Lecture 3- The fourth conversation

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  1. 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?
  2. 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
  3. Match leadership to characteristics: Supervisory Leadership
    • • Reading the Team
    • • Recruiting the Talent
    • • Reviewing the Progress
    • • Replicating the People
  4. Match leadership to characteristics: Strategic Leadership
    • • Visionary Maturity
    • • Integrated Culturing
    • • Political Integrity
    • • Scorecard Thinking
  5. Match leadership to characteristics: Systems Leadership
    • • Priorities Dimension
    • • Action Dimension
    • • Capacity Dimension
    • • Evaluative Dimension
  6. Match leadership to characteristics: Self-Transcending Leadership
    • • Fidelity-Focused
    • • Reflex-Aware
    • • Emergence-Centered
    • • Execution-Driven
  7. 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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Lecture 3- The fourth conversation
2011-05-28 20:45:20

Lecture 3- The fourth conversation, Team Building
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