COACHING,

COLLABORATING AND

PARTNERING

(Leading your Team)

by

Dr. Don Hackett

1. To define team, teamwork and to illustrate the value

of teams.

2. To identify ten reasons that teams stumble.

3. To illustrate the nine key behaviors of the

“coaching” style of leadership.

4. To define coaching and illustrate the timing, tone

and interpersonal skills inherent in the coach.

5. To visit coaching specifically relative to a

correction and praise situation.

TRAINING OBJECTIVES

A collection of people who must collaborate, to some degree, to achieve

common goals.

TEAM

The ability to work together toward a common vision and direct individual

accomplishment toward team objectives

TEAMWORK

SYNERGY

(The whole becomes greater than the sum of the parts.)

WHY TEAMS?

HURDLES TO EFFECTIVE TEAMWORK

Troublesome

team members

Example:

KEY NEEDS OF TEAMS

Common

Goals

Constructive

conflict

resolution

Respect for

differences

Mutual trust

Attention to

process

and content

Power

within group

to make

decisions

Open

communication

Maintenance

of individual

self-esteem

Interaction

and

involvement

of all

members

Leadership

(Coaching)

What

Teams

Need

TROUBLESOME TEAM MEMBER STYLES

1. LOCOMOTIVES: Steamroll their teammates, they are

often “windbags” and “know it all’s” in addition

to being aggressive

and hostile.

2. HOMESTEADERS: Take a position, wrap their arms

around it and don’t budge. Causes the team to become

stuck.

3. RAMBLERS: Spin the team by constantly getting off

the agenda into favorite or ‘pet’ topics.

TROUBLESOME TEAM MEMBER STYLES

4. OSTRICHES: Refuse to pitch in and

help under the guise of “that’s not my

job.” Often is a way of getting

back at teammates.

5. MUMMY: Says little at meetings and

nods knowingly but does not participate

in a substantive way.

COACHING

The person (leader) who nurtures

champions, gives direction, builds skills

and spreads enthusiasm.

COACHING CHARACTERISTICS

TIMING

• When one is new

• At a first

• After a setback

• Knows when not to push

TONE • Positive

• Enthusiastic

• Supportive

• Two way emphasis on problem solving

• Polishing

• Long term outlook

COACHING CHARACTERISTICS

EDUCATING

• Teaches new skills

• Is patient

• Sets high standards

• Has high expectations

COACHING PLAN SHEET

• What is the performance problem?

• Why is it important to solve the problem?

What is the minimum change in

performance you will accept?

• What are the effects on productivity and

co-workers when an employee does not

perform?

COACHING PLAN SHEET

What are the consequences to the employee

for not changing his/her performance?

What are the alternate behaviors available

to the employee to solve the problem?

CORRECTION

• Correct the behavior

• Do it soon/privately

• Be specific

• Tell the person what they did wrong

• And how you feel about it

• Encourage the person

• End with a hand shake

PRAISING

• Praise the behavior

• Do it soon

• Be specific

• Tell the person what they did right

• And how you feel about it

• Encourage the person

• End with a hand shake

1. To identify the 5 major reasons (dysfunctions) teams fail to execute to their potential.

2. To provide you ‘feedback’ on your team’s dysfunctions.

3. To provide team leaders tools, techniques and skills to reduce or eliminate the 5 team dysfunctions.

OBJECTIVES

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

Fear of Conflict Artificial Harmony

Ambiguity Lack of Commitment

Avoidance of

Accountability Low Standards

Inattention

to Results Status & Ego

Extracted with permission

From “Overcoming the Five

Dysfunctions of a Team” by

Patrick Lencioni.

CHARACTERISTICS OF SUCCESSFUL TEAMS

• Participative leadership

• Sense of sharing

• Culture of trust

• Open and honest communication

• Sense of belonging

• Creativity and risk taking

• Consensus decision making

• Interdependency

• Trained in solving problems

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

TEAMS

WHO TRUST

• Admit weaknesses

• Ask for help

• Gives others the benefit of

the doubt

• Manage behaviors for

‘action’

WHO DON’T TRUST

• Conceal weaknesses

• Hesitate to ask for help

• Jump to conclusions

• Focus energy on ‘politics’

TEAMS

WHO TRUST

• Offer and accept apologies

• Appreciate and will tap into

others skills

• Look forward to meetings

and group work

WHO DON’T TRUST

• Hold grudges

• Won’t tap into others skills

• Do not look forward to

meetings and group work

Vulnerability Based Trust: People who are able to

admit the truth about themselves are not going to engage in unproductive political behavior.

OVERCOMING DYSFUNCTION #1

“LACK OF TRUST”

WHY VULNERABILITY

BASED TRUST IS ‘RARE’

1. Leader sets example of ‘invulnerability’

2. Desire for self-preservation

PERSONAL HISTORIES

EXERCISE

Directions: Take a few minutes and answer the

following questions; then go over these in your

teams.

1. Where you grew up?

2. How many kids in the family?

3. Most important difficulty or challenge

of childhood?

TWO BENEFITS OF PERSONAL

HISTORIES EXERCISE

1. People open up and build trust

2. Reduces impact of “Fundamental Attribution Error,” i.e. human beings falsely attribute negative behaviors of others to their character while attributing their own negative behaviors to circumstance/environment

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

Fear of Conflict Artificial Harmony

TEAMS

WHO RESOLVE CONFLICT

• Have lively meetings

• Exploit members ideas

• Deal with real problems

• Minimize politics

WHO FEAR CONFLICT

• Have boring meetings

• Create hidden agendas

• Ignore controversial topics

• Posture and minimize risk

IDEAL CONFLICT

Artificial

Harmony

Mean

Spirited

Constructive Destructive Ideal

Conflict (good): Productive, passionate, unfiltered debate about issues important to the team.

