A Focus on PLC Leadership
A Focus on PLC Leadership
Jennifer L. Sparrow
Objectives
A Focus on PLC Leadership
●
Define “high-quality team.”
●
Explore how to keep teams focused on learning.
●
Reflect on how you act as a leader.
Jennifer L. Sparrow
deputy superintendent [email protected]
● ●
Group
● ●
Team
Collection of individuals Regular contact and frequent interaction Mutual influence and common feeling of camaraderie Work together to achieve a common set of goals
Collection of individuals Regular contact and frequent interaction ● Mutual influence and common feeling of camaraderie ● Work together to achieve a common set of goals PLUS ● High degree of interdependence ● Shared authority and responsibility ● Collective accountability ● ●
Group
© Sparrow 2017. SolutionTree.com Do not duplicate.
Team
1
“The pertinent question is not, “Are they collaborating?” but rather, “What are they collaborating about?” Collaboration is not a virtue in itself, and building a collaborative culture is simply a means to an end, not an end itself. The purpose of collaboration—to help more students achieve at higher levels—can only be accomplished if the professionals engaged in collaboration are focused on the right work.”
What Is the Right Work of a Learning-Focused Team? A learning-focused team is focused on the “right work.”
—DuFour, DuFour, Eaker, Many, & Mattos, Learning by Doing: A Handbook for Professional Learning Communities at Work, 2016, p. 59
In your context … ●
Do you have groups or teams?
●
What do they spend their time focused on? Is this the “right work”?
“Alignment and clarity cannot be achieved in one fell swoop with a series of buzzwords and aspirational phrases crammed together. Leaders simply cannot inspire, inform, motivate, market, and position their companies in the context of a T-shirt or lucite tschotske. It requires a much more rigorous and unpretentious approach.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 76
2
© Sparrow 2017. SolutionTree.com Do not duplicate.
1. Provide Clarity
2. Reinforce Clarity A. Hiring “Without a clear understanding of what a cultural fit or misfit looks like, and without the active involvement of the leadership team, even the most sophisticated hiring process will fail.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 161
Reinforce Clarity
Reinforce Clarity
A. Hiring B. Contractual Obligation
A. Hiring B. Contractual Obligation C. Performance Appraisal “The best performance management programs are designed to stimulate the right kinds of conversations around the right topics. That’s all.” (Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
© Sparrow 2017. SolutionTree.com Do not duplicate.
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
3
Reinforce Clarity A. B. C. D.
• What are some ways your current systems reinforce PLCs?
Hiring Contractual Obligation Performance Appraisal Non-Contract Renewal
• What are some ways your current systems detract from or conflict with PLCs?
“Keeping a relatively strong performer who is not a cultural fit sends a loud and clear message to employees that the organization isn’t all that serious about what it says it believes.”
• What is one thing you might do to better align systems to learningfocused PLCs?
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 170
Focus on Being Healthy
(Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
4
© Sparrow 2017. SolutionTree.com Do not duplicate.
Trust “The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like ‘I screwed up,’ ‘I need help,’ ‘Your idea is better than mine,’ ‘I wish I could learn to do that as well as you do,’ and even, ‘I’m sorry’.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
(Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
Trust
Trust
“At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
“Leaders must follow a higher standard in terms of both professional and personal relationships. “Leaders must: (1) do what they say they will do; (2) acknowledge mistakes quickly and openly; and (3) confront conflicts between personal values and the professional environment.” —Reeves, From Leading to Succeeding: The Seven Elements of Effective Leadership in Education, 2016
© Sparrow 2017. SolutionTree.com Do not duplicate.
5
Lessons From Speed of Trust
Integrity (character)
Credibility = Character + Competence
Integrity =
honesty +
Four Cores of Credibility:
congruency + (acting according to your values)
1. Integrity (character)
humility +
(looking out for the good of others in addition to what is good for you)
courage
(ability to do the right thing, even when it is difficult)
2. Intent (character) 3. Capabilities (competence) 4. Results (competence)
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Intent (character) Intent =
Capabilities (competence)
motive +
(why you do what you do)
agenda +
(agenda stems from motive)
behavior
(put your agenda into practice)
Capabilities = talents, skills, knowledge, capacities, and abilities that we have that enable us to perform with excellence To increase capabilities: • Follow your strengths and passions. • Remain relevant by increasing your knowledge and improving your skills. • Know where you are going.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
6
© Sparrow 2017. SolutionTree.com Do not duplicate.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Results (competence)
Relationship Trust
Results = deliverables To increase results: • Remember that people judge your past results, your current results, and your potential results. • Take responsibility for results, not activity. • Assume you will be successful. • Finish strong.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Thirteen Behaviors of High Relationship Trust • • • • • • •
Talk straight. Demonstrate respect. Create transparency. Right wrongs. Show loyalty. Deliver results. Get better.
