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Lesson:
Facilitating unit managers to function effectively as a leadership team.
For individual use only not to duplicated or distributed without permission.
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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
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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.
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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).
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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.
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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.
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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!
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The parallel organization
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Stumbling blocks for teamwork
- Individuals are rewarded on their organizations accomplishments not on this teams accomplishments.
- Information systems reinforce silo thinking versus team effort.
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Major events on the road to become a team
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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
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- Examples of leadership team missions
- A process for defining the leadership team mission
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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.
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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.
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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
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A process for defining the leadership team mission
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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
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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.
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Examples of critical leverage areas
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A process for defining critical leverage areas
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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
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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.
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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.
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A process for establishing ownership
For each of the four top critical leverage areas defined in Unit 3:
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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
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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
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Cautions! Some teams will resist this because:
The more they resist, the more they need to define operating principles, be persistent as a facilitator!
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Guidelines for defining operating principles
Operating principles need to be developed in three areas:
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Examples - How We Act When We Are Together
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Examples - How We Act When We Are Apart
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Examples - How Do We Organize Ourselves
to maximize efficiency?
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A process for defining operating principles
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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?
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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
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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.
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Guidelines for leadership team meetings
- Agree on an agenda format
- Define standard agenda items/meeting flow
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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)
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A sample standard agenda items/meeting flow
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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!
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