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The Challenge of Leadership:Effective Teams
Celebration/Incorporationof Achievement
Productive Action
Open Communication
Positive Relating
Safety
From a model produced by Denton Roberts
Vision
Physical Emotional
Intellectual
The Challenge of Leadership:Effective Teams
From a model produced by Denton Roberts
Celebration/Incorporationof Achievement
Productive Action
Open Communication
Positive Relating
Safety
Vision
Physical Emotional
Intellectual
System nourished by: PRAISE,
ACCEPTANCE, UNDERSTANDING,
REALISTIC PERFORMANCE EXPECTATIONS,
INCLUSION
The Risk of Leadership:Dysfunctional Teams
From a model produced by Denton Roberts
Lack of Safety
Negative Relating
Close/Confused
Communication
Unproductive/Destructive
Activity
Conflict
The Risk of Leadership:Dysfunctional Teams
From a model produced by Denton Roberts
Lack of Safety
Negative Relating
Close/ConfusedCommunication
Unproductive/Destructive
Activity
Conflict
System nourished by: BLAME,
RIDICULE, HUMILIATION,
UNREALISTIC PERFORMANCE EXPECTATIONS,
ALIENATION
The five dysfunctions of a team
• Absence of trust• Fear of conflict• Lack of commitment• Avoidance of accountability• Inattention to results
Patrick Lencioni
In truly cohesive teams, people
• Trust one another• Engage in unfiltered conflict around ideas• Commit to decisions and plans of action• Hold one another accountable for delivering
against those plans• Focus on the achievement of collective
resultsPatrick Lencioni
Members of trusting teams…
• Admit weaknesses and mistakes• Ask for help• Accept questions and input about their areas of
responsibility• Take risks in offering feedback and assistance• Appreciate and tap into one anothers’ skills and
experience• Focus time and energy on important issues, not
politics• Offer and accept apologies without hesitation
Patrick Lencioni
Members of teams where trust is absent…
• Conceal their weaknesses and mistakes from one another• Hesitate to ask for help or provide constructive feedback• Hesitate to offer help outside their own areas of
responsibility• Jump to conclusions about the intentions and aptitudes of
others without attempting to clarify them• Fail to recognise and tap into one another’s skills and
experiences• Waste time and energy managing their behaviours for effect
Patrick Lencioni
Four steps to building trust
• Being vulnerable• Clarifying expectations• Holding and being held to account• Engaging with conflict
Building trust: what are the implications of this for leading (and teaching) the leaders of tomorrow?
In your pair…
…decide who will talk and who will listen first
…when you are listening, your role is to try and understand – and help your partner to understand – the situation they are describing: you are NOT trying to resolve it or advise them or counsel them
…you have five minutes each
SELF
The Johari Window
Solicits Feedback
O T H E R S’
V I E W
Self-Disclosureor
Gives Feedback
OW
N V
IEW
Thi
ngs
I Don
’t K
now
(ab
ou
t m
e)
Thi
ngs
I Kno
w(a
bo
ut
me
)
Thi
ngs
The
yK
now
(ab
ou
t m
e)
Thi
ngs
The
yD
on’t
Kno
w(a
bo
ut
me
)
BL
IND
SP
OT
FA
CA
DE
UNCONSCIOUSU
NK
NO
WN
AR
EN
A
SELF
The Johari Window
Solicits Feedback
O T H E R S’
V I E W
Self-Disclosureor
Gives Feedback
OW
N V
IEW
Thi
ngs
I Don
’t K
now
Thi
ngs
I Kno
w
Thi
ngs
The
yK
now
Thi
ngs
The
yD
on’t
Kno
w
BL
IND
SP
OT
FA
CA
DE
(Hid
den
Are
a)
UNCONSCIOUSU
NK
NO
WN
AR
EN
A
What?Why?How?Where?When?Who?
So is it ‘X’?
What I understand so far is …..
L
I
S
T
E
N
I
N
G
The Funnelling Technique
Open
Probe
Close
Summary
Probing: building your own repertoire
Probing is signalling you want to go further or deeper by……using supplementary questions or phrases like• Go on…• Can you say some more about…• What do you mean by…• When you say…• Can you explain……using connecting words, often combined with inflection like• And…?• So…?• Because…?• About…?…simply reflecting (repeating) back the last word or phrase that has
been used…NOT saying anything at all but using pause and body language to
invite further contribution
What?Why?How?Where?When?Who?
So is it ‘X’?
What I understand so far is …..
L
I
S
T
E
N
I
N
G
The Funnelling Technique
Open
Probe
Close
Summary
Testing Understanding and Summarising (as a % of all behaviour)
Research Analysis of 49 Meetings / PresentationsA
vera
ge
nu
mb
er o
f m
isu
nd
erst
and
ing
s an
d m
isco
nce
pti
on
s p
er p
erso
n
The Importance of Clarifying
0
1
2
3
4
5
0 - 2.5 2.5 - 5 5 - 7.5 7.5 - 10 10 - 12.5 12.5 - 15 15+
Testing Understanding and Summarising (as a % of all behaviour)
Research Analysis of 49 Meetings / Presentations
0
1
2
3
4
5
0 - 2.5 2.5 - 5 5 - 7.5 7.5 - 10 10 - 12.5 12.5 - 15 15+
Ave
rag
e n
um
ber
of
mis
un
der
stan
din
gs
and
mis
con
cep
tio
ns
per
per
son
The Importance of Clarifying
Source: Huthwaite Research Group