm date to have draft complete, plan to distribute and gather feedback, and approach to finalizing team purpose statement. Enter this information in the Final Team Checklist in the back of the participant guide.


Define Purpose – Notes


You may encourage participants to use this space to capture anything that they discuss in perspective discussion.

Most commonly, participants will use this space to capture the final team purpose statement.


Step 3: Determine Priorities


Determine Priorities -‐ Introduction

The third ‘P’, Determine Priorities, focuses on identifying the key goals the team must accomplish to positively affect what matters most to those the team serves and to simultaneously impact the team’s purpose.

When we finish this step, we will be able to identify our top priorities, how we will measure success for each, and when we accomplish each priority.

The quote is from Arnold Glasnow

Arnold Henry Glasow (notice no second g in last name) was born in Fond-‐du-‐lac, Wisconsin in 1905, and died in Freeport, IL in 1998 at age 93. He graduated from Ripon College, and started his own business when he moved to Freeport just after the depression. His business was a humor magazine that he marketed to firms nationally, which firms would turn it into their "house organ" to send to their customers. He carried on this business for over 60 years, publishing his first book at age 92. The book is titled, "Glasow's Gloombusters," one of the many titles he put on his work during his career. He was cited frequently in the Wall Street Journal, Forbes, the Chicago Tribune and many other major organs. He was a regular contributor to the humor sections of Reader's Digest. Sixty years of productive work. Many attributions. A real American thinker, self-‐effacing and generous of spirit, he shunned the national spotlight.


Ship Building Example

Explain that large ships are often built in two pieces in two different locations and then ‘assembled’ together prior to completion. “Can you imagine if you were the project manager responsible for building a large ship in 2 pieces?” You would spend all day, running back in forth between work sites and hoping that when the assembly day arrive, everything fit together perfectly.”

We have found that developing organizational strategy and cascading it to the team level often feels very similar to this ship building approach. The problem is that things don’t always line up…”

This ship in the picture is the Nedlloyd Hoorn – Holland.

She was built in two pieces at two different yards in Holland. The bow section was built in Amsterdam at the Nederlandsche Dock & Shipyard faclity and the stern was built in Rozenburg, Holland at the Verolme Dock and shipbuilding facilty.

The first drawing is an illustration of how we see the disconnect between an organization’s strategy and the objectives of the teams within the organization.

This example shows a speed boat, suggesting that the organization looks to be nimble, agile, and quick to change. However,…

(click the slide to show animation)

…the teams within the organization perform using old processes, systems, structures, and mindsets.

In this second example, the organization is looking to be a dominant player in their market space...

(click the slide to show animation)

…Meanwhile, the teams within the organization are ill prepared to support


these lofty goals.


Presentation Slides: Ship Building Example

Let’s Consider Ship Building

Connecting HR Objectives to Global Business Goals

Strategic Alignment

Connecting HR Objectives to Global Business Goals

Organizational Strategy

Team Priorities

Strategic Alignment

Connecting HR Objectives to Global Business Goals Organizational Strategy

Team Priorities


Determine Priorities – Brainstorm List

Using the space provided in your participant workbook, take 6 minutes to brainstorm all of the possible priorities for the team. These can be things that we are currently working on and need to complete, items we’ve discussed but never seem to get to, or brand new goals that you hadn’t thought about until now.

There are no wrong answers here, just come up with a list and we will narrow it later.

Participants may ask for some parameters on the priorities they brainstorm. For example, they may ask how far out these priorities should last. Encourage them to stay within 12 months. Anything beyond that is too far out for this exercise. Teams tend to focus best on goals that they can impact within a year. Conversely, picking something too close doesn’t work either. Installing the 5 Ps takes in a team takes time, so priorities that can be accomplished in a week or two don’t meet the time standard either.

(After 6 minutes, stop the exercise)

Take a look at the list you just developed and identify the top 3-‐5 potential priorities that you came up with by placing a checkmark next to them.

(After everyone has narrowed their list)

At your table, identify a scribe. This person’s job will be to capture everyone’s top 3-‐5 potential priorities.

One by one, share your potential priority ideas. Provide enough explanation of the idea so people understand what you mean, but don’t go too deep. It should take only a few minutes for each person to review his or her list.

Once everyone has a chance to go, work as a group to combine the lists and narrow to no more than 7 ideas.

Scribes may want to use the notes page at the back of this section to capture the master list.


Determine Priorities – Brainstorm List (continued)

You may have to assist in helping the team(s) to narrow their list by asking clarifying questions, helping the scribe capture the ideas on a chart pad, or encouraging people to speed up the dialogue as appropriate.

The key is to remember where the dialogue needs to go. In the end, the team needs to identify 7 potential priorities that everyone understands enough to ‘vote’ on as the next step in the process.



Determine Priorities

•  Brainstorm a list of priorities (goals) for your team

•  Review your list and place a ‘star’ next to the top 6 ideas


Determine Priorities – Prioritization Matrix

Write each of the items you identified with a ‘check’ in the Prioritization Matrix. For each item, enter a score 1 through 5 based on how you feel the potential priority answers questions in the following areas:

• Feasible – can we get it done? • Measurable – can we tell if we won? • Meaningful – is it important? • East to Understand – Does it make sense? • Effective – Will it help our team fulfill its purpose? • Financially Doable – Do we have or can we get needed funding?

Once you have scored each item, total the score for each row.


Determine Priorities – Potential Priority Team Scoring Matrix

Since each of you has completed the Prioritization Matrix, it is time to consolidate everyone’s scores

Documents

5Ps!of!Team!Success!Leader’s!Guide!!!!!...2017/06/05 · 5Ps!of!Team!Success!Leader’s!Guide!!!!! Overview! The!Leader’s!Guide!is!divided!into!three!sections.!!These!are:! 1