• • • • • •
Confront reality. Clarify expectations. Practice accountability. Listen first. Keep commitments. Extend trust.
• Relationship trust is all about consistent behavior. • People judge us on behavior, not intent. People can’t see into our hearts, but they can see our behavior. • Trust accounts are a system of deposits and withdrawals. • Focus on building trust accounts by not making withdrawals. • Realize that withdrawals are bigger than deposits. • Remember that what is a deposit for one person may be a withdrawal for another.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Members of teams with an absence of trust …
Members of trusting teams …
• Conceal their weaknesses and mistakes from one another.
• Admit weaknesses and mistakes.
• Hesitate to ask for help or provide constructive feedback.
• Accept questions and input about their areas of responsibility.
• Hesitate to offer help outside their own areas of responsibility. • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them. • Fail to recognize and tap into one another’s skills and experiences. • Hold grudges.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
• Dread meetings and find reasons to avoid spending time together.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• Ask for help.
• Give one another the benefit of the doubt before arriving at a negative conclusion. • Take risks in offering feedback and assistance. • Appreciate and tap into one another’s skills and experiences. • Focus time and energy on important issues, not politics. • Offer and accept apologies without hesitation. • Look forward to meetings and other opportunities to work .
7
• How would you describe the level of trust in your PLC? • What is helping or hindering trust levels in your PLC?
Conflict “When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible solution.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 38
• What are the main points to remember about trust? • What can you do to help increase trust?
Conflict “When leadership team members avoid discomfort among themselves, they only transfer it in far greater quantities to larger groups of people through the organization they’re supposed to be serving.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
Line of Offense
8
© Sparrow 2017. SolutionTree.com Do not duplicate.
(Lencioni, The Advantage, 2012)
Line of Offense
Teams that fear conflict …
(Lencioni, The Advantage, 2012)
Line of Offense
(Lencioni, The Advantage, 2012)
Teams that engage in conflict …
• Have boring meetings.
• Have lively, interesting meetings.
• Create environments where back-channel politics and personal attacks thrive.
• Extract and exploit the ideas of all team members.
• Ignore controversial topics that are critical to team success.
• Solve real problems quickly.
• Fail to tap into all the opinions and perspectives of team members.
• Minimize politics.
• Waste time and energy with posturing and interpersonal risk management.
• Put critical topics on the table for discussion.
© Sparrow 2017. SolutionTree.com Do not duplicate.
●
How would you describe your comfort level with conflict? That of the PLC you work with?
●
How might this construct apply to your PLC?
●
How might you as a leader apply the concept of a moving line of offense and apologizing?
9
Commitment
Commitment
“When leadership teams wait for consensus before taking action, they usually end up with decisions that are made too late and are mildly disagreeable to everyone. This is a recipe for mediocrity and frustration.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 48
Decision-Making Model
“Great teams avoid the consensus trap by embracing a concept that Intel calls ‘disagree and commit.’ Basically they believe that even when people can’t come to an agreement around an issue, they must still leave the room unambiguously committed to a common course of action.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
A team that fails to commit … • Creates ambiguity among the team about direction and priorities. • Watches windows of opportunity close due to excessive analysis and unnecessary delay. • Breeds lack of confidence and fear of failure. • Revisits discussions and decisions again and again. • Encourages second-guessing among team members.
10
© Sparrow 2017. SolutionTree.com Do not duplicate.
A team that commits … • Creates clarity around direction and priorities. • Aligns the entire team around common objectives. • Develops an ability to learn from mistakes. • Takes advantage of opportunities before competitors do. • Moves forward without hesitation. • Changes direction without hesitation or guilt.
Accountability ●
How would you describe the level of commitment in your PLC?
●
What is helping or hindering?
●
What is your role as a leader in helping to followers be more committed to decisions the PLC makes?
Accountability
“Peer-to-peer accountability is the primary and most effective source of accountability on a leadership team.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 54
Accountability
“When members of a team go to their leader whenever they see a peer deviate from a commitment that was made, they create a perfect environment for distraction and politics …. When team members know that their colleagues are truly committed to something, they can confront one another about issues without fearing defensiveness of backlash.”
