CREATING A Culture of TEAMWORK

2. CREATING A Culture of TEAMWORK

3. Team – Sacrificing for the good of all.

4. TEAM: Everyone working independently, cooperatively, and harmoniously with a common mission, vision and values.

5. If one person is not in sync, the whole team fails.

6. When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. Patrick Lencioni. Overcoming the Five Dysfunctions of a Team: A Field Guide. Jossey-Bass, 2005.

7. Is the Body of Christ a Team? The body is a unit, though it is made up of many parts; and though all its parts are many, they form one body. So it is with Christ. (I Cor. 12:12 NIV)

8. What makes an Effective Team? By means of his one Spirit, we all said good-bye to our partial and piecemeal lives. We each used to independently call our own shots, but then we entered into a large and integrated life in which he has the final say in everything. (This is what we proclaimed in word and action when we were baptized.) Each of us is now a part of his resurrection body, refreshed and sustained at one fountain--his Spirit--where we all come to drink. The old labels we once used to identify ourselves--labels like Jew or Greek, slave or free--are no longer useful. We need something larger, more comprehensive. (I Cor. 12:13 The Message) By means of his one Spirit, we all said good-bye to our partial and piecemeal lives. We each used to independently call our own shots, but then we entered into a large and integrated life in which he has the final say in everything. (This is what we proclaimed in word and action when we were baptized.) Each of us is now a part of his resurrection body, refreshed and sustained at one fountain--his Spirit--where we all come to drink. The old labels we once used to identify ourselves--labels like Jew or Greek, slave or free--are no longer useful. We need something larger, more comprehensive. (I Cor. 12:13 The Message)

9. What makes an Effective Team? • I Corinthians 12:14-20 • I Corinthians 12:21-26 • I Corinthians 12:27-31 • I Corinthians 13:1-3

10. Two Important Questions 1. Do we really want to be a team? 2.Are we ready to do the heavy lifting required to become a God empowered team?

11. Are We a Group or a Team? What is the difference? Linda Mller & Jane Creswell, Coaching Teams Workshop

12. TEAM • Common Purpose (Mission) • Shared Vision • Diversity in Strengths • Gifts & Talents Driven • Achievement/Goals/ Outcomes/Results • Quality Relationships • Clear Roles/Responsibilities • Rules • Structure • GROUP • Affirming • Purpose Shared by Sub-group • Homogeneous • Community • Casual Relationships • No Roles • No Results Are We a Group or a Team? Linda Mller & Jane Creswell, Coaching Teams Workshop

13. Team Power IMAGINE….. If you could get all the people in an organization (church) rowing in the same direction, you could dominate any industry (culture) in any market (community), against any competition, at any time.” (italics mine) Patrick Lencioni, The Five Dysfunctions of a Team

14. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni

15. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni • Psalm 133:1-3 (The Message) 1How wonderful, how beautiful, when brothers and sisters get along!2It's like costly anointing oil flowing down head and beard, Flowing down Aaron's beard, flowing down the collar of his priestly robes. 3It's like the dew on Mount Hermon flowing down the slopes of Zion. Yes, that's where GOD commands the blessing, ordains eternal life.

16. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni

17. Members of Teams with an Absence of Trust… • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them

18. Members of Teams with an Absence of Trust… Fail to recognize and tap into one another’s skills and experiences Waste time and energy managing their behaviors for effect Hold grudges Dread meetings and find reasons to avoid spending time together

19. Members of a Trusting Teams . . . • Admit weakness and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt • Take risks in offering feedback and assistance

20. Members of a Trusting Teams . . . 6. Appreciate and tap into one another’s skills and experiences 7. Focus time and energy on important issues, not politics 8. Offer and accept apologies without hesitation 9. Look forward to meetings and other opportunities to work as a group

21. Key Points on Building Trust • Trust is the foundation of teamwork • On a team, trust is about vulnerability, which is difficult for most people • Building trust takes time, but the process can be accelerated • Trust is never complete – it must be maintained over time

22. STRATEGIES FOR BUILDIG TRUST 1. Personal History Exercise • Have team members answer a short list of questions about themselves. 2. Team effectiveness Exercise • Strength bombardment exercise. • Have team members identify the single most important contribution each of their peers makes to the team. • Each team member shares one behavior he or she must either improve upon or eliminate for the good of the team

23. STRATEGIES FOR BUILDING TRUST 3. Personality and Behavioral Preference Profiles • DISC personality inventory – found online at www.uniquelyyou.com. • Purchase the book Strengths Finder 2.0 by Tom Rath. Complete the online survey to get your top five strengths. (The book must be purchased to access the online survey) 4. Team Leader Demonstrate Vulnerability

24. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni

25. #2—the fear of CONFLICT • “Therefore each of you must put off falsehood and speak truthfully to his neighbor, for we are all members of one body.” • ~Apostle Paul • Eph. 4:25

26. Is Conflict Ever Positive? • What is an example of healthy conflict? • What must happen to make conflict positive? • What doesn’t happen that keeps conflict from being positive? Teams that engage in productive conflict know that the only purpose is to produce the best possible solution in the shortest period of time.

