ttheMOVEMENT - THE POWER OF YET

Saturday, December 28, 2013

LEADERSHIP CHRONICLES - SPEED DATING PART II - EMOTIONAL INTELLIGENCE

With everyone from the Ryerson Women's Basketball Team back from a short Christmas break and
some roster moves that will change the team chemistry, I thought it smart to take the team development back to a forming exercise to start the second half of the season.  Today we achieved some new interesting team connection from a round of Speed Dating.

Some of the players have been on the team together for several years.  Through today's Speed Dating activity players still managed to learn some new interesting things about each other.  The standout learning was that one of our players has a deep affinity for fishing.  This is a pass-time that energizes her and that she shares with her dad.

The theme of the Speed Dating session was "What Energizes You" and "What Drains You of Energy".    It's interesting the different "A-Ha" moments that come from working with different groups and teams.  Many of the Ryerson players shared that they get energized by positive events and positive people around them and that their energy is drained by negative events and negative people around them.  One athlete pointed out that the session helped her to connect with the influence her behaviour and energy has on those around her.  

I've attached a short clip below of part of the session.






Friday, December 27, 2013

ASHTON KUTCHERS' - INSIDER SECRETS TO MAKING THINGS TICK

Ashton Kutcher made me a fan when he dropped science during his acceptance speech at the 2013 Teen Choice Awards.  During this Leadership Moment, Ashton offers the "insider secrets to making things tick" to his fans.

Opportunities
Opportunity looks a lot like hard work.

Being Sexy
The sexiest thing in the entire world...is being really smart, thoughtful and generous.  Everything else is crap that people try to sell you to make you feel like crap.

Living Life
Build a life, don't live one.




ASK THE PROFESSOR - I'VE GOT THE POWER!

ASK THE PROFESSOR will be a series of learning outcomes, insights and "A-ha" moments from my journey as a Professor of Advanced Leadership and Organizational Behaviour.

One of the questions on the Mid-Term test was "Name the 5 types of Power.  For full marks provide a brief description of each type."

Power is the ability to influence.  The four types of power are Legitimate, Referent, Expert, Coercive and Reward.

Legitimate Power is the influence I allow you to have over me based on your position (manager, coach, etc)
Referent Power is the influence I allow you to have over me based on how much I like you.  The more I like you, the more I allow you to influence me and visa-versa.
Expert Power is the influence I allow you to have over me based on my belief that you have a relatively high level of knowledge and or expertise in an area or subject matter.
Coercive Power is the influence I allow you to have over me based on your ability to punish, or take something of value away from me.
Reward Power is the influence I allow you to have over me based on you ability to offer something of value to me.

What I find to be the most important aspect of power is that power is given.  Therefore one does not "hold" power, but rather, one is given power.  You do not have influence over me, but rather, I allow you to influence me.  Sort of flips the script on the idea of the Powerful and the Powerless.

Think about it.  I don't have to do as my boss asks.  I chose to do as he/she asks because I chose to cooperate with the hierarchy and corporate culture that exists.  I can also chose not to do as my boss asks absolutely and to different degrees.  There are potential consequences, outcomes and ramifications for each choice, however, it is my choice the influence I allow my boss to have over me (Legitimate Power).

For the athletes reading this post, substitute coach for boss and the previous paragraph applies to you.
Plus, athletes usually allow influence due to the perception of their coach as an expert (Expert Power), and/or on the basis of their coaches ability to punish or take something of value away, like playing time (Coercive Power), OR to offer something of value like playing time or scholarship (Reward Power).


Think of the influence friends have over each other, the term "peer pressure" and the of influence pop
icons like Justin Bieber or Beyonce.  People allow these sources to influence speech, behaviour and values.  This is Referent Power, when I allow you to influence me because I like you.

This relationship between "leader" and "follower" or "influencer" and "influencee" is important for leaders to understand.  The power is actually in the hands of the person allowing themselves to be influenced, they usually just don't see it that way.

