Welcome to the

Eastern Management Development Center

Regional Leadership Development Program

Building an Inclusive &

High Performance Team
 Course Objectives:
• Learn about and apply skills related to team
development and successful teamwork
• Learn effective team member through exercises
and reflection on the collaborative nature of
team processes.
• Understand and apply the concept of shared
leadership.
• Identify strengths and challenges for further
development
Using an Adult Learning
Model

• Action Learning
• Learning Through Experience
• Tacit Knowledge
 What we know about
Leadership
• Leadership is learned
• Leadership is best when shared
• We all practice leadership behaviors
• Leadership relies on relationships
• Leadership development is self-development
• Deliberate practice to be all you can be
• Relates to all types of leaders—including
team leaders!
 Exploring
• Leading with self-awareness
• Leading through values
• Leading through your best behaviors
• Leading from learning from others
 Our Learning Agenda
• Teams Models & Formation
• Goals, Roles, Norms
• Communication
• Team Processes: Inclusion &
Relationships
• Tools for Teamwork
• 5 Dysfunctions of a Team
• Taking our Teamwork Home
 Team Work
• Think of the best teams you have been
on
• Why do you remember them as being
the “best teams?”
• Describe what it was like to your team
mates
 Let’s Define a Team
A team is a small number of people with
complementary skills who are committed
to a common purpose, performance goal
and approach, for which they hold
themselves mutually accountable.

-Wisdom of Teams
Katzenbach & Smith
Team Models & Formation
 Discuss how these impact Team
Effectiveness

• Accountability: Mutual, Individual

• Skills: Problem-solving, technical,
interpersonal
• Commitment: Meaningful purpose,
goals, common approach
 Firo-B Model for Team Development
Stages I II III
Characteristics Inclusion/ Control/ Cohesion/
Acceptance Influence Commitment/
Openness

Membership In vs. Out Top vs. Bottom Close vs. Far

Behavior Identity-Oriented Influence-Oriented Involvement-Oriented

Attitude Dependent Independent Interdependent

Self-Concept Significance Competence Worth

Conflict Move Away Move Against Move Toward

Competition Can’t Win Must Win Team Wins

Individual Needs Existence Relatedness Growth, Development

Group Needs Form/Inform Storm/Norm Perform

Leader Focus Structure/ Support/ Facilitation/

Direction Guidance Freedom
16
Team Effectiveness
Goals
 Establishing Goals

• Alignment to a Common Set off

Purpose and Approach
• Individual Goals aligned with Team
Goals
• Pulling in Same Direction
• Articulating clear understanding
Roles
 Choosing Leadership
• The Leadership Triangle:
– Visionary, Catalyst, Coach
– Assumes Positive Intent of team members
– A future, goal-directed focus
-OR-
• Drama Triangle:
– Adversary, Rescuer, Victim
– Assumes Negative Intent
– Dealing with everyday personal-type issues

– Adapted from Center for Professional Development

 Team Leader

• In shared leadership, may be

designated as “formal” or “informal”
• Leadership roles can be shared across
members of the team
• Responsibility to maintain team
“order” is not the sole responsibility of
the designated team leader
 Team Leader Questions
• Am I investing in myself?
– Question of Personal Growth
• Am I genuinely interested in others?
– Question of Motivation
• Am I grounded as a leader?
– Question of Stability
• Am I adding value to my team?
– Question of Teamwork
• Am I staying in my strength Zone?
– Question of Effectiveness
 Questions to Ask Team Members
• What do you think?
• How can I serve you?
• What do I need to communicate?
• Did we exceed expectations?
• What did you learn?
• Did we add value?
• What do I (we) need to know?
• How do we make the most of that opportunity?
• What am I missing?
Blake & Mouton Leadership Grid
 Team Leader Behaviors:

• Directive - Task

• Support - Relationship

26
 What is Directive Behavior?

• WHAT to do
• HOW to do it
• WHEN to do it
• WHERE to do it
• WHO’S to do it
• Clear Expectations
• One-Way Communication

