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Slide ©Center for Coaching & Mentoring, Inc. Lesson: Facilitating unit managers to function effectively as a leadership team. For individual use only not to duplicated or distributed without permission. Caption Text6 Contact us at info@ccmok.com Slide ©Center for Coaching & Mentoring, Inc. Unit 1--Introduction What you will learn: What is a Leadership Team, why they are unique, and the major events needed for improved teamwork. Purpose of the program Who can be the facilitator? What is a leadership team? Examples of leadership teams Why are leadership teams different The parallel organization Stumbling blocks to becoming a team Major events on the road to becoming a team Slide ©Center for Coaching & Mentoring, Inc. Purpose of this program: To provide the tools to facilitate: -    the major events necessary to become a leadership team -   a road test meeting based on these major events -   a leadership team becoming a functioning unit. Slide ©Center for Coaching & Mentoring, Inc. Who can be the facilitator: - An internal person with facilitation skills and who has the confidence of the team. - An outside facilitator (like us—we have done this for a number of leadership teams), - The leadership team leader (this is hard to be a neutral third party). Slide ©Center for Coaching & Mentoring, Inc. What is a leadership team? A small group of managers, each responsible for a unique organization product or unit, that meets periodically to provide leadership in support of the total organization mission and goals. Slide ©Center for Coaching & Mentoring, Inc. Examples of leadership teams: + Plant level—Plant Manager, Operations Manager, Human Resources Manager, Purchasing Manager. + Staff level—Director of Human Resources, Manager of Compensation and Benefits, Manager of Labor Relations, Manager of Organization Effectiveness, Manager of Safety, Manager of Selection and Development. + Regional sales/product line level—Regional Manager, Product line "A" manager, Product line "B" manager, Product line "C" manager. + Executive level—Chief Operating Officer, Executive Vice President of Operations, Executive Vice President of Marketing, Executive Vice President of Administration, Executive Vice President of Research and Technology. Slide ©Center for Coaching & Mentoring, Inc. Why are leadership team different? They: - don’t interact daily - are a parallel organization - are a servant providing leadership to those people they serve - their Product is leadership! Slide ©Center for Coaching & Mentoring, Inc. The parallel organization Slide ©Center for Coaching & Mentoring, Inc. Stumbling blocks for teamwork - Individuals are rewarded on their organizations accomplishments not on this teams accomplishments. - Information systems reinforce silo thinking versus team effort. Slide ©Center for Coaching & Mentoring, Inc. Major events on the road to become a team Slide ©Center for Coaching & Mentoring, Inc. Unit 2 - Our unique mission: what will happen on our watch? What you will learn:  The importance of and process for developing a unique leadership team mission. - Why develop a unique leadership team mission? - Guidelines for defining the leadership team mission Caption Text7 - Examples of leadership team missions - A process for defining the leadership team mission Slide ©Center for Coaching & Mentoring, Inc. Why develop a unique leadership team mission? - Shifts the focus from activities to outcomes/deliverables, - The process forces the group to define their unique products, - Without a unique product, the myth of teamwork disappears, they are a group of people meeting to exchange information, not a team. Slide ©Center for Coaching & Mentoring, Inc. A mission statement meeting these criteria: 1. It contains answers to the following questions: Who are we? What do we do? Who do we serve? How do we do it? Why do we do it? 2. Concise - Maximum three sentences 3. Use energy words. Slide ©Center for Coaching & Mentoring, Inc. Examples of leadership team mission: REGIONAL BUSINESS UNIT - WE PROVIDE LEADERSHIP AND GUIDANCE TO OUR INTERNAL CUSTOMERS THROUGH IMPLEMENTATION OF CORPORATE, LOCAL, AND DEPARTMENT MISSION STATEMENTS. - WE SERVE AS ROLE MODELS AND OWNERS OF THE CULTURE OF THE ORGANIZATION. - WE ENABLE THE DEPARTMENTS TO ACCOMPLISH THEIR MISSIONS Slide ©Center for Coaching & Mentoring, Inc. A process for defining the leadership team mission Slide ©Center for Coaching & Mentoring, Inc. Unit 3 - Defining critical leverage areas What you will learn:  The importance of, and, how to help the team develop critical leverage areas. - Why define critical leverage areas? - Examples of critical leverage areas - A process for defining critical leverage areas Slide ©Center for Coaching & Mentoring, Inc. Why define critical leverage areas? To focus the team’s