Lecture 3- The fourth conversation
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. What would you like to do?
Match Team Building (the Fourth Conversation) with its corresponding “The Point” and “Getting the Point.”
- The Point ~ A Team maximizes Strengths, while Neutralizing Liabilities, All while advancing toward a Common Cause.
- Getting the Point: What are the Practices that cause Teams to experience Optimal Emergence?
Recognize the DiSC personality model components and which behaviors to consider first and second.
- D=Drive- Challenges
- How you respond to problems and challenges
- I= Influenceing-relationships
- How you influence others to your point of view
- S= Steadiness-consistency
- How you respond to the pace of the environment
- C= Compliance-constraints
- How you respond to rules and procedures set by others
- - See notes for image
- Consider First: Observed Active or Passive Behaviors
- Consider Second: Task or People Behaviors
Match leadership to characteristics: Supervisory Leadership
- • Reading the Team
- • Recruiting the Talent
- • Reviewing the Progress
- • Replicating the People
Match leadership to characteristics: Strategic Leadership
- • Visionary Maturity
- • Integrated Culturing
- • Political Integrity
- • Scorecard Thinking
Match leadership to characteristics: Systems Leadership
- • Priorities Dimension
- • Action Dimension
- • Capacity Dimension
- • Evaluative Dimension
Match leadership to characteristics: Self-Transcending Leadership
- • Fidelity-Focused
- • Reflex-Aware
- • Emergence-Centered
- • Execution-Driven
List (in 1 phrase each) the six laws of team building and describe each law (in 1-2 sentences).
- 1.the law of vision casting - Talk inspirationally to your team about the better world you are working for and how important they are to you for achievement of that world (your mission).
- 2.law of placement- Each team player is unique; that uniqueness must be well-planned into the organization’s makeup. Should someone leave, think hard about the position and the person needed. The end goal: maximize everyone’s strengths, so that everyone’s weaknesses are minimized. Prove this every day and learn to enjoy it.
- 3.law of authority and limitation.
- Authority is always limited to responsibility; responsibility is limited to function. Function is linked to mission fulfillment. Failure to achieve objectives is often retraceable to superficial planning on this point.
- 4.law of organizational loyalties- Mission loyalty first; people loyalty second (and people fulfillment is very important). People have joined the team to complete the mission.
- 5. law of influence - Using people is always a bad idea. Building them up never is.
- Consider These Decision Styles
- •Solo – when a leader makes a decision based on his/her own experience & research.
- •Testing – when a leader presents a decision to the team to verify it.
- Caution: new teams may not have enough trust to be effective at this style initially.
- •The Handoff – often the leader is not the person with the most experience or greatest gifts in a particular area.
- Giving away a decision builds trust, expedites decision making, and often leads to better decisions.
- •Co-creating – when a group decides together.
- Doesn’t mean unanimous or majority. In co-creating, the team learns together.
- 6.law of human courtesy - People are on the team, not because they merely want to produce for you; there is something about it that they enjoy. See to it that you don’t ruin it by missing this truth. Build humanity into your plan.
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