LEADING LEADING HIGH-PERFORMANCE TEAMS …. Bill Moore | bill@ ... regarded as a dynamic speaker and leading authority in his field. ... Strengths-Based Delegation High-performance

LEADING HIGH-PERFORMANCE TEAMS March 31, 2012

Dr. Bill Moore | [email protected] | © 2012

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LEADING HIGH-PERFORMANCE TEAMS

Presented by Dr. Bill Moore

March 31, 2012

8:30 AM – 4:00 PM

GSVU University Club & Graduate Student Commons



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INTRODUCTION Seminar Schedule Background UNDERSTANDING HIGH-PERFORMANCE TEAMS The What, How, Why And Win Of High-performance Teams The Role Of A Leader Team Dysfunctions Performance Myths UNDERSTANDING AND APPRECIATING INDIVIDUAL DIFFERENCES How Do People Differ? Are We Objective? The Value Of Knowing Talents Your ProScan Reports CAPITALIZING ON INDIVIDUAL DIFFERENCES The Leadership Squeeze Building Trust In Relationships Getting Results Through Relationships Your Leadership Development Plan UPSIZING YOUR INFLUENCE: EFFECTING CHANGE IN YOUR PEOPLE Tools For Upsizing Your Influence Positive Attitude Behaviors Checkup From The Neck Up Self-control Behaviors Personal Integrity Behaviors Get 5% Better PROSCAN NAMETAGS YOUR PERSONAL STRENGTHS REPORT YOUR QUICKVIEW REPORT

TABLE OF CONTENTS



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8:30 - 9:00 Registration/continental Breakfast

9:00 - 10:15 Session 1: Understanding High-performance Teams

10:15 - 10:30 Break 10:30 - 11:45 Session 2: Understanding and Appreciating Individual Differences 11:45 - 12:30 Lunch 12:30 - 1:45 Session 3: Capitalizing on Individual Differences 1:45 - 2:00 Break 2:00 - 3:45 Session 4: Upsizing Your Influence: Effecting Change in Your People

Seminar Schedule

Dr. Bill Moore is president of Moore Performance Consulting

assisting organizations, teams and individuals succeed in

competitive performance environments. Over the past 20

years his clients have included CEO’s, Fortune 500 companies,

universities, performing artists and elite athletes from the

United States, Canada, Australia and Europe. Dr. Moore is

regarded as a dynamic speaker and leading authority in his field. He has published five books on

the psychology of team and individual performance. He brings a unique understanding of optimal

performance across a wide variety of high-pressure environments. Some of his clients include;

Nokia, North Western Mutual Financial Group, Dell-Webb, Octagon, Catholic Health Care West,

Bank First, Luttner Financial Group, and Guardian Insurance. Dr. Moore lives in Norman with his

wife, Dr. Nicki Moore, and has four son’s; Brennan, Tyler, Cullen and Ian.

Background



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UNDERSTANDING HIGH-PERFORMANCE

T E A M S



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OUTLINE THE WHAT, HOW, WHY AND WIN OF HIGH-PERFORMANCE TEAMS

The What: Vision Directed

The Why: Value Driven

The How: Strength Based

The Win: Performance Focused

THE ROLE OF A LEADER

Mobilize People Toward A Vision

Build Emotional Bonds

Model High Standards Of Performance

Develop People For The Future

TEAM DYSFUNCTIONS

Absence Of Trust

Fear Of Conflict

Lack Of Commitment

Avoidance Of Peer Accountability

Inattention To Team Results

PERFORMANCE MYTHS

As You Grow Your Personality Changes

You Will Grow Most In Your Areas Of Greatest Weakness

A Great Team Member Does Whatever It Takes To Help The Team

Great Leaders Perfect One Leadership Style

Great Teams Consist Of Members Who Are Alike



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The Win: Performance Focused

They use performance challenges to create passion, not the desire to get along.

The What, How, Why, and Win of

High-performance Teams

The What: Vision Directed

They have a clear understanding of where they are going and why.

The Why: Value Driven

They exhibit congruence between team values and individual behaviors.

The How: Strength Based

They understand, appreciate and capitalize on individual talents.



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UNDERSTANDING HIGH-PERFORMANCE T E A M S

W h a t i s l e a d e r s h i p ?

Describe a team you were on that successfully turned pressure into high-performance?

What did you do?

Leading high-performing teams has a lot to do with putting square pegs in square holes.

Trust is the foundation of every relationship, every communication, every work project.



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What are the leadership

practices that bring out

the best in you?

