Team BuildingYouthBuild

24 August 2012

Gabrielle K. Gabrielli, Ph.D.

Ground Rules

1. Turn any cell phones or pagers to the off orvibrate position.

2. Be on time including from breaks.3. Listen actively.4. Participate to the fullest of your ability.5. Keep an open mind.6. Be respectful to everyone; don’t interrupt.7. Create and abide by the Fair Value Contract.8. If you break any rules, you sing.

Purpose

The purpose of this training is to provide:Strategies to improve communication, trust,

problem solving, and team success on theproject

Introductions

• Name• Job role (title) and which organization

• How long in your current job• Something unique about you

• The one accomplishment that you aremost proud of in project year one

• Your biggest dream for the year ahead

Icebreaker

Agenda0830 Icebreaker, Ground Rules, Learning Objectives, Introductions0845 Teambuilding Overview, Benefits, Obstacles0830 Importance of Trust and Respect to Team Performance0900 Risk Taking in Decision Making

Activity1000 Teambuilding Process

Assessment1130 Lunch1230 Communication and Creating High Performing Teams1245 Team Problem Solving

Activity1300 Team Climate and Motivation

Assessment1330 Applying Strategies and Setting Intentions in YouthBuild1400 Course Wrap-Up

Learning ObjectivesBy the end of this course, participants should be able to:

Discuss the importance of trust, responsibility,and accountability to team effectiveness.

Describe how accurate problem solving anddecision making can improve leadership andefficiency in an organization.

Explain the importance of communication toteam success.

Determine what success looks like for theupcoming year at YouthBuild.

• “Not finance. Not strategy. Not technology.It is teamwork that remains the ultimatecompetitive advantage, both because it isso powerful and so rare.”

Patrick Lencioni, The Five Dysfunctions of a Team, 2002, p. vii

Teambuilding Activity

• Let’s go outside.

Leadership

• “A great leader's courage to fulfillhis vision comes from passion,not position.”

- John C. Maxwell

Trust Self-Assessment

Score Interpretation

• Add the number of checkmarks you placed in the “NO”column. If you answered “no” to 3 or less of the questions,then the team you selected is probably functioning well andachieving a fairly high level of results. However, there arestill areas where it could use some development.

• If you answered “no” to between 4 and 6 of the questions,your team is likely achieving its potential performance butneeds more work in trust building. Further assessment isneeded to specifically identify areas in need ofimprovement.

• If you answered “no” to more that 7 of the questions, yourteam may be in need of help. This type of low trust levelleft unchecked will lead to frustration, decreased levels ofperformance, and wasted resources.

Trust

• A confident dependence on the character,ability, strength, or truth, of someone orsomething

• The belief that deeds will follow words andthat the other person will take yourinterests into account

• Positive expectations one person has ofanother person in situations involving risk

Team Effectiveness Defined

• Fulfills satisfaction and wellbeing of teammembers

• Maintains team’s survival

• Achieves goals assigned to the team

Team Effectiveness Model

McShane and Glinow (2003). Organizational behavior: emerging realities for the workplace revolution.

Team Effectiveness Model

•Task characteristics

•Team size

•Team composition

Team Design

• Achieve organizational goals

• Satisfy member needs

• Maintain team survival

TeamEffectiveness

•Team development•Team norms•Team roles•Team cohesiveness

Team Processes

Organizational andTeam Environment

• Reward systems

• Communication systems

• Physical space

• Organizational environment

• Organizational structure

• Organizational leadership

Tuckman's Team DevelopmentStages Model - 1965

forming

stormingnorming

performing

1

23

4

Question

• At what stage do you think conflict is mostlikely to occur?– Forming– Storming– Norming– Performing– Adjourning

Storming

Hersey and Blanchard'sSituational Leadership Model

telling

sellingparticipating

delegating

1

23

4

Complete the Assessment

Total Score and Group’s Stage

• 100+ = Performing (Stage 4)• 80-99 = Norming (Stage 3)• <80 Forming* or Storming** (Stage 1 or 2)

– *The group is in Forming Stage if membersare tentative, polite and somewhat passive.

– **The group is in Storming Stage if membersare disagreeing with each other or the leader.

Lunch Break

Communication

Communication Model

Shannon-Weaver (1949)

Communication Model

Connecting Principles #1INFLUENCEPrinciple #1 - Connecting increases your influence in every situation.

