Coaching Dream Teams

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(No Transcript)
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Coaching Dream Teams

• Bill Easum
• www.easumbandy.com

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Easum, Bandy Associates exits to.Guide
Christian Leaders for Ancient Mission in the
Contemporary World
www.easumbandy.com
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My Role Is to

• facilitate your move from coaches of good or even
  great teams to coaches of Dream Teams
• Im going to assume you understand the basics

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Definition of a Dream Team

• A dream team is a group of individuals who
• weave their individuality into a team
• that functions autonomously within pre-determined
  boundaries
• and adds significant value to the overall
  organization

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It Only Takes One
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The Power Behind the Dream Team

• Every Dream Team Needs a Dream Organization
  Behind It

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Two Twins of Dynamic Team Power

• Permission-Giving Attitude

• Servant Empowering Organization

Both Require an enormous amount of trust
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Permission Giving
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Permission Giving Attitude

• Dream Teams are allowed to be self-generating,
  self-governing, and self-destructing as along as
  they remain within the agreed upon DNA

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Self-Generating

• Dream Teams are put together by an individual who
  feels called to the mission rather than by the
  organization
• The primary reason most denominations never spawn
  Dream Teams

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Self-Generating

• Dream Teams are designed and empowered to
  discern, design, implement, and evaluate mission
  independently
• Micro-managing must be avoided by regional or
  national judicatories

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Self-Generating

• Dream Teams dont follow rules they make them
• If they cease to work, they change them as long
  as it doesnt violate the DNA
• This shared genetic code is the basis of
  accountability
• not the polity of a denomination or the rules of
  an institution

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Self-Governing

• Once the team is given a mandate it is free to
  function autonomously without interference from
  the organization, unless
• It violates the DNA
• The broader and more laser these boundaries are
  the more effective the Dream Team

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Boundaries

• Proscriptive Boundaries tell what the team cant
  do
• Over spend the Budget
• Go beyond the agreed upon goal
• Anything that will harm the organizational DNA
• Anything that will go against the DNA
• Anything that will embarrass the organization

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Self-Destructing

• When the mission is completed the team is
  disbanded rather than given another mission

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Permission Giving Characteristics

• In the essentials Unity
• Mission, Vision, Values, and Beliefs
• In the non-essentials freedom
• Productivity
• In all things Love
• Trust, collaboration, and networking

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The Shift to Permission Giving

• Is one of the most profound shifts of our time
• From people who make decisions and people who
  carry out decisions
• To people who both make and carry out the
  decisions

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Servant EmpoweringOrganizations
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A Servant Empowering Organization

• Is focused more on raising up leaders than
  productivity
• Mission depends on productivity
• But productivity is a by-product
• Failure here is why Dream Teams never materialize

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Servant Empowering Organization

• Time invested in growing and equipping leaders is
  always valuable
• Even if a temporary slowdown in productivity
• In the long run it is better

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The Problem with Organizations

• They are too impatient to see the value of
  investing in long-term leadership development
• The more obsessed with productivity the less
  productive the teams will be

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The Key to Every Dream Team

• Is a called and gifted leader
• Great team leaders provide a structure in which
  every team member is
• highly motivated
• immersed in personal growth
• clear about their missionary purpose
• competent in their ability to connect Gods grace
  and the mission target

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In the Absence of a Great Leader.

• The negative aspects of the organization take over

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Dream Teams Are Growth Groups

• On-going learning avoids burnout
• Growing leaders do not burn out
• Leaders emerge out of the fire of adult spiritual
  formation within the Teams
• Never from a faction or administrative unit of
  the larger organization

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The Dream Team Coach

• Functions like a midwife
• Assists in the birth of the leaders gift rather
  than delivering a product
• Creates a climate that births leaders
• Rather than recruiting them

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Lessons Learned Along the Way
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Mistakes Will Be Made

• The key is to reward people who learn from the
  mistakes they make
• A mistake free environment is the fastest way to
  lose the cutting edge

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Quality May Suffer

• When quest for quality becomes obsession for
  quality the organization declines
• Dream Teams are about gaining experience,
  apprenticing new leaders, and allowing newcomers
  to test their abilities

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Results May Be Slower in Coming

• It may take longer to achieve success, but that
  success will be longer lasting and offer more
  assurance for future accomplishments
• More time and money will be spent on embedding
  DNA, training, and equipping before the
  organization sees much results

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Gaps Will Emerge

• Better to live uncomfortably in the gaps, than
  deploy volunteers who are ill equipped to
  function as a team
• They will burn out
• Such an environment makes it harder to find new
  leaders

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Five Questions Every Dream Team Leader Must Ask
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What Do I See In The Other Person That They Have
Not Seen In Themselves?

