1-5th June 2011

Day 1 Leading in Context

Day 2 Understanding Leadership
Day 3 Whole Leadership
Day 4 Leading Teams
Day 5 Leading Innovation & Growth

COTRUGLI
Business School
 STOP
AND
THINK

Write down 2 things you learned/heard

yesterday
Why were they interesting?
How will you use them

COTRUGLI
Business School
Team Needs Individual Needs
(Followers) (Trait)

Situational Needs

COTRUGLI
Business School
 What worked well?
Was there a clear process?
Did you agree roles?
Did everyone feel involved?
Who were the dominant people?
Did the team review the outcome?
What would you do differently next time?
Were there any gorillas?

COTRUGLI
Business School
 What is a team?
What are the Characteristics of an Effective

Team?
What is the role of the Team Leader?

COTRUGLI
Business School
Fundamental Interpersonal Relationships
Orientation-Behavior
Stands for:

F undamental
I nterpersonal
R elationships
O rientation -

B ehavior

COTRUGLI
Business School
 FIRO-B theory was developed to understand and
predict how high-performing military teams would
work together.
Scales were constructed using Guttman scaling
procedures (items reflect increasing intensity of
difficulty of acceptance).

COTRUGLI
Business School
Measures two relationship aspects:

Expressed
Behaviors that are observable to others
and that you like to demonstrate.

Wanted
Behaviors that you want others to demonstrate
towards you and that you like to receive.

COTRUGLI
Business School
Measures interpersonal needs (preferences/comfort zones) in
three areas:

The need for Inclusion has to do with forming new

relations and associations with people, bringing people
together, and reaching out, and it determines the extent of
contact and involvement that a person seeks.

The need for Control has to do with decision making,

influence, and persuasion between people, and it
determines the extent of power or dominance that a
person seeks.

The need for Affection has to do with emotional ties and

warm connections between people, and it determines the
extent of closeness that a person seeks.

COTRUGLI
Business School
Inclusion (I) Control (C) Affection (A)
Distinction Power Personal
Recognition Authority Consensus-oriented
Attention Influence Sensitive
Participation Responsible Empathetic
Involved Managerial Open
Association Directive Affirming
Acknowledgment Leader Supportive
Contact Decisive Closeness
Belonging Consistent Faithfulness
Acceptance Regulated Warmth

COTRUGLI
Business School
 COTRUGLI
Business School
I make an effort to
include others in
my activities. I try
to belong and to be
with people as
much as possible.

I want other people

to include me in
their activities and
invite me to belong.
I enjoy it when
others notice me.

COTRUGLI
Business School
Expressed Inclusion
Talking and joking with others
Taking a personal interest in others
Involving others in projects and meetings
Recognizing the accomplishments of others
Incorporating others ideas and suggestions

Wanted Inclusion
Frequenting heavily trafficked areas
Seeking recognition or responsibility
Getting involved in high-profile projects and activities
Going along with the majority opinion

COTRUGLI
Business School
I try to exert control
and influence over
things. I enjoy
organizing things
and directing
others.

I feel most
comfortable
working in well-
defined situations. I
try to get clear
expectations and
instructions.

COTRUGLI
Business School
Expressed Control
Assuming positions of authority
Advancing an idea within the group
Taking a competitive stance; making winning a priority
Managing the conversation
Influencing others opinions
Wanted Control
Asking for help on the job
Involving others in decision making
Requesting precise instructions and clarification
Deferring to the wishes, needs, and requests of others
Asking for permission and circulating details of progress

COTRUGLI
Business School
I make an effort to
get close to people. I
am comfortable
expressing personal
feelings and I try to
be supportive of
others.

I want others to act

warmly toward me. I
enjoy it when people
share their feelings
with me and when
they encourage my
efforts.

