Leadership and Team Building for High Performing Golf

Businesses

Leadership and Team Building

• Dawes Marlatt, PGA

PGA Master Professional

Director of Education, PGA of America

• Don Cook, PGA

PGA Education Faculty

PGA of America

Icebreaker Activity

• Randomly count backward from ____• Each person in the room must participate by

providing one number• No one can provide a number simultaneously• The objective is to reach the number 1

Introduction

• Today’s economy has caused us to renew our emphasis on Leadership, Systems Management, and Team Building

• We have cut out … Now we must grow out– The requirements are:

• Leadership Skills• Strategic Management• Team Development• Coaching and Mentoring• Communication of a Vision

PGA Professional Golf Management

Introduction

It requires a course of action:

•Problem definition

•Generate alternatives

•Select a solution

•Implementation

•Evaluate the results

Introduction

• The problems that we define, the solutions that we choose and implement begin with putting the right items in place.

• Today’s process begins with creating a culture that includes:– Leadership– Systems– Team Building

PGA Professional Golf Management

Leadership

• Become an Orchestra Conductor (i.e., a Team Manager …a Coach … a Leader)

Leadership is a Disposition not a Position

Qualities of Leaders:Character ConfidenceCourage Goal AchieverCompetence CreativityVision EnthusiasmCommunication OptimismDesire ResponsibilityEmpathy Trust

Statements that Define a Successful Leader

• Good values attract good people

• Be a mentor that can be trusted

• A player who makes the team better is more valuable than a great player

• Most of us would rather be ruined by praise than saved by criticism

• Recognize a problem before it becomes an emergency

• Choose to get up each day with the correct attitude

• Do all the little things• All of us are smarter than one

of us• Emotion is your enemy• Adversity is your asset• The carrot is mightier than the

stick• Success happens when no

one cares who gets the credit• Power is most powerful when

given away• Be a leader who develops

other leaders

Small Group Activity

• Cartoon– As a group determine what this leader is conveying to

his team– Fill in the caption– Share your groups response with today’s seminar

participants

PGA Professional Golf Management

Small Group Activity

• Cartoon Discussion:– Did anyone in the group emerge as a leader?– What specifically did they do or say that demonstrated

their ability to lead?– What specifically made you follow their direction?

Creating a Systems Approach

What is a system?

• A concept that enables an organization to efficiently integrate the parts into a functioning whole to achieve definable goals.

• An integrated whole whose essential properties arise from the relationships between the parts

Systems Approach

Macro Environment

Local Environment

Technological

Socio/Cultural/ Demographic

Global

NaturalResources

Economy

Financial

Market Structure

Providers

Marketing

OperationsFin/Acctg

Customers

Driving Forces

Other Driving Forces

Key Success Factors

HR / MgmtIS

Political/LegalRegulations

Suppliers

CompetitorsYour Facility

15

A Systemic Approach

Decisions impact multiple entities: Be sure to consider the impact on the organization (THE DONUT) and not just on the problem at hand (THE HOLE)

1. Consider alternative solutions2. Evaluate their costs and benefits3. Define the problem/opportunity4. Set objectives/strategies/alternatives5. Implement/monitor/adjust

Team Building and Group Dynamics

Team Design

Team Processes

Team Effectiveness

External Environment/Context

External•Organization Structure•Organization Culture •Industry Environment•Macro Environment

Design•Team Composition •Team Structure•Team Culture

Processes• Purposing•Leadership•Development•Communication•Project mgt.•Decision-making•Conflict•Review

Effectiveness•Effectiveness Criteria

Business Systems Environment

Macro Environment

Local Environment

Technological

Socio/Cultural/ Demographic

Global

NaturalResources

Economic

Financial

Market Structure

Engineering

Marketing

OperationsFin/Acctg Customers

Driving Forces

Other Driving Forces

Key Success Factors

HR / MgmtIS

Political/LegalRegulation

Suppliers

CompetitorsYour Facility

Systems Theory

• It is a Philosophy – a way of thinking – a culture– The manager provides the expectations and

resources – The performer completes the task and receives

consequences– If a gap exists between expectations and task

completion

1. Analyze the system2. Close the gap through feedback and mutual agreement

Critical Thinking

• See the interrelationships

• Move beyond blame

• Avoid symptomatic solutions

• The whole is greater than the sum of the parts

Small Group Activity

• As a manager of people and in a small group, determine a list of 5 elements necessary to create a highly functioning “Team System.”