LEADER :SHIP [ ]

What are some of the behaviors that either prevented your team from pulling together or caused your team to pull apart?

Buy-in must happen even when complete agreement is not reached.



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What positive patterns of behavior have stayed with you as far back as you can remember?

How you do channel or focus these strengths today?



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Are there any activities at which

you constantly excel?

How did you get so good?

When your team is in a crunch and

needs a great performance, what

is the “play” everyone knows you

can run?



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UNDERSTANDING AND APPRECIATING

INDIVIDUAL DIFFERENCES



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OUTLINE How do People Differ?

Values, Beliefs And Behaviors

Personal Strengths And Struggles

Hardwired Behavioral Differences

ARE WE OBJECTIVE?

Fundamental Attribution Bias

Measuring Behavioral Differences

THE VALUE OF KNOWING TALENTS

Putting Square Pegs In Square Holes

ProScan System Tools

YOUR PROSCAN REPORTS

Personal Strengths Report

Quickview Report



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How would you describe yourself?

How do you make

decisions?

The lens we see ourselves and others through is somewhat out of focus.



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How do you get things done?

What environmental elements are important to you?

Our struggles are often a natural by-product of our strengths.



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WHAT IS YOUR

What is your back up

communication Style?

Our behavioral hardwiring must be adjusted to accommodate the current situation.



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BACK-UP STYLES Behavior observed when individuals are under stress or run out of patience/energy.

May turn into a Dictatorial Steamroller or become dictatorial to gain or maintain control of a situation

May launch into a Verbal Attack if one feels cornered, ignored or unappreciated

May Avoid Conflict and give in so as not to make a scene, but may get you later

Must be right. May avoid conflict, but return to bury everyone with the facts.

DOMINANCE

EXTROVERSION

PACE/PATIENCE

CONFORMITY



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LEADERSHIP STYLES

Authoritative/Decisive

Takes charge, decisive, self confident, competitive, delegates details and

responsibility, conceptually analytical.

Persuasive

Verbally persuasive, opportunity seeker, convincing, determined, motivational,

enthusiastic team builder, delegates authority, including responsibility and details.

Caretaker Persistent

Earns role of leader, loyal, dependable and consistent, peacemaker, observant

monitor, makes the best of every situation and presses toward goals.

Procedural/Traditional

Accurate, precise, uncompromising, adheres to rules, systems, regulations and

proven methods.

You swim downstream when putting talents in play and swim upstream when operating out of your weaknesses.



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COMMUNICATION STYLES

Teller | Authoritative

Likes being in control, direct, teller-style, forceful, outspoken and frank, tells it like it

is, feels conflict is OK, open to taking risks.

Seller | Persuasive

Enjoys doing the talking, will be articulate, positive, persuasive, optimistic,

empathetic and intuitive.

Casual | Careful

Easy-going, warm and friendly. May be skeptical, but will want to make the best of

it. Will tell what has been proven to be correct and effective in the past.

Guarded | Cautious | Exacting

Loyal, sincere, concerned and conscientious. Will provide clear directions and

present things in order and in detail. Will want to do what is right and fair.

Great leaders can come from any profile.



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What is your natural leadership style?

What can I do with this information?



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CAPITALIZING ON

INDIVIDUAL DIFFERENCES



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OUTLINE THE LEADERSHIP SQUEEZE

Conflict Between Building Relationships And Getting Results

Your Leadership Balance

BUILDING TRUST IN RELATIONSHIPS

Emotional Trust

Positive Communication

GETTING RESULTS THROUGH RELATIONSHIPS

Matching Talents With Tasks

Strength Based Delegation

YOUR LEADERSHIP DEVELOPMENT PLAN

Leadership Strengths And Struggles

Improving Relationships

Getting Results

First Action Step

Leadership Legacy



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If I had to list the best listeners in my life, at the top of my list I would put

______________________________. And here is why:

Qualities of a Great Listener

1.

2.

3.

4.

Qualities of a Poor Listener

1.

2.

3.

4.

Seek FIRST to Understand . . .

B U I L D I N G R E L AT I O N S H I P S

. . . Then be Understood.

COMMUNICATION HINTS/PHRASES Use "I" Statements: I think...,I feel..., I want...

Use Statements of Personal Reference and Personal Meaning: "This is the way I see it", "This is how I feel", "This is what it means to me"

Make Statements of Request: "I" want..., "I" need...

Make Statements Offering Compromise: “What would you like?” "I" think...What do you think?, "What would be an acceptable compromise?"

