Cw tq smart teams in action
•
0 gefällt mir•501 views
The document discusses the attributes of smart teams, introducing the TQ (Team Intelligence) model which examines a team's vision, roles, decision making, values and other factors. It also explores the six key ingredients of smart teams like unique vision, real relationships, problem solving, and conflict resolution. The document provides an assessment for teams to evaluate their skills in areas like engagement, decision making, and adapting to change.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (6)
Ähnlich wie Cw tq smart teams in action
Ähnlich wie Cw tq smart teams in action (20)
Mehr von Clearwater Consulting Group
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Cw tq smart teams in action
- 1. TQ – Team Intelligence In Action
- 2. Today 1. Review TQ Model 2. Explore 6 Attributes of Smart Teams 3. Introduce Team Skill 4. Assess Your Team
- 3. “The leaders who work most effectively never say ‘I.’ They don’t think ‘I.’ They think ‘we.’ They think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit. This is what creates trust, what enables you to be the task done.” Peter Drucker Insert footer text here 3
- 4. Cocktail Party 1) Introduce yourself 2) Answer 2 questions: What do you really enjoy about the team you're currently on? And what drives you crazy about the team you're on?
- 5. Smart Teams have TQ (team intelligence)
- 6. Smart Teams have TQ (team intelligence) Charter Goals, Results Roles Decision Making
- 7. Smart Teams have TQ (team intelligence) Vision Situational Team Development Creating Safety
- 8. Smart Teams have TQ (team intelligence) Work Styles (DiSC) Engagement Values, Norms
- 9. Smart Teams have TQ (team intelligence) Tackling Change Engaging Assessing Maintaining
- 10. 6 Ingredients of Smart Teams 1. Unique unifying Vision - Charter 3. Real Relationships that Dissolve Silos 5. Problem Solving without Finger Pointing 7. Directly Dealing with Conflict 9. Strong Team Leader 11. Sense of ‘We’
- 11. “The ratio of We’s to I’s is the best indicator of the development of a team.” Lewis B. Ergen Insert footer text here 11
- 12. Best Team Insert footer text here 12
- 13. Worst Team Insert footer text here 13
- 14. Smart Teams have TQ (team intelligence) Tackling Change Engaging Assessing Maintaining
- 15. T.E.A.M. Skills: Tackling Change
- 17. T.E.A.M. Skills: Assessing Opportunities & Solving Problems Creative Collaboration Context – Allies
- 18. T.E.A.M. Skills: Maintaining Momentum Onboarding new members Meetings Process – productivity Attuned to the vision and charter
- 19. Getting Skilled at Engagement So, who’s on your team?
- 20. Dimensions of Disc 1. 2.
- 21. Action Data People Reflective
- 22. Direct Influence Results oriented Results oriented Competitive Enthusiastic Conscientious Supportive Accuracy Impact on others Measured Friendly
- 23. “Lots of people want to ride with you in the limo, but what you want is someone who will take the bus with you when the limo breaks down.” Oprah Winfrey Insert footer text here 23
- 24. Clearwater Consulting Group Women-owned firm founded in 2005 headquartered in Atlanta, GA Company focus is senior team development for greater organizational clarity and success Find us www.clearwater-consulting.com Call us 404-842-0987 Insert footer text here 24
Hinweis der Redaktion
- Introductions – Andrea Exercise get up, find one person – ask each other – What’s One thing I need to know about you? Then intro one of them … Agreements : Be Open to this – we always compare to what we already know (UNC study) Confidentiality Participation Cells off The practice of Noticing – what intrigues you take a note of, what doesn’t, leave behind Get curious – listen for one thing you can use today, a key takeaway, be surprised
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Cultue, incentives, goals, norms
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
- Structure: Roles/responsibilities Charter/purpose Goals Decision making processes Incentives Resources Metrics – measure what matters Team Leadership: Situational leadership – directive, coaching, problem solving, delegating Internal and external focus Vision Team development Creating safety Team Profile: Disc Engagement Values - norms Team Skills: Contracts/Agreements Problem Solving/Decision Making Constructive Feedback Dealing with Dynamics of Change Effective Meetings ALL OF IT OCCURING IN CONTEXT: Organizational environment = Culture, incentives, goals, norms
- Team Profile - Roles & Responsibilities – (morning workshop) Changes processes & Frameworks – Relate/Repeat/Reframe, Kotter Stress What creates stress – Feeling out of control Not knowing what’s going on Not knowing how to contribute Not being able to count on your team mates
- Accountability – Agreements Getting to know each other Getting Buy In - Sharing the Vision – where do ‘I’ fit, ‘we’ fit? Constructive Feedback - Dealing with Toxins + Arc of Engagement?
- You’re always developing these skills
- Innovative teams have the skills to create what needs to happen no matter the context
- FAQs – where Dot Falls, sharing profiles (primary, secondary), accessing ALL quadrants as needed