2015-2016

Leadership
Building High Performing Teams

for
Food Services Staff

Provided by the LAUSD Food Services Division

 2015-2016
Leadership
Building High Performing Teams

for
Food Services Staff

Provided by the LAUSD Food Services Division

Overview
This training will provide you with the knowledge and
understanding on how to apply various leadership styles
and approaches. This training will address the following
areas:
Becoming aware of your Individual Thinking Style
Preferences
Setting S.M.A.R.T. Goals
Practicing Situational Leadership
Promoting Team Growth & Development
Purpose and Benefits
To help develop leaders and improve the skills necessary
to lead and effectively motivate team members.

Setting S.M.A.R.T. goals for each team member and

giving one-minute praises or one-minute
reprimands will produce a win for the manager
and team member
Properly diagnosing a team members development
level and matching it with correct leadership style
will yield the best outcome
Matching right leadership style with right team
developmental stage ultimately creates a high
performing team
Goal

Our goal is to provide managers with the skills and tools

necessary to become an effective leader in any
situation.
Leadership and learning
are indispensable
to each other.
John F. Kennedy
HBDI

No matter how different we are, there

are normal people like us somewhere in
the world.

Ned Herrmann, Founder, Herrmann International; Creator of the HBDI.

A Rational Self D Experimental Self
Knows how things work Infers
Knows about money Imagines
Likes numbers Is curious/plays
Is realistic Likes surprises
Is critical Break rules
Is logical Speculates
Quantifies
Analyzes

B Safekeeping Self C Feeling Self

Plans Feels
Timely Talks a lot
Is neat Is emotional
Organizes Is expressive
Is reliable Is supportive
Gets things done Touches a lot
Establishes procedures Likes to teach
Takes preventative action Is sensitive to others
What is your thinking style?
Setting S.M.A.R.T. Goals

Set one minute S.M.A.R.T. Goals

Observe behavior
Give one minute praises or reprimands
Set new S.M.A.R.T. Goal
Situational Leadership

Choose a goal or task you would like to influence

Diagnose development level of team member
Match development level with appropriate leadership
style
 (High)
S
High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V
S3 S2
E

B
S4 S1
E
H
A Low Supportive and High Directive and
V Low Directive Low Supportive
I Behavior Behavior
O(Low) (High)
R
DIRECTIVE BEHAVIOR
HIGH MODERATE LOW
D4 D3 D2 D1
DEVELOPED DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

Source: Ken Blanchard, 1985 Leadership and the One Minute Manager
Matching Right Style with Right Stage
Team Stage 1. Forming 2. Storming 3. Norming 4. Performing

Leaders Focus Individual Tasks People Task Team Self-

Interaction Interactions development

Leaders Style Tell & Push Sell & Consult Listen & Observe &
Directing Coaching Advise Support
Supporting Delegating

Leader Tasks Establish Manage Prepare team Push for

leadership in the conflict performance implementation
group plan

Reaction Members take a Leader General Personal

wait and see pressured by support for relationships
To approach more unruly the leader have developed
Leadership team members within the
team

Summary Individuals Relationships Processes Self

Development

Source: Bruce Tuckman Forming-Storming-Norming-Performing concept 1965

Matching Right Style with Right Stage
Team Stage 1. Forming 2. Storming 3. Norming 4. Performing

Leaders Focus Individual Tasks People Task Team Self-

Interaction Interactions development

Leaders Style Tell & Push Sell & Consult Listen & Observe &
Directing Coaching Advise Support
Supporting Delegating

Leader Tasks Establish Manage Prepare team Push for

leadership in the conflict performance implementation
group plan

Reaction Members take a Leader General Personal

wait and see pressured by support for relationships
To approach more unruly the leader have developed
Leadership team members within the
team

Summary Individuals Relationships Processes Self

Development

Source: Bruce Tuckman Forming-Storming-Norming-Performing concept 1965

Team Leadership
Leading a team through the four stages of team growth
Forming
Storming
Norming
Performing
Team Elements
Team goal
Productive participation from all members
Communication
Trust
A sense of belonging
Diversity
Creativity and risk taking
Change compatibility
Team Problem Solving
Define goal
Identify whats in it for the Division and the team
Define obstacles
Plan actions or objectives
Formulate actions to address
Take action now!
Team Leadership
Keep purpose, goals, and approach relevant and
meaningful
Build commitment and confidence
Manage relationships with outsiders
Create opportunities for others
Create a vision
Build Commitment & Confidence

Learning Zone

Comfort
Zone

Fear Zone
 Learning is defined as a
change in behavior.
You havent learned a thing
until you can take action and use it.
Don Shula and Ken Blanchard
References
Ken Blanchard, (1985). Leadership and the One Minute Manager.

Kotter, J.P., and Rathgeber, H., Our Iceberg is Melting. New York: St. Martins
Press 2005.

Bennis, W. On Becoming a Leader. New York: Addison-Wesley, 1989.

Kouszes, J.M., and Posner, B.Z. What Followers Expect from Leaders. San
Francisco: Jossey-Bass, 1993.

Kouszes, J.M., and Posner, B.Z. Credibility: How Leaders Gain and Lose It,
Why People Demand It. San Francisco: Jossey-Bass, 1993.

The Drucker Foundations http://www.pfdf.org

 Questions?

Thank you!

LAUSD Food Services Division

Nourishing Children to Achieve Excellence