200826 VE Group Workshop - Team - FINAL.pptx

VE Group Workshop - Team

1. VE Group Leadership Working on the Team Workshop 2 Russell Cummings www.shifft.com.au 3 September 2020

2. Agenda Recap 5 Dysfunctions of a Team Values and Behaviours Setting expectation Next Steps

3. Shifft Leadership Model

4. Workshop 1 Recap Self

5. Are they a good leader? Why?

6. VE Group Leadership Expectations Integrity - Leads by example with honesty and respect Accountability – execution by doing what you say - following through and taking responsibility Communication – actively listens, set clear expectations and collaborates with their team Values – stays true to personal and company values Consideration - shows up mindful of their emotions and those around them Growth – to strive for improvement within the business and ourselves to reach our goals

7. TIME MANAGEMENT PYRAMID

8. MY DAILY ROSTER Client work Marketing & Sales Strategy & Development Team Management

9. STOP DOING MATRIX

10. POMODORO TECHNIQUE www.focusboosterapp.com or Pomodoro Time apps

11. USE PHOTOS, VIDEO & AUDIO INSTEAD OF EMAIL

12. Getting away from email

13. MEETINGS

14. Leveraging Asana

15. Harrison Assessment Reports

16. Shifft Leadership Model

17. Team Playing well with others

18. 5 Dysfunctions of a Team Patrick Lencioni

19. “Teamwork remains the one sustainable competitive advantage that has been largely untapped.” ~ Pat Lencioni From Overcoming the Five Dysfunctions of a Team

20. Dysfunctions #1 The fear to be vulnerable with team members prevents the building of trust within the team. This is vulnerability-based trust: “I was wrong,” “I made a mistake,” “I need your help.” Work with people to gain trust.

21. ABSENCE OF TRUST One person can destroy a team’s trust and consequently, the decision-making process. Example: The person that talks in meetings and no one comments on his ideas because ALL he will do is defend his position until someone changes the subject. This shuts a team down.

22. BUILDING TRUST Trust is the foundation of teamwork Building trust takes time, but the process can be greatly accelerated Like a good marriage, trust on a team is never complete; it must be maintained over time

23. Dysfunctions #2 The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. This is healthy, passionate debate: “What do you think of this idea?” Trust is essential for conflict. Fear of CONFLICT

24. FEAR OF CONFLICT Are people holding back? Are they picking their battles? The most important place for conflict is in meetings! Example: “Why are there so many meetings?,” “Meetings don’t matter,” “Why are they so long?” It’s not that there are too many meetings, it’s that they’re bad meetings. Meetings should matter, and the first 10 minutes should be the best!

25. MASTERING CONFLICT Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues Even among the best teams, conflict will at times be uncomfortable Conflict norms, though they will vary from team to team, must be discussed and made clear among the team The fear of occasional personal conflict should not deter a team from having regular, productive debate

26. Dysfunctions #3 The lack of clarity and/or fear of being wrong prevents team members from making decisions in a timely and definite way. This is all the cards on the table: “Can you commit to this idea?” Healthy debate leads to commitment. Fear of CONFLICT Lack of COMMITMENT

27. LACK OF COMMITMENT If people do not weigh in/debate during meetings, then they will not actively commit to the final decision. Example: After the fact meetings, “Can you believe he said that?,” “I am not sure this is the best idea for us at this time,” “I’m not 100% behind this.” If people do not commit, they will not hold each other accountable. The leader has to be willing to do this first.

28. ACHIEVING COMMITMENT Commitment requires clarity and buy-in. Clarity requires that team avoid assumptions and ambiguity, and that they end discussions with a clear understanding about what they’ve decided upon. Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision.

29. Dysfunctions #4 The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors. This is holding others accountable for their behavior. Peer to peer is powerful. Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY

30. AVOIDANCE OF ACCOUNTABILITY This applies to all levels: team level; manager level; director level; VP level; C level; Board level Example: Leaders usually have the hardest time holding their people accountable. Peer pressure and letting down a colleague will motivate a team player more than any fear of punishment or rebuke.

31. EMBRACING ACCOUNTABILITY Accountability on a strong team occurs directly among peers. For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues. The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.

32. Dysfunctions #5 The desire for individual credit erodes the focus on collective success. This is about what the team is trying to achieve more than a member’s personal interest. Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS

33. INATTENTION TO RESULTS By nature, people tend to drift and will pay attention to other things if they are not held accountable. Example: A person more interested in personal growth, own interests, or departmental goals than the team results

34. FOCUSING ON RESULTS The true measure of a great team is that it accomplishes the results it sets out to achieve. To avoid distractions, team members must prioritize the results of the team over the individual or departmental needs. To stay focused, teams must publicly clarify their desired results and keep them visible.