• This is the beginning of switching from What do
  I do? and What is my job? to Who will I
  Discover? and Who will I mentor?

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How Do I Help This Other Person See Their Gift
Or Skill For Themselves?

• This is the spiritual midwife in the coach

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What Resources Do I Give This Person In Order To
Put This Gift Or Skill Into Action In The Group?

• This is where the mentor needs to know the
  terrain of possibilities that are already
  available
• The leader acts as a broker of information

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What Barriers Are In The Way Of This Person
Exercising His/Her Gifts Or Skills?

• These barriers are often organizational issues
• The role of the leader is to pave the way for
  easy access to ministry

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Am I Releasing And Coaching This Person Timely
And Adequately

• The leader is here for the person when he/she
  needs the leader

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The Dream Team
Dream Team
Good Team
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Is Every Member Of A Team Called To The Mission
Of The Team?

• Does the team accurately describe the
  micro-culture for whom their collective heart
  bursts?
• Is the team clear about the desired results they
  expect to happen among that micro-culture if they
  do their job well?

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Is Every Member Of A Team Called To The Mission
Of The Team?

• Is the team clear about the best habits of
  learning and action?
• Is every member of the team sold out and
  absolutely accountable for the mission results?

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Is Every Team Member Disciplined Spiritually And
In A Worshipping Community?

• Does the team rigorously align itself to the
  mission of the organization?
• Does the team ruthlessly adhere to the consensus
  of core values and bedrock beliefs expected by
  the organization?

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Is Every Team Member Disciplined Spiritually And
In A Worshipping Community?

• Does the team aggressively seek to learn new
  competencies beyond their comfort zones
• Does the team set aside all ego and turf
  projection to act in absolute humility,
  surrendering ego and recognition, for the sake of
  the mission?

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How Do Great Leaders Emerge From Our
Organization?

• Do team leaders emerge from the fire for faith
  formation that the denomination stokes at the
  heart of the organization
• or from the brainstorms and special interest
  groups that pervade the denomination?
• Do team leaders emerge from the center of power
• or from the margins of the powerlessness?

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How Are Great Leaders Sustained By Our
Organization?

• Does the organization help a great leader align
  themselves to Gods mission
• or are they more worried about alignment with
  church agendas?
• Does the organization provide the resources for
  leadership development
• or are they more concerned with developing
  programs to be implemented?

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How Are Great Leaders Sustained By Our
Organization?

• Does the organization provide opportunities for
  total immersion in cross-cultural,
  cross-generational, and cross-gender experiences
  for its team leaders?

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What Do Great Leaders Model For Future Great
Leaders In The Organization?

• Do team leaders mentor emerging leaders in
  attitude, integrity, competency, and teamwork?
• Do team leaders demonstrate how to fail and learn
  from mistakes until success?
• Do team leaders renounce both patronage and
  career in favor of radical urgency for the
  Kingdom of God?

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Critical Factors in DevelopingDream Teams
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Clear Boundaries and Direction

• The DNA acts like the banks of a river

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Audacious Stretch Goals

• Extraordinary results require extraordinary goals
• Stretch goals are more about vision than goals
• Leaders consciously create a gap between the
  knowledge and resources of the team at the moment

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Strategic Mission

• Act autonomously unless the direction is changed

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Accountable for the Results and Held Accountable

• Either for the success or failure
• The only reason a higher up would intervene

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Agreement on How the Team Will Function

• Disagreements
• Conflicts
• Making final decisions
• Removing a team member
• Handling money

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Adequate Resources, Information, and Training

• Upgrading skills is an ongoing responsibility

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A Low Level of Hierarchy

• The less hierarchy the more Dream Teams
• Only control is the DNA and a few controls on
  results, not procedure
• Leaders must reproduce themselves

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The Interaction of Independence and
Interdependence
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The Picture of a Denomination
National Or Regional Board
Silo Team
Silo Team
Silo Team
Silo Team
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The Interaction of Independence and
Interdependence

• The problem of independence and interdependence
  is two-fold
• individuals must be merged into the DNA of the
  organization without losing their individuality
• Individuals must be merged into the dynamics of
  the team without losing their individuality

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Teamwork Requires Independence and
Interdependence
Differentiation
Individual ideas, goals, dreams
Team Dynamics
Organizational structure and Corporate Culture
Integration
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Teamwork Requires Independence and Interdependence
Differentiation
The Individual
The Dream Team
The Team
Integration
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Interdependence and Integration

• Team work requires the differentiation of each
  member of the team but it also requires the
  integration of all team members
• Individual team members must retain their
  distinctiveness while merging that
  distinctiveness into the overall thinking and
  success of the team

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Interdependence and Integration

• Dependency on each other must be balanced by
  independence
• When pushed with this paradox most people try to
  solve it by leaning toward what they prefer
  rather than what is best for the team

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Interdependence and Integration

• One of the huge dangers of team based ministry is
  creativity is lost when the independence of the
  individual is totally absorbed by the Team
• Ineffective people are drawn to teams
• If we put too much emphasis on creating and
  nurturing teamwork, spontaneity and innovation
  can be stifled

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Key Dynamics of the Interaction of
Interdependence and Dependence

• Listen to the Words They Use

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Identification

• Do all of your team members identify primarily
  with your team or with some other group in the
  denomination?
• The best language is
• we, ours, and us

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The Need to Manage Interdependence

• How well they integrate all of the variables each
  member brings to the table separates a good team
  from a dream team
• The best language is
• If we can pull this off,
• I need to know your opinion on my idea,
• We need to decide whether this fits our goals

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The Need to Manage Interdependence

• Do your team members act as if they are
  independent of each other or interdependent?

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The Need to Manage Power Differences

• Do one or two people dominate most of the
  conversations?
• The best language is
• Could you please tell us more about that,
• John, you have not said much today,
• I know you are new but often new people have a
  fresh perspective,
• Im really sorry I am late

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The Need to Manage Power Differences

• To what extent do team members call attention to
  differences in power among them or seem to
  minimize those differences?

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The Need for Social Closeness

• The best teams spend large amounts of time
  together
• The best language is informal
• Whats up,
• Well, you know we are all in this mess together,
  
• I knew you could do it
• The use of nicknames

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The Need for Social Closeness

• How much time do your teams spend with each other
  and how informal is their conversation?

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The Inevitability Of Conflict

• At best, conflict is inevitable because of the
  high trust level that develops
• At worst, conflict occurs because the integration
  of independence and interdependence never happens

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You Can Tell If Your Team Is At Risk If ..

• There is regular conflict
• Blame is usually placed on someone or somethings
  fault
• Small subgroups meet in the parking lot after a
  meeting
• Some team members refuse to discuss their
  problems in a team meeting but do so at other
  times with non-team members

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You Can Tell If Your Team Is At Risk If ..

• They say one thing before the team meeting and
  then just the opposite when in the presence of
  the team
• After a meeting team members complain that they
  didnt say what they wanted to because they knew
  their comments or suggestions would not have been
  accepted

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The inevitability of conflict

• The best language is
• If you drop that requirement, I can meet your
  other requirements
• You are saying you do not think we need to go
  this way? Then what do you suggest?
• We could look at the situation from another
  perspective

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During Conflict Avoid.

• Bringing in an outsider to deal with conflict
• Being triangulated by a third party like a
  personnel committee
• Collaboration within the team is the best way to
  solve conflict

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The inevitability of conflict

• Does your team manage conflict through force,
  aversion, or collaboration?

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The Requirement of Negotiation

• Great teams look for win-win situations
• That is why collaboration is so important
• This is also why a highly hierarchical
  organization stifles teams

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Developing Good Team Based Discussion
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Developing Good Team-based Discussions

• Whatever is said is never held against someone
  when it comes time for promotion or salaries
• Everyone states their objectives
• I took this job because
• What I want to accomplish in this is
• What I need from the team is
• Ask questions instead of stating a predetermined
  plan

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Developing Good Team-based Discussions

• Each member of the team should do their homework
  before coming together
• The best language is
• How would it affect you if I,
• What if we justified the additional costs,
• If you will help provide education with the
  Saturday night service I will help out this year
  at .

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Developing Good Team-based Discussions

• Do your teams focus on win-win or lose-lose?

