leading and coaching effective teams heidi brushert laabs august 20, 2014 the wisconsin rti center...
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Leading and Coaching Effective Teams
Heidi Brushert LaabsAugust 20, 2014
The Wisconsin RtI Center (CFDA # 84.027) acknowledges the support of the Wisconsin Department of Public Instruction in the development of this PowerPoint and for the continued support of this federally-funded grant program. There are no copyright restrictions on this document; however, please credit the Wisconsin DPI and support of federal funds when copying all or part of this material.
Today’s Outcomes
• Understand the importance of teamwork and collaboration• Know the stages of team development• Know the obstacles to effective teamwork
and how to overcome them• Consider these ideas in the context of a team
that you coach/lead
High Quality Instruction
Collaboration
Balanced Assessment
SYST
EMS
PRACTICES
DATASupportingStaff Behavior
SupportingDecisionMaking
SupportingStudent Behavior
OUTCOMES
Social Competence &Academic Achievement
RtI Leadership Structures, Processes and Products
District RtI/PBIS Leadership Team
School RtI/PBIS Leadership Team
Grade Level/ Course Team
Classroom
District RtI/PBIS Vision
School RtI/PBIS Vision
Grade Level/ Course RtI/PBIS
Vision
Classroom RtI/PBIS Vision
District RtI Non-Negotiables
School RtI Non-Negotiables
Grade Level/ Course Non-Negotiables
Classroom Non-Negotiables
District RtI Goals/ Action Plan
School RtI Goals/Action Plan
Grade Level/ Course Goals/Action Plan
Classroom Goals/Action Plan
Why Teams?
• Effective teamwork yields higher results than individual efforts• Collaboration sustains adaptive change• Collaborative cultures lead to higher student
achievement• Members of successful teams become
members and leaders elsewhere in the system• Builds a sense of belonging and connection
Key Ideas about Teams“A team is a relatively small number of people that share common goals as well as the rewards and responsibilities for achieving them.” (Lencioni, 2005)
“Expert groups are made, not born. “ (Garmston, 2012)
“All groups work at less than full potential.” (Garmston, 2012)
“Each group is unique.” (Garmston, 2012)
“…no quality or characteristic is more important than trust.” (Lencioni, 2005)
What teams are you currently working with at your school?
Stages of Team Development (Tuckman, 1965)
• Forming
• Storming
• Norming
• Performing
Forming
• Feelings/Thoughts – Excitement, anticipation; suspicion, fear; Tentative attachment to team; wondering
• Behaviors – Polite; guarded; attempts; difficulty identifying relevant problems; complaints; impatience
• Needs – Mission, vision, purpose; membership; goals/objectives; define roles, responsibilities, expectations; norms/guidelines
• Leadership – Mentoring; directing; telling; guiding; establishing; high task-low relationship; one way communication
Storming• Feelings/thoughts – Resistance; fluctuating attitudes;
risks/benefits; do I agree with team purpose;
• Behaviors – Arguing; defensiveness; competition; power struggles; polarization; lack of progress; unrealistic goals; loss of interest; opting out; norm violations
• Needs – Interpersonal relationships; trust; listening; conflict resolution; understand style differences; leadership clarification
• Leadership – Coaching; guidance; persuading; explaining; high directing/supporting; high task/relationship; leader consults but decides
Norming• Feelings – Belonging; personal accomplishment; free
expression; trust; constructive criticism & conflict; relief
• Behaviors – Established procedures; open communication; effective conflict resolution; participation; shared decisions; progress; routines; unified mission & purpose; keep norms; balance of power; team identity
• Needs – Problem solving; decision making; leadership skills
• Leadership – Coaching; supporting; encouraging; listening; collaborating; high relationship; shared decision making; discussion
Performing• Feelings – High commitment; trust; friendships; fun &
excitement; high personal development and creativity; team inspires individual; understand others’ styles
• Behaviors – Self-change; flexibility; risk taking; mutual support; enthusiasm; pride; satisfaction; shared , consensus decision making; flow; goal attainment
• Needs – Coaching (transformational); measuring performance; sustainability
• Leadership – PLC/Peer coaching; delegation; observing, monitoring; fulfilling; non-directive; leader sets goals with team, team accomplishes them
Job-Alike Conversation
What “squares” with your thinking?