27
 What is Supportive Behavior?

• Listening
• Encouraging
• Facilitating
• Providing Clarification
• Giving Socio-emotional Support
• Coaching and Mentoring
• Two-Way Communication

28
 Task Functions

Initiating: Proposing tasks, goals, or

actions; defining group problems;
suggesting procedures.
Informing: Offering facts; giving
expression of feeling; giving an opinion.
Clarifying: Interpreting ideas or
suggestions; defining terms.
 More Task Functions

• Summarizing: Pulling together related

ideas; restating suggestions; offering a
decision or conclusion for group to
consider.
• Reality Testing: Making a critical
analysis of an idea; testing an idea
against some data; trying to see if the
idea would work.
 Relationship Functions

• Harmonizing: Attempting to reconcile

disagreements; reducing tension;
getting people to explore differences.
• Gate Keeping: Helping to keep
communication channels open;
facilitating the participation of others;
suggesting procedures that permit
snaring remarks.
 More Relationship Functions

• Consensus Testing: Asking to see if a

group is nearing a decision; sending up
a trial balloon to test a possible
conclusion.
• Encouraging: Being friendly, warm and
response to others, indicating by facial
expression or remark the acceptance of
others' contributions.
 More Relationship Functions

• Compromising: When one's own idea

or status is involved in a conflict,
offering a compromise which yields
status; admitting error; modifying to
achieve group cohesion or growth.
 Team Leader Facilitation

• All members working toward successful

facilitation
• Power of collaboration comes from inclusion,
not exclusion
• Power of members
• Go slow to go fast
• Key is how meetings are run
 Team Member Roles

• In a shared leadership environment, all

have responsibility to keep the team on
track
• All have responsibility to “call”
behaviors that are causing problems
• Leader can rely on others to help
teamwork
 Roles
• Clarifier
• Elaborator
• Information/Opinion
Task Giver
• Initiator
• Orienter
• Reality Tester
• Summarizer
 Roles

• Dominator
• Blocker
• Anecdoter
Individual • Recognition Seeker
• Special Interest Pleader
• Socialite
 Roles

• Compromiser
• Encourager
• Follower
Group • Gatekeeper
Maintenance • Harmonizer
 Individual Roles that Are Played

• Aggressor: Deflating others' status; attacking

the group or its values; joking in a barbed or
semi-concealed way.
• Blocker: Disagreeing and opposing beyond
"reason;" resisting stubbornly the group's
wish for personally-oriented reasons; using
hidden agenda to thwart the movement of a
group.
 More Individual Roles

• Dominator: Asserting authority or superiority

to manipulate group or some of the
members; interrupting the contributions of
others; controlling by means of flattery or
other forms of patronizing behavior.
• Special-interest Solicitor: Using the group as
a vehicle for extraneous interests; cloaking of
one's personal biases in a stereotype which
fits one's individual needs.
 More Individual Roles:

• Out-of-Field Behavior: Making a display in

ostentatious fashion of one's lack of
involvement; "abandoning" the group while
remaining physically with it; seeking
recognition in ways not relevant to group
task.
 How Do We Recognize Team
Process?
• Process awareness means looking at
the underlying dynamics
• Paying attention to member behaviors
• Observing, not hooked into emotion
 Process Awareness
• Authority & Influence
• Relative degree of participation among
members
• Interactions between individuals that
could be problematic or productive
• Flow of information (who has it, who
shares)
• Consensus building, consensus testing
• Progress to the goals
Team Norms
Exercise: Working on our Norms
TEAM COMMUNICATIONS
 Communication Attitude

• Please don’t make me wrong, even if

you disagree with me.
• Hear and understand me.
• Tell me the truth with compassion.
• Remember to look for my loving
intentions.
• Acknowledge the greatness within me.
 Active Listening

• Be present—give full attention to

speaker
• Demonstrate interest, verbally & non-
verbally
• Engage in dialogue rather than debate
 Communication Modes

