leadership: the foundation of great teams valarie willis

Leadership: The Foundation of Great Teams

Valarie Willis

Pg 2

Dewitt Jones

Pg 3

“Leadership is the art of mobilizing others to want to struggle for shared aspirations.”

— Kouzes and Posner

Pg 4

The Five Practices

Model the WayInspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart

All Rights Reserved Valarie Willis Consulting – Kouzes and Posner Used with permission from Pfeiffer

Pg 5

Clarify values by finding your voice and affirming shared values.

Set the example by aligning actions with shared values.

Model the Way

All Rights Reserved Valarie Willis Consulting

Pg 6

The Leadership Challenge Workshop Facilitator‘s Guide®, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

“Titles don’t make you a leader. It’s how you behave that makes a difference.”

- David Kim Siemans Ultrasound

Pg 7

CredibilityLeadership

• Honest• Forward-

looking• Inspiring• Competent

• Trustworthiness

• Dynamism• Expertise

+ VISION


Pg 8


1. List 4 of your values.

2. Which of these values do you need to model more frequently?”

12


Pg 9

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.

Inspire a Shared Vision


Pg 10 All Rights Reserved Valarie Willis Consulting

QuickTime™ and a

are needed to see this picture.

Pg 11

Components of Shared Vision

IdealUniqueImageFuture orientedCommon purpose


Pg 12

Your Vision

UMC World Church NEWS Imagine that it is 2018 and your church has lived into its vision, with such success that you have made global news!

Write your headline for the story and 2 key pints that the world needs to know.

13

Pg 13

Challenge the Process

Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

Experiment and take risks by constantly generating small wins and learning from experience.


Pg 14

“The problem is never how to get new, innovative thoughts

into your mind, but how to get the old ones out.”

--Dee Hock


Pg 15


1. What needs to change in your church in order for your vision to come to life?

2. What are some small wins that your church can work on to show movement towards the vision?

14

Pg 16

Foster collaboration by building trust and facilitating relationships.

Strengthening others by increasing self-determination and develop competence.

Enable Others to Act


Pg 17


1. What competencies are needed for the church to be successful?

2. How will you get people strengthen in these competencies?

15


Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.

Encourage the Heart

Pg 20


1. How can you creatively recognize and acknowledge others?

2. How will you help others sustain their energy as your church moves forward?

16

Teams: Uniquely Gifted and Graced


Pg 22

What do you know about the attributes or characteristics of the twelve disciples?

The Twelve Disciples

Disciple Characteristics

Andrew In background – 1st follower

Bartholomew (Nathanael) Was skeptical at 1st, then immediately followed Jesus

James son of Zebedee Sought special favor, scarified his life

James son of Alphaeus He was in the Upper Room

John Impulsive, Elder, Steadfast at the cross

Judas the Son of James (Thaddaeus)

Inquisitive (“Why do you intend to show yourself to us and not the world?”) John 14:22

Judas Iscariot Betrayal

Matthew Customs officer, obedient

Peter Faithful (walked on water), spokesperson

Philip Left Jesus during the trial & crucifixion

Simon the Zealot Little is known-with the Disciples

Thomas Doubting


Pg 24

Team Committee

Members Invited Elected

Informal Formal

Hands On Providers/Resources

Creative Bound by rules

Teams vs Committees


Pg 25

As you think about an outstanding team that you have participated on, what five characteristics did that team have?

In Trio’s

Pg 26

Usually between three to twelve persons*

Share common goals

Share rewards and responsibilities

Set asides personal gains/needs

Are We A Team?

Pg 27

A Team Defined

“A team is a group of people with complimentary and diverse skills, spiritual gifts, and strengths who are committed to:

•Sharing a common purpose

•Loving and supporting each other

•Achieving the team’s mission

•Holding each other accountable

The Equipping Church Guidebook


Pg 28

Four Stages of Team Development

Pg 29

The Four Stages of a Team

Forming – people are tentative, low trust Storming- conflict, low levels of trust Norming – cooperative, sharing Performing – more goal focused

Source: Bruce Tuckman

Pg 30

S A HIGH Performing Teams

Team Performance- Darlene and Wayne Davis

1. Drives innovation and thought

2. Is action-oriented

3. Influences change

4. Establishes collaborative relationships

5. Sustains interdependence and inclusion

Pg 31

The Five Dysfunctions of a Team

Patrick Lencioni

Pg 32

Teams are closed

“All about me”

“no trust, no conflict”

#1: Absence of Trust:

Patrick Lencioni

Pg 33

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 relationship, trust on a team is never complete; It must be maintained over time.

Key Points on Building Trust

Patrick Lencioni

Pg 34

Lack healthy discussion

Passive participation

No diverse ideas

Dysfunction #2: Fear of Conflict:

Patrick Lencioni

Pg 35

No Conflict Healthy Debate

Constant Battle

Mastering Conflict

Jeff Greenway

Pg 36

Good conflicts is all about engaging in unfiltered, passionate debate around issues.

Even among the best teams, conflict will at times be uncomfortable.

The fear of occasional personal conflict should not deter a team from having regular; productive debate.

Mastering Conflict

Patrick Lencioni

Pg 37

Won’t take the plunge

Lack of buy-in

Unclear on goals

Dysfunction #3: Lack of Commitment

Pg 38

Commitment requires clarity and buy-in.

Buy-in: The achievement of honest emotional support

Clarity: the removal of assumptions and ambiguity from a situation.

Members of great teams learn to disagree with one another and still commit to a decision.

Achieving Commitment

Pg 39

Don’t hold one another accountable

Think leaders should intervene.

Allow the team to be sub-par

Dysfunction #4: Avoidance of Accountability

Pg 40

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 achievements.

Embracing Accountability

Pg 41

Not focused on outcomes

In fighting

Ego Driven

Changing priorities

Dysfunction #5: Inattention to Results:

Patrick Lencioni

Pg 42

Great teams accomplish the results that they set out to achieve.

Team members must prioritize the collective results over individual needs.

Teams must publicly clarify desired results and keep them visible to all.

Dysfunction #5: Inattention to Results:

Patrick Lencioni

Pg 43

Team Motivators Team De-motivators

Motivators & De-Motivators


Pg 44

What are Your Team Rules of the Road ?

1. Refer back to the “Best Team” Experience2. What were those characteristics?3. What some rules of engagement that you want on your

team?

Pg 45

The Four Team Toxins

1.Defensivenes

s

2.Stonewalling

3.Contempt

1.Blame

3. Stonewalling

2.Defensive

4. Contempt

Pg 47

Assessing Teams Tool

What does the team do well?

What should the team start doing?

What should this team continue doing?

What should this team stop doing?


Pg 48

“The way you behave today will influence your results for tomorrow. Find the greatness in your people and enable them to unleash it.”

Valarie D. Willis


leadership: the foundation of great teams valarie willis

Documents

posner pg

permission of pfeiffer

shared values

shared aspirations

crucible leadership

imprint of wiley

common vision

innovative thoughts