Shared Leadership of Teams

University of Wisconsin

County Extension Coop

Conference

Objectives

• Outline what is Shared Leadership • Understand needs of the team for each stage of

development. – Why and how to develop Cohesion– The importance of Confidence– Ensuring Collaboration

• Awareness of tools to develop “shared leadership” and progress the team.

• Apply the learning and outline actions to take

Agenda

• Shared Leadership? ? ? • Stages of Development • Building Cohesion• Instilling Confidence• Ensuring Collaboration• And. . .

What’s On Your Mind?

Shared Leadership? ? ?

• How much?– A little– Some– Everything

• When?• How?

Shared Leadership

• Influence vs. Authority

• Facilitation vs. Direction

• Team vs. Task Focus

When to Influence

• You need help from someone over whom you have not authority.

• Other(s) are resisting helping you.• You don’t have a good relationship with

the person from whom you need help.• You don’t know the other person well.

Influence LE

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TELL ADVISE SUGGEST CONSULT FACILITATE

INFLUENCE

Influence Steps*

• Assume all are potential allies• Clarify your goals and priorities• Diagnose the world of the other person• Identify relevant “currencies” theirs and

yours• Deal with relationships• Influence through give and take

*Cohen – Bradford Influence Model

Stages of Team Development

Team Development Stages

STAGES OF DEVELOPMENT

TEAM GOAL

Cohesion Confidence Collaboration Commitment

STAGE of DEVELOPMENT FORM STORM NORM PERFORM

Stages and Development Activities

Strengths Workshop

Team Norms

Recognition / Appreciation

Conflict Resolution

Team Identity

Team Assessment

and Measurement

STORMING NORMING PERFORMING

Team Kick-off Session

Preference Workshop

Leader Assimilation

Session

FORMING

Cohesion CommitmentCollaboration Confidence

DIAGNOSING TEAM STAGES

Team Diagnosis – 4 Dimensions

FORMING STORMING NORMING PERFORMING

RELATIONSHIP

COMMUNICATION

DECISIONS

ORGANIZATION

COHESION - FORMING

Team DiagnosisFORMING STORMING NORMING PERFORMING

RELATIONSHIP

COMMUNICATION

DECISIONS

ORGANIZATION

Team Diagnosis – FormingFORMING STORMING NORMING PERFORMING

RELATIONSHIP

LEADER LED

COMMUNICATION

DECISIONS

ORGANIZATION

Cohesion Model

TEAM “ROLES” ROLES

CheerleaderDevil’s AdvocateFacilitatorHistorian

Mentor / AdvisorSargent at ArmsSpokesperson

TEAM “ROLES” ROLES WHEN OVERUSED

Cheerleader “Pollyanna’ Devil’s Advocate CynicFacilitator Mother Hen

Historian Traditionalist – “this is the way we’ve always done it”

Mentor / AdvisorSargent at Arms DictatorSpokesperson Self Promoter

Cohesion

• Kick-off

• Preferences – Self Assessments

• Leader Assimilation

Kick-Off

• Face-to-Face . . . or Live

• Sponsorship

Preferences - Self Assessments

Principles of Preference

• If you don’t know what to do, you will do what you know, what you prefer.

• In times of stress, you will default to your strength.

• Any strength taken to an extreme, can be dysfunctional.

• Balance comes from broadening your preference - not lessening it.

• It is difficult to change more one preference at a time.

CONFIDENCE - STORMING

Team DiagnosisFORMING STORMING NORMING PERFORMING

RELATIONSHIP

?COMMUNICATION

DECISIONS

ORGANIZATION

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STORMINGSTAGE BEHAVIORS

RELATIONSHIPS

• Alliances are formed. • Difference of opinions arise. • Competition and conflict may develop. • Personalities influence team efforts.

INFORMATION • Teams take on responsibility,• Individuals struggle for control. • Members may withhold information as a form of control.

DECISION • There is greater willingness to state Ideas and decisions take more

time• Team members may show displeasure with decisions.

ORGANIZATION• The team may be Perceived to be in chaos.

• Concern for whether or not the team will accomplish their goal.

• Management may question the worth of the team.

QUESTIONS • How will I seek autonomy? • How much control will I have? Over my work? Over others? • Who do I support? Who supports me? • How much influence do I have?

Confidence - Storming

• Strengths

• Norms

Why Confidence?

Confidence Builders

• Leverage Your Strengths

• Reflective development

• Interrogative Question– Will I? Will we? – Can I? Can we?

© StrengthsTest.com. All Rights Reserved.

Why FOCUS on STRENGTHS? Focusing on strengths, rather than weaknesses, removes disengagement from teams.