• Symbolic
– Clothes, hair, jewelry, cosmetics,
automobiles, houses
• Verbal
– Jargon, clichés, specialized vocabularies,
accents
• Non-verbal
– Touching, eye contact, posturing,
gesturing, distancing
http://bigthink.com/arpan-
bhattacharyya/important-lessons-from-
improv-on-listening
 Debate or Dialogue?
DEBATE DIALOGUE
Assuming there is a right answer Assuming that many people
and you have it have pieces of the answer

Participants attempt to prove Participants work together toward

The other side wrong common understanding

Focuses on EXPLORING
Focuses on WINNING common ground

Listening to find flaws and Listening to understand,

Make counter-arguments find meaning and agreement

Defending own assumptions Revealing our assumptions

as truth for reevaluation

Seeing two sides of an issue Seeing all sides of an issue

Defending one’s own views Admitting that others’ thinking can improve one’s own thinking
Against those of others

Searching for flaws and weaknesses Searching for strengths and value
in others’ positions in others’ positions

Seeking a conclusion or vote that ratifies your position Using a consensus-based

decision making process

Michael Roberto, Why Great Leaders Don’t take Yes for an Answer
 Listen Physically

• Create physical openness.

• Make sure the space between you and
your audience is an open physical
environment.
• Good posture is another way you show
you are listening.
 Listen Mentally

• Listen closely to the ideas and

concerns.
• Avoid thinking ahead and preparing
your response to what’s being said
 Listen Emotionally

• Involves empathy, caring and a desire

to give support.
• Politeness, political intelligence, an
awareness of verbal and nonverbal
cues, and a willingness to make the
exchange enjoyable.
Paraphrasing: Acknowledge &
Validate
• Listening for what people are saying and the
emotion revealed
• Empathize: reflect emotions and intensity
accurately
• Check for understanding
• “Yes/And” not “buts”
• Goal is to understand, not necessarily agree
or correct
 Questioning
Ask Open-ended Questions
– Generates dialogue and build relationships
– Ask, don’t tell
– Avoid yes/no answers
– How, when, what , and why are good
starters
– “Tell me more” and “Help me to
understand” work well
– “What questions do you have?” rather
than “Do you have any questions?”
 Reframing

• Start with reframing your own language

• Restatement of words into neutral, non-
judgmental or positive terms
• Focus on underlying interests or needs
• Negative labels to positive/neutral
attributes
 “I” Statements

• Avoids blaming
• I feel (describe feeling)
• When (describe your observation of the
behavior in specific terms)
• Because (describe impact of behavior on
your needs)
• Make a positive behavior request
(describe what you need)
 Body Language Don’ts
• Hands near your face or over mouth
• Arms crossed
• Clenched fists
• Drumming fingers, tapping toes
• Pointed forefinger
• Playing with watch, clothing, phone
• Hands on hips
• Arms behind back
Leadership Charisma, Haney & Sirbasku
 Giving Feedback
• Consider the needs of others
• Describe behavior only; do not attempt to interpret
• Focus on behavior that can be changed
• Be specific
• Wait for feedback to be solicited
• Be nonjudgmental
• Give feedback immediately after the behavior
• Al the freedom to change or not change
• Express feelings directly
 Appropriate Communication

• Know what you want

• Think on your feet
• “Own” your own feelings & reactions
• Know your “grabbers”
• Overcome manipulation
• Handle criticism & compliments
• Constructive confrontation
Team Relationship Building for
Inclusion
 The Value of Diversity
Discuss how diversity influences team
performance
 Collaborative Intelligence
• The ability to think with others
• Develop an awareness of the
differences in the way we think
• Move from market share mentality (I
have it, you don’t) to a mind share
mentality (what’s possible among all of
us?)
 Explore Thinking Patterns
• Ways that we process information:
– Visual
– Kinesthetic
– Auditory
• Support your ability to
– Focus
– Sort
– Open your mind
Team Tools
 Decision Process Stakeholders

• Who are the ultimate decision-makers?

• Who will be impacted by the
decisions/recommendations?
• Who will implement?
• Who may be blockers?
 What is a Problem?