Saturday, December 14, 2013

WHAT GREAT TEAMMATES DO FOR EACH OTHER

The greatest thing that teammates do for each other is to create a feeling of connection for each other.  They do this by accepting you for you and even spotlighting your unique qualities that benefit the team.  Great teammates create an environment where everyone belongs and feels safe to be themselves.

Ellen Degeneres spotlighted a great display of team behaviour on a recent episode of her show.  Whoever is coaching, mentoring these boys is developing the skills and character qualities great leaders demonstrate.

Watch these two young heroes, Danny and Tommy!



Monday, December 9, 2013

LEADERSHIP CHRONICLES - SPEED DATING

"What do you do?" is a common question asked when people first meet.  This question is asked because it is socially safe and is not too personal.

However, if we really want to get to know someone, a better question would be "What energizes you?" or "What drains you of energy".  The answer to this question provides insight into passions, dreams, sources of happiness, joy and activities and practices that put a person in the zone or in flow.
I facilitated a "Speed Dating" activity to support the forming stage of team development for the North Toronto JUEL Basketball Team.  It was a fun an engaging opportunity for players to get better acquainted.  The activity took about 10 minutes and the returns were great.  Each "Speed Date" was 1 minute long.  Players sat across from a partner; kept eye contact; introduced themselves and each player had 30 seconds to share the things that energize them.  After one minute one line of players would rotate and a new "Speed Date" would start.  Players who had been training together for several months, learned new interesting important information about their teammates.  

This activity honours the "forming" stage of team development by helping to create connection between athletes and encourages athletes to tell something positive, but revealing about themselves.  The load of eye contact was added to challenge players to take the connection further and even demonstrate some trust with their teammates.  

The players really enjoyed the activity and were excited about what they'd learned about each other throughout the process.  They found that they have a lot in common.  They also learned some interesting things about a fellow teammate that peaked curiosity and will encourage players to learn more about each other outside of this activity.




Sunday, December 8, 2013

LEADERSHIP CHRONICLES - INTERDEPENDENCE

Excited about my first session with the North Toronto JUEL Basketball team.  This was a forming session aimed at introducing some mindset shifts and doing some forming.

I started the session with a question "What makes you a team?" Team members shared some very good reasons they felt they were a team.  One player hit on a very important aspect that differentiates groups from teams, interdependence.

Below is a list of characteristics that differentiate groups from teams.  As they pertain to performance, I believe the most important is the Individual accountability v. mutual and individual acceptability (accountable to each other).  This last characteristic of teams points to the interdependence that must exist between participants on effective teams.  I must do my job in order for you to do your job.  I must do my job in order for the team to be successful.  The teams success will lead to my personal success.

For example, if communication is an essential part of your job, players must understand that my communication affects the performance of my teammates and the success of the team.  If I don't communicate effectively (or as per the team standard), my teammates will be without the information they need to be successful and the team will not maximize performance.  I have used communication as an example but it applies to all expectations and responsibilities.

If we want players to learn to work together we must teach them the importance of interdependence.  Egoism has trickled down form professional sport and other environments to the grassroots.  While media teaches an exaggerated self-importance, coaches of team sport need to re-educate young athletes on the meaning and importance of interdependence.  

Below I have listed the characteristics that differentiate a group from a team.  Which one are you coaching, a group or a team?  Which one are you playing on, a group or a team?  If you're playing on or coaching a group that you want to be a team what can you do to facilitate a change? 

Group
Has a designated strong leader
Individual Accountability
Identical purpose for group and organization
Performance goals set by others
Works within organizational boundaries
Individual work products
Organized meetings, delegation

Team
Shares or rotates leadership roles
Mutual and individual accountability (accountable to each other)
Specific team vision or purpose
Performance goals set by team
Not inhibited by organizational boundaries
Collect work products
Mutual feedback, open-ended discussion, active problem solving

Friday, November 29, 2013

LEADERSHIP CHRONICLES: WHY DO WE DO YOGA ANYWAY?

