Leading Leaders: Creating a Strong Officer Team

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Leading LeadersCreating a Strong Officer
TeamModels for Leading through Conflict

• 2008 Advisor Education Conference
• Philadelphia, Pennsylvania

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THE FIVE DYSFUNCTIONS OF A TEAM

• From the book by Patrick Lencioni

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FUNDAMENTAL 1
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SUMMARY BUILDING TRUST

• Trust is the foundation of teamwork
• On a team, trust is about vulnerability
• Building trust takes time, but the process can be
  accelerated
• Like a good relationship, trust must be
  maintained over time

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FUNDAMENTAL 2
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SUMMARY MASTERING CONFLICT

• Good conflict is about unfiltered, passionate
  debate around issues
• Conflict will at times be uncomfortable
• Conflict norms must be clear
• The fear of personal conflict should not prevent
  productive debate

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FUNDAMENTAL 3
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ACHIEVING COMMITMENT

• Buy-in the achievement of honest emotional
  support
• Clarity the removal of assumptions and ambiguity
  from a situation

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COMMITMENT CLARIFICATION

• Team leader (or facilitator) lists decisions
  group thinks it has made
• Team members review decisions until everyone is
  clear
• Team members write decisions down
• Team decides which decisions to communicate to
  rest of organization

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SUMMARYACHIEVING COMMITMENT

• Commitment requires clarity and buy-in
• Clarity requires avoiding assumptions and
  ambiguity, and reaching a clear understanding
  about decisions
• Buy-in does not require consensus team members
  can disagree and still commit to decisions

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FUNDAMENTAL 4
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EMBRACING ACCOUNTABILITY

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

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GROUND RULES

• No pushback or defensiveness
• Ask questions only for clarification
• As you listen, take notes

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SUMMARYEMBRACING ACCOUNTABILITY

• Accountability on strong teams occurs directly
  among peers
• Peer pressure and distaste of letting down
  colleagues will motivate a team player more than
  fear of punishment or rebuke
• Team leader must demonstrate willingness to
  confront difficult issues

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FUNDAMENTAL 5
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FOCUSING ON RESULTS

• Stay focused on the right prioritiesour
  collective resultsso that we arent distracted
  by something else.

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THE FOUR DISTRACTIONS

• Ego
• Personal Goals (degree, career development, etc)
• Money
• Individual Position Responsibilities

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SUMMARYFOCUSING ON RESULTS

• Great teams accomplish the results they set out
  to achieve
• Team members must prioritize the teams
  collective results over individual or
  departmental needs
• Teams must publicly clarify desired results and
  keep them visible

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THE FIVE DYSFUNCTIONS OF A TEAM
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CONFLICT RESOLUTION MODELby Patrick Lencioni
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Expectation Conflict Resolution Model

• Adapted from the work of
• John Savage, Linda Nelson, and others

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Expectation Model
Information/Expectations
Commitment
Stability/Productivity
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Disruption of Expectations (poll-taking,
score-keeping to validate and affirm)
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What did I expect? What did I do? Was it fair?
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Information/Expectations
Pinches happen more often during change and
transition periods