COTRUGLI
Business School
Expressed Affection
Reassuring and supporting colleagues
Being trustworthy and loyal
Sharing personal opinions and feelings about issues
Coaching and developing others

Wanted Affection
Being flexible and accommodating
Listening carefully to others
Trying to please others
Giving others more than they want or need

COTRUGLI
Business School
 COTRUGLI
Business School
 COTRUGLI
Business School
Stages of Team Development

Performing

Norming

Storming

Forming

COTRUGLI
Business School
 Team Characteristics

Balanced Roles Sound Procedures

Clear Objectives Appropriate
Openness and Leadership
Confrontation Regular Review
Support and Trust Individual
Development
Co-operation and
Conflict
Sound Inter-group
relations
Good
communications

COTRUGLI
Business School
 Effective Teams

Team
purpose

Team together, Team

team apart composition
Customer
Stakeholder
Team
communication Team
leadership

Team Team
dynamics Norms

COTRUGLI
Business School
Effective Teams

Customers/Stakeholders
Have we identified our customers/clients/stakeholders
Have we identified their needs?
Can we meet those needs?

Team Purpose
What is our collective purpose?
Can we define success for the team?
How will we measure it?

Team Composition
Appropriate members, size of team
Appropriate skills to achieve the task
Balance of team role preferences

Team Leadership
What style of leadership is appropriate?
Has it changed/does it need to change?

COTRUGLI
Business School
Effective Teams

Team Norms
Have we agreed how we want to work together?
Are these norms explicit?
Do we have agreed processes for; decision making, meetings, problem solving?
What happens when team members do not adhere to the agreed norms?

Team Dynamics
How well do we interact?
How do we manage confrontation (or lack of it)?

Team Communication
Do we have an agreed approach to communication within the team?
Do we have an agreed approach to communication from the team?

Team together, team apart

How do we behave when we are not together?
How do we manage personal, functional and team agendas when they conflict?

COTRUGLI
Business School
Patrick Lencioni. The 5 Dysfunctions of a Team.

COTRUGLI
Business School
Building Trust

Trust .
not wanting individuals
in your team to fail

COTRUGLI
Business School
 Achieving Demonstrating
Results: Concern:

Following Respecting the

through on well-being of
business Trust
Trust others
commitments

Competence

Acting with Integrity:

Behaving in a predictable manner
Consistency

Adapted from Trust in the Balance by Robert Bruce Shaw1

COTRUGLI
Business School
1. If you are known for always being honest, that alone will cause your team to
trust you. (trust)
2. Self-sufficient people do not make good global/distributed team members.
(people)
3. Without a clear purpose understood and agreed upon by all, a
global/distributed team is doomed to deliver disappointing results. (purpose)
4. All members of a global/distributed team must be capable in the use of long-
distance communication technology. (technology)
5. As long as the roles and responsibilities of most global/distributed team
members are clear, the team will function at a high level. (roles and
responsibilities)
6. In email communication, assuring that the issues, facts, and recommendations
are clear and precise is all that is necessary to be effective. (communications)
7. Most global/distributed teams do not spend enough time discussing the
processes and approaches they will use to get things done. (operations)
8. global/distributed teams must regularly assess and openly discuss their
strengths and weaknesses. (team development)
9. In global/distributed teams, feelings of isolation are normal and will not
significantly reduce motivation and collaboration. (team cohesion)
10. When a new member joins a global/distributed team, its agreements and
understandings should be revisited to bring him or her up to speed. (team
cohesion)

COTRUGLI
Business School
LAUNCH
TEAM

Purpose People Roles &

A clear sense of direction that Capable, self-sufficient responsibilities
aligns team members individuals Well-defined for everyone
PROCESS

Operations
TEAM

Communications Trust Shared methods and

Shared understandings
between everyone on the team
SUPPORT
Strong trusting relationships to
processes for getting
overcome distance
things done

Team Team
TEAM

Cohesion Technology
Creating ways to increase
Development Appropriate and skilled
Ongoing analysis of team uses of technology
team identification and strength/weakness
commitment

COTRUGLI
Business School
 With similar types on a team:
The team will understand each other easily and quickly
Will reach decisions quickly, but will be more likely to make
errors due to not taking in all viewpoints
May fail to appreciate gifts of the outlying types

With a variety of types on a team:

Longer to establish communication between the members of
the team
Less likely to overlook possibilities and details
Longer to reach consensus

COTRUGLI
Business School