Mindfulness is an important developmental focus of our Warrior Training Leadership Program.  In particular, our Yoga sessions helps to quiet the mind, help to develop the awareness people need to recognize the desire/need for change.  Once awareness is developed there is generally less resistance on the path to change.

The leader of our Mindfulness Development initiatives wrote the letter below to the Ryerson University Women's Basketball team prior to their session today.  The letter provides clarity on the reasons why yoga is a very important component to their leadership development.  I thought it super insightful and connected with the purpose for our Warrior Training that I wanted to share it with the followers of ttheMOVEMENT.  Enjoy!

Why Do We Do Yoga Anyways?  Why Don't We Just Stretch?

It's an interesting topic.  Why do we do up-dog, down-dog, side-half-umbrella dog?  Why not just stretch?  Well, you see, because the physical practice of yoga is merely a piece (and a small one at that) of what yoga really is.  In fact, yogis started to practice the physical postures of yoga so that they could meditate for longer.

There is a cool thing that happens when you step onto the mat.  You are instantly driven inwards into that chaotic, rat-race of a brain and forced to look at yourself.  For people just starting out, it's typical that they avoid this process by getting really competitive or joke around, but eventually something happens as you continue to practice...you're brain shuts off and you are left with just you.  Not you plus the bullshit (oh my god I have a test, why did Angela say that about me, do I look fat...), just you.  This inner connection with self begins to open you up to a higher consciousness which eventually spills out into your life.

Don't believe me?  That's fine. Meet me on the mat.

Each posture does one of two things:

1.   It exposes something about your personality.  So for example, if you hate backbends you might ask yourself why you don't like being vulnerable and opening your heart freely.  Or, if you can't hold a balancing pose as well as you usually do, what is distracting you in you life right now?

2.  It brings energy into your world.  Example: As you hold postures that burn like crazy, and keep you holding it even though you feel like your legs are going to explode!!! This translates into us having the confidence to keep going when life gets tough.

This may be a lot to swallow, maybe not.  All I know is that it also happened to me.  Despite just wanting to do yoga for the hot ass, it eventually connected me to my spirit, and I began to see the world and other people differently.  I became a better version of myself; stronger, more flexible in my thinking and decision-making, calmer, and more and more and more.

It is absolutely okay to come to yoga just to relax, but I just wanted you to know that there is a magic to it.  If you keep up with it, not only will it transform your body, it will transform your life.  Yoga is not a religion or a path- not in the Western world anyway.  However, it will lead you to a path, one that will bring you endless fulfillment and joy.

Rock on friends.

Namaste,

Sarah Amaterasu Hauch xo




 

Saturday, November 23, 2013

LEADERSHIP CHRONICLES - HOW DEEP IS THE WATER?

The last LEADERSHIP CHRONICLES post was about Personal Courage.  One contextual factor that  I continually remind myself, coaching and management clients is that sometimes people just aren't ready to engage with their Personal Courage.  Personal Courage is a process as well as a behaviour.  You don't just wake up one day and do it without having practiced, trained and developed the skill.  

Just like your handwriting.  You weren't born able to write your name.  You practiced it.  A lot.  Right now, grab a pen or pencil and a piece of paper.  Write your name on the page with your dominant hand.  Take a look and appreciate your work.  Now put the writing utensil in your non-dominant hand and write your name.  Different or the same? Of course it's different.  You don't practice writing your name with your non-dominant hand so it stands to reason that your skills need work.  Same can be said for developing Personal Courage (or any other skill in life).

The way to practice Personal Courage is to identify opportunities where the risks, consequences, trade-offs and fear are less.  Connect with your Fight, Flight, Freeze response.  Chose to activate your willingness to act.  Like the first time you jumped into deep water, or cold water.  Parents, coaches and educators should look for these low risk opportunities for those you serve to help develop their Personal Courage.  Could be public speaking, acting in the school play, sharing information with teammates, making a presentation at a staff meeting.  

Like any skill it must be practiced to be refined, consistent and second nature.  Practice with these events and the events where the risks are greater will be easier to deal with.  What we're really working on here is growing your willingness to act.  As noted in LEADERSHIP CHRONICLES- PERSONAL COURAGE, the athlete, staff, student, child will still feel the fear, but you would have helped them to develop their willingness to act so that it becomes a habit.  

