Leader to Leader: What it Really Takes to Build a High Performance

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1 L e a d e r to L e a d e r: W h a t it R e a lly T a k e s to B u ild a H ig h P e rfo rm a n c e T e a m Ralph L. Pim, Ed.D Singapore Leadership Symposium 27 May 2013

2 Todays Agenda The Power of Sport The Definite Dozen Dr. Pims Leadership Lessons The 5 Levels of Teams Introducing the 6th Level Significance The Recipe for Creating a Culture of Significance The Results Pyramid Questions and Answers

3 2 5 J o u rn e y s V a lu e s & A ttrib u te s L e a rn e d th ro u g h S p o rt A d a p ta b ility F a irn e s s P a s s io n A c c o u n ta b ility F a ith P e rs e v e ra n c e Focus P e rs is te n c e C o m m itm e n t H a rd W o rk P o s itiv ity C o m p e titiv e n e s s H a rm o n y R e s ilie n c e C o u ra g e H u m ility Respect D e d ic a tio n In te g rity R e s p o n s ib ility D e te rm in a tio n S e lf-S a c rific e D ilig e n c e L e a d e rs h ip S p o rts m a n s h ip D is c ip lin e L o y a lty T e a m w o rk E x c e lle n c e M e n ta l T o u g h n e s s T e n a c ity

4 Sport has the power to change the world. It has the power to inspire. It has the power to unite people in a way that little else does. Sport can awaken hope where there was previously only despair. Sport speaks to people in a language they can understand. Nelson Mandela

5 Sport builds character when A c o a c h p o s s e s s e s c h a ra c te r a n d in te n tio n a lly te a c h e s it

6 G a m e fo r L ife : A G u id e to D e v e lo p in g C h a ra c te r a n d L e a d e rs h ip th ro u g h S p o rt Provides a framework for developing character in sporting environments and includes three key elements: Identifies the values and attributes of good character; Establishes the platforms through which desirable values can be developed; Executes a purposeful action plan for intentional teaching and effective values development.

7 Leaders Create High Performance Teams

8 Lesson #1 A c t w ith In te g rity In te g rity is th e m o s t im p o rta n t q u a lity th a t p e o p le lo o k fo r in a le a d e r

9 Lesson #2 C re a te a C lim a te o f T ru s t T ru s t is th e fo u n d a tio n o f a ll re la tio n s h ip s

10 Lesson #3 P u t P e o p le B e fo re W in n in g F o c u s o n d e v e lo p in g th e W in n in g is a b y p ro d u c t p e o p le th a t g e n e ra te th e o f c h a ra c te r, ta le n t, p o in ts o n th e sc o re b o a rd te a m w o rk , le a d e rs h ip a n d h a rd w o rk

11 John Wooden The Pyramid of Success www.coachwooden.com

12 Lesson #4 C o m m u n ic a te a n d C o n n e c t In s p ire M o tiv a te H e lp te a m E n e rg iz e m e m b e rs to b e th e ir b e s t U n ite M a x im iz e th e p o w e r o f re la tio n s h ip s

13 Lesson #5 D e fin e R e a lity A c k n o w le d g e re a lity a n d th e n tra n s fo rm it to w h a t it c o u ld a n d s h o u ld b e

14 Lesson #6 E s ta b lis h a C le a r a n d C o m p e llin g V is io n B re a th e life in to th e h o p e s a n d d re a m s o f o th e rs

15 Lesson #7 C re a te a n d M a in ta in M o m e n tu m E n e rg y is th e ke y to h ig h p e rfo rm a n c e S m a ll w in s h e lp m a k e b ig w in s p o s s ib le

16 Lesson #8 A v o id F ig h tin g U p h ill B a ttle s B e fo re m a k in g m a jo r ch a n g e s , b u ild a co a litio n

17 Lesson #9 P re p a re fo r th e T h u n d e rb o lts A d v e rs ity is in e v ita b le , so b e p re p a re d P A C E P la n n in g P P rim a ry P la n A A lte rn a te P la n C C o n tin g e n c y P la n E E m e rg e n c y P la n F a ilin g to p re p a re is p re p a rin g to fa il -C o a c h Jo h n W o o d e n

18 L e s s o n # 10 N e v e r G iv e U p , N o M a tte r W h a t! Y o u h a v e n t fa ile d u n til yo u s to p try in g

19 L e s s o n # 11 S ta y H u m b le a n d H u n g ry T h e d o o r o f g re a tn e s s d o e s n o t sta y o p e n fo re v e r

20 L e s s o n # 12 T h riv e o n P re s s u re G e t c o m fo rta b le b e in g u n c o m fo rta b le

21 T o k e e p le a d in g , k e e p le a rn in g ! L e a rn fro m th e b e s t - S tu d y th o s e a t th e to p

22 B u ild in g a H ig h P e rfo rm a n c e Team

23 T h e 5 L e v e ls o f T e a m s The Team Performance Curve* High Performance Team Real Team Potential Team Pseudo Team Working Group *Katzenbach, J. & Smith, D. The Wisdom of Teams. 2003.

24 P seudo Team Weakest of the 5 levels. The team does not focus on collective performance. There is a lack of performance goals and no clear purpose. Team members do not want to take the necessary risks to become a potential team. The danger with this group is the members believe they are a real team, yet they produce inferior results.

25 P o te n tia l T e a m Team members are working hard to achieve a higher level of performance. However, for these members to become a real team, they need a better understanding and buy-in of their teams vision, purpose, and goals. They must also agree on mutual accountability. This level of teamwork is very common in organizations.

