Leading & Team Building

PROMISE ConsultingJoyce J. Perrone 412-599-1112 joyce@fyi.net

What do I hope to give you?What do I hope to give you?

• Insight on Leadership Skills –• Tools to get your Brain

thinking new• An entertaining way to look

at Leadership & Team Building

• Exciting Conversation and Group Information Sharing!

LeadershipTraitsLeadershipTraits

IntegrityIntegrityConfidenceConfidenceCuriosityCuriosityHonestyHonesty

AssertivenessAssertivenessEnthusiasmEnthusiasm

Self-awarenessSelf-awarenessExtroversionExtroversionRisk takersRisk takersInitiativeInitiativeToleranceTolerance

DecisivenessDecisiveness……OptimismOptimism

Great Leader’s I Know ListGreat Leader’s I Know List Honest and ethicalHonest and ethical In control of their attitudeIn control of their attitude Publicly modestPublicly modest Aware of their styleAware of their style Willing to admit mistakesWilling to admit mistakes Fighters for their peopleFighters for their people InquisitiveInquisitive CompetitiveCompetitive TenaciousTenacious FlexibleFlexible A tad theatricalA tad theatrical FunnyFunny

More Leadership TraitsMore Leadership Traits Joyce Likes Joyce Likes

Trustworthy (re-stated)Trustworthy (re-stated) Critical ThinkerCritical Thinker Patience/ Lack of PatiencePatience/ Lack of Patience ““You can accomplish anything in life, You can accomplish anything in life,

provided that you do not mind who provided that you do not mind who gets the credit”gets the credit” – Harry S. Truman – Harry S. Truman

Level 5 TraitsLevel 5 Traits

GandhiGandhi

““Know thyself, control thyself, give Know thyself, control thyself, give thyself” – Greek Wisdomthyself” – Greek Wisdom

Gandhi was a person of weakness and Gandhi was a person of weakness and pride who…developed humility, pride who…developed humility, courage, integrity, discipline and courage, integrity, discipline and vision – “The 8vision – “The 8thth Habit” – Steven R. Habit” – Steven R. CoveyCovey

What characteristics does Gandhi exemplify?

Gandhi was never elected and had no formal authority- how did he influence without them??

How does this clip teaches us how to find your own voice and allow others to find theirs

TRUSTTRUST

““The Speed of TrustThe Speed of Trust” – Stephen M.R. Covey” – Stephen M.R. Covey

The Principle of CredibilityThe Principle of Credibility

4 Cores of Credibility4 Cores of Credibility1.1. Integrity- More than honesty – walk the Integrity- More than honesty – walk the

talktalk

2.2. Intent – motives, agendasIntent – motives, agendas

3.3. Capabilities – abilities: talents, skills, attitudes, Capabilities – abilities: talents, skills, attitudes, knowledge, style. The means to produce results. knowledge, style. The means to produce results. Are you relevant??Are you relevant??

4.4. Results – our track record, performance, getting Results – our track record, performance, getting the right things done.the right things done.

Trust takes time to establish, but seconds to destroy

Building it back can be SLOW

How much does LOW TRUST cost YOU??

How do you Build it Back?

TRUST is about RELATIONSHIPS

Some of the most successful turn-arounds of failing companies have been achieved by new management encouraging trust within the company.

Most companies used to have large books of policies, rules and regulations governing what employees could and couldn't do.

In many cases these have been replaced with much simpler statements and principles. These say "use your judgment, and we'll trust you do to the right thing."

Trust Building CharacteristicsTrust Building Characteristics

CompetenceCompetence ReliabilityReliability Openness/ TransparencyOpenness/ Transparency Warren Bennis describes trust as the Warren Bennis describes trust as the

emotional glue of all institutionsemotional glue of all institutions This prompts the thought that in using glue one cannot This prompts the thought that in using glue one cannot

avoid potentially sticky situations - trust involves personal avoid potentially sticky situations - trust involves personal risk, but by taking these risks, we move to a deeper level risk, but by taking these risks, we move to a deeper level of trust. of trust.