Until that point understand that the most courageous person you know still only demonstrates their courage on their terms when they developed the necessary skills inventory.  Also understand that stepping to Personal Courage is stepping into the unknown.  We all know how comfortable that feels.  It's an adventure.  So be kind to the person making the step, especially if its you.  Spotlight the first step to help freeze the new behaviour, regardless of the outcome.  Below is a great nugget from a Seth Godin Blog post, share it with your people.

"How deep is the water?"
If it's over your head, does it really matter?
At some point, when the stakes are high enough and your skills and desires are ready, you will swim.
And when you swim, who cares how deep the water is?
[You might find that the deeper water is actually calmer and easier to swim in...]


LEADERSHIP CHRONICLES - PERSONAL COURAGE

At a recent Warrior Training (Team Development) session I helped a team develop clarity on the
qualities of Personal Courage.

Personal fear, the unknown and a willingness to act greater than the personal fear are all characteristics and behaviour that make up Personal Courage.  Personal fear being a relative subjective fear that one may have, but one that may not be general to everyone, like the fear of flying or fear of heights.  The unknown simply put is uncertainty, when we try to imagine an outcome.  The willingness to act is your desire to make something happen.

I've coached for years and heard athletes share how they feel uncomfortable offering teammates direction in games when they themselves are making the same mistakes.  Interesting point as it pertains to people in glass houses throwing rocks.  However, far less important in the world of personal and team performance.

In our recent session, players/teammates opened up and shared about some reasons they feel uncomfortable or fear certain interactions or communications with teammates or coaches.  These personal fears are the hurdle that must be passed for courage and performance to exist.  The fears all centred around shame, fear of what my teammate or coach will think about me.

Courageous acts involve feeling fear.  There is a misconception that courage is this chest pounding demonstration of bravery or heroism.  One of the fundamental things that define courage is the connection with vulnerability, fear.  However, the act of courage also involves a special relationship.  The relationship between the willingness to act and a personal fear.  When there is courage, the willingness to act is greater than the feeling of personal fear.

Feeling the resistance of fear in a multitude of situations is normal.  The most successful people in society "Feel the Fear and Do It Anyway".  Research shows that senior executives in business demonstrate this better than anyone.  Their success can be correlated to the level to which their desire to act is greater than the fear they experience.  This doesn't mean they don't make mistakes, but it means they don't get paralyzed by fear, refuse to act and miss out on opportunities to perform and grow.

I've added a quick snippet on Personal Courage from Robert Biswas-Diener a pioneer in Positive Psychology.  Robert is an expert on the development of Courage.  In Positive Psychology there are two general approaches to Courage development.  Managing the the perceived fear and/or boosting the willingness to act.  Consider this the next time your faced with a personal fear.





Friday, November 22, 2013

LEADERSHIP CHRONICLES - ACCOUNTABILITY

Very interesting team coaching session last night where the concept of accountability was discussed
and demonstrated.  For me, accountability means that it is you and only you who is responsible for your performance.  With teams, it's that you have a responsibility to do everything you can, within your circle of control and circle of influence to perpetuate the desired team performance.  Modeling accountability can create a culture of accountability.

I'd asked our team to follow a spotlighting and appreciation ritual at the end of each practice or game.  Last night I followed up with the team to see if it was being done.  I asked "How's the spotlighting after practices and games going?" There were quizzical, slightly embarrassed, "oh s%^t" looks on the faces of the athletes.  They weren't doing it.  Their answer was "We haven't been doing it".  They were not participating in this ritual that was deemed an important part of their team building.  When I asked for the reason that the spotlighting ritual was not being observed the players offered several reasons; we forgot; they didn't realize that it was a priority, etc.  I allowed the players to share a few more reasons, then I stopped them.  I told them that the reason that the ritual wasn't carried out was because I did not make it so.