Impact of Strengths-Focus on Disengagement

Focus on StrengthsFocus on Weaknesses

22 of 100 disengaged

1 of 100 disengaged

Source: Gallup Organization; StrengthsFinder 2.0

Business Case: Engagement

Teams who pursue strengths-based development realize a increase in engagement levels…

Employee Engagement

No strengths-based development

With strengths-based development

10x increase

Intent-to-Stay

No strengths-based development

With strengths-based development

2.3x increase

…and retention of team members.

Source: Gallup Organization; StrengthsFinder 2.0

Norms

• Values vs Behaviors

• Four Dimensions

• Leverage Preference

Norms Example – Relationships RELATIONSHIPS

• Offer candid, honest opinions. Once decision is made, support the teams decision.

• Direct feedback. Be specific, timely, with a positive intent.

• Listen for clarity. Listen to understand others POV, state of mind, state of emotion

• Encourage and ask for different POV. Encourage constructive dissent.

• Allow venting and seek for permission to vent.

• Face time is un-interrupted. • Have FUN! Plan for it.

Reinforce it when it happens.

MEETINGS• Arrive on time to meetings• Come prepared to fulfill the

meeting agenda (i.e. discuss agenda topic, present information or make decisions)

• Everyone is given an opportunity to speak on an issue before a decision is made.

• What is said in meetings stays in meetings unless otherwise agreed to by the team.

• If you miss a meeting, support decisions made in your absence

• Do not monopolize discussions. Limit your air time to less than one minute.

Norm Example – Sharing Information

COMMMUNICATION

• Dealing with urgency. (Define urgency) Face-to-face is first option, live via cell phone is second, voice mail last.

• Call person if after two email requests there is no response.

• Only request information in one way (email, VMX, phone or face-to-face). Be consistent and ask for same method for same info each time.

• Over-communicate team decisions to stakeholders. Identify which stakeholders need to know and who on team will communicate decision.

• Self-service. Don’t request info if you can get it yourself.

• Ok to say NO. Or not in time requested. Offer alternative time if possible.

TECHNOLOGY

Email• No files over 1 MB – Use Sharepoint –

send a link• Use for detailed requests• Limit use of Reply All. Make sure email

audience is correct before pushing send

• If email are sent back & forth 2 or more times – call or address face to face.

• Respond to emails/voicemails within 48 hours. If you don’t have the answer, let them know when you will get it.

IM (Instant Messaging) • Use for quick questions• Use as a communication tool to team

members on conference callsPhone• If urgent & important allow reasonable

response time• “Keep you out of office” current

COLLABORATION - NORMING

Stages and Development Activities

Strengths Workshop

Team Norms

Recognition / Appreciation

Conflict Resolution

Team Identity

Team Assessment

and Measurement

STORMING NORMING PERFORMING

Team Kick-off Session

Preference Workshop

Leader Assimilation

Session

FORMING

Cohesion CommitmentCollaboration Confidence

Team DiagnosisFORMING STORMING NORMING PERFORMING

RELATIONSHIP

?COMMUNICATION

DECISIONS

ORGANIZATION

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NORMINGSTAGE BEHAVIORS

RELATIONSHIPS

• Team meets regularly. • High levels of cooperation. • Team can function Independently

INFORMATION • Teams exhibit more independence • Team is resourceful and can obtain information on their own. • Information is freely exchanged.

DECISION • Teams exhibit more independence • Team is resourceful and can obtain information on their own. • Information is freely exchanged

ORGANIZATION• High commitment level to the team • Goals are defined. • Productivity and quality increase. • Team shares responsibilities.

QUESTIONS• Will we be successful as a team? • How do we measure up to other teams? • What is my relationship to the team leader? • What kind of relationships can we develop?

What is Collaboration?

Collaboration - Norming

• Recognition / Appreciation

• Conflict Resolution

5 Languages of Appreciation in the Workplace

The Language of Appreciation

• Words of Affirmation

• Tangible Gifts

• Quality Time

• Acts of Service

From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Words of Affirmation

• Praise for Accomplishments

• Affirmation for Character

• Words that focus on Positive Personality Traits

From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Words of Affirmation

How to – • Personal – One to One• In front of others• Written affirmation for Character• Public affirmation

From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Quality Time

• Quality Conversation

• Shared Experiences

• Small Group Dialogue

• Working closely with others in accomplishing a project

From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Acts Of Service

• Ask before you help

• Serve voluntarily

• Have a positive, cheerful attitude

• Do it their way

• Complete what you start

• Don’t neglect your own responsibilities From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Tangible Gifts

• Give gifts primarily to those who appreciate them

• Give gifts the individual values

From “The 5 Languages of Appreciation in the Workplace”, Chapman and White

Discovering Other’s Language

• Observe their behavior

• Observe their requests of others

• Listen to their complaints

Conflict

• Expect – Plan - Balance

• Language / Process

Balancing Contention

CONTENTION CONFLICT

Conflict Confront Prep

• Sort your emotion

• Evaluate the relationship

• Know your intention

• Anticipate reactions

Intentions - Confronting Conflict

• Make it worse• Relieve the pressure• Get closure• Win• Dominate• Reinforce the problem• Drive someone away• Intimidate• Compromise

• Improve (but not resolve)

• Be right• Survive• Escape• Avoid• Resolve it for both

sides• Convince them

Conflict Principles

• Talk face-to-face and in private. • Assume the best of others. • Use tentative language. • Share facts not conclusions. • Ask for their view.. • Use equal treatment.  

Balancing Contention

• How you give/receive feedback is greatly influenced by your and the other person’s job function, gender, race, age, and whether it is upward or downward feedback.

Type Orientation What You Seek How to Balance

ANALYTICALInformation-

oriented, direct

Authority and control

Avoid a debate. Don’t just focus on the facts at hand. Consider the emotions of the other

person. Allow them to express their thoughts and feelings. Listen with

empathy. Demonstrate your concern, show your support

STRUCTURALTask-oriented,

direct

Accuracy and precision

Be open to impromptu, spontaneous discussions if the employee initiates the

conversation. Don’t dominate the conversation

SOCIAL People-

oriented, indirect

Relationships and reputation

Be direct. Be careful not to acquiesce during difficult conversations or potential conflict. Plan out what you want to say and plan

time for others to respond.

CONCEPTUAL Idea-oriented,

indirectAffiliation and

stability

Don’t neglect historical, relevant information. Focus on the topic at hand. Avoid

tangents.

Team Development Stages

STAGES OF DEVELOPMENT

TEAM GOAL

Cohesion Confidence Collaboration Commitment

STAGE of DEVELOPMENT FORM STORM NORM PERFORM

Stages and Development Activities

Strengths Workshop

Team Norms

Recognition / Appreciation

Conflict Resolution

Team Identity

Team Assessment

and Measurement

STORMING NORMING PERFORMING

Team Kick-off Session

Preference Workshop

Leader Assimilation

Session

FORMING

Cohesion CommitmentCollaboration Confidence

Objectives

• Understand needs of the team for each stage of development. – Why and how to develop Cohesion– The importance of Confidence– Ensuring Collaboration

• Awareness of tools to develop “shared leadership” and progress the team.

• Apply the learning and outline actions to take

APPENDIX

Influence Steps

• Assume all are potential allies• Clarify your goals and priorities• Diagnose the world of the other person• Identify relevant “currencies” theirs and

yours• Deal with relationships• Influence through give and take

*Cohen – Bradford Influence Model

Diagnose the World of the Other

• How is this person measured? • What are their primary responsibilities? • Does this person experience pressure? If

so, from who? • What does this person’s boss expect from

them? • What seems important to this person?

Five Types of “Currencies”

What Matters to your “Ally”: • Inspiration Related – provide meaning• Task Related – provide resources, help• Position Related – recognition• Relationship Related – feel connected• Personal Related – show gratitude

Gaining Commitment

• Tell • Advise

INTEREST / TRIAL

• Show • Try

• Suggest • Consult

Facilitation Opportunities

• The facilitation of team members learning how to relate to and communicate with each other on an interpersonal basis.

• The facilitation of increased levels of trust among group members.

• The facilitation of increased group solidarity.

• The reduction of misunderstanding among group members.

• The facilitation skills necessary for preventing and resolving intra-group conflict.

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PERFORMINGSTAGE BEHAVIORS

RELATIONSHIPS

• High level of trust and collaboration. • Rotation of leadership is common. • Peer regulation is in place. • High level of interaction. • Team recognizes/rewards performance.

INFORMATION

• Teams know what they need and how to get it. • Team looks externally for new information. • Cross-functional learning is common. • Feedback occurs regularly.

DECISION • Move easily and appropriately from stage to stage as the task

warrants. • Involvement in decision making and goal development is high.

• Team has access to all levels of the organization.

ORGANIZATION• Focus on results, not the process • Proud of progress. • Establish credibility for resolving significant problems.• The team stops to examine how well it is functioning and what may

be interfering with it’s productivity

QUESTIONS• How can we keep this team going? • What else can we take on?