Building a Healthy Leadership Team

Building a Healthy Leadership Team Presented By: Rae Ringel Rae@Ringelgroup.com www.Ringelgroup.com July 23, 2013

“A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.” - Patrick Lencioni, Author

From the Balcony • To what are you committed? • Who do you want to be? • What do you want to model? • What will be your collective legacy?

Alignment

Up Until Now • What has it looked like up until now? • What do we want to continue? • What habits do we want to break? • What do we need to let go of?

Setting the Stage • What is our current reality? • Where do we find ourselves? • What are the opportunities we have? • What are the obstacles?

The Future What are the 2-3 most important things for our leadership team to do this year?

4 Disciplines of Healthy Orgs. Build a cohesive leadership team Create clarity Over communicate clarity Reinforce clarity

The leadership team is small enough to be effective (3-10). Members of the team trust one another and can be genuinely vulnerable with each other. Team members regularly engage in productive, unfiltered conflict around important issues. The team leaves meetings with clear-cut, active, and specific agreements around decisions. Team members hold one another accountable to commitments and behaviors. Members of the leadership team are focused on team number one.

Three Levels of Listening • Level I: Internal Listening - all about YOU • Level II: Focused Listening - sharp focus on the other person • Level III: Global Listening – hear more than what is spoken Level I Level III What is heard What is spoken What is spoken What is heard

How to Make Proper Requests A proper request includes four elements: WHAT: Saying exactly what you want. BY WHEN: Saying exactly when you want it. FROM WHOM: Saying exactly from whom you want it. CONDITIONS OF SATISFACTION: Saying exactly how you want it, stating your conditions of satisfaction

The Four Replies

Identifying Typical Non-Responses Many replies that you will get and accept if you are not careful – are actually vague non-responses: • “I’ll think about it.” • “I’ll look into that.” • “I’ll try.” • “Great idea.” • “As soon as I can get to it.” • “That’s outside my control, but I’ll see what I can do.” • “I’ll make it a priority.” • “I’ll see what my boss says.” The intention may be there, but you can’t be certain unless you get one of the four proper replies. WHAT IS BEHIND EVERY COMPLAINT?

Meetings “A meeting can be compared to a funeral in the sense that you have a gathering of people who are wearing uncomfortable clothing and would rather be somewhere else. The major differences are that most funerals have a definite purpose (to say nice things about a person) and reach a definite conclusion (this person is put in the ground)…Nothing is ever buried in a meeting. An idea may look dead, but it will always reappear at another meeting later on.” - Dave Barry, Clawing Your Way to the Top

Different Kinds of Meetings • Meeting definitions from Patrick Lencioni’s, “Death By Meeting”.

Effective Meetings

What makes a meeting effective? • Achieve clear and concise objectives • Take up a minimum amount of time • Leave participants feeling that a sensible process was followed Effective

Meeting Objective

An effective meeting serves a useful purpose. • Do you want a decision? • Do you want ideas? • Are you getting status reports? • Are you communicating something? • Are you making plans? Objective

An effective meeting serves a useful purpose. • Affective • Behavioral • Cognitive Objective

A powerful agenda is the key to using time wisely. • Priorities • Results • Participants • Sequence • Timing • Date and time • Place Agenda

Participant Satisfaction

Keys for participant satisfaction and buy-in: • Create a participative process from the start • Be an active facilitator • Debrief and evaluate effectiveness Satisfaction

You Have The Tools – Time To Harvest

Building a Healthy Leadership Team