The Zen of Teams

1. The Zen of Teams LS I, March10, 2005 Washington, D.C.

2. Keys to Successful Teams • The Discipline of Teams • Clear Performance Mandates • Team Dynamics • Effective Team Meetings

3. The Discipline of Teams • Using Teams • Processes are cross-functional; teams need to be the same • A team can produce higher quality than an individual • Diversity in perspective brings strength • Self-directed teams save time and energy • Usually less than 7 people

4. The Discipline of Teams • A Team is Not a Group • Collectively responsible for success or failure: all for one and one for all • Accountable to each other and to the organization • Self-directed with oversight by management

5. Clear Performance Mandates • Exquisitely clear, measurable performance goals • Allows team to measure and monitor progress • Mandates are meaningful and challenging • Ability to reward progress and completion • Sets expectations & accountability for team members & management • Goals are set by management; the team has tactical freedom • Patient-focused goals

6. Effective Team Meetings • Organization • Off or on site, but with enough room and privacy for creative work. Observe the ‘100 mile rule’ • Good teams start and end on time. • Have refreshments for team to keep alert & productive. • Team leader facilitates work sessions, but then may rotate role to develop others’ facilitation skills. • Flip-chart and markers for creative thought and documentation of work or future ideas. • Assign archivist: keeps critical notes (not too detailed) & work organized. Brings to each meeting.

7. Effective Team Meetings • Starting Meetings • Begin by checking in with each member - “How are you doing?”. Listen with a caring ear. • Give honest answers and work as a team to quickly resolve issues that might distract the team. • Review previous responsibilities/assignments. • Team leader should ask the team “What will we accomplish by the end of this work session?” • Set work goal(s), stay on task, monitor progress, and consider time constraints.

8. Effective Team Meetings • Work Session Framework • Maintain honesty - don’t hide feelings or opinions, listen respectfully. No after-meeting dissenting discussions. • Put aside personal agenda - think team, keep patient focus. • Seek the best solutions, not just consensus or majority; make “Robust Discussion” a norm. • Avoid gossip - may be fun, but unproductive & time waster. • Call for “process check” when team veers from stated purpose of work session - refocus and align. • Work with urgency - time is short, work volume is great. • Review assignments and commitments for next meeting.

9. Effective Team Meetings • Confronting and Caring • Confront team members who go astray • Set ground rules and use to point out errant behavior • Use humor, if possible • Don’t let errant behavior go unaddressed, address it early and monitor closely • Care for team members • Let team members know they are valued • Celebrate successes & learn from failures as a team • Never be derogatory or demeaning toward each other • Use humor to acknowledge and relieve tension

10. Team Dynamics • Emotional Intelligence • Team Leader Excellence & Choice • Commitment

11. Emotional Intelligence A team can perform only up to its emotional capacity • Must be able to respond constructively to uncomfortable internal and external issues • Caring for team members - acknowledging contributions, protection, respect, support • Confrontation of errant behavior • Maintaining a positive environment - remain patient focused

12. Team Leader Excellence • Chosen by the team - not the manager or spokesperson, but “the first among equals” • Nurtures and maintains team momentum • Their workload is no greater than others • Select a person who can and will hold you to the commitments you voluntarily make to the team • Seeks excellence in all work team produces

13. Attributes of a Team Leader • Utterly reliable and keeps deadlines • Respected by staff and management • Exemplary team player • Passionate about bringing positive change • Well organized and disciplined • Has a good sense of humor • Brings out the best in others • Has ability to “take a punch” or criticism

14. Choosing a Team Leader • A deliberate, honest, thoughtful discussion about who best fits the leader attributes • Put aside titles, position and education • No one can exclude themselves from selection by the team • No secret ballots; open & honest discussion is required • Remember, you are choosing “the first among equals”

15. Commitment This is the fuel and safety harness for teams • Teamness is voluntary • Do you want to be a team member? • Teamness is passionate • Are you passionate about the team goals? • Teamness is dedicated • Do you care enough to never let a teammate down? If you can answer YES to all three questions then verbally commit to each other as a team

16. Sources • “The Discipline of Teams” by Smith & Katzenbach. Harvard Business Review. March-April 1993. • “Building the Emotional Intelligence of Groups” by Druskat & Wolff. Harvard Business Review. March 2001. • “Execution, The Discipline of Getting Things Done” by Larry Bossidy & Ram Charan. Crown Business. 2002. • NE Redesign Collaborative: Team Building. Roger Coleman & Coleman Associates. 2001-2004.