--from --from www.teal.org.uk

IntegrityIntegrity

What is it and Why is it Important in What is it and Why is it Important in Leadership?Leadership?• From Covey – “being true to one’s From Covey – “being true to one’s

highest values, convictions and highest values, convictions and conscience”conscience”

• Making and keeping promisesMaking and keeping promises• Clear communications when and why Clear communications when and why

you can’t keep a promiseyou can’t keep a promise• Know what are your PRINCIPLESKnow what are your PRINCIPLES• ““Putting your VALUES into ACTION”Putting your VALUES into ACTION”

What Is Critical Thinking?What Is Critical Thinking?

The disciplined act of ensuring that The disciplined act of ensuring that you use the best thinking you are you use the best thinking you are capable of in any set of capable of in any set of circumstances. circumstances.

10 Dimes = One Dollar10 Dimes = One Dollar

FACT?FACT?

Don’t answer yet!! Don’t answer yet!!

Critical Thinking OverviewCritical Thinking Overview

Most of our thinking left to itself is:Most of our thinking left to itself is:

~Biased~Biased ~ Distorted~ Distorted ~Partial~Partial

~Uninformed~Uninformed ~Prejudiced~Prejudiced ~Emotional~Emotional

Mindset – The “Closed Mind”Mindset – The “Closed Mind”

ChernobylChernobyl• Operators believed no accident could Operators believed no accident could

occur at their plant.occur at their plant.• Constant reminders about How Safe Constant reminders about How Safe

they werethey were• Result:Result:

They shut off the safety systems in effort to They shut off the safety systems in effort to push testing to it’s limitspush testing to it’s limits

The Twisted MindThe Twisted Mind

Challenger Space ShuttleChallenger Space Shuttle• What was the Twisted thinking that What was the Twisted thinking that

caused this terrible accident?caused this terrible accident?

Jumping to ConclusionsJumping to Conclusions

Case of Willie Jones –impoverished Case of Willie Jones –impoverished janitor – New York Cityjanitor – New York CityHe was sneaking thru the subway He was sneaking thru the subway

entrance to avoid paying and got caught entrance to avoid paying and got caught by the subway guardby the subway guard

Fit description of Willie Jones – Drug Fit description of Willie Jones – Drug DealerDealer

At the final point of being convicted, At the final point of being convicted, someone ran DNA test – Totally different someone ran DNA test – Totally different “Willie Jones”“Willie Jones”

Intellectual Standards for ThinkingIntellectual Standards for Thinking

Assess thinking by examining the parts Assess thinking by examining the parts based onbased on• ClarityClarity• RelevanceRelevance• LogicalnessLogicalness• AccuracyAccuracy• DepthDepth• SignificanceSignificance• PrecisionPrecision• BreadthBreadth• FairnessFairness

False AnalogiesFalse Analogies

Fishermen chopping up Starfish to Fishermen chopping up Starfish to “SAVE” the mussels they were fishing“SAVE” the mussels they were fishing

Questions for ClarityQuestions for Clarity

Could you elaborate on that pointCould you elaborate on that point Could you give me an illustrationCould you give me an illustration Could you give me an exampleCould you give me an example

AccuracyAccuracy

Is that really trueIs that really true How can we check itHow can we check it What are the referencesWhat are the references

PrecisionPrecision

Could you give me more detailsCould you give me more details More specificsMore specifics

RelevanceRelevance

How is this connected to the questionHow is this connected to the question How does that relate to the issueHow does that relate to the issue

DepthDepth

How does your answer address the How does your answer address the complexities in the questioncomplexities in the question

How are you taking into account the How are you taking into account the problems in the questionproblems in the question

How are you dealing with the most How are you dealing with the most significant factors in the problemsignificant factors in the problem

BreadthBreadth

Do we need to consider another point Do we need to consider another point of viewof view

Is there another way to look at this Is there another way to look at this questionquestion

What would this look like from the What would this look like from the point of view of….?point of view of….?