“To hold someone accountable is to care about them enough to risk having them blame you for pointing out their differences.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
© Sparrow 2017. SolutionTree.com Do not duplicate.
11
“Publishing clear goals and standards is vital to set expectations. Setting team goals and team rewards helps here as well. People are less likely to watch someone fail if the entire team has a stake.”
“The enemy of accountability is ambiguity.” —Lencioni, The Advantage, 2012
—Lencioni, The Advantage, 2012
A team that avoids accountability ...
A team that holds one another accountable ...
• Creates resentment among team members who have different standards of performance.
• Ensures that poor performers feel pressure to improve.
• Encourages mediocrity.
• Identifies potential problems quickly by questioning one another’s approaches without hesitation.
• Misses deadlines and key deliverables. • Places an undue burden on the team leader as the sole source of discipline.
12
• Establishes respect among team members who are held to the same high standards.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• How would you describe the level of accountability on your PLC? • What is helping or hindering? • What is your role as a leader in helping to make your PLC more accountable?
Results
Results
“No matter how good a leadership team feels about itself, and how nobels its mission might be, if the organization it leads rarely achieves its goals, then, by definition, it’s simply not a good team.”
“Teams that lead healthy organizations come to terms with the difficult but critical requirement that its members must put the needs of the higher team ahead of the needs of their departments.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
Team 1
A team that is not focused on results …
A team that focuses on collective results …
• Stagnates and fails to grow.
• Retains achievement-oriented employees.
• Rarely defeats competitors.
• Minimizes individualistic behavior.
• Loses achievement-oriented employees.
• Enjoys success and suffers failure acutely.
• Encourages team members to focus on their own careers and individual goals.
• Benefits from individuals who subjugate their own goals and interests for the good of the team.
• Is easily distracted.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• Avoids distractions.
13
• To what degree does your PLC focus on results?
• Think about the five dysfunctions and how to fix them.
• What is helping or hindering?
• Pick one that you are going to focus on for the next month.
• What is your role as a leader in helping your PLC focus on results?
• What specific actions are you going to take? • How are you going to hold yourself accountable?
Thank You Jennifer L. Sparrow
14
© Sparrow 2017. SolutionTree.com Do not duplicate.
Jennifer L. Sparrow
Objectives
A Focus on PLC Leadership
●
Define “high-quality team.”
●
Explore how to keep teams focused on learning.
●
Reflect on how you act as a leader.
Jennifer L. Sparrow
deputy superintendent [email protected]
● ●
Group
● ●
Team
Collection of individuals Regular contact and frequent interaction Mutual influence and common feeling of camaraderie Work together to achieve a common set of goals
Collection of individuals Regular contact and frequent interaction ● Mutual influence and common feeling of camaraderie ● Work together to achieve a common set of goals PLUS ● High degree of interdependence ● Shared authority and responsibility ● Collective accountability ● ●
Group
© Sparrow 2017. SolutionTree.com Do not duplicate.
Team
1
“The pertinent question is not, “Are they collaborating?” but rather, “What are they collaborating about?” Collaboration is not a virtue in itself, and building a collaborative culture is simply a means to an end, not an end itself. The purpose of collaboration—to help more students achieve at higher levels—can only be accomplished if the professionals engaged in collaboration are focused on the right work.”
What Is the Right Work of a Learning-Focused Team? A learning-focused team is focused on the “right work.”
—DuFour, DuFour, Eaker, Many, & Mattos, Learning by Doing: A Handbook for Professional Learning Communities at Work, 2016, p. 59
In your context … ●
Do you have groups or teams?
●
What do they spend their time focused on? Is this the “right work”?
“Alignment and clarity cannot be achieved in one fell swoop with a series of buzzwords and aspirational phrases crammed together. Leaders simply cannot inspire, inform, motivate, market, and position their companies in the context of a T-shirt or lucite tschotske. It requires a much more rigorous and unpretentious approach.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 76
2
© Sparrow 2017. SolutionTree.com Do not duplicate.
1. Provide Clarity
2. Reinforce Clarity A. Hiring “Without a clear understanding of what a cultural fit or misfit looks like, and without the active involvement of the leadership team, even the most sophisticated hiring process will fail.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 161
Reinforce Clarity
Reinforce Clarity
A. Hiring B. Contractual Obligation
A. Hiring B. Contractual Obligation C. Performance Appraisal “The best performance management programs are designed to stimulate the right kinds of conversations around the right topics. That’s all.” (Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
© Sparrow 2017. SolutionTree.com Do not duplicate.
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
3
Reinforce Clarity A. B. C. D.
• What are some ways your current systems reinforce PLCs?
Hiring Contractual Obligation Performance Appraisal Non-Contract Renewal
• What are some ways your current systems detract from or conflict with PLCs?
“Keeping a relatively strong performer who is not a cultural fit sends a loud and clear message to employees that the organization isn’t all that serious about what it says it believes.”
• What is one thing you might do to better align systems to learningfocused PLCs?
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 170
Focus on Being Healthy
(Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
4
© Sparrow 2017. SolutionTree.com Do not duplicate.
Trust “The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like ‘I screwed up,’ ‘I need help,’ ‘Your idea is better than mine,’ ‘I wish I could learn to do that as well as you do,’ and even, ‘I’m sorry’.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
(Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012)
Trust
Trust
“At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
“Leaders must follow a higher standard in terms of both professional and personal relationships. “Leaders must: (1) do what they say they will do; (2) acknowledge mistakes quickly and openly; and (3) confront conflicts between personal values and the professional environment.” —Reeves, From Leading to Succeeding: The Seven Elements of Effective Leadership in Education, 2016
© Sparrow 2017. SolutionTree.com Do not duplicate.
5
Lessons From Speed of Trust
Integrity (character)
Credibility = Character + Competence
Integrity =
honesty +
Four Cores of Credibility:
congruency + (acting according to your values)
1. Integrity (character)
humility +
(looking out for the good of others in addition to what is good for you)
courage
(ability to do the right thing, even when it is difficult)
2. Intent (character) 3. Capabilities (competence) 4. Results (competence)
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Intent (character) Intent =
Capabilities (competence)
motive +
(why you do what you do)
agenda +
(agenda stems from motive)
behavior
(put your agenda into practice)
Capabilities = talents, skills, knowledge, capacities, and abilities that we have that enable us to perform with excellence To increase capabilities: • Follow your strengths and passions. • Remain relevant by increasing your knowledge and improving your skills. • Know where you are going.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
6
© Sparrow 2017. SolutionTree.com Do not duplicate.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Results (competence)
Relationship Trust
Results = deliverables To increase results: • Remember that people judge your past results, your current results, and your potential results. • Take responsibility for results, not activity. • Assume you will be successful. • Finish strong.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Thirteen Behaviors of High Relationship Trust • • • • • • •
Talk straight. Demonstrate respect. Create transparency. Right wrongs. Show loyalty. Deliver results. Get better.
• • • • • •
Confront reality. Clarify expectations. Practice accountability. Listen first. Keep commitments. Extend trust.
• Relationship trust is all about consistent behavior. • People judge us on behavior, not intent. People can’t see into our hearts, but they can see our behavior. • Trust accounts are a system of deposits and withdrawals. • Focus on building trust accounts by not making withdrawals. • Realize that withdrawals are bigger than deposits. • Remember that what is a deposit for one person may be a withdrawal for another.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
Members of teams with an absence of trust …
Members of trusting teams …
• Conceal their weaknesses and mistakes from one another.
• Admit weaknesses and mistakes.
• Hesitate to ask for help or provide constructive feedback.
• Accept questions and input about their areas of responsibility.
• Hesitate to offer help outside their own areas of responsibility. • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them. • Fail to recognize and tap into one another’s skills and experiences. • Hold grudges.
(Covey, The Speed of Trust: The One Thing That Changes Everything, 2006)
• Dread meetings and find reasons to avoid spending time together.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• Ask for help.
• Give one another the benefit of the doubt before arriving at a negative conclusion. • Take risks in offering feedback and assistance. • Appreciate and tap into one another’s skills and experiences. • Focus time and energy on important issues, not politics. • Offer and accept apologies without hesitation. • Look forward to meetings and other opportunities to work .
7
• How would you describe the level of trust in your PLC? • What is helping or hindering trust levels in your PLC?
Conflict “When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible solution.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 38
• What are the main points to remember about trust? • What can you do to help increase trust?
Conflict “When leadership team members avoid discomfort among themselves, they only transfer it in far greater quantities to larger groups of people through the organization they’re supposed to be serving.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
Line of Offense
8
© Sparrow 2017. SolutionTree.com Do not duplicate.
(Lencioni, The Advantage, 2012)
Line of Offense
Teams that fear conflict …
(Lencioni, The Advantage, 2012)
Line of Offense
(Lencioni, The Advantage, 2012)
Teams that engage in conflict …
• Have boring meetings.
