Lecture 3- The fourth conversation
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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.
What would you like to do?
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