Bbl Breakthrough Leadership Mod 10 17 July2008

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Leading Through the Phases of Team Development In his book “Winning ‘em Over”, Jay Conger claims the business world has moved beyond command and control into the age of influence and persuasion. Every individual needs to contribute to their fullest potential regardless of hierarchy, position or title. Leading through fear and intimidation crushes creativity, diminishes enthusiasm, and undermines the long-term success of an organization. But leaders cannot simply hand over control to their people. Leaders must adapt their style to the readiness of their people and teams. Paul Hersey’s Situational Leadership model offers guidance on the leadership behavior most appropriate to various levels of follower readiness. As follower capability and confidence increases, effective leaders move from directive behavior to influencing, then to a more facilitative role with shared control, and finally to delegation, where responsibility for many decisions and all implementation is in the hands of the followers. Leaders who are able to delegate effectively can focus on strategic issues with greater impact. And yet even extremely accomplished people find it very difficult to delegate to competent team members. Teams also evolve through phases of development. The Tuckman model labels these phases “Forming, Storming, Norming, Performing and Adjourning”. Each phase of individual and team development requires changes in leadership behaviors in order to achieve optimal results. The result is a high-performing team where the leader is freed from daily tactical tasks to focus on more strategic issues. High-performing teams prioritize effectively, and use time to best advantage. They share control and make better decisions by including diverse perspectives. They optimize results while managing the over-commitment of resources. They do capacity planning and make a solid case for reasonable commitment of resources to avoid the huge productivity hit of excessive multi-tasking. This module will enable you to understand the phases of follower readiness and team development, and how you can successfully adapt your leadership approach in order get the best performance from your people.

Negócios Educação

10 Leading Through the Phases of Team Development Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008

Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008

Module Description ,[object Object],Copyright Wiefling Consulting, LLC 2008

Module Goals ,[object Object],[object Object],[object Object],“ A ship in a harbor is safe, but that's not what ships are for.” - John Shedd Copyright Wiefling Consulting, LLC 2008

Situational Leadership Model Ref: Hersey, Paul, and Kenneth H. Blanchard. "Situational Leadership ® ." The Leader's Companion: Insights on Leadership Through the Ages, edited by J. Thomas Wren. New York: Free Press, 1995, p. 210. COACHING DELEGATING SUPPORTING DIRECTING 3 2 1 Low High Readiness of Follower Low High Task Focus Relationship Focus High Copyright Wiefling Consulting, LLC 2008

Tuckman Model of Team Development Forming  Storming  Norming  Performing  Ending Copyright Wiefling Consulting, LLC 2008

Forming Copyright Wiefling Consulting, LLC 2008

Storming Copyright Wiefling Consulting, LLC 2008

Norming Copyright Wiefling Consulting, LLC 2008

Performing Copyright Wiefling Consulting, LLC 2008

Adjourning Copyright Wiefling Consulting, LLC 2008

Drumming Metaphors Jim Greiner Airto Moreira Celso Alberti Copyright Wiefling Consulting, LLC 2008

A Typical Organization Chart Copyright Wiefling Consulting, LLC 2008

Approach to Organizations Copyright Wiefling Consulting, LLC 2008

The Impact of Priority Setting REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998. Copyright Wiefling Consulting, LLC 2008 Project 1 Project 2 Project 1 Project 2 Time  Project 3 Project 3 Resources Revenue! Revenue! Can be faster! Resources

Impact of Multi-tasking 1 2 3 4 5 # of Projects/Person Total Time Spent on Productive Tasks 100% 80% 60% 40% 20% Copyright Wiefling Consulting, LLC 2008 REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998.

Summary of Key Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008

W.O.W. Leadership Development Exercises ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008

Commitment to Action ,[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008

For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847

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Why Would Anyone Follow You? - Values-based Leadership Leadership begins with a journey within, with self-leadership. People who wish to become great leaders must ponder questions like “Who am I? What are my values and core beliefs? What kind of leader am I, and what kind of leader do I want to become? What do I care about more than being comfortable? What motivates me more than the approval of my peers and my manager?”, and most importantly “Why should anyone follow me?” IQ is a measure of intelligence, but EQ, emotional intelligence, is just as important, perhaps more important, to great leadership. EQ consists of self-awareness and sensitivity to how other people are impacted by our behavior and language. Using several powerful tools for raising self-awareness: a values survey, the “Enneagram”, this module will enhance self-leadership, the foundation of leading other people.

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The Lost Leadership Skill – Listening! One of the most powerful and overlooked tools in today’s leadership toolbox is the simple act of deeply listening to another person. We are not talking about the kind of listening that happens in ordinary conversations, where people are eager to raise objections, point out obstacles to any new idea, or recall how a similar idea previously failed. This module explores generous listening - listening with curiosity, with a spirit of inquiry rather than the over-used advocacy approach where ideas are debated, fresh perspectives are silenced, and enthusiasm quickly evaporates. Generous listening creates powerful “thinking partnerships” and a “thinking environment” where people are free to be far more creative and productive. Based on Nancy Kline’s book, “Time to Think”, the Thinking Environment model has been proven in companies, government agencies, universities, schools, political groups and voluntary organizations. The language of leadership begins with the four magic words “Interesting! Tell me more . . . “. Although we spend almost half of our waking hours listening, most people have never received any guidance on how to listen effectively. Leaders who master this straightforward approach to listening powerfully can truly transform an organization and unleash the group genius of their people.

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Beyond Words - Effective Communication Although English has been called the international business language, the words alone carry less than 10% of the meaning in a live, in-person conversation. Perfect English is not required for perfect understanding. Percy Barnevik, former CEO of the American construction company ABB, once joked that the common language at ABB was “bad English”. Tone of voice, facial expression, gestures and body language, as well as context, contributes the vast majority of meaning in face-to-face discussions. Yet many people insist on conducting most of their business communication via email, even when the person receiving the email is sitting only a short walk away. Over-reliance on email creates misunderstandings that could be easily resolved with a single direct conversation and the full richness of non-verbal communication. In addition, open and honest communication that builds trust must be based on a heart-connection, not just a meeting of the minds, and a true commitment to a mutually beneficial relationship. This kind of rapport can be built most easily through face-to-face interaction. But even email and phone calls can be far more effective when the message acknowledges a human connection. This module explores how to expand business communication beyond words to non-verbal expression, positive intention and commitment to mutual benefit.

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Inspire Action – Set Clear Goals Among the top reasons that individuals and teams fail to achieve their goals is that they don’t know what their goals are. Competent and courageous leaders assure that this predictable and avoidable cause of failure does not undermine their people’s results. This kind of leadership doesn’t happen by accident. Goals must have the support and commitment of the team. Knowing how to measure success is vital to achieving that success. Often people are unclear as to who their customer is, and what matters to them. Tracking status and progress vs. goals must make clear whether they are on track or off track, and what to do about it. The overall long-term goals must be kept clearly in mind even while day to day tasks tend to dominate people’s attention. As a leader you must assure that your people have a clear and vivid understanding of the goals and their role in helping to achieve them. Teams that don’t have a clear view of the path forward slow down, like cars driving in heavy fog on a dark night. Keeping the goal clear and providing frequent feedback on the progress being made can increase team performance by over 50%. Assuring that your team has clear goals and understands the priorities to be used in making the inevitable trade-offs required on the road to those goals, is one of your most important leadership responsibilities. Even seemingly impossible results can be achieved through a combination of a clear vision of the desired future state, a commitment to action, and execution with excellence. Leaders set their teams up for success by helping them to set SMART goals, those that are Specific, Measurable, Actionable, Relevant and Time-bounded, and then by tracking and making visible their progress. This module will assure that you never again spend your time trying to figure out “how” to do something until you know “what” you intend to accomplish.

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Building Trust – The Foundation of Results Trust takes a long time to build and only a moment to destroy. Business is about achieving results, and these results depend greatly on human relationships. Relationships with high levels of trust generate greater success with far greater efficiency than when trust is low. The leader sets the tone for trust in a relationship or team through the values, language and behaviors that they practice. Building trust involves taking risk, and the leader must make the first move. The #1 way for a leader to build trust is to make themselves vulnerable. In this module we will explore what builds trust, what weakens trust, and how to repair broken trust. Based in part on Patrick Lencioni’s book “The Five Dysfunctions of a Team”, this module will prepare you to measurably increase trust in relationships and teams. Taking time to build trust is an excellent investment as it will greatly speed the process of generating the business results that you desire and require.

