It’s All About Teamwork

It’s All About Teamwork Jennifer L. Baker PsyD LMFT Julie Baumgardner MS CFLE

The Problem with Mediocrity • Excellence is critical in any new endeavor • Mistakes are inevitable, but too many can be fatal • Careful, thoughtful planning is essential • Some risks are necessary; others are not. • Flexibility is essential • It’s all about relationships.

Passion • Wise leaders and managers remember that passion is personal • Selecting staff and volunteers • People don’t change that much. • Don’t waste time trying to put in what was left out. • Try to draw out what was left in. • That is hard enough. First, Break all the Rules Buckingham & Coffman, 1999

Finding & Motivating the Right People • Select for talent • More than experience, intelligence and determination • Define the right outcomes • Not just the right steps • Focus on strengths • Find the right fit First, Break All the Rules Buckingham & Coffman, 1999

The Right Talent • Striving talents—whatgets him going and keeps him going. • Thinking talents—how she thinks, how she weighs alternatives, and how she makes decisions. • Relating talents—whom he trusts, whom he builds relationships with, whom he confronts and whom he ignores. First, Break All the Rules Buckingham & Coffman, 1999

Focus on Outcomes • Select • Match talents and abilities with tasks • Set expectations • Define expectations clearly • Provide needed materials and equipment • Motivate • Provide recognition or praise • Develop • Encourage professional/ personal growth and development First, Break All the Rules Buckingham & Coffman, 1999

Interviewing Potential Paid/ Unpaid Staff Possible Questions: • Describe a time when you had a conflict or disagreement with someone and how you handled it. • Describe a time you went over and above what was expected of you. • Tell me about a time you received some feedback that was difficult to hear and how you dealt with it. 4) Explain your “stress behaviors” and how to manage them.

Evaluating Staff/ Volunteer Outcomes Some questions to consider: • What do you consider to be your strengths? Weaknesses? • What are your goals for your current role? • How often would you like to meet with me to discuss your progress? • What is the best praise or encouragement you ever received? • Are there any skills you want to learn? First, Break All the Rules Buckingham & Coffman, 1999

Evaluating Performance Outcomes • What actions have you taken? • What discoveries have you made? • What partnerships have you built? First, Break All the Rules Buckingham & Coffman, 1999

Maintaining Focus—Hedgehog Concept • What you are deeply passionate about? • What you can be best in the world at? • What drives your resource engine? • Marriage events • Education • Promoting father involvement • Preventing out-of-wedlock pregnancy • Teen abstinence • Mentoring • Low-income couples Good to Great and the Social Sectors Jim Collins, 2005

Avoiding Certain Pitfalls • Inattention to Results • Status and Ego Avoidance of Accountability • Low Standards • Lack of Commitment • Ambiguity • Fear of Conflict • Artificial Harmony • Absence of Trust • Invulnerability The Five Dysfunctions of a Team Pat Lencioni

Meetings • Too few meetings are likely more of a problem than too many meetings. • Different kinds of meetings are key. • Daily Check-ins • Weekly Tacticals • Monthly Strategics • Quarterly Off-Site Reviews Death by Meeting Patrick Lencioni

Weekly Tactical Meeting Guide • Lightening Round Notes • Key Metrics Review • Goals • Outcomes • Tactical Agenda Items • Prioritize topics once generated • Handle in order • Potential Strategic Topics • Decisions/ Actions Death by Meeting Patrick Lencioni

It’s All About Teamwork