January 10, 2014 LEAH Building and Supporting Teams
Slide 2
Goals Identify why a team is important with emphasis on
administrative teams Define a team Identify characteristics of a
strong team Review qualities needed in a leader to support
successful teams Practice with case study, module 3 Inspire: bring
leadership wherever we go Holly Grason (MCH/Johns Hopkins)
Slide 3
Why a team is important Get more done in less time at more cost
Different perspectives/contributions Fulfillment and sense of
connectedness Ever been on a team? What worked? What didnt
work?
Slide 4
Define a Team Relatively small group of people (3-12) Shares
common goals Shares rewards and responsibilities for achieving
goals Set aside individual and personal needs for greater goal of
group Inter-dependence and mutual accountability
Slide 5
Professional and Academic Teams MD Public Health Nutritionist
(RD, MPH) Political Education Psychosocial Epidemiologist External
Liaison Parent
Slide 6
Functional Team Members Chair (may be shared) External
liaison/spokesperson Goal-setting (futuristic) Translate to
concrete, operational plan Creative, brainstormer, even wacky
Cheerleader to keep going Tracking details, targets, metrics
Consumer
Slide 7
Leadership Styles Defining tells group what to do Clarifying
team sets agenda and leader provides input, reaction; acts as a
sounding board Involving team is independent in defining goals and
all members share the work on equal footing Empowering Here you go;
this is what you need to do
Slide 8
Complete and score the Personal Profile
Slide 9
Scoring and Primary Style Style when things are going well =
GreenStyle when things are not going well and you are under stress
= Red Identify the quadrant with the most words circled, the color
represents your primary style. Your style may change when you are
under stress. Lets learn more about each style..
Purple - Persuader Strengths flexible open to change socializer
experimenter adaptable tolerant looks for options wishy-washy
inconsistent unable to stand alone aimless spineless uncaring
without any focus Weaknesses
Slide 14
With Analyzers DODONT - Prepare in advance- Be disorganized or
messy - Be accurate- Be casual, informal or loud - Be direct- Rush
decision-making - List pros and cons-Fail to follow through -
Present specifics-Waste time - Be persistent- Leave things to
chance - Use timetables for actions-Threaten or cajole - Provide
tangible, practical - Use opinions as evidence evidence- Be
manipulative
Slide 15
With Controllers DODONT - Be specific & brief-Ramble or
waste time - Stick to business-Be disorganized or messy - Be
prepared- Leave loopholes or be unclear - Present facts clearly-
Ask rhetorical questions - Ask what questions- Make decisions for
them - Provide alternative solutions-Speculate - Take issue with
facts- Be directive
Slide 16
With Stabilizers DODONT - Start with a personal comment- Rush
into business - Show sincere interest in them as-Stick constantly
to people business - Listen and be responsive quickly -Force them
to respond - Be casual and non-threatening- Be demanding - Ask how
questions- Debate facts & figures - Watch for hurt feelings- Be
abrupt - Provide assurances- Be patronizing - Decide for them
Slide 17
With Persuaders DO DONT - Be fast-moving, entertaining - Leave
time for socializing - Talk about their goals - Deal with the big
picture - Ask for their opinions & ideas - Be dogmatic -
Provide examples from people they believe are important - Offer
incentives or rewards - Deal with details -Talk down to them -
Legislate - Be cold, aloof, or tight lipped - Press for
solutions
Slide 18
Characteristics of a Strong Team 2005,Lencioni Results
Accountability Commitment Conflict Trust
Slide 19
Qualities in a Leader for Building Successful Teams Shares
power to increase power Offers active roles in decision-making
Relies significantly on peer problem-solving Promotes
self-confidence in others and expresses own confidence in their
capabilities Encourages others to act together to affect
change
Slide 20
Activity CASE STUDY EXERCISE #3: Draft an agenda and general
plan for the next meeting. Include an outline of the data,
information, and materials that will be provided in advance or
during the meeting, and how they will be used. Create a plan for
organizing participants to get the work done (e.g., team member
tasks and roles, timelines, team structures). As you plan for the
meeting, answer the following questions: What are the specific
challenges you will face in creating an effective working
environment for this group? What are some strategies that can be
applied? What specific outcomes should be expected from this
meeting? What kind of follow up will be required to move the
proposal forward? Where do you expect to face the greatest
resistance? How can you overcome this resistance? How much should
you cite the Governors desire? How can you seek his endorsement
early? Where do you expect to find the greatest support? How can
you use this for the best advantage? What additional preparation
(beyond whats described in the case study) would be helpful before
this second meeting?
Slide 21
Resources MCH Leadership Development Series Cowboys and Pit
Crews Case Study Salas, E and Frush, K, editors, Improving Patient
Safety Through Teamwork and Team Training, Oxford, 2013. St.
Pierre, M., et. al., Crisis Management in Acute Care Settings, 2 nd
edition, Springer, 2011. Lencioni, Patrick, Overcoming the Five
Dysfunctions of a Team, A Field Guide, for Leaders, Managers, and
Directors, Jossey-Bass/Wiley 2005.