Winning Not Whining in Your Organization

1. Winning Not Whiningin Your Organization Mauri Knott & Grace Wittman University of Idaho Extension 4-H Youth Development

2. Team Work Makes Easier Work

3. Necessities of a Good Team • Trust • Admit weaknesses and mistakes • Accept questions and input • Appreciate and tap into each other’s skills and experiences

4. Necessities of a Good Team • Communication • Open and honest • Share the vision • Eliminate blind spots

5. Necessities of a Good Team • Mastering Conflict • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion

6. Necessities of a Good Team • Commitment • Aligns the entire team around common objectives • Moves forward without hesitation • Changes direction without hesitation or guilt

7. Necessities of a Good Team • Accountability • Ensure that poor performers feel pressure to improve • Establishes respect among team members who are held to the same high standards

8. Necessities of a Good Team • Result Focused • Retains achievement oriented employees • Minimizes individualistic behavior • Avoids distractions

9. What Kind of Team Player are YOU • Aggressive: • Putting oneself first in a pushy, insensitive, demanding way • Ignoring the other persons feelings and needs

10. What Kind of Team Player are YOU • Assertive • Placing oneself equal to another person • Tuning into and standing up for our feelings and needs while being sensitive to the feelings and needs of others

11. What Kind of Team Playerare YOU • Non-Assertive • Consistently putting one’s personal needs and feelings aside • Continually being used by others

12. What Kind of Team are YOU • The Spirit of the Squirrel • Worthwhile Work • Knowing we make the world a better place • Values, guide all plans, decisions and actions

13. What Kind of Team are YOU • Beavers In control of achieving the goal • A playing field with clearly marked territory • Thoughts, feelings, needs, and dreams are respected, listened to, and acted upon • Able but challenged • Doing right work the right way!

14. How do we Make it All Work Identify a RALLY CRY • Single • Qualitative • Temporary • Shared Across the Organization

15. How do we Make it All Work On to State!

16. How do we Make it All Work Git’er Done

17. How do we Make it All Work Ahead So-so Behind

18. Now You Make it All Work • Read the case study • Determine your Rally Cry • Determine defining objectives • Flip chart it all…….

19. Practice Time 5-10 minutes 45-90 Minutes 2-4 Hours 1-2 Days

20. Weekly Tactical Meeting

21. Getting Conditioned Silos Politics and Turf Wars Patrick Lencioni The Five Dysfunctions of a Team Patrick Lencioni Overcoming Buffaloes Dr. Vincent Kituku Laws of Teamwork John Maxwell

22. Coaches Playbook • The Five Dysfunctions of a Team Robert Lorsch ONVision Group • Prudential Youth Leadership Manual

23. Contact Information • Mauri Knott Latah County 4-H Coordinator (208) 883-2267 mknott@latah.id.us • Grace Wittman Cassia County Extension Educator (208) 878-9461 gwittman@uidaho.edu

24. Team Assessment • Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over-thinking your answers. • 3 = Usually • 2 = Sometimes • 1 = Rarely

25. Team Assessment 1. Team members are passionate and unguarded in their discussion of issues. 2. Team members call out one another’s deficiencies or unproductive behaviors. 3. Team members know what their peers are working on and how they contribute to the collective good of the team. 4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. 5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team.

26. Team Assessment 6. Team members openly admit their weaknesses and mistakes. 7. Team meetings are compelling, and not boring. 8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there were initial disagreements. 9. Morale is significantly affected by the failure to achieve team goals. 10. During team meetings, the most important – and difficult – issues are put on the table to be resolved. 11. Team members are deeply concerned about the prospect of letting down their peers.

27. Team Assessment • Team members know about one another’s personal lives and are comfortable discussing them. • Team members end discussions with clear and specific resolutions and calls to action. 14. Team members challenge one another about their plans and approaches. 15. Team members are slow to seek credit for their own contributions, but quick to point out those of others.

28. Scoring • Combine scores as indicated below. • Dysfunction 1: Absence of Trust 4, 6, 12 • Dysfunction 2: Fear of Conflict 1,7, 10 • Dysfunction 3: Lack Commitment 3, 8, 13 • Dysfunction 4: Avoidance of Accountability 2, 11, 14 • Dysfunction 5: Inattention to Results 5, 9, 15

29. Score Meaning • 8 or 9: indicator dysfunction is not a problem for your team. • 6 or 7: indicator dysfunction could be a problem. • 3 to 5: dysfunction needs to be addressed. •  Regardless of your scores, every team needs constant work. Without it, even the best ones deviate toward dysfunction.