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Leading Organizations – Bigger Challenges The organization chart may be useful in determining who to call when you are going to be late for work, but job responsibilities change far more rapidly than organization charts. Matrix organizations create another layer of complexity. Communication is one of the top reasons that teams do not achieve their goals, and the communication links between important stakeholders may not even be shown on a traditional org chart, as is the case with suppliers, alliance partners, and customers. As a result, leaders may find themselves responsible for teams of people who do not report to them. A directive approach in these circumstances works even less well than it does with subordinates where there is a reporting relationship. Leading effectively in these circumstances requires a disciplined framework for generating results predictably and repeatedly. Technology and process excellence will only get you so far. Ultimately it is the people who make an organization successful, and successful organizational leaders must master the three “P”s – Product subject matter knowledge, Process excellence, and influential People skills. Identifying roles and responsibilities separate from position or title is a start. Creating a mutually beneficial purpose, compelling vision, clear mission and shared values that bring the various stakeholders together to collaborate in achieving the goals is essential. What gets measured is what gets done. Progress toward success must be monitored and measured, then shared with all relevant stakeholders. The five one-page tools presented in this module can make all of this manageable without unnecessary bureaucracy.

Bbl Breakthrough Leadership Mod 11 17 July2008

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Leading Change Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.

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Becoming the Kind of Leader You Admire - The Endless Journey The process of becoming a great leader is perpetual. It is an endless journey of self-discovery. There will be successes along the way, but no failure, only feedback from which you can choose to learn and grow. Sometimes the challenges you face will seem too enormous for you, but you will benefit more from the difficult parts of your travels than the easy roads. There will never be a convenient time for you to invest in developing yourself as a leader. You may be fortunate enough to have help – a mentor, coach or guide who provides valuable advice or support in your quest to become a great leader – but no one can give you what you deny yourself. And do not wait until you are given a position of leadership. Commit today to becoming the kind of leader you admire regardless of your role or title in your organization. This module will challenge you to set goals for your leadership development that extend far into the future, clearly imagining yourself as the leader you admire and then taking steps to become more like that leader every day. As you look back on your journey from the far future you will be amazed at your progress!

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Bbl Breakthrough Leadership Mod 10 17 July2008

1. 10 Leading Through the Phases of Team Development Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008

2. Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008

5. Situational Leadership Model Ref: Hersey, Paul, and Kenneth H. Blanchard. "Situational Leadership ® ." The Leader's Companion: Insights on Leadership Through the Ages, edited by J. Thomas Wren. New York: Free Press, 1995, p. 210. COACHING DELEGATING SUPPORTING DIRECTING 3 2 1 Low High Readiness of Follower Low High Task Focus Relationship Focus High Copyright Wiefling Consulting, LLC 2008

6. Tuckman Model of Team Development Forming  Storming  Norming  Performing  Ending Copyright Wiefling Consulting, LLC 2008

7. Forming Copyright Wiefling Consulting, LLC 2008

8. Storming Copyright Wiefling Consulting, LLC 2008

9. Norming Copyright Wiefling Consulting, LLC 2008

10. Performing Copyright Wiefling Consulting, LLC 2008

11. Adjourning Copyright Wiefling Consulting, LLC 2008

12. Drumming Metaphors Jim Greiner Airto Moreira Celso Alberti Copyright Wiefling Consulting, LLC 2008

13. A Typical Organization Chart Copyright Wiefling Consulting, LLC 2008

14. Approach to Organizations Copyright Wiefling Consulting, LLC 2008

15. The Impact of Priority Setting REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998. Copyright Wiefling Consulting, LLC 2008 Project 1 Project 2 Project 1 Project 2 Time  Project 3 Project 3 Resources Revenue! Revenue! Can be faster! Resources

16. Impact of Multi-tasking 1 2 3 4 5 # of Projects/Person Total Time Spent on Productive Tasks 100% 80% 60% 40% 20% Copyright Wiefling Consulting, LLC 2008 REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998.

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20. For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847

Bbl Breakthrough Leadership Mod 10 17 July2008

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Bbl Breakthrough Leadership Mod 10 17 July2008