35. THE FIVE FUNCTIONS Build Trust Master Conflict Achieve Commitment Embrace Accountability Focus on Results TRUST CONFLICT COMMITMENT ACCOUNTABILITY RESULTS

36. Exercise 1 What can we do to build trust in our teams?

37. EXAMPLE STRATEGIES Build Trust Identify and discuss individual strengths and weaknesses Spend time in face-to-face meetings and working sessions TRUST CONFLICT COMMITMENT ACCOUNTABILITY RESULTS

38. Exercise 1 What can we do to build trust in our teams?

39. Team Exercises Break off into teams What can we do to: Master conflict Improve commitment Embrace accountability Focus on results?

40. Depth-Freq Conflict Model HIGH LOW Depth LOW HIGH Frequency Rare but substantive conflict Rare and shallow conflict Frequent but shallow conflict Frequent and substantive conflict

41. THE ROLE OF A LEADER Be Vulnerable Demand Debate Force Clarity & Closure Confront Difficult Situations Focus on Collective Outcomes TRUST CONFLICT COMMITMENT ACCOUNTABILITY RESULTS

42. Values Driven Behaviours

43. Building the culture you want

44. Values to Behaviours

45. Our simple process Define the Values of the Business For each value – identify 2-4 Behaviours that define or support that value For each value – identify 1-2 Behaviours that do not support that value

46. Example: Value driven behaviours Value : We value quality. Definition : We deliver quality products and develop people, our teams and our culture to ensure a high standard of product and service is the end result. Positive Behaviours : Leads by example and insists on the processes to be followed in all situations. Endeavours to a develop their knowledge on policies and procedures so they can encourage and enlighten team members on up to date information. Takes pride in the quality of their work Negative Behaviours Has “tick and flick” approach to record keeping and quality

47. Example: Value driven behaviours Value : Integrity Definition : We are honest and ethical. Positive Behaviours : Is always truthful and candid with team members Maintains ethical standards in relationships Designs integrity into all products, services and processes Is fair and equitable in all dealings with colleagues and team members Can be relied upon by team members to provide support when requested Negative Behaviours Misuse of business assets, plant, equipment, supplies and resources for personal gain

48. We make it happen – Through our drive and determination we make things happen. Core Values We have each others back – We believe in team playing and 100% support. We believe in respect - We are kind, thoughtful and understanding of each other.

49. Exercise: Define your behaviours Work through each of your values: For each value – identify 2-4 Behaviours that define or support that value For each value – identify 1-2 Behaviours that do not support that value

50. Using Values and Behaviours Build Values and Behaviours into team performance assessments Use Behaviours to mediate team disputes Use Values in strategic decision making – “does this decision support our values?”

51. Setting Expectations What do you want?

52. Set clear expectations…

53. Expectations Model

54. What are your expectations? For each are, develop a list of the “things” that you expect from your team. Start each expectation with a “doing word” – verb Add Performance Measures to give clarity

55. Quality: addresses how well the work is performed and/or how accurate or how effective the final product is. Quality refers to accuracy, appearance, usefulness or effectiveness. Quantity: addresses how much work is produced. A quantity measure can be expressed as an error rate, such as number or percentage of errors allowed per unit of work or as a general result to be achieved. When a quality or quantity standard is set, the criteria for Exceeds Standards should be high enough to be challenging, but not so high that it is unattainable. Timeliness: addresses how quickly, when or by what date the work must be produced. Timeliness standards should be set realistically. Cost-effectiveness: addresses dollar savings to the organization or working within a budget. Cost-effectiveness standards may include such aspects of performance as maintaining or reducing unit costs, reducing the time it takes to produce a product or service or reducing waste. Manner: addresses the way or style in which a task is performed or produced. Expectations: Performance Standards

56. What are your expectations? For each are, develop a list of the “things” that you expect from your team. Start each expectation with a “doing word” – verb Add Performance Measures to give clarity For example: Be on-time for meetings Arrive at work – ready to start the day Treat the business as if it were your own – “would you allow/do “that” if it were your business?”

57. Expectations Model

58. Summary

59. Thank You Russell Cummings Business Consultant M: 0414 929 585 W: www.shifft.com.au E: [email protected]