• Deviation from expected outcome,

(something went wrong, existing
procedures failed to produce results)
• Something needs to be invented,
altered, or made new.
• There is a product or process to be
used in a new way.
 Perspectives on Problems

• Reactive: happened in the past. Trying

to fix a mistake.
• Troubleshooting: happening in the
present. Trying to correct a real-time
situation
• Proactive: Trying to anticipate where
issues may arise and developing
actions to ensure desired results occur
 Components of a Problem

• Decision-makers: responsible for selection &

implementation
• Controllable factors: qualitative &
quantitative
• Uncontrollable factors: out of span of
control
• Constraints: limits on courses of action
• Outcomes: multiple alternative solutions
 Outcomes

• Solution: We win. Enough time for

everyone to achieve desired objectives.
• Resolution: Compromise
• Dissolution: Problem components
disappear—no longer an issue
• Conflict: no agreement; problem
continues
 Win-Lose

• Arouses anger that disrupts a team

meeting
• Leaves losers resentful
• Inclines underdogs to sabotage
• Provokes personal abuse
• Causes defensiveness
 Planning

• Urgency & Direction

– Understand purpose and expectations
• Aforementioned goals and results as
target
• Developing timelines and task
assignments
• Being open to tasks not identified at
outset
 Problem-solving Tools

• Force-field Analysis
• Using a Systems Model
– 6 Box to frame the situation
 Alternative Generation

• Brainstorming
• 3X5 solicitation
• Post-it notes topical trending
 Brainstorming

• Principle of Associative thinking

• Gets all ideas on the floor
• Ask for ideas—no comments initially
• All possibilities considered
• Repetitions/duplications are
permissible
 Other Ways to Get Ideas
• Quietstorming: done quietly by individuals
• Reverse thinking: taking an idea and flipping
to opposite view
• Fantasy: think of different scenes
• Create an “idea bank” where ideas are saved
for later consideration
• Use of nominal group variations: write an
idea down, pass to other team members to
critique/expand
Evaluating Criteria
 Practices of Great Facilitators
1. Focus on Results, Processes, and Relationships
2. Builds Trust
3. Maximizes Appropriate Engagement
• Optimizes contribution
4. Levers Conflict
5. Co-creates Vision
• Cultivates commitment
6. Brings Out The Best
• Develops others
• Builds on strengths (appreciative inquiry)
• Coaches for performance
• Fosters accountability
7. Celebrates Accomplishment

79
 Operating Guidelines for
Effective Groups
1. Test assumptions and inferences
2. Share all relevant information
3. Agree on what important words mean and use specific
examples
4. Explain reasoning and intentions
5. Focus on interests, not positions
6. Combine advocacy and inquiry
7. Jointly design next steps and ways to test disagreements
8. Discuss undiscussable issues
9. Use a decision-making rule that generates the level of
commitment needed

80
Meaningful participation
leads to
Sense of involvement
that evokes a
Feeling of influence
that generates
Psychological ownership
that results in
COMMITMENT
Listening Video: http://bigthink.com/arpan-bhattacharyya/important-lessons-from-improv-on-listening

McKinsey Bias Video:

https://video.search.yahoo.com/search/video?fr=mcafee&p=mckinsey+unconscious+bias#id=1&vid=7f1fd8c
15ddbaa5cdd8581bead28aab6&action=click

Royal Academy: Unconscious Mind: https://www.youtube.com/watch?v=dVp9Z5k0dEE

Sinek on Millenials—Example of how to create inclusive relationships:

https://www.youtube.com/watch?v=5MC2X-LRbkE

Ross on Diversity:
https://video.search.yahoo.com/search/video?fr=mcafee&p=mckinsey+unconscious+bias#id=13&vid=7cd7ff
772711731219df4ff3a89505d0&action=view

State Farm Communication—using same words:

https://video.search.yahoo.com/search/video?fr=mcafee&p=State+farm+commercials#id=1&vid=926b5a28d
aacc2df2f8ec95d99eac688&action=click