energy and efforts on the critical few things, in their control, that will make a difference in business results. Slide ©Center for Coaching & Mentoring, Inc. Examples of critical leverage areas Slide ©Center for Coaching & Mentoring, Inc. A process for defining critical leverage areas Slide ©Center for Coaching & Mentoring, Inc. Unit 4 - Ownership of critical leverage area What you will learn:  the importance of, and, how to help each team member ownership for a critical leverage area. - Why establish ownership of critical leverage areas? - Guidelines for ownership responsibility - A process for establishing ownership Slide ©Center for Coaching & Mentoring, Inc. Why establish ownership of critical leverage areas? - Ownership creates responsibility to make something happen, if everyone is responsible, nothing gets done. - An owner provides energy, focus, and direction. Slide ©Center for Coaching & Mentoring, Inc. Guidelines for ownership responsibility - Focus team's effort to accomplish results in this area. - Clearly define specific end results for element and it's components. - Develops agenda for critical leverage area discussion in Leadership Team Meeting. - Leads that portion of the meeting. - Provides necessary pre-work. - Distributes notes on decisions and assignments. - Coordinates effort - doesn't do everything. - Coordinates with resources outside of the team. Slide ©Center for Coaching & Mentoring, Inc. A process for establishing ownership For each of the four top critical leverage areas defined in Unit 3: Slide ©Center for Coaching & Mentoring, Inc. Unit 5 - Team Operating Principles What you will learn: the importance of, and, how to help the team develop realistic operating principles. - Why have operating principles? - Cautions! - Guidelines for defining operating principles - Examples of operating principles - A process for defining operating principles Slide ©Center for Coaching & Mentoring, Inc. Why have operating principles? - Explicit operating principles serve as ground rules to help the team function. - Operating principles foster discussing the un-discussable. - Explicit operating principles facilitate monitoring and adjusting individual and team behavior Slide ©Center for Coaching & Mentoring, Inc. Cautions! Some teams will resist this because: The more they resist, the more they need to define operating principles, be persistent as a facilitator! Slide ©Center for Coaching & Mentoring, Inc. Guidelines for defining operating principles Operating principles need to be developed in three areas: Slide ©Center for Coaching & Mentoring, Inc. Examples - How We Act When We Are Together Slide ©Center for Coaching & Mentoring, Inc. Examples - How We Act When We Are Apart Slide ©Center for Coaching & Mentoring, Inc. Examples - How Do We Organize Ourselves to maximize efficiency? Slide ©Center for Coaching & Mentoring, Inc. A process for defining operating principles Caption Text4 Put the three operating principles categories on a flip chart: - How do we act when we’re together? - How do we act when we’re apart? - How do we organize ourselves to maximize efficiency? Slide ©Center for Coaching & Mentoring, Inc. Unit 6 - Road Test: A Leadership Team Meeting What you will learn: how to structure leadership team meetings. - Why structure leadership team meetings? - Guidelines for leadership team meetings - A sample agenda - TIPO - A sample standard agenda items/meeting flow Slide ©Center for Coaching & Mentoring, Inc. Why structure leadership team meetings? - Structure defines what is going to happened and responsibilities for various parts of the meeting. - Structure fosters team effectiveness. - Structure insures balanced attention to tasks and processes helping or hindering team work. - Structure keeps the team focused on outputs/critical leverage areas instead of activities. - Structure keeps the team building process evergreen. Slide ©Center for Coaching & Mentoring, Inc. Guidelines for leadership team meetings - Agree on an agenda format - Define standard agenda items/meeting flow Slide ©Center for Coaching & Mentoring, Inc. A sample agenda: TIPO Name of group:______________ Date:______ Start:_________ End:_________ Place:_____ Background material to be read: ______________________________________ Please bring:___________________________ Time | Item  | Person Responsible |  Outcomes (TIPO) (TIPO) Slide ©Center for Coaching & Mentoring, Inc. A sample standard agenda items/meeting flow Slide ©Center for Coaching & Mentoring, Inc. Thank you for participating in this lesson! We welcome your feedback and suggestions on this program.  Send your feedback or requests for more information about The Center for Coaching & Mentoring to info@ccmok.com.  Thank you!
LT lessonMatt Starcevich2019-01-10T17:35:04+00:00

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