Mch leadership development series
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MCH Leadership Development Series. Building and Supporting Teams UW/SCH LEAH Alicia Dixon Docter, MS, RD November 16, 2012. Agenda. Introduction of concepts/discussion Video clips of MCH leaders Introduction to “Five Dysfunctions of a Team” Self-assessment (completed prior to session)

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MCH Leadership Development Series

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Mch leadership development series

MCH Leadership Development Series

Building and Supporting Teams

UW/SCH LEAH

Alicia Dixon Docter, MS, RD

November 16, 2012


Agenda

Agenda

  • Introduction of concepts/discussion

  • Video clips of MCH leaders

  • Introduction to “Five Dysfunctions of a Team”

  • Self-assessment (completed prior to session)

  • IDLP for Team Building (complete in session if time or, by end of day)

  • Case study discussion (team w/Laura R.)


Objectives

Objectives

  • Understand the functional roles of team members

  • Identify effective and ineffective team dynamics

  • Understand the role of leadership in fostering an organizational climate that empowers and inspires people


Concepts of teams

Concepts of Teams

  • BOGGSAT vs.

  • Explorative and creative and moves things forward creating a new entity

  • With public health, by nature multidisciplinary – makes things engaging


Functional roles of teams

Functional Roles of Teams

  • Chair

  • External liaison

  • Setting goals

  • Translating ideas into operational steps

  • Creative or “ideation”

  • Cheerleader

  • Tracks details/analytical

  • Timekeeper


Key involve consumer

Key – Involve consumer

  • Grounds you in what the work is about

  • Be clear as to why they participate:

    • Provide input from their perspective or as representatives of their population


Leadership styles and climate

Leadership Styles and Climate

  • Defining

  • Clarifying

  • Involving

  • Empowering

  • Organizational climate:

    • Expect respect and trustworthiness; integrity


Ineffective team dynamics

Ineffective Team Dynamics

  • Lack of ownership

  • Few people doing all of the work

  • Inflexibility – refusal to think outside of professional role

  • Hidden agendas

  • Output not action-oriented


Effective team dynamics

Effective Team Dynamics

  • New ideas are generated

  • Ability to read the consumer

  • Ownership of the work – doing work for the collective self

  • Treat each other well


References

References

  • Johns Hopkins Bloomberg MCH link:

    http://www.jhsph.edu/research/centers-and-institutes/womens-and-childrens-health-policy-center/MCHLDS/m3.html

  • Overcoming the Five Dysfunctions of a Team by Patrick Lencioni, 2005, Jossey-Bass Publishing.


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