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www.create-learning.com Kick-off meeting with 30 managerial-leaders. Focus on increasing Trust (within departments and between departments); Accountability (determining where accountability belongs and creating a culture of that is accountable); Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work)
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Michael Cardus - www.create-learning.com
Why are we here?
• Focus on increasing Trust; • Accountability (determining
where accountability belongs and creating a manager-employee relationship with known accountability and authority for completing work);
• Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work within their matrix environment)
Michael Cardus - www.create-learning.com
Listen
Experience
Analyze the
ActionReflect
Instill, Internalize,
Institutionalize
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
The great organizational paradox is that effective group collaboration stems from clear recognition of individuals and individual accountability combined with clear specifications of required working role relationships.
- Elliot Jaques: Social Power and the CEO. 2002
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
• Orange - Strongly (+) predictor of effectiveness
• Yellow – (+) predictor of effectiveness
• Grey – Insignificant predictor of effectiveness
• Brown - (-) predictor of effectiveness
Which Managerial Behaviors Predict Effectiveness?
http://www.kornferryinstitute.com/briefings-magazine/winter-2010/what-makes-leaders-succeed
Michael Cardus - www.create-learning.com
Teamwork is the reciprocal relationships of a group of individuals, helping each other and themselves to complete a task or project that they could not complete on their own.
• What is my role in this team?
• How much control / influence will I have in this team? • Will my goals / needs be met by this team?
• What will be the level of intimacy in this team?
Michael Cardus - www.create-learning.comChoices
Michael Cardus - www.create-learning.com
• How did you make your choices?
• What criteria was used?
• Who is accountable for the choices you made?
• What led you towards your choices? Why?
• Does that ever happen at work?
• Now that you have seen the goal; what is your reaction to your choices?
• Supply an example of how people may operate and choose from unclear criteria and understanding of goals?
• What causes that to happen?
• What about this activity can we use in our current organizations and teams?
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
What is one goal of the company?
How does your role, within the company, contribute to this goal?
Michael Cardus - www.create-learning.com
Listen
Experience
Analyze the
ActionReflect
Instill, Internalize,
Institutionalize
Michael Cardus - www.create-learning.com
When the going gets tough.
The tough get going!
Default to their highest level of
Complexity Management
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?Does Size Matter…
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Static team and Dynamic team
What were some of the key factors that allowed you to complete each task?
How did your role(s) change as more people were added to the task?
Which proved to be the most challenging –Hard Skills (building and technical knowledge, etc…) or Soft Skills (inter and intra personal communications, etc…)?
What from this can be applied to your team & you? How? When?
Michael Cardus - www.create-learning.com
Listen
Experience
Analyze the
ActionReflect
Instill, Internalize,
Institutionalize
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?
Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
How will you use this?
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?
Michael Cardus - www.create-learning.com
Distinctive Working Well 100 Days Improved
What is distinctive about this team, what makes your team unique, different from other teams?
What is working well enough. Meaning that it does not need extra effort and focus, it is “good enough”?
Looking out 100 days what would you like to be better?
Michael Cardus - www.create-learning.com
Accountability?Trust?Teamwork?Working Role Relationships?
Michael Cardus - www.create-learning.com
The great organizational paradox is that effective group collaboration stems from clear recognition of individuals and individual accountability combined with clear specifications of required working role relationships.
- Elliot Jaques: Social Power and the CEO. 2002
Michael Cardus - www.create-learning.com
Pluses & DeltasBreakfast of Champions
Michael Cardus - www.create-learning.com
Why were we here?
• Focus on increasing Trust; • Accountability (determining
where accountability belongs and creating a manager-employee relationship with known accountability and authority for completing work);
• Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work within their matrix environment)
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