1. 2. 3.4.5.

Elements of a Highly Functioning System

• Manager sets clear expectations– Communicated to willing performers– That posses adequate capabilities

• Who are given all necessary resources• To correctly perform and complete the task• Performer receives positive consequences• Manager closes gaps through feedback and

mutual agreement

Team Management

• Another goal of today’s seminar is creating a team culture

• This requires team management skills –

• What skills are required to effectively manage a team?

Attributes needed to successfully manage a diverse team (e.g., cross-functional team)

• Self-confidence

• Assertiveness

• Sense of humor

• High tolerance for frustration

• Sensitivity to others (empathy, not sympathy)

• Flexibility

• Conceptual skill or a cross-functional perspective

The Complexity of Team Building

• The Manager

• The Players or Performers

• The Interrelationships

• The Systems

• The Resources

• The Task

PGA Professional Golf Management

A Manager

an employee who works with and through other people to meet organization objectives

is

assigns responsibility, delegates authority, and

holds accountable

Teams Individuals

Skills

must possess certain

i.e.

technical, human,

conceptual

can exist in one of

three

Levels

i.e.

top, middle, 1st

line

vary by

A Manager

an employee who works with and through other people to meet organization objectives

is

assigns responsibility, delegates authority, and

holds accountable

Teams Individuals

are best when situation is

Skills

must possess certain

i.e.

technical, human,

conceptual

can exist in one of

three

Levels

i.e.

top, middle, 1st

line

vary by

are best when situation is NOT

non-routine

complex tasksconstantly changing tasksinterdependent tasks

i.e.

A Team

In Business Context

Long-term (e.g.,

service teams)

Short-term (e.g. project

teams)

A Team

In Business Context

a small group of people who are held mutually accountable for

performing tasks that contribute to achieving an organization’s goals

is

like a traditional work group it can be unlike a traditional

work group it can also be

Self-managed

can be

Functional or cross-functional

can exist at one of

threeLevels

e.g.

Top mgt. professional, production

A Team’s Success

In Business Context

task completion, social relationships, individuals benefit

can be measured by three

outcomes

i.e.

team design

task characteristics

is a function of

team processes

external support

development, project management, decision making, communication,

conflict management

e.g.supportive organization

culture, resources, training

e.g.

e.g.

composition, structure, culture

clear purpose, fit with team

design, or see Table 2.2

e.g.

team design

task characteristics

team processes

external support

team design

A Team’s Success

In Business Context

task characteristics

is a function of

team processes

external support

has complimentary skills

team design

task characteristics

team processes

external support

are in large part the responsibility of

A Manager

affect whether or not a team

holds itself accountable

is committed to the goals

A Team’s Success

In Business Context

task completion, social relationships, individuals benefit

can be measured by

threeoutcomes

i.e.

team design

task characteristics

is a function of

team processes

external support

e.g.

Composition (mix of skills, personality types,

interests, etc.)

Fit the team composition to the

task

e.g.

Leadership

e.g.

An Effective Team is Comprised of …

• A small number of people with complementary skills,

• Who are committed to a common purpose, performance goals, and holding themselves mutually accountable.

PGA Professional Golf Management

An individual’s performance on any given task is a function of three factors:

• The individual’s motivation to perform the task• The individual’s level of skill related to performing the

task• External conditions (e.g., computer equipment) relevant

to performing the task

Task Performance = Motivation + Ability + Environment

SPEEDS UP UNDER PRESSURE

SLOWS DOWN UNDER PRESSURE

TASK PEOPLE

Understanding Performer Behavior and its Effect on Team Function

37

Actual Productivity is how well the group works together and uses its resources to accomplish tasks

AP = Potential Productivity MINUS Losses due to a faulty process

Low Productivity<--------------------------------------------->High Productivity

How do we make sure that our team ends up on the right side?

