TEAMING WITH

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TEAMING WITHTOMORROW Skills to Build a High
Performance Team
Designed and Presented By Dr. Cal
LeMon,Executive Enrichment, Inc.
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Up Your Joe Plumber!
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The people at your table are responsible for
teaching an exchange student from Korea how to
make a peanut butter and jelly sandwich on
toasted whole wheat bread. This student has
never seen or heard of a sandwich. As a matter
of fact, this person has a working knowledge of
our language but our customs and practices are
very foreign to him/her. Work as a team to
come up with a sequential series of
instructions on how to make this sandwich.
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Business and other human endeavors are also
systems. They, too, are bound by invisible
fabrics of interrelated actions, which often take
years to fully play out their effects on
each other. Since we are part of that lacework
our-selves, its doubly hard to see the whole
pattern of change. Instead, we tend to focus on
snapshots of isolated parts of the system, and
wonder why our deepest problems never seem to
get solved. -- The Fifth Discipline
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Problem First System You Would Use

• 1. Your car will not
• start.
• 2. You are coming
• down with a cold.
• You are taking a
• hot shower and the
• water turns ice cold.

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Systematic Structure
Patterns Of Behavior Events
(Generative)
(Responsive)
(Reactive)
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GENERATIVE
The systems in your mental health organization
that either encourage or discourage working as a
team
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Responsive
The learned behavior and attitudes of staff who
have been taught there is safety in mediocrity
when on a team
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Reactive
Organizational atrophy and apathy
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New procedure or service introduced
Push harder
More management/ less leadership
Reengineer the workplace and/or processes
Make your numbers-- less time for treatment
Increased number of participants
The tyranny of the old
Increase of staff
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• We repeat the same problems
• because they offer us safety.

2. Smart-risk-taking is the skill most
discussed and the least rewarded.

• Exhaustion is a wonderful excuse for
• disengagement.

• Negativity is publicly prohibited and
• privately savored (behind closed doors)

5. Personal mastery is possible for
everyone.
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Personal mastery is the discipline of continually
clarifying and deepening our personal vision, of
focusing our energies, of developing patience,
and of seeing reality objectively. As such,
it is an essential cornerstone of the learning
organization -- the learning organizations spirit
ual foundation. The Fifth Discipline
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The Family No One Talks About
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THE HOMECOMING QUEENS
These are the programs processes in your mental
health office that get the cash and PR because
they are unique and attractive.
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THE JUVENILE DELINQUENTS
Areas of your mental health organization which
have the potential to become stars but never
make it because of chronic poor management/neglect
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THE CASH COWS
These areas of your mental health services are
not sexy, but do continue to produce
significant ROI. They often bankroll other parts
of the organization that are in trouble.
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THE BOW WOWS
These parts of your mental health organization
repeatedly are unsuccessful, but are consistently
resuscitated because a power person keeps doing
mouth-to-mouth on them.
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Reality Testing In My Workplace
The Players Who Are They?
The Homecoming Queen The Juvenile Delinquent The
Cash Cow The BowWows
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What Do We Get From Each Other?
What Do We Get From Each Other?
1. Affirmation. People living without approval
from others become emotionally distorted and
physically alienated.
1. Affirmation. People living without approval
from others become emotionally distorted and
physically alienated.
2. Affiliation. The feeling of belonging to a
group, ethnic community or family is an innate
need built into our human condition.
2. Affiliation. The feeling of belonging to a
group, ethnic community or family is an innate
need built into our human condition.
3. Recognition. Everyone wants to know he/she
has made a contribution which has been observed
by others.
3. Recognition. Everyone wants to know he/she
has made a contribution which has been observed
by others.
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What Do We Get From Each Other?
4. Creativity. The final great idea has yet
to be thought. Everyone has the potential of
becoming the architect of the next idea to
enhance humanity.
5. Self-worth. We define ourselves from the
models of others. We raise the bar on
ourselves from watching the expertise of others.
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Members of a group stay together when
1. There are no more than ten in the group
2. There is homogeneity
3. There are clear goals
4. There is frequent contact
5. There is an external threat
6. There is little turnover
7. There is difficulty getting into the group

1. There is a consensus about the members of the
   group

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Best Movie You Have Ever Seen
Motto You Live By
A Talent No One In the SLT Knows About
Your Favorite Leisure Time Activity
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HIGH
TEAMWORK PATTERNS
Storming
Performing
Productivity increases by anticipating each
others needs-meetings are short and efficient
Picking fights to discover the personal boundaries
Forming
Norming
GETTING THINGS DONE (Direction,
Structure, Organization)
The team members are comfortable, but little
productivity
Cautious and guarded not acting unless forced
to do so.
LOW HIGH
BUILDING STRONG TEAMWORK RELATIONSHIPS
(Communications, Involvement, Coordination)
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Break down barriers between departments by
encouraging problem solving through teamwork,
combining the efforts of people from different
areas such as research, design, sales and
production.
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General Millsplants that use teams are as much
as 40 percent more productive than their plants
operating without teams.
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16 Ground Rules ForTeam Communication

• Question assumptions .
• Share all relevant information.
• Focus on interests, not on positions.
• Be specific use examples.
• Agree on the meanings of important words.

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• Explain the reasons behind statements, questions,
  and actions.
• Openly and respectfully disagree
• Make statements invite questions and comments.
• Jointly design ways of testing disagreements and
  solutions.
• Avoid, I cannot discuss that.
• Keep discussions focused.

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• Eliminate personal cheap shots
• Expect all team members to participate in all
  phases of the process.
• Exchange relevant information with non-team
  members.
• Make decisions by consensus when possible
• Conduct self-critiques.

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Absence of Trust
Stems from an unwillingness to be ______________
with the team.
honest
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Fear of Conflict
Teams that lack trust are incapable of engaging
in _____________________debate of ideas.
Instead they resort to veiled discussions and
guarded comments.
a trusting
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Lack of Commitment
Without having aired their opinions in the course
of passionate and open debate, team members
rarely, if ever, ___________ and commit to
decisions, though they may ______________during
meetings.
openly discuss
give lip service
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Avoidance of Accountability
Without committing to a clear plan of action,
even the most focused and driven people often
______________ to call their peers on actions and
behaviors that seem _________________ to the good
of the team.
fail
counterproductive
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Inattention to Results
Occurs when team members put their individual
______________ (such as ego, career development
or recognition) or even the needs of their
workplace above the collective goals of the team.
agenda
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Death By Meeting

• Most meetings lack
• Appropriate Conflict
• Healthy Structure
• Four Types of Meetings
• Daily Check-in
• Weekly Tactical
• Monthly Strategic
• Quarterly Review

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Adults learn when the learning environment
changed every eight minutes
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Adults learn by repetition
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Adults learn when there is natural humor
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Adults learn by correcting intentionally flawed
material
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Just between you and I/me.
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Adults learn when there is something in it for
them
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Adults learn when physical activity is part of
team meetings
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I was seated, by myself, in the glory of the
Cathedral in Colonge, Germany. Its twin spires
soaring into the air, its parapets triumphant
against an angry grey fall sky, its 100 permanent
workers busily about their duties to keep this
historic edifice standing and I went back to the
final prayer in the smoky ungulating hills of
Chiuaua, Mexico and the brown hand I was holding
next to me and I knew I was part of something
much larger than my agenda for the Church.
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The greatest discovery of my generation is that
human beings, by changing the inner beliefs of
their minds, can change the external aspects of
their lives. -- William James
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LeMonAide for Leadership
My team will only be as effective as our
commitment to fix what we know does not work