26 R eal Team Team members are committed to a common purpose and performance goals. They hold themselves mutually accountable for their results. The team members possess complimentary skills such as technical or functional expertise, problem-solving and decision-making skills, and interpersonal skills.

27 H ig h P e rfo rm a n c e T e a m A high performance team has all the characteristics of a real team. The key difference is the level of caring that team members have for each other. They are deeply committed to one anothers personal growth and development. The members form powerful relationships. It requires a very strong personal commitment from team members.

28 At West PointWe n e e d e d a h ig h e r le v e l

29 T e a m o f S ig n ific a n c e A team of significance goes beyond a high performance team. Significance occurs when lives are transformed and teams leave a lasting, positive legacy. Team members bond together into a single, selfless unit and accomplish memorable feats through their commitment to excellence. They demonstrate competitive greatness and perform at their best during the most critical times.

30 H o w d o y o u m a k e a te a m o f s ig n ific a n c e ?

31 2 K e y s fo r C re a tin g a T e a m o f S ig n ific a n c e T h e B o tto m L in e T h e R e c ip e

32 T h e b o tto m lin e A te a m s c u ltu re p ro d u c e s its re s u lts

33 W h a t is C u ltu re ? Team culture is the creative sum of all the people on a team. It is their collective thoughts, their beliefs, and their actions. Every team or organization has a culture. Culture either comes as a result of an organized effort to build it or it develops by chance.

34 W h y is C u ltu re Im p o rta n t? Culture produces results. Every teams culture either works for them or against them. Optimizing a teams culture to perform at the highest level creates a competitive advantage. Great leaders build the necessary culture to achieve the desired results.

35 T h e re is a re c ip e fo r m a k in g a c u ltu re o f s ig n ific a n c e T h e re c ip e is sim p le to u n d e rs ta n d b u t it is a p ro c e s s th a t re q u ire s in itia tiv e , tim e , fo c u s , a n d e n e rg y

36 T h e re a re 2 P a rts to th e R e c ip e Structure People

37 The Structure Key Ingredients -Core Values -Vision -Results -Standards -Purpose

38 Core Values Asserts who we are & how we do things Vision Declares what our team will become Purpose States why we do what we do Standards Defines what right looks like Results States what we will achieve

39 The People Key Ingredients -Trust -Belief -Community -Accountability -Grit

40 Trust Trust is the most important ingredient Belief Positive beliefs lead to powerful actions Grit provides the strength to overcome Grit obstacles Accountability Greater accountability produces greater results. A spirit of community bonds people together Community and reinforces core values, vision and purpose

41 L e a d e rs c re a te th e c o n d itio n s fo r m a k in g a c u ltu re o f s ig n ific a n c e

42 T h e R e s u lts P y ra m id * R e s u lts A c tio n s B e lie fs E x p e rie n c e s *Conners, R. & Smith, T., Change the Culture, Change the Game, 2011.

43 R e s u lts Id e n tify th e ta rg e t a n d cle a rly d e fin e th e re s u lts y o u w a n t to a c h ie v e

44 A c tio n s C re a te a cle a r p ic tu re o f th e d e s ire d b e h a v io rs th a t m u s t o c c u r in o rd e r to re a c h th e re s u lts

45 B e lie fs T h e re is a p o w e rfu l re la tio n s h ip b e tw e e n th e b e lie fs p e o p le h o ld a n d th e a c tio n s th e y ta k e

46 E x p e rie n c e s P ro v id e e x p e rie n c e s th a t a re c o n s is te n t a n d s u p p o rt th e d e s ire d b e lie fs

47 R e s u lts A c tio n s p ro d u c e re s u lts B e lie fs in flu e n c e a c tio n s E x p e rie n c e s fo s te r b e lie fs C o m p o n e n ts o f C u ltu re

48 S ig n ific a n c e is a C h o ic e It w o n t h a p p e n u n le s s Y O U c h o o s e to m a k e it happen

49 Q&A

50 C o n ta c t In fo rm a tio n Dr. Ralph L. Pim Distinguished Professor Director of Team Development Patterson Sports Ventures [email protected] 845-401-8505

51 C a s e S tu d y # 1 Situation: Often, teachers in school perceive CCE as a separate subject matter and see it as an additional thing to do/teach in school. Question: How can the school get these teachers to buy in on the significance of CCE and inspire them to instill CCE in all things?

52 W A R N IN G !!! W h e n e v e r th e re is ch a n g e , th e re is re s is ta n c e

53 T h e R e s u lts P y ra m id * A ll 4 la y e rs m u s t b e a lig n e d R e s u lts A c tio n s B e lie fs E x p e rie n c e s *Conners, R. & Smith, T., Change the Culture, Change the Game, 2011.

54 H o w to R e d u c e R e s is ta n c e to C hange Resistance is a Describe new natural reaction experiences Identify belief that Ask for feedback needs changed on new experiences Introduce the new Ask for progress belief reports

55 M e th o d o lo g y fo r C h a n g in g B e lie fs U s e d a t W e s t P o in t in S p o rt Step Description What We Did 1 Identify belief that needs to Asked for feedback: change Results: I dont have time to teach character. Its not my job. Im hired to win games. 2 Introduce new belief Connected sport with West Points mission: Sport builds leaders of character. Redefined winning as a byproduct. 3 Describe new experiences you Provided plan for new experiences: are going to create for them Introduced model Building Teams of Significance through core values 4 Ask them for feedback on the Created a team environment: planned experience Asked, is there something that we need to add to our plan? 5 Ask for progress reports on the Problem-solved together: progress Weekly interaction, Staff meetings, Showcased Success

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