It

1
Its All About Teamwork

• Jennifer L. Baker PsyD LMFT
• Julie Baumgardner MS CFLE

2
The Problem with Mediocrity

• Excellence is critical in any new endeavor
• Mistakes are inevitable, but too many can be
  fatal
• Careful, thoughtful planning is essential
• Some risks are necessary others are not.
• Flexibility is essential
• Its all about relationships.

3
Passion

• Wise leaders and managers remember that passion
  is personal
• Selecting staff and volunteers
• People dont change that much.
• Dont waste time trying to put in what was left
  out.
• Try to draw out what was left in.
• That is hard enough.
• First, Break all the Rules
• Buckingham Coffman, 1999

4
Finding Motivating the Right People

• Select for talent
• More than experience, intelligence and
  determination
• Define the right outcomes
• Not just the right steps
• Focus on strengths
• Find the right fit
• First, Break All the Rules
• Buckingham Coffman, 1999

5
The Right Talent

• Striving talentswhat gets him going and keeps
  him going.
• Thinking talentshow she thinks, how she weighs
  alternatives, and how she makes decisions.
• Relating talentswhom he trusts, whom he builds
  relationships with, whom he confronts and whom he
  ignores.
• First, Break All the Rules
• Buckingham Coffman, 1999

6
Focus on Outcomes

• Select
• Match talents and abilities with tasks
• Set expectations
• Define expectations clearly
• Provide needed materials and equipment
• Motivate
• Provide recognition or praise
• Develop
• Encourage professional/ personal growth and
  development
• First, Break All the Rules
• Buckingham Coffman, 1999

7
Interviewing Potential Paid/ Unpaid Staff

• Possible Questions
• Describe a time when you had a conflict or
  disagreement with someone and how you handled it.
• Describe a time you went over and above what was
  expected of you.
• Tell me about a time you received some feedback
  that was difficult to hear and how you dealt with
  it.
• 4) Explain your stress behaviors and how to
  manage them.

8
Evaluating Staff/ Volunteer Outcomes

• Some questions to consider
• What do you consider to be your strengths?
  Weaknesses?
• What are your goals for your current role?
• How often would you like to meet with me to
  discuss your progress?
• What is the best praise or encouragement you ever
  received?
• Are there any skills you want to learn?
• First, Break All the Rules
• Buckingham Coffman, 1999

9
Evaluating Performance Outcomes

• What actions have you taken?
• What discoveries have you made?
• What partnerships have you built?
• First, Break All the Rules
• Buckingham Coffman, 1999

10
Maintaining FocusHedgehog Concept

• What you are deeply passionate about?
• What you can be best in the world at?
• What drives your resource engine?
• Marriage events
• Education
• Promoting father involvement
• Preventing out-of-wedlock pregnancy
• Teen abstinence
• Mentoring
• Low-income couples
• Good to Great and the Social Sectors
• Jim Collins, 2005

11
Avoiding Certain Pitfalls

• Inattention to Results
• Status and Ego
• Avoidance of Accountability
• Low Standards
• Lack of Commitment
• Ambiguity
• Fear of Conflict
• Artificial Harmony
• Absence of Trust
• Invulnerability
• The Five Dysfunctions of a Team
• Pat Lencioni

12
Meetings

• Too few meetings are likely more of a problem
  than too many meetings.
• Different kinds of meetings are key.
• Daily Check-ins
• Weekly Tacticals
• Monthly Strategics
• Quarterly Off-Site Reviews
• Death by Meeting
• Patrick Lencioni

13
Weekly Tactical Meeting Guide

• Lightening Round Notes
• Key Metrics Review
• Goals
• Outcomes
• Tactical Agenda Items
• Prioritize topics once generated
• Handle in order
• Potential Strategic Topics
• Decisions/ Actions
• Death by Meeting
• Patrick Lencioni