27. Conflict If the team took the DiSC and/or Strength Finder Inventory ask each to share how he or she deals with conflict.

28. Teams Fearing Conflict… • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management

29. Key Points on Mastering Conflict • Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues • Even among the best teams, conflict will at times be uncomfortable • Conflict norms must be discussed and made clear among the team • The fear of occasional personal conflict should not deter a team from having regular, productive debate

30. Role of the Leader • Demonstrate restraint when team members engage in conflict. • Personally model appropriate conflict behavior.

31. Suggestions for overcoming fear of conflict • Mining • Extracting buried disagreements within the team and shed the light of day on them • Real Time Permission • Coaching one another not to retreat from healthy debate. • Conflict Resolution Exercises • Hidden Agenda • Be the Fog • Help Me Out

32. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni

33. #3—the lack of COMMITMENT • “Always remember the distinction between contribution and commitment. Take the matter of bacon and eggs. The chicken makes a contribution. The pig makes a commitment.” • ~John Mack Carter In the context of a team, commitment is a function of two things: clarity and buy-in.

34. #3—the lack of COMMITMENT 1. The need for consensus • sometimes in the pursuit of unanimity we seek artificial harmony, and that leads to low levels of commitment. 2. The fear of failure • this is the most common reason people do not commit. They would rather not ever take a stand on something than risk being “wrong.”

35. #3—the lack of COMMITMENT 3. Lack of communication • if someone is not being heard or listened to, they will not invest in any decisions or goals. 4. Mismatch • a person who is in the wrong position will not contain the interest or passion necessary to achieve high levels of commitment.

36. A Team Failing to Commit… • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second guessing among team members

37. Key Points on Achieving Commitment 1. Commitment requires clarity and buy-in 2. Clarity requires that teams avoid assumptions and ambiguity, and that they end discussions with a clear understanding about what they decided upon 3. Buy-in does not require consensus. Members of great teams learn to disagree with one another, but when a decision is made everyone commits to support it publicly.

38. Strategies for Overcoming Lack of Commitment 1.Commitment Clarification • Insure everyone on the team is clear as to what has been decided by asking for feedback from the members, especially those who argued against the decision. 2. Deadlines • As simple as it may sound, having a deadline for communicating and obtaining results increases commitment.

39. Strategies for Overcoming Lack of Commitment 3. Cascading Messaging • Explicitly review the key decisions made during a meeting • Agree on what needs to be communicated to staff and laity. • Every team member carefully articulates the agreed upon messages to their team or group

40. Strategies for Overcoming Lack of Commitment 3. Cascading Messaging 3A bit in the mouth of a horse controls the whole horse. 4A small rudder on a huge ship in the hands of a skilled captain sets a course in the face of the strongest winds.5A word out of your mouth may seem of no account, but it can accomplish nearly anything--or destroy it!It only takes a spark, remember, to set off a forest fire. 6A careless or wrongly placed word out of your mouth can do that. By our speech we can ruin the world, turn harmony to chaos, throw mud on a reputation, send the whole world up in smoke and go up in smoke with it, smoke right from the pit of hell. (James 3:3-6 The Message)

41. The Role of the Leader • Be comfortable with the prospect of making a decision that ultimately turns out to be wrong • Constantly push the group for closure around issues and adherence to schedules the team has set

42. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni

43. Quick Self Check—see how your team does 3—usually 2—sometimes 1—rarely _____ We call out one another’s deficiencies or unproductive behaviors._____ We are deeply concerned about the prospect of letting down our peers._____ We challenge one another about our plans and approaches.

44. #4—avoidance of ACCOUNTABILITY In the context of teamwork, accountability refers specifically to the willingness of team members to confront their peers on performance of behaviors that might hurt the team. Whoever loves discipline loves knowledge, but he who hates correction is stupid. (Proverbs 12:1) The way of a fool seems right to him, but a wise man listens to advice. (Proverbs 12:15)

45. #4—avoidance of ACCOUNTABILITY • To hold someone accountable, confrontation is not just necessary, it is indispensible. • Confrontation is a love word. • (See Mark 10:17-21)

46. A Team Avoiding Accountability… • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Places an undue burden on the team leader as the sole source of discipline

47. Key Points on Embracing Accountability • Accountability on a strong team occurs directly among peers. • For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues. • The bests opportunity for holding one another accountable occurs during meetings and a regular review of a team scoreboard provides a clear context for doing so.

48. Suggestions for overcoming avoidance of accountability • Team Rewards • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards

49. The Role of the Leader • Allow the team to serve as the first and primary accountability mechanism • Be willing to serve as the ultimate arbiter of discipline when the team itself fails

50. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The Five Dysfunctions of a Team Inattention to Results Patrick Lencioni