Winning Not Whining in Your Organization

Mauri Knott & Grace Wittman University of Idaho Extension 4-H Youth Development

Team Work Makes Easier Work

Necessities of a Good Team

Trust
Admit weaknesses and mistakes Accept questions and input Appreciate and tap into each others skills and experiences

Necessities of a Good Team

Communication
Open and honest Share the vision Eliminate blind spots

Necessities of a Good Team

Mastering Conflict
Solve real problems quickly Minimize politics Put critical topics on the table for discussion

Necessities of a Good Team

Commitment
Aligns the entire team around common objectives Moves forward without hesitation Changes direction without hesitation or guilt

Necessities of a Good Team

Accountability
Ensure that poor performers feel pressure to improve Establishes respect among team members who are held to the same high standards

Necessities of a Good Team

Result Focused
Retains achievement oriented employees Minimizes individualistic behavior Avoids distractions

What Kind of Team Player are YOU

Aggressive:
Putting oneself first in a pushy, insensitive, demanding way Ignoring the other persons feelings and needs

What Kind of Team Player are YOU

Assertive
Placing oneself equal to another person Tuning into and standing up for our feelings and needs while being sensitive to the feelings and needs of others

What Kind of Team Player are YOU

Non-Assertive
Consistently putting ones personal needs and feelings aside Continually being used by others

What Kind of Team are YOU

The Spirit of the Squirrel Worthwhile Work
Knowing we make the world a better place Values, guide all plans, decisions and actions

What Kind of Team are YOU

Beavers In control of achieving the goal
A playing field with clearly marked

territory Thoughts, feelings, needs, and dreams are respected, listened to, and acted upon Able but challenged

Doing right work the right way!

How do we Make it All Work

Identify a RALLY CRY Single Qualitative Temporary Shared Across the Organization

How do we Make it All Work

On to State!
Defining Objectives Identify Defensive Strengths Foster Shooters Address Players with Attitude
Conditioning

Prepare for each Team

Emphasize Morale

Individually

Operating Objectives

Free Throws

Ball Handling

Maintain Grades

Playbook

How do we Make it All Work

Giter Done
Defining Objective Improve Morale and Attitude Provide Leadership Obtain Valuable Curriculum Develop Sustainability Offer Cohesive Development

Operating Objective

Customer Relations

Data Management

Coordinate & Educate

Build Assets

Provide outreach communications

How do we Make it All Work

Ahead

So-so
Behind
Defining Objective Improve Morale and Attitude Provide Leadership Obtain Valuable Curriculum Develop Sustainability Offer Cohesive Development

Operating Objective

Customer Relations

Data Management

Coordinate & Educate

Build Assets

Provide outreach communicatio ns

Now You Make it All Work

Read the case study Determine your Rally Cry Determine defining objectives Flip chart it all.

Practice Time
Daily Check In Weekly Tactical Monthly Strategic
Quarterly Review
5-10 minutes

45-90 Minutes

2-4 Hours

1-2 Days

Weekly Tactical Meeting

Getting Conditioned
Silos Politics and Turf Wars
Patrick Lencioni

The Five Dysfunctions of a Team

Patrick Lencioni

Overcoming Buffaloes
Dr. Vincent Kituku

Laws of Teamwork
John Maxwell

Coaches Playbook
The Five Dysfunctions of a Team
Robert Lorsch ONVision Group

Prudential Youth Leadership Manual

Contact Information
Mauri Knott
Latah County 4-H Coordinator (208) 883-2267 mknott@latah.id.us

Grace Wittman
Cassia County Extension Educator (208) 878-9461 gwittman@uidaho.edu

Team Assessment
Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without overthinking your answers. 3 = Usually 2 = Sometimes 1 = Rarely

Team Assessment
1. Team members are passionate and unguarded in their discussion of issues. 2. Team members call out one anothers deficiencies or unproductive behaviors. 3. Team members know what their peers are working on and how they contribute to the collective good of the team. 4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. 5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team.

Team Assessment
6. Team members openly admit their weaknesses and mistakes. 7. Team meetings are compelling, and not boring. 8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there were initial disagreements. 9. Morale is significantly affected by the failure to achieve team goals. 10. During team meetings, the most important and difficult issues are put on the table to be resolved. 11. Team members are deeply concerned about the prospect of letting down their peers.

Team Assessment
12. Team members know about one anothers personal lives and are comfortable discussing them. 13. Team members end discussions with clear and specific resolutions and calls to action. 14. Team members challenge one another about their plans and approaches. 15. Team members are slow to seek credit for their own contributions, but quick to point out those of others.

Scoring
Combine scores as indicated below. Dysfunction 1: Absence of Trust 4, 6, 12 Dysfunction 2: Fear of Conflict 1,7, 10 Dysfunction 3: Lack Commitment 3, 8, 13 Dysfunction 4: Avoidance of Accountability 2, 11, 14 Dysfunction 5: Inattention to Results 5, 9, 15

Score Meaning
8 or 9: indicator dysfunction is not a problem for your team. 6 or 7: indicator dysfunction could be a problem. 3 to 5: dysfunction needs to be addressed. Regardless of your scores, every team needs constant work. Without it, even the best ones deviate toward dysfunction.