•Composition fits tasks•Team processes minimize negative conflicts and play up positive conflicts and strengths.

3

Actual Productivity is how well the group works together and uses its resources to accomplish tasks

AP = Potential Productivity MINUS Losses due to a faulty process

Low Productivity<--------------------------------------------->High Productivity

High Productivity happens when:

•Misperceptions lead to “negative” conflict and disagreement

3

Actual Productivity is how well the group works together and uses its resources to accomplish tasks

AP = Potential Productivity MINUS Losses due to a faulty process

Low Productivity<--------------------------------------------->High Productivity

Poor Productivity happens when:

Handling Conflict

• It’s not personal … Keep it objective

• Based on the alignment of expectations and standards of performance

• Match the conflict style to the situation

• Start with interests not issues or positions

PGA Professional Golf Management

Activity 1: Problem-Solving Practice (Full Group)

0

_______ Ph.D.

MBA

MD

LE

VEL

Problem-Solving (Individual)

Ball Ball

Ball Ball Hazballard

m i

i p d m n t

e e

Mull Mull

t

i

e

e

T

OholeNE

Problem-Solving (Team)

Stroke Stroke

Penalty Putting

RepairGround

blal lbal allb

llab abll Play = Play C L U B

Theories of Motivation

• Reinforcement Theory

• Expectancy Theory

• Equity Theory

• Goal Setting Theory

• Needs Theories

Needs Theories

• Assumption: – people have needs and are attracted

to things that fulfill those needs.

– people will be motivated to perform behaviors that lead to the satisfaction of unmet needs.

Team Development

• Understand the various stages of team maturation or development and some of the actions a manager can take to help a team …– at the beginning of its existence, and – get through some challenging stages of its

development.

PGA Professional Golf Management

We want our team to end up …

• Committed to a common purpose and performance goals, with

• Members who hold themselves mutually accountable,

• There is a high degree of trust among the members, and

• The team possesses a high degree of cohesiveness.

PGA Professional Golf Management

Developing the Team

• To become a team that has purpose, accountability, trust, commitment, and cohesiveness you must consider three things:1. Team Design

2. Team Composition

3. Task Characteristics

PGA Professional Golf Management

Three Stages of Team Maturation

• You must also consider the stages of team development

– Dependence– Independence– Interdependence

PGA Professional Golf Management

How do we get there?

• How does the leader build commitment, trust, and accountability around the purpose and goals to create cohesiveness among the team members?

Four Considerations:

PGA Professional Golf Management

First: Common Purpose

• Helps build a common or shared understanding of:– Why we are here– What we want to accomplish

• Helps establish members’ interest or commitment to the team

• Helps the team members’ read each others’ minds and the minds of the manager.

PGA Professional Golf Management

Second: Goals

• Smart Goals– Specific– Measurable– Agreed Upon– Realistic– Time Based

PGA Professional Golf Management

Third: Read each others’ minds

• Promotes Interdependence– Reduces need for clarification– Catches errors in advance and anticipates

problems

• Promotes Improvisation– React to local conditions (Autonomy – no need to

wait for permission– Recognize opportunities that were not part of the

plan– Can make decisions

Fourth: Teams Need a Ficilitator

• Encourage Participation

• Promote Understanding

• Foster Inclusive Solutions

• Aware of Behavior Tendencies

• Utilize the Review Process

• Stimulate Thinking

PGA Professional Golf Management

Group Activity

• As a team, list 5 words that describe today’s presentation.

• Share with the large group

• Determine the best descriptions

• Discussion: What process did you use to create this list?

Wrap- up

• Leadership and Team Building for High Performing Golf Business– Leadership– Systems Management– Team Management

• Team design• Team performance• Team motivation• Team development

PGA of America

• Thank you

• Dawes Marlatt, PGA

Master Professional

• Don Cook, PGA

PGA Education Faculty