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Growing Your Team Members for Creativity in the
Midst of Team

• The Key To The Loss Of Creativity
• And Productivity In The Team
• Is The Growth Of The Individual

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Every Team Has Three Growth Levels

• Super Stars
• Middle Stars
• Falling Stars
• Dream Teams emerge when people move up the ladder
• Denominational teams seldom eliminate the Falling
  Stars

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Coaching Super Stars

• If Super Stars dont balance individuality and
  integration they are more trouble than theyre
  worth
• When they can they are worth their weight in gold
• Your biggest worry is they will get bored
• So how do you coach them?

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Coaching Super Stars

• The team leaders role is one of encourager,
  cheerleader, and promoter
• Do not allow them to pick up the slack in someone
  elses work
• Never micro-manage them
• Stretch them even though they are already
  stretched

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Coaching Middle Stars

• The backbone of most teams
• More likely to become Falling Stars than Super
  Stars
• Improving the Middle Stars determines much of the
  teams success

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Coaching Middle Stars

• Build their confidence by increasing their
  responsibilities
• Give frequent and accurate performance feedback
• Catch them doing good things

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Coaching Middle Stars

• Hook them up with a Super Star
• Give them freedom to fail
• Make sure they have all the training and
  information they need to succeed

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Coaching Middle Star Questions

• Are my expectations crystal clear?
• Are my expectations reasonable and fair?
• Have they received adequate training to do the
  job effectively?
• Do they understand why their task is so
  important?

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Coaching Middle Star Questions

• Am I holding them accountable?
• Do I consistently acknowledge and reward positive
  performance?
• Have I given them the freedom to fail or succeed?
• Have I removed any barriers to their success?

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Coaching Falling Stars

• The smallest number of team members but take up
  most of the time in most teams
• Never allow them to take away from your time
  spent with the middle and super stars

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Coaching Falling Stars

• Never allow a Falling Star to get by with poor
  performance
• Go through all of the steps you would take
  coaching a Middle Star
• If they dont improve within three months, let
  them go or you will drag the entire team down
  with them and lose your Super Stars

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The Five Dysfunctions of a Team by Patrick
Lencioni
Inattention to Results
Measure Results
Avoidance of Accountability
Obedience Courage
Lack of Commitment
Spiritual Life and Mission Focus
Control Intervention
Fear of Conflict
DNA Core Values, Beliefs, Vision, Mission
Absence of Trust
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Developing Trust
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Developing Trust

• Denominational systems are known for their lack
  of trust
• Trust encourages honest dialogue and creative
  differences
• Trust allows leaders to take bigger leaps of
  faith which leads to more innovation

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Seven Levels of Trust

• Level One
• Are all leaders passionate about the vision or
  the direction in which the church is going?
• Remember, it only takes one person to derail
• When everyone is onboard you can move to the next
  level

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Seven Levels of Trust

• Level Two
• Do the team leaders understand their role?
• When trained enough to understand their role you
  can move to a deeper level

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Seven Levels of Trust

• Level Three
• Are all leaders committed to the issues of team
  based ministry?
• When everyone is comfortable with change you can
  move to a deeper level

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Seven Levels of Trust

• Level Four
• Is there a structured way to foster trust?
• Now you need to build the systems
• e-mail and web pages for communication, retreats,
  weekly small group Bible study, sharing and an
  assortment of other community building events

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Seven Levels of Trust

• Level Five
• Has affinity emerged within the groups?
• It only takes one to derail the team

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Seven Levels of Trust

• Level Six
• Does the person do what he/she says he/she will
  do
• Now you are at the heart of trust

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Level Seven

• Level Seven
• Can I move from delegation too empowerment?

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Questions That Must Be Resolved BeforeDream
Teams Emerge
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Dream Team Questions

• How and who can withhold permission from new
  ministries?
• How will teams be structured?
• What will the boundaries be?
• How will each team handle the need for money?

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Centralized Hierarchy Board
Paid Staff
Control
Individual Accountability For Staff
Unified Budget Static Pool
Individual Staff Job Descriptions
Add Team Participation To Job Description
No Money Or Have to get Permission
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Empowered Board Staff Lay Pastors
Release Mentality
Accountability Evaluation Salaries Shift
To Teams
Core Budget
Shift to Team Job Descriptions
Multiple Liquid Pools Of Money
Everyone Is On A Team
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Dream Team Questions

• How we will measure the outcome of the teams
  efforts in relationship to the Body?
• How can the facilities be arranged to support the
  teams?
• How will teams get the information they need to
  manage their own ministries?
• What training will the organization need to
  transition into team ministry?