LogicalnessLogicalness

Does all of this fit together logicallyDoes all of this fit together logically Does this really make senseDoes this really make sense Does that follow from what you saidDoes that follow from what you said

SignificanceSignificance

What is the most significant What is the most significant information we need to address this information we need to address this issueissue

How is that fact important in contextHow is that fact important in context Which of these ideas or concepts is Which of these ideas or concepts is

the most importantthe most important

FairnessFairness

Is my thinking justified given the Is my thinking justified given the evidenceevidence

Am I taking into account the weight Am I taking into account the weight of the evidence that others might of the evidence that others might advance in the situationadvance in the situation

Are these assumptions justifiedAre these assumptions justified Is my purpose fair given the Is my purpose fair given the

implications of my behaviorimplications of my behavior

The Well Cultivated ThinkerThe Well Cultivated Thinker Raises vital question & problemsRaises vital question & problems Formulates clearly & preciselyFormulates clearly & precisely Gathers & assesses relevant InformationGathers & assesses relevant Information Comes to well-reasoned conclusion & Comes to well-reasoned conclusion &

solutionssolutions• Tests them against relevant criteria & Tests them against relevant criteria &

standardsstandards Thinks open-mindedly Thinks open-mindedly Communicates effectively with others in Communicates effectively with others in

figuring out solutions to complex problemsfiguring out solutions to complex problems

Checklist for ReasoningChecklist for Reasoning

What is the PURPOSE?What is the PURPOSE?• Take time to state purpose clearlyTake time to state purpose clearly• Distinguish your purpose from related Distinguish your purpose from related

purposespurposes• Check periodically to be sure you are Check periodically to be sure you are

still on targetstill on target• Choose significant & realistic purposesChoose significant & realistic purposes

Take TIME to state clearly & precisely the Take TIME to state clearly & precisely the question at handquestion at hand

Express question in ways to clarify the Express question in ways to clarify the meaning and scopemeaning and scope

Break question into sub-questionsBreak question into sub-questions Identify if the question has one right Identify if the question has one right

answer, is a matter of mere opinion, or answer, is a matter of mere opinion, or requires reasoning from more than one requires reasoning from more than one point of viewpoint of view

AssumptionsAssumptions

Are they justifiableAre they justifiable How are they shaping your point of How are they shaping your point of

viewview• What IS your point of viewWhat IS your point of view• What are OTHERS points of view What are OTHERS points of view • Strive to be fair-minded in evaluating Strive to be fair-minded in evaluating

ALL points of viewALL points of view

DATA, INFORMATION & DATA, INFORMATION & EVIDENCEEVIDENCE

Restrict the argument to claims Restrict the argument to claims supported by the data you havesupported by the data you have

Search for information that opposes Search for information that opposes your position as well as supports ityour position as well as supports it

Be sure all information is clear, Be sure all information is clear, accurate, and relevantaccurate, and relevant

Did you gather enough information?Did you gather enough information?

Question YourselfQuestion Yourself Purpose:Purpose:

• What am I trying to accomplish? What am I trying to accomplish? • What is my central aim?What is my central aim?• What is my purpose?What is my purpose?

InformationInformation• What info am I using in coming to this What info am I using in coming to this

conclusion?conclusion?• What experience have I had to support this What experience have I had to support this

claim?claim?• What info do I need to settle the questionWhat info do I need to settle the question

Inferences/Conclusions:Inferences/Conclusions:• How did I reach this conclusion?How did I reach this conclusion?• Is there another way to interpret the Is there another way to interpret the

information?information?

Concepts:Concepts:• What is the main idea here?What is the main idea here?• Could I explain this idea?Could I explain this idea?