• Have lively, interesting meetings.
• Create environments where back-channel politics and personal attacks thrive.
• Extract and exploit the ideas of all team members.
• Ignore controversial topics that are critical to team success.
• Solve real problems quickly.
• Fail to tap into all the opinions and perspectives of team members.
• Minimize politics.
• Waste time and energy with posturing and interpersonal risk management.
• Put critical topics on the table for discussion.
© Sparrow 2017. SolutionTree.com Do not duplicate.
●
How would you describe your comfort level with conflict? That of the PLC you work with?
●
How might this construct apply to your PLC?
●
How might you as a leader apply the concept of a moving line of offense and apologizing?
9
Commitment
Commitment
“When leadership teams wait for consensus before taking action, they usually end up with decisions that are made too late and are mildly disagreeable to everyone. This is a recipe for mediocrity and frustration.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 48
Decision-Making Model
“Great teams avoid the consensus trap by embracing a concept that Intel calls ‘disagree and commit.’ Basically they believe that even when people can’t come to an agreement around an issue, they must still leave the room unambiguously committed to a common course of action.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
A team that fails to commit … • Creates ambiguity among the team about direction and priorities. • Watches windows of opportunity close due to excessive analysis and unnecessary delay. • Breeds lack of confidence and fear of failure. • Revisits discussions and decisions again and again. • Encourages second-guessing among team members.
10
© Sparrow 2017. SolutionTree.com Do not duplicate.
A team that commits … • Creates clarity around direction and priorities. • Aligns the entire team around common objectives. • Develops an ability to learn from mistakes. • Takes advantage of opportunities before competitors do. • Moves forward without hesitation. • Changes direction without hesitation or guilt.
Accountability ●
How would you describe the level of commitment in your PLC?
●
What is helping or hindering?
●
What is your role as a leader in helping to followers be more committed to decisions the PLC makes?
Accountability
“Peer-to-peer accountability is the primary and most effective source of accountability on a leadership team.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012, p. 54
Accountability
“When members of a team go to their leader whenever they see a peer deviate from a commitment that was made, they create a perfect environment for distraction and politics …. When team members know that their colleagues are truly committed to something, they can confront one another about issues without fearing defensiveness of backlash.”
“To hold someone accountable is to care about them enough to risk having them blame you for pointing out their differences.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
© Sparrow 2017. SolutionTree.com Do not duplicate.
11
“Publishing clear goals and standards is vital to set expectations. Setting team goals and team rewards helps here as well. People are less likely to watch someone fail if the entire team has a stake.”
“The enemy of accountability is ambiguity.” —Lencioni, The Advantage, 2012
—Lencioni, The Advantage, 2012
A team that avoids accountability ...
A team that holds one another accountable ...
• Creates resentment among team members who have different standards of performance.
• Ensures that poor performers feel pressure to improve.
• Encourages mediocrity.
• Identifies potential problems quickly by questioning one another’s approaches without hesitation.
• Misses deadlines and key deliverables. • Places an undue burden on the team leader as the sole source of discipline.
12
• Establishes respect among team members who are held to the same high standards.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• How would you describe the level of accountability on your PLC? • What is helping or hindering? • What is your role as a leader in helping to make your PLC more accountable?
Results
Results
“No matter how good a leadership team feels about itself, and how nobels its mission might be, if the organization it leads rarely achieves its goals, then, by definition, it’s simply not a good team.”
“Teams that lead healthy organizations come to terms with the difficult but critical requirement that its members must put the needs of the higher team ahead of the needs of their departments.” —Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
—Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business, 2012
Team 1
A team that is not focused on results …
A team that focuses on collective results …
• Stagnates and fails to grow.
• Retains achievement-oriented employees.
• Rarely defeats competitors.
• Minimizes individualistic behavior.
• Loses achievement-oriented employees.
• Enjoys success and suffers failure acutely.
• Encourages team members to focus on their own careers and individual goals.
• Benefits from individuals who subjugate their own goals and interests for the good of the team.
• Is easily distracted.
© Sparrow 2017. SolutionTree.com Do not duplicate.
• Avoids distractions.
13
• To what degree does your PLC focus on results?
• Think about the five dysfunctions and how to fix them.
• What is helping or hindering?
• Pick one that you are going to focus on for the next month.
• What is your role as a leader in helping your PLC focus on results?
• What specific actions are you going to take? • How are you going to hold yourself accountable?
Thank You Jennifer L. Sparrow
14
© Sparrow 2017. SolutionTree.com Do not duplicate.