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Dream Team Questions

• How will we publicly recognize effective teams in
  order to encourage more of the same quality?
• How will the teams assess their own performance?
• What systems must be modified to support the
  teams?

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Dream Team Questions

• What obstacles might be encountered along the way
  from longtime members with vested interests?
• How long are we going to give this process before
  we pass judgment on its success?
• How fast are we going to totally transition
  decision making to the teams?

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Some Quick Evaluation of Your Readiness

• Pages 37-38

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Appendix BAnswer 1 to 10

• Do you offer training for your team leaders and
  do you feel it is adequate?
• Do you have enough money set aside to adequately
  complete the training of all of your team
  leaders?
• If your congregation does have money for
  training, is it part of each teams budget?

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Appendix BAnswer 1 to 10

• If your congregation does not have any formal
  training, is there money for your leaders to go
  outside the congregation for help?
• Or do you bring in someone to train them?
• Or do you encourage them to go visit a team based
  ministry in another congregation?

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Appendix BAnswer 1 to 10

• Is there a process in place for each team to
  determine its own budget?
• Do your teams evaluate themselves?
• Once they are clear about the boundaries in which
  they are to function (DNA), do your teams
  function autonomously with no strings attached?

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Appendix BAnswer 1 to 10

• Does your congregation already have successfully
  functioning teams?
• Have you put a system in place to support your
  teams from the bottom to the top of the
  congregations decision making process?
• Is there a system in place to evaluate the
  effectiveness of each team?

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Appendix BAnswer 1 to 10

• Does your congregation have a system in place to
  reward effective work accomplished by your teams?
  
• Does your congregation have a system in place for
  honoring the work of individuals as well as your
  teams?

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Appendix BAnswer 1 to 10

• Is each team aware of how its work fits into the
  overall ministry of the congregation?
• Do all of your teams effectively enhance the DNA
  of the congregation?

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How to Score Your Responses

• 0-42
• 43-84
• 85

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How to Score Your ResponsesAppendix A

• 0-60
• 61-70
• 80

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Consensus

• Consensus is not unanimous agreement and
  alignment is not the absence of disagreement
• Disagreement is not bad it is usually the seed
  bed of new leaning
• Consensus means that even though disagreements
  exist about the details, the overall strategy is
  acceptable and everyone is willing to try it

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Consensus options

• I can give an unqualified yes
• I find the decision acceptable
• I can live with it, but Im not enthusiastic
• I dont fully agree with the idea but I wont
  block it
• I feel we need to explore the idea further

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Steps in Forming a Team

• Pages 32-34

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Steps to Forming a Team

• Allow most teams to bubble up out of the cauldron
  of spiritual transformation that is taking place
  within the laity
• Make sure the leader is trained in the church
  culture and be sure that the ministry fits into
  the value system

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Steps to Forming a Team

• Invite the right people
• Avoid big egos
• You want people whose eyes light up when you
  share your dream and who bring some gift or skill
  to the team

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How Teams Are Assembled

• Leader X feels called to begin a new ministry
• This person asks leader Y if this ministry adds
  value to the m,v,v
• Leader Ys role is to determine if it adds value
• If it does, Leader X is free to begin

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How Teams Are Assembled

• Leader X is encouraged to find two or more people
  who will participate in the ministry
• If two people can be found, the ministry is off
  the ground
• If not, the ministry dies for lack of a second

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How Teams Are Assembled

• Once assembled the team determines how to carry
  out the mission
• It is now the role of Leader X to insure whatever
  is done enhances the mission

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How Teams Are Assembled

• The team decides
• Team behavior
• Problem solving
• Trust development
• What skill training is needed
• How decisions will be made
• Performance goals

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How Teams Are Assembled

• Now Leader Y is asked to share any wisdom he/she
  might have about the teams conclusions
• After this the group proceeds autonomously with
  no outside interference even if conflict arises
• Unless what the team does negatively impacts some
  other area of the Body

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How Teams Are Assembled

• If information or resources are needed the team
  cannot provide, Leader Y is asked for assistance
• Leader Y provides resources or training
• Leader Y quickly departs

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How Teams Are Assembled

• The team evaluates the progress or success of the
  ministry on an ongoing basis and reports it to
  Leader Y
• If over time the ministry becomes a core
  ministry, staff is assigned to work with the team
  only as need to insure its continuation

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How Teams Are Assembled

• And the circle continues when a new lay person X
  feels called to do a new ministry