Assumptions:Assumptions:• What am I taking for granted?What am I taking for granted?• What assumption has led me to this What assumption has led me to this

conclusion?conclusion? Implications & Consequences:Implications & Consequences:

• If someone accepted my position, what If someone accepted my position, what would be the implications?would be the implications?

• What am I implying?What am I implying?

Points of ViewPoints of View• From what point of view am I looking at From what point of view am I looking at

this issue?this issue?• Is there another point of view I should Is there another point of view I should

consider?consider? Questions:Questions:

• What question am I raising?What question am I raising?• What question am I addressing?What question am I addressing?

““The mind is its own place and in itself can The mind is its own place and in itself can make a hell of heaven or a heaven of hell” make a hell of heaven or a heaven of hell”

Milton – Paradise LostMilton – Paradise Lost

Level 5 Leader – Level 5 Leader – “Good to Great“Good to Great” – Jim Collins” – Jim Collins

Level 1Level 1 – – Highly capable individualHighly capable individual – Makes – Makes productive contributions through talent, productive contributions through talent, knowledge, skills, and good work habitsknowledge, skills, and good work habits

Level 2-Level 2- Contributing Team MemberContributing Team Member – Contributes – Contributes individual capabilities to the achievement of group individual capabilities to the achievement of group objectives and works effectively with others in a objectives and works effectively with others in a group settinggroup setting

Level 3Level 3 – – Competent Manager-Competent Manager- Organizes people Organizes people and resources toward the effective and efficient and resources toward the effective and efficient pursuit of pre-determined objectivespursuit of pre-determined objectives

Level 4Level 4 – – Effective LeaderEffective Leader – Catalyzes commitment – Catalyzes commitment to and vigorous pursuit of a clear and compelling to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standardsvision, stimulating higher performance standards

Level 5Level 5 – – ExecutiveExecutive – Builds enduring greatness – Builds enduring greatness through a paradoxical blend of personal humility through a paradoxical blend of personal humility and professional willand professional will

Level 5 LeaderLevel 5 Leader

““Channel their ego needs away from Channel their ego needs away from themselves and into the larger goal themselves and into the larger goal of building a great company. It’s not of building a great company. It’s not that Level 5 leaders have no ego or that Level 5 leaders have no ego or self-interest. Indeed, they are self-interest. Indeed, they are incredible ambitious – but their incredible ambitious – but their ambition is first and foremost for the ambition is first and foremost for the institution, not themselves”institution, not themselves”

Who is Darwin Smith??Who is Darwin Smith??

““I never stopped trying to become I never stopped trying to become qualified for the job”qualified for the job”

During his 20 years of leadership, the During his 20 years of leadership, the company's annual sales grew from $1 company's annual sales grew from $1 billion to $7 billionbillion to $7 billion

Without question, he accelerated the Without question, he accelerated the

transformation of K-C from paper maker to transformation of K-C from paper maker to international consumer products giant. international consumer products giant.

Smith shunned any attempt to shine Smith shunned any attempt to shine the spotlight on him, preferring the spotlight on him, preferring instead to direct attention to the instead to direct attention to the company and its people.company and its people.

Tomorrow at 5pm!Tomorrow at 5pm!

Developing Developing Exceptional TeamsExceptional Teams

Leading & Team Leading & Team BuildingBuilding

PROMISE ConsultingPROMISE ConsultingJoyce J. Perrone 412-599-1112 Joyce J. Perrone 412-599-1112

joyce@fyi.net

DiscussionDiscussion

What happened in this scene?

Is Sobel a good Leader?

What did Winters do?

How did these experiences impact the team?

Learn to Develop the TEAMLearn to Develop the TEAM

Constant Event – you CAN’T let Constant Event – you CAN’T let up!up!

Once Pressure is off, goes back Once Pressure is off, goes back to the “way it was”to the “way it was”

Review, review, reviewReview, review, review AccountabilityAccountability Trend TrackingTrend Tracking Build “SPECIALISTS”Build “SPECIALISTS”

Why Teams Fail?Why Teams Fail?