Successful US Presidents exhibit 5 qualities:

1.Vision2.Pragmatism3.Consensus Building4.Charisma5.Trustworthiness

4 of the 5 skills tobeing a successfulleader have to do withconnecting.

Most people who disconnect aren’t aware.

Connecting Signals

Connecting Principles #1INFLUENCE

ExtraEffort:

peoplegotheextramile

UnsolicitedApprecia4on:

peoplesayposi0vethings

UnguardedOpenness:

peopledemonstratetrust

IncreasedCommunica4on:

peopleexpressthemselvesmore

readily

EnjoyableExperiences:

peoplefeelgoodaboutwhattheyaredoing

Emo4onalBondedness:

peopledisplayaconnec0ononanemo0onallevel

Uncondi4onalLove:

peopleareaccep0ngwithoutreserva0on

GrowingSynergy:

people’seffec0venessisgreaterthanthe

sumofthecontribu0ons

Posi4veEnergy:

people’semo0onal“ba<eries”arechargedbybeing

together

Connecting Principles #1INFLUENCE

Jay Hall, Ph.D., Teleometrics,conducted a study on the performanceof 16,000 executives.

CONCLUSION: direct correlationbetween achievement and the ability tocare for and connect with people.

Connecting Principles #1INFLUENCE

HIGHACHIEVERS LOWACHIEVERSAVERAGEACHIEVERS

CareaboutPeopleaswellasProfits

ViewsubordinatesOp0mis0cally

Seekadvicefromthoseunderthem

Ac0velylisten

ConcentrateonProduc0on

FocusmoreontheirownStatus

Reluctanttoseekadvicefromthose

underthem

Listenonlytosuperiors

PreoccupiedwiththeirownSecurity

ShowabasicDistrustofsubordinates

Donotseekadvice

Avoidcommunica0onandrelyonpolicy

manuals

Principle #2 - Connecting is all about OTHERS and not ourselves.

Why do we focus on ourselves and not others?1. ImmaturityMaturity is the ability to see and act on behalf of others2. Ego3. Failure to value everyone

3 Connecting Questions:

1. Do you CARE for me?2. Can you HELP me?3. Can I TRUST you?

Connecting Principles #2 OTHERS

Principle #3 – Connecting goes beyond words

3 Components to Face-to-Face communication

How others believe what we say when we communicate:

> 90% of the impression that we often conveyhas nothing to do with what we actually say!

Connecting Principles #3COMMUNICATION

WORDS TONEOFVOICE BODYLANGUAGE

3 Components to Communication

Connecting Principles #3COMMUNICATION

Communication Breakdowns

Connecting Principles #3COMMUNICATION

Breakdown Thought–knowing Emo4on–feeling Ac4on‐doing

Dispassionate Iknowthis Idonotfeelthis

Theore0cal Iknowthis Idonotdothis

Unfounded Idonotknowthis Ifeelthis

Hypocri0cal Ifeelthis Idonotdothis

Presumptuous Idonotknowthis Idothis

Mechanical Idonotfeelthis Idothis

Action – something we do; connecting visually;what people see

Thought – something we know; connectingintellectually; what people understand

Emotion – something we feel; connectingemotionally; what people feel

Connecting Principles #3COMMUNICATION

Principle #4 – Connecting always requires ENERGY

4 Unpardonable sins of a communicator:

3 of the 4 require a lot of effort and energy

Connecting requires:1. Initiative – go first!2. Clarity – prepare3. Patience – slow down4. Selflessness – give5. Stamina – recharge

Connecting Principles #4 ENERGY

Unprepared Uncommi<ed Uninteres0ng Uncomfortable

Principle #5 – Connecting is more SKILL than naturaltalent

Connecting Principles #5 SKILL

Practice #1 – Connectors connect on common ground

Barriers to finding common ground:

Connecting Practices #1 COMMONGROUND

Assump0on Arrogance

IndifferenceControl

Choices to finding common ground:

Connecting Practices #1 COMMONGROUND

Availability Listening

Ques0ons ThoughVulness

Openness Likeability

Humility Adaptability

Practice #2 – Connectors do the difficult work of keeping itSIMPLE

4 components to connect through communication

Connecting Practices #2 Simplicity

Humor Heart Hope Help

Three S’sArt of Simplicity

1.Talk to people, not above them2.Get to the point3.Say it over and over and over again4.Say it clearly5.Say less

Practice #3 – Create an EXPERIENCE everyone enjoys

How to be interesting:1. Take responsibility for your listeners2. Communicate in their world3. Capture people’s attention from the start4. Say it so it sticks

Connecting Practices #3EXPERIENCE

Practice #4 – Connectors INSPIRE people

Inspiration Equation

Connecting Practices #4 INSPIRE

Practice #5 – CREDIBILITY is the currency that connectors have

Credibility Checklist1. Have I connected with myself?2. Have I made right my wrongs?3. Am I accountable?4. Do I lead like I live?5. Do I tell the truth?6. Am I vulnerable?7. Am I following the Golden Rule?8. Do I deliver results?