Ask for Time: "I'd like to discuss this in an hour." “Let’s take some time to think about what we want to be different between/for us.” “Let’s take some time to consider alternatives and meet at _______.”

AVOID Demanding and Blaming Statements: You make me..., You think. You should/shouldn't..., Don't you think..., If only you would

Giving someone your full attention is one of the greatest gifts you can give.



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THE EMOTIONAL BANK ACCOUNT

DEPOSITS 1. Listening to the individual 2. Being kind and courteous 3. Keeping a commitment 4. Being loyal in someone’s absence 5. Providing encouragement 6. Apologizing sincerely

WITHDRAWALS 1. Moodiness 2. Angry outbursts 3. Abrasive statements 4. Manipulative behaviors 5. Rigidity 6. Insensitivity

Best Practices for Emotional Deposits

1. 2. 3. 4.



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GETTING RESULTS Strengths-Based Delegation

High-performance teams not only accommodate the fact that each

member is different, they capitalize on these differences.



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Leadership Strengths Leadership Struggles (things I should capitalize on more) (things to be aware of and manage around)

1. 1. 2. 2. 3. 3.

I M P R O V I N G R E L A T I O N S H I P S

“How can I improve my relationships with others with whom I work?” 1. 2. 3.

G E T T I N G R E S U L T S

“How can I keep people on task, accountable, and focused on getting results?” 1. 2. 3.

F I R S T A C T I O N S T E P

List one specific action you will take in the next two weeks to develop your leadership skills.

L E G A C Y

What will be your leadership legacy? How do you want to be remembered as a leader?

LEADERSHIP DEVELOPMENT PLAN “What I bring to leadership and what I need to work on”



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UPSIZING YOUR

INFLUENCE



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OUTLINE

TOOLS FOR UPSIZING YOUR INFLUENCE

POSITIVE ATTITUDE BEHAVIORS

Accepting

Curious

Enthusiastic

CHECKUP FROM THE NECK UP

Reflect

Reframe

Reenter

SELF-CONTROL BEHAVIORS

Patent

Stable

Present

PERSONAL INTEGRITY BEHAVIORS

Congruent

Ethical

Trustworthy

GET 5% BETTER

Expand What Your Believe Is Possible

Dictate Your Own Attitude

Build Your Self-control Muscle

Monitor Your Own Personal Integrity



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Write the names of….

Three people who had a positive influence on your journey through life. Three people who helped you through a difficult time. Three people who have made you feel appreciated and special.

Write as many words as you can How we approach and respond to people and situations in our lives will determine two things: The quality of our life experiences. The type of influence we have on other people.



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Write the name of a friend you greatly admire and the

one thing you admire most about that person.

Self-awareness enables us to examine our habits. Freewill that enables us to change them.

Name: What you admire most:

POSITIVE ATTITUDE BEHAVIORS

ACCEPTING CURIOUS ENTHUSIASTIC

CHECK-UP FROM THE NECK UP

REFLECT REFRAME RE-ENTER



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Your top three greatest personal strengths are:

1. 2. 3.

Self control is the leading

predictor of positive

outcomes in life. SELF-CONTROL BEHAVIORS

PATIENT STABLE PRESENT

The smallest victory you will win this week

I will:

Because:

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How will you get 5% better at . . . Expanding what I believe is possible Dictating my own attitude Building my self-control muscle Exhibiting my own personal integrity

The issue is not whether you have influence, but what kind of influencer you will become.

Integrity gives you credibility.

Credibility gives you influence.

PERSONAL INTEGRITY BEHAVIORS

CONGRUENT ETHICAL TRUSTWORTHY



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PROSCAN NAME TAGS



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YOUR PROSCAN REPORT



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RECOMMENDED READINGS • The Wisdom of Teams, Jon Katzenbach & Douglas Smith

• The Speed of Trust, Stephen Covey

• The Truth About Trust in Business, Vanessa Hall

• Now, Discover Your Strengths, Marcus Buckingham & Donald Clifton

• The Five Dysfuctions of a Team, Patrick Lencioni

Playing Your Best When It Counts: Mental skills for Musicians Playing Your Best Golf When It Counts: Mental Skills for Golfers Playing Your Best Tennis When It Counts: Mental Skills for Tennis Players

Books by Dr. Bill Moore available on www.playingyourbest.com

Documents

LEADING LEADING HIGH-PERFORMANCE TEAMS …. Bill Moore | bill@ ... regarded as a dynamic speaker and leading authority in his field. ... Strengths-Based Delegation High-performance