Not taking time in the beginning for Not taking time in the beginning for understanding of role in teamunderstanding of role in team

Believing EVERYTHING has to be done as a Believing EVERYTHING has to be done as a teamteam

Lack of accountabilityLack of accountability Not enough needed resources (esp. Time!)Not enough needed resources (esp. Time!) Leaders not letting go- and Followers not Leaders not letting go- and Followers not

taking the leadtaking the lead

Lack of focus on excellence & Lack of focus on excellence & creativitycreativity

Lack of PlanningLack of Planning Lack of management supportLack of management support Inability to deal w/ conflictInability to deal w/ conflict Lack of training– Learn by *fire*Lack of training– Learn by *fire*

                                                                                                                                                                                                                                

What happened when the team was left with no leader?

With an ineffectual leader? How did they become inspired? What Leadership Traits were used?

Example:Example: A/R Team Approach A/R Team Approach

How are YOUR teams set up?How are YOUR teams set up?• By Payor type?By Payor type?

MedicareMedicare Medical AsstMedical Asst HMOHMO Patient ResponsiblePatient Responsible HospitalHospital

By Job FunctionBy Job Function

ChargesCharges PaymentsPayments A/R workA/R work Collection AccountsCollection Accounts

Other TeamsOther Teams

Team Development ToolsTeam Development Tools

Process designProcess design Personality ProfilesPersonality Profiles MeetingsMeetings

• GoodGood• BadBad• Just plain uglyJust plain ugly

……or…. Is it really a Lecture?or…. Is it really a Lecture?

Process DesignsProcess Designs

TPSTPS Six Sigma – Standard deviation of a Six Sigma – Standard deviation of a

process about it’s mean process about it’s mean ToolsTools

DMAICDMAIC• Define, Manage, Analyze, Improve, ControlDefine, Manage, Analyze, Improve, Control

Charts, Flow designsCharts, Flow designs

Personality ProfilesPersonality ProfilesThe Iceberg ModelThe Iceberg Model

Behavior – Only thing we see!

Thinking/ Feelings – Drive Behavior  Stimulus -- Response THINKING

Personality ProfilesPersonality ProfilesThe Iceberg ModelThe Iceberg Model

Behavior – Only thing we see!

 Values / Beliefs

Needs

DominanceFast PacedBig Picture Ask fewer questions, more statementsResults oriented Likes changes and taking risksCan make decision when no one else wants toNot afraid to confront tough issues/situationsAccepts change as a personal challengeKeeps team Focused and on taskStraight forward/ DirectThrives on challenges & competition

Responding to a DBe efficientMinimize small talkAsk WHAT (not HOW) questionsFocus on resultsUse facts and logic to convinceAvoid detailsUse important fact – but not too many – avoid detailsThey will listen if you earn their respectThey respect strength of convictionOffer choices to satisfy their desire to be in control

Improving Adaptability of a D

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.Ask for opinions of othersNegotiate decision-makingListen without interruptionAdapt to time needs of othersAllow others to assume leadership more oftenDevelop more patienceTone down directness Work on approachabilityOffer encouragement in conversation

Negative or low esteem side:DemandingBad listening skillsControlling/Micro managingComes off as unapproachableMay be insensitive to othersImpatientMoves team before it is readyMay push speaker to hurry/finishPlan what they will say or do next instead of listeningInterrupt frequently with unrelated statements

InfluencingEmphasizes fun and storiesResponsive to othersMore small talkTalks about personal feelingsRelationship orientedPersuasiveCan fit in anywherePrefers communicating in concepts not detailsInnate optimist who sees something good in every situationInherently trustful – can lead to misjudging of peopleInherent trust and willing acceptance of peopleUp to date with current trends and fashionsJoin organizations for prestige and personal recognitionPoor time managerPoor listener

Responding to a IBe friendly and encourage conversationAsk WHO (not WHAT) questionsUse stories about others to convinceHelp them to please othersAvoid detailsGive then special attention. They like to talk, especially about themselvesPlay to their egoAppeal to their desire to want to be the first to try some thing new

