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Session 7 : Team Leadership: Inspiring Others to Deliver Results. Performance Pressure. Performance Pressure in Action. “. ”. - Partner, Big Four accounting firm.

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Session 7 : Team Leadership: Inspiring Others to Deliver Results

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Session 7: Team Leadership: Inspiring Others to Deliver Results


Performance Pressure


Performance Pressure in Action

- Partner, Big Four accounting firm

We were seriously feeling the heat … it was a make-or-break project for us. We threw our best and brightest against the problem, but the more we rallied our team, the worse it got. I still don’t know what went wrong.


Performance Pressure Paradox

In high-stakes projects, when teams need to use their best, most innovative knowledge…

They do so the least


Team Dynamics under Performance Pressure


“Crowding Out” Effects of Pressure

Pressured teams

“We have got to cut costs people. Ideas?”


Spot the “Crowding Out” Effects of Pressure

Consensus Drive

As teams push toward completion, they drive for consensus in a way that shuts down paths to further exploration.

  • Keep up the debate and we’ll be here all night.

  • How does it USUALLY play out?


Spot the “Crowding Out” Effects of Pressure

Conformity to Team’s Hierarchy

Everyone begins unwittingly to defer to authority

  • C’mon, that’s enough already.

Safer to shut up


Spot the “Crowding Out” Effects of Pressure

Focus on Common Knowledge

Everyone lends more weight to commonly held information than to individuals’ unique knowledge.

If we all think it, it must be right.


Lead Your Team to High Performance

Think RED to lead your team

to high performance

Reflect

V

Equip

V

Deliver


Small Group Experiences


Instructions

Build the Tallest FreestandingStructure – teams holding any part of it will be disqualified

The Entire Marshmallow Must be on Top

Use as Much or as Little of the Kit

Break the Spaghetti, String or Tape as Desired

The Challenge Lasts 18 minutes

ANY QUESTIONS?


“Ah-Ha” – What Did You Learn?

Your leadership style?

Your “central tendencies” under pressure?

Effective (and less so) teamwork?


Who Consistently

Performs

Poorly?


Recent Business School Grads!


Who Consistently

Performs

Well?


Recent Kindergarten Grads!


Why Do Kindergartners Do Better?


Lead Your Team to High Performance

Think RED to lead your team

to high performance

Reflect

Equip

Deliver

V

V


Reflect


Preparing an Effective Team

Reflect

True self-awareness is essential for authentic interpersonal relationships.

Reflect, but not in a vacuum.


Lead Your Team to High Performance

Think RED to lead your team

to high performance

  • Identify and challenge your assumptions

  • Consider your “central tendencies” - what’s your default style, and when is it (not) useful?

Reflect

Equip

Deliver

V

V


Diverse Skills Matter

Specialized Skills

+ Facilitation Skills

= Success

30

20

10

0

Height (inches)

CEOs & Executive Assistants

Architects & Engineers

Average

Business School Students

Lawyers

Kinder-garten

CEOs


Building an Effective Team

  • Common Traps for New Leaders:

  • Sticking with the existing team too long

  • Tolerating mediocre performance in belief that your own leadership will turn it around

Equip

Avoiding These Traps Requires:

Quick, but accurate, diagnosis of team members to assess technical expertise, interpersonal skills, and personal characteristics

Willingness and courage to act.


Clarify and Communicate Team Purpose

Teams with a strong sense of direction are more motivated, more efficient, and more effective.

Equip

Clear

Shared

Meaningful

Challenging


Secret Weapons against Stress

Equip


Lead Your Team to High Performance

Think RED to lead your team

to high performance

  • Identify and challenge your assumptions

  • Consider your “central tendencies” - what’s your default style, and when is it (not) useful?

Reflect

Equip

Deliver

V

  • Secure the right resources

  • Develop a compelling and shared purpose

  • Prepare yourself physically, mentally, emotionally

V


Launch the Team Effectively

Kickoff Meeting

Check-Ins

Each team member complete the self-assessment before the meeting

Revisit the self-assessments as a team at regular intervals to improve knowledge use & team dynamics

  • Knowledge & experience you can use on this project

  • Prior experience?

  • Similar issues?

  • Same client / supplier / vendor?

  • Competitive dynamics?

  • Culture, politics, and decision-making styles?

  • Processes, systems, and technology?

  • Which kinds of knowledge have you brought to bear and how have they influenced the project?

Yes

Have you contributed as much as you expected?

  • Which knowledge has been underused?

  • Have the project’s needs changed? Why is your prior knowledge no longer as relevant as expected?

No


Lead Your Team to High Performance

Think RED to lead your team

to high performance

  • Review how to improve

  • Identify and challenge your assumptions

  • Consider your “central tendencies” - what’s your default style, and when is it (not) useful?

Reflect

Equip

Deliver

V

  • Secure the right resources

  • Develop a compelling and shared purpose

  • Prepare yourself physically, mentally, emotionally

V

  • Launch the team effectively

  • Prototype!

  • Provide feedback and learn from mistakes


Take-Away Points


Leveraging Performance Pressure

Can make people risk averse, less creative, more control-hungry, unwilling to listen.

Use it to motivate

people to live up to their

highest potential – as a team.

No pressure, no diamonds.

Performance pressure is a double-edged sword.


What Are You Still Doing?

The best leaders push down not only the work but also the leadership.

Team members hold each other accountable, support and inspire each other to achieve their fullest potential.


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