Connecting Practices #5CREDIBILITY

Constructive Feedback

• Behavior-based• Specific• Immediate

Positive Feedback

Four components of reinforcement or praise:1. Specific2. Immediate3. Earned4. Individualized

Corrective Feedback

Four components of corrective feedback:1. Behavior2. Effect3. Expectation4. Result

Corrective Feedback

Remember with corrective feedback:• Avoid “never” or “always.”• Give feedback in private.• Follow up to either provide positive feedback

if the performance has changed or morecorrective feedback if it has not changed.

Effective Feedback Characteristics• Feedback is specific.• Feedback is focused on behavior rather than on

the person.• Feedback takes into account the needs of the

receiver of the feedback. Feedback is delivered asimmediate as possible.

• Feedback is intended to benefit the receiver.• Feedback concerns what is said or done, or how it

is said or done, not why.• Feedback allows time for the receiver to ask

questions or get better clarification.

DECIDE

• Determine all possible choices presented by the situation.

• Evaluate and brainstorm all possible solutions.

• Choose a solution that makes sense to you.

• Identify and visualize the outcome.

• Develop a plan and a schedule to follow.

• Examine the outcomes, and celebrate success!

Decision Making

GROW a DecisionG = Establish the GOALDefine desired outcomes.

R = Identify the REALITIESList resources, what is happening now.

O = List all the OPTIONSExplore benefits and constraints of each.

W = Decide the WAY (and the who, what, when)Establish the “will” by gaining commitment.

Leading Resources Incorporated (LRI), Retrieved 22 August 2012

10 Steps for Great Decisions

1. Enlist everyone.2. Discover shared hopes.3. Uncover the real issues.4. Identify all options.5. Gather the right information.6. Get everything on the table.7. Write down choices that support shared hopes.8. Map the solutions.9. Look ahead.10.Stay charged up.

Don Maruska (2004). How Great Decisions Get Made: 10 Easy Steps ForReaching Agreement On Even The Toughest Issues

Problem Solving

What is Accountability?

Accountability

• Accountability means having theresponsibility and authority to act and fullyaccept the consequences for the results ofthose actions.

Motivating Your Team1. Lead by example.2. Share information on projects and business openly

with the team.3. When possible, let team work through their

conflicts, but be ready to resolve situations beforeteam morale is damaged.

4. Give feedback for improvement when necessary ina positive and thoughtful way.

5. Show appreciation for the work team does usingdifferent methods for rewarding team and members.

Motivating Your Team6. Actively listen to team complaints, ideas, and

suggestions.7. If a team request or member idea is not understood, ask

for clarification or examples.8. Show confidence in the team by supporting their work

and needs.9. Allow the team to evaluate its leader and suggest

improvement ideas to help the team with respect, trust,and confidence in their leader.

10. Do periodic assessments on how the team is doing as away to identify opportunities for improvement.

Group Activity

Goal

• As a team, what message do you want theyouth to have?

• What are the most important things forthem to know?

Seven Steps to Success

1. Make a commitment to grow daily.2. Value the process more than events.3. Don't wait for inspiration.4. Be willing to sacrifice pleasure for

opportunity.5. Dream big.6. Plan your priorities.7. Give up to go up.

John C. Maxwell

Reduce Stress

Remember the positive things in your life.Exercise, or just take a walk.Don’t sweat the small stuff.Understand that goals must be reasonable.Create an atmosphere of joy.Eradicate the negative and learn to forgive.

Smell the roses, and remember to breathe.Talk through your issues.Reflect on your emotions and life.Eat healthy foods and get enough sleep.Show gratitude.Save time for YOU and have fun!

Reduce Stress

Conclusions

• gabrielle@gabrielleconsulting.com• Presentation, handouts, resources:http://gabrielleconsulting.com/youthbuildteam