Improving Adaptability of a I

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.Talk LessRestrain you enthusiasmMake decisions based on factsStop and thinkAcknowledge the thoughts of othersShow more concern for the speakers affairs than your ownTry to listen a majority of the timeUse creative skills to come up with affirmative examples of the speakers remarksEstablish genuine and sincere tone of voice

Negative or low esteem side:OversellsGives up easilyMay poutLowest for reliabilityMay plan how to get the conversation back to what they want to talk aboutEvery one of the speakers remarks trigger one of their ownOverwhelms the speaker physically or emotionally with enthusiasm

SteadySupportiveFriendly/Loyalty is criticalMost open to accept people as isLike secure situationsValue disciplined behaviorRelaxed slower paceOnce under way, works steadily and patientlyDislikes urgency & deadlinesIs cooperative, prefers to work in a groupAsks more questions, fewer statementInterested in HOW the job is doneResists change and taking risksMethodical and good at preparing meeting agendas and minutesGreat listenerEasy to get along withVery supportive

Responding to a SBe friendly and supportiveAsk HOW (not WHAT) questionsUse evidence of benefit to convinceGive detailsBe patient when introducing changeSell yourself first and win them as a friendDo NOT rush them on decisions – they may resent itThey want reassurance that all promises will be kept

Improving Adaptability of a S

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.Get to the pointVolunteer informationBe willing to disagreeAct on your convictionsInitiate conversationBe more assertiveCope better with changeDon’t carry the burden of everyone else’s problemsRemain objective when discussing issues that interest youGive speakers a second chance if they interrupt or offend youSpeed up your pace and be more direct with impatient listeners

Steadfast: Negative or low esteem side:

Gives in easilyActs hurtAccusesConceals feelingsVery possessive IndecisiveIndirectResistant to changeTend to prefer a flexible dynamic, unstructured environment – the “don’t fence me in” types who desire freedom of expression

Compliant or Conscientious

CarefulQuietEmphasizes facts and dataLess responsive to othersLess small talkReserved about personal feelingsTask orientedIntent is to avoid trouble (cautious)Proceeds in an orderly wayDetail/ facts orientedConservativeDiplomaticTentative in decision-making – always need more facts

Responding to a CBe accurateMinimize small talkProvide pros and cons to convinceAsk WHY (not WHAT) questionsFocus on step-by-step explanationsAvoid violating their standardsDon’t like to take risks – so give reassurance based on factsAnswer all of their questions carefully and completelyYou’ll make decision making easier for them if you stick to the factsHave patience – and deal with one issue at a time

Improving Adaptability of a C

Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you.Verbalize feelingsPay personal complimentsBe willing to spend time on the relationshipEngage in small talk-socializeUse more friendly and non-verbal languageBetter at accepting differencesBe more open and communicate moreBe attentive to others whether you’re interested or notTry to trust speakers when they talk – give feedback that’s receptive

Compliant: Negative or low esteem side:

Can’t decideEmotional attacksPoor time managers – they want everything to be perfectOverly concerned with perfectionAloofHampering creativity in others with desire to stick to the rules

None of us is as None of us is as smart as all of us.smart as all of us.

Articles and SitesArticles and Sites•British Medical Journal (www.bmj.com)

•Articles on complexity science (www.complexityscience.org )

•Critical Thinking on the Web: http://www.austhink.org/critical/

•Book: Complications – by Atul Gawande

•Article: The Bell Curve – Atul Gawande (New Yorker Magazine http://www.newyorker.com/fact/content/?041206fa_fact

• www.criticalthinking.org Reading: Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life – Paul & L. Elder

•Book: Good to Great – Jim Collins

•Book: The Speed of Trust – Stephen M.R. Covey

•Book: The 8th Habit – Stephen R. Covey

•Book: Avoiding the Corporate Death Spiral – Gregg Stocker