What’s “going around” in your head?
What can you “point to” in your experience that illustrates these ideas?
Patrick LencioniThe Five Dysfunctions of a Team
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Absence of Trust• Trust is the foundation of teamwork
• On a team, trust is all about vulnerability, which is difficult for most people
• 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.
Members of Teams that Lack Trust…
• Conceal their weaknesses and mistakes• Don’t ask for help or give constructive feedback• Hesitate to offer help outside their own
responsibilities• Jump to conclusions about others’ intentions• Fail to recognize other’ skills and abilities• Waste time and energy managing behaviors• Hold grudges• Dread and avoid meetings
Members of Trusting Teams…
• Admit weaknesses and mistakes• Ask for help• Accept questions and input about their work• Give others the benefit of the doubt• Offer feedback and assistance• Focus time and energy on important issues• Offer and accept apologies• Look forward to meetings and working together
Overcoming Lack of Trust
• Benevolence and competence
• Honesty, reliability, vulnerability
• Team development activities
• Style/personality inventories
• Team Effectiveness assessments
Patrick LencioniThe Five Dysfunctions of a Team
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Fear of Conflict
• Conflict is inevitable . Conflict on a team is good.
• “Good” conflict requires trust
• Even on the best teams, conflict at times will be uncomfortable
• Norms for conflict must be articulated and discussed
• Keep conflict about ideas as much as possible, not about people
Teams that Fear Conflict…
• Have boring meetings• Back-room politics and backstabbing are
common• Ignore controversies that are critical for team
success• Fail to tap opinions and perspectives of all
members• Waste time and energy on posturing and
avoiding interpersonal risks
Teams that Engage in Conflict…
• Have lively, interesting meetings• Seek ideas of all team members• Solve real problems quickly• Minimize politics• Put critical topics on the table
Overcoming Fear of Conflict
• Establish workable trust• “Mine “ conflicts using coaching questions• Give real-time permission• Refer to results of style/personality
inventories • Conflict resolution inventories and
trainings• Leaders model appropriate conflict
behaviors
So far, what makes sense in light of your experience with your team?
Patrick LencioniThe Five Dysfunctions of a Team
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Lack of Commitment
• Buy-in
• Clarity
• Consensus
• Certainty
Teams that Lack Commitment…• Are ambiguous about direction and
priorities• Miss windows of opportunity due to
excessive analysis• Lack confidence and fear failure• Repeatedly revisit discussions and
decisions• Encourage and engage in second-guessing
Teams that are Committed…
• Are clear on direction and priority• Align around common objectives• Learn from mistakes• Seize opportunities before others do• Move forward without hesitation• Change direction without guilt
Overcoming Lack of Commitment• Build trust• Engage in productive conflict• Cascading messaging• Write it down• Set deadlines for decisions• Consider contingencies and worst-case
scenarios• Low-risk decisions first
Patrick LencioniThe Five Dysfunctions of a Team
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
Avoidance of Accountability
• Accountability on a strong team occurs among peers
• Peer pressure
• For a culture of accountability to thrive, leaders must be willing to confront difficult issues
• Use a team scoreboard or process check to hold one another accountable during meetings
Teams that Avoid Accountability…• Resent others who don’t meet performance
standards• Encourage mediocrity• Miss deadlines• Burden the leader with accountability and
discipline
Teams that Accept Accountability…
• Pressure poor performers to improve• Question one another’s approaches • Hold one another to high standards• Don’t need bureaucracy to manage
performance
Inattention to Results• The true measure of a great team is that it achieves the
results it set out to accomplish
• Team members must prioritize the results of the team over their own individual or department results
• To stay focused, teams must publicly clarify their desired results and keep them visible
• Create and use a Team Scoreboard – your team’s goals and objectives
What are your thoughts about the obstacles facing your team?
What’s your biggest challenge?
What’s are some things that you will try to overcome it?
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