Conflict (bad): Personality and clique based arguments laced with politics, pride and competition.

MASTERING CONFLICT

CONFLICT STYLES

THE COMPETITOR THE COLLABORATOR

THE AVOIDER

THE COMPROMISOR

THE ACCOMODATOR

Low Cooperativeness High

Low

A

sser

tiv

enes

s

H

igh

STYLE USAGES

AVOIDING STYLE

• Trivial Issues

• Low power held

• Cost outweighs benefit

• To allow venting

• When more information is needed

STYLE USAGES

ACCOMMODATING STYLE

• When issue is more important to other party

• To show reasonability

• When continued conflict will only damage

your cause

• When conflict avoidance is

important

STYLE USAGES

COMPETING STYLE

• When quick decisive action is vital

• When important and unpopular courses of

action need implementation

• To protect oneself against aggressive people

or those who take advantage of you

STYLE USAGES

COMPROMISING STYLE

• To expedite solutions under time pressure

• To achieve temporary settlements to

complex issues

• When goals are moderately important, but

not worth disruption

• When two parties with equal power are

strongly committed to different goals

STYLE USAGES

COLLABORATING STYLE

• To work through hard feelings

• To gain commitment from another party

• To find solutions to matters too important

compromise

• When you need to understand other views

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

Fear of Conflict Artificial Harmony

Ambiguity Lack of Commitment

TEAMS

WHO COMMIT

• Create clear direction

• Align to common objectives

• Move forward aggressively

• Are flexible

WHO FAIL TO COMMIT

• Create ambiguity

• Paralysis of analysis

• Move in halting fashion

• Encourage second

guessing

Commitment: The team buying into a decision even when they don’t naturally agree.

EMBRACING COMMITMENT

COMMITMENT

EXERCISE

Directions: Answer the following question:

“What is the single most important goal

that your team must achieve during this

period if you are going to be successful?”

Answer:

*Your response need not be quantitative but general.

POTENTIAL GOALS

• Improve customer satisfaction

• Control expenses

• Grow market share

• Increase sales

• Launch a new product

• Reduce wastes

• Reduce turnover

• Improve quality

LEADER BEHAVIOR COMMITMENT

Commitment Clarification: Within five

minutes of meetings end, leader states:

“Exactly what have we decided today?”

Team responses are captured on whiteboard.

Cascading Communication: All staff

members communicate decisions of meeting

within 24 hours either face to face or telephone

(not email).

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

Fear of Conflict Artificial Harmony

Ambiguity Lack of Commitment

Avoidance of

Accountability Low Standards

TEAMS

THAT EMBRACE

ACCOUNTABILITY

• Use peer pressure for performance

• Encourage excellence

• Enhance respect for high standards

• Avoid bureaucracy

THAT AVOID

ACCOUNTABILITY

• Create resentment among team

members

• Encourage mediocrity

• Miss deadlines

• Move leaders toward autocracy

Accountability: The willingness of team members to remind one another when they are not living up to the performance standards of the group.

EMBRACING ACCOUNTABILITY

THE FIVE DYSFUNCTIONS

OF A TEAM

Absence of Trust Invulnerability

Fear of Conflict Artificial Harmony

Ambiguity Lack of Commitment

Avoidance of

Accountability Low Standards

Inattention

to Results Status & Ego

TEAMS

ARE RESULTS FOCUSED

• Stagnates

• Loses ‘achievement’ oriented employees

• Encourages ‘self-interest’ behavior

• Easily distracted

• Rarely achieves above average results

NOT RESULTS FOCUSED

• Innovative, flexible and creative

• Retains ‘achievement’ oriented employees

• Enhances true teamwork

• Avoids distractions

• Enjoys success and has great disappointment in failure

FOCUSING ON RESULTS

Distractions: self interest and self-preservation

• Ego

• Career Development and money

• My department vs. organization

KEY POINTS: FOCUSING

ON RESULTS

1. The measure of a team is results.

2. To avoid distractions, teams must prioritize

team over individual or departmental needs.

3. To stay focused, teams must publicly state

goals and keep them visible.

HOW TO USE SCOREBOARD

EFFECTIVELY

1. Goals/Objectives must be written.

2. Put all actions with a name, date and task.

3. Use as information/status, not as a source of

fear

4. Communicate results to all team members on

a consistent basis (during team meetings)

GOAL

Reduce obsolete inventory from present 22 percent to 11

percent within one year of start.

Objective 1

Classify all obsolete inventory into categories for evaluation,

accounting & executive actions

Tasks

Action Date Responsibility

1. Identify ‘obsolete’ inventory team 1/10/06 Christy

2. Return all returnable items ASAP 1/20/06 Marie

3. Est. listings for special ‘promo’ sale 2/28/06 Ron

4. Execute ‘on site’ promo sale 3/16/06 Team

HOW TO USE SCOREBOARD

EFFECTIVELY

5. Discuss ‘reasons why’ for success and non-

success as a team.

6. Don’t be fearful of ‘adjusting’

goals/objectives if circumstances change.

7. Reward team members both intrinsically

(praise, recognition and celebration) and

extrinsically (monetary awards) upon goal

achievement.

COACHING,

COLLABORATING AND

PARTNERING

(Leading your Team)

by

Dr. Don Hackett