One of the best ways to teach accountability is to model it.  I shared with the team that if I wanted the ritual to be practiced, I should have followed up earlier.  In my absence I could have communicated with the head coach about this practice and requested her involvement in ensuring it was done.  I could have delegated the task of facilitating the ritual to a player or players on the team.  I could have explained the ritual to one of the assistant coaches and asked them to facilitate the task in my absence until the ritual became habit and part of the team culture.  While the players chose not to do it, blaming them means not taking accountability.  It means not owning that area of the teams performance.  The players looked even more confused when I took accountability for them not carrying out the ritual.  Coaches are there to help people move to new levels of self-actualization.  We make mistakes, and we must be ok to share that we make mistakes with athletes or staff in our department.  If we want a culture of accountability we must model it.

Explain and model this concept to your staff, athletes or people whom you serve.  Its an important part of individual and team performance.  Stop blaming and take ownership for your performance and the performance of your team.

The interview below highlights the accountability issues at Rutgers University with former Athletic Director, Tim Pernetti.

Sunday, November 10, 2013

LEADERSHIP CHRONICLES - PISSED OFF FOR GREATNESS!

"PISSED OFF FOR GREATNESS" is a clip of a Ray Lewis pre-game speech to the Stanford University Men's Basketball team.  I showed this clip in the two Mindset sessions I ran this week for two teams.

When I asked the athletes what they took from the video, this is what they shared:

"If tomorrow wasn't promised, what would you do today and who would you do it for?"
 The athletes shared, "play like it's the last game you will ever play, or like it's your last day on earth and play for yourself AND for your teammates".  This Ray Lewis statement really helped to get athletes focussed on being present and on the beautiful brotherhood or sisterhood that is team. Tomorrow is a distraction from now, where you need your focus to be to be your best in the moment and use all your tools to achieve your individual and team goals.

"Wins and losses come a dime a dozen, but effort is between you and you"
I'm spending a lot of time shifting athlete and coach paradigms to the process and away from the result. Control the controllables.  Athletes don't control wins and losses, they control their effort and the standard at which they chose perform.  Leaders on teams influence the standard at which their teammates chose to perform.  One athlete said there are times when it appeared to his teammates that he is giving his all, but that he's still got more in the tank.  The Ray Lewis statement helped him to connect with what he was holding back.  The athlete was courageous enough to share this with his teammates who all connected with his comments and feelings.

"I'm a new creature now than I was 5 minutes ago"
The Women's Basketball Team at Ryerson University really connected with this Ray Lewis statement.  They rejected the idea of being define by the past, even if it was as recent as 5 minutes ago.  They committed to parking mistakes and recreating themselves in each moment to stay present and grow in each moment.  They also connected with a persona they can adopt when on the court.  No longer are they Laura or Nicole, but now they can be a "Creature", an adaptable creation with warrior skills, ready to fight the good fight and be the best basketball teammate.

"If you ain't pissed off for greatness, then you're ok being mediocre and ain't no man in here happy being basic"
Paraphrasing one of the boys at St. Elizabeth's Catholic High School who said it best when he said "success it's not about being perfect, but rather about what we learn and how we grow through the pursuit of perfection".

Watch the clip and tell me what you take from the video.

Saturday, November 9, 2013

GODINISMS - FEAR THE FEAR, FEEL THE FEAR


GODINISMS is new part of ttheMOVEMENT where I share the insights of thinker, author, Seth Godin.  He's a catalyst for conversations, that help us to MOVE.  Enjoy!
Seth Godin - Typad, November 1, 2013 - FEAR THE FEAR, FEEL THE FEAR
Most of the things we avoid are avoided because we're afraid of being afraid.
Too meta?
Sorry, but it's true. The negative outcomes that could actually occur due to speaking up in class, caring about our work product, interacting with the boss--there's not a lot of measurable risk. But the fear... the fear can be debilitating, or at the very least, distasteful. So it's easier to just avoid it altogether.

On the other hand, artists and leaders seek out that feeling. They push themselves to the edge, to the place where the fear lives. By feeling it, by exposing themselves to the resistance, they become more alive and do work that they're most proud of.
The fear doesn't care, either way. The choice is to spend our time avoiding that fear or embracing it.

Sunday, November 3, 2013

LEADERSHIP CHRONICLES - TRINITY OF EXCELLENCE

Thank you to the Business Leadership class at GCS for inviting me to present Lord Alfred Tennyson's Trinity of Excellence.

The Trinity of Excellence is "Self-Reverence, Self-Knowledge and Self-Control".  In my opinion, effective and transformational leadership starts with an understanding and practice of these elements.

Self Reverence
·      Liking or loving yourself
·      Being comfortable in your own skin
·      Understanding you are enough

Self-Reverence leads to:

Self Confidence – Believing in myself – No perfection.  Set high standards and do your best.  If I don’t believe in me, then neither will followers.

Self Respect – honor, virtue, integrity, honesty and dignity – If I model for organizational culture

Self Esteem – take care of yourself and avoid unhealthy habits – less likely to seek escape in substance abuse, workaholism.

Prevents Egotism - exaggerated sense of self importance  - focus on self instead of real problems or follower development

A lack of Self-Reverence may lead to not so attractive personal characteristics:
Insecurity, Envy, Greed, Vacillation, Procrastination, over cautiousness, Pessimism, Cynicism, Arrogance
Guilt, Self pity

Self Knowledge – Know thyself
Being aware of capabilities you have and the knowledge and capabilities you don’t have.  It’s ok to not know everything.  “Its not what you do not know that gets you into trouble, it is what you know for sure that is not so”

Ignorance of oneself can lead to leaders trying something they are really not able to do.  Leaders influence subordinates to achieve goals.  Leaders who do not understand how they affect others lead effectively only by accident.  The complicated part of self-knowledge is that we are always changing.  Self Knowledge is like a moving target.

Also important to know how you are likely to react to in assorted situations:

How do you handle pressure?
How do you handle ambiguity and uncertainty?
How do you handle criticism?
How do you function when tired?
How do you handle disappointment and bad news?
What mistakes are you prone to making?
What buttons do people have to push to get you to do something that you know you should not do? 
How well do you listen? 
Why do you want the things you want?

Self Control
Power over ones basic instincts, desires and emotions. If you can’t control your emotions you can’t be expected to effectively control situations, resources and people.

Self-control enables the leader to focus on the situational needs.
Self-control inspires confidence, calm, loyalty, helpfulness, collegiality, attention to duty and the will to do a job well.

Lack of self-control leads to anger, rage, overreaction, recklessness, panic, anxiety, impetuousness, obstinacy and poor judgment.

Saturday, November 2, 2013

LEADERSHIP CHRONICLES - MINDSET

Facilitating a Team Leadership session today with a Sr. Boys Basketball Team I asked the question "What are the goals for your season?"  Several members of the team promptly replied "Championship!!!!"  My next question to the team was "Do you have control over this goal?"

This is a common answer I get in Team Leadership sessions.  Teams do not control winning.  Teams control the process pieces that when executed correctly can enable them to win games.  There's a difference.  It's important for coaches to help athletes create a winning mindset.  You may still lose every game of the season, but the positive living skills associated with creating a winning mindset will serve your athletes throughout your season and beyond.  Habits must be developed in order to execute with precision and at a superior standard than opponents.  

In the session I ran we identified some process pieces that the team and players control to help them to win games and hopefully eventually a championship. 

Never Give Up - Players giving up because the task is difficult or the goal appears unachievable is not an options for teams trying to master a winning process.  Your desire to act, give and be your best must be greater than your fear of failure, shame or disapointment.  This mindset helps to develop compassion, resilience and courage.

Take No Shorts -  Perform every task at the level of precision and with the standard communicated from the coaching staff and team expectations.  Not touching a line today running suicides could mean, a cut not made with speed.  The result in a game could be a turnover.  We don't control the win, but we do control our personal standard when if comes to our process.

Work Together to Solve Problems - I had the team do a Blind Counting exercise.  After the fourth or fifth time the team successfully accomplished the task associated with the exercise.  In the debrief we established that the reason the team was successful was because the players shifted their focus from success (winning) to process; ensuring clear understanding of the rules, slowing down, listening to their teammates, timing.  In addition to developing a mindset change the team worked together to solve the problem.  In the case today it meant problem solving.


Monday, September 2, 2013

10 DIFFERENCES BETWEEN MANAGERS AND LEADERS

This is a great video on the differences between Managers and Leaders.  Let me know if you agree.  I know I do.

ESSENCE

M: Stability
L: Change

RULES
M: Make Rules
L: Break Rules

APPROACH
M: Plans Details
L: Sets Direction

CULTURE
M: Execute
L: Shape

CONFLICT
M: Avoid
L: Use

DIRECTION
M: Existing Roads
L: New Roads

CREDIT
M: Takes
L: Gives

DECISIONS
M: Make
L: Facilitates

VISION
M: Tell
L: Sell

STYLE
M: Transactional
L: Transformational




Tuesday, July 23, 2013

IMPORTANT DIFFERENCES BETWEEN GROUPS AND TEAMS

Whenever facilitating leadership development with sport teams, one of the learning objectives has always been to develop an understanding of the difference between Groups and Teams. 

The one difference I have always stressed is that members of a team share a common goal. However the article below offers some other important differences.  “What’s the value” you ask? Do you work as part of a team?  If so, does your team share the qualities of a team that are listed in the article below?  As mentioned in the article the terms Group and Team are used interchangeably, but not always correctly.  If a team is what you want, then work toward that goal using the info below from Gordon Curphy author of “The Rocket Model”.  Enjoy!  MOVE!

The terms team and group are often used interchangeably, but there are some differences between these two concepts.  We define teams as consisting of three to 25 people who:

  • Work toward a common set of goals
  • Work jointly
  • Share common leadership
  • Hold joint accountability for performance
  • See themselves as being part of a team with common goals and shared fates

This definition of teams is somewhat different from the usual definition in three ways. First, according to this definition dyads are not teams. The dynamics between any two people are much simpler than those between three or more people. Second, this definition assumes people share a “mental model” about the teams to which they belong. In other words they identify themselves as being members of a particular team and tend to have common interpretations of events. And third, teams tend to be fairly small—usually less than 25 people. Larger groups may call themselves teams (such as a professional football team) but in reality they are usually groups made up of various sub-teams (the offensive unit, defensive unit, etc.). Common examples of teams might include commercial aircrews, crews of firefighters, United States Army platoons, product development teams, manufacturing shift workers, fast food restaurant crews, research and development teams, and soccer teams. The individuals in each of these examples share common goals, depend on the help of the other team members, share leadership and common fates, and most importantly, identify with their teams.

Groups are clusters of people that do not share these five characteristics to the same extent as teams. A regional sales team responsible for selling insurance and other financial services to local citizens would be a prototypical group. In this so-called team, each sales rep has individual revenue and profitability goals for an assigned geographic territory. An individual’s ability to achieve these goals does not depend on what the other sales reps do; instead it is completely dependent upon that person’s own performance. Although individual efforts contribute towards the region’s revenues and profitability goals, the region’s performance is merely the sum of each rep’s individual efforts. If a regional sales manager wants to increase revenues, then he or she could add reps, expand territories, increase prices, or change the product mix; requiring the reps to work more closely together would have little if any impact on the region’s financial performance.

This is not to say that leaders play passive roles when managing groups. In fact, far from it! Leaders in charge of groups need to ensure that the members operate under the same assumptions regarding customers and competitors, possess the right skills, stay motivated, share information, have adequate resources, achieve their individual goals, and get differences quickly resolved. Contrast these leadership demands with those of a head surgeon of a cardiovascular surgical team. The head surgeon would have many of these same leadership responsibilities but would also needs to ensure that their fellow surgeons, anesthesiologists, nurse practitioners, and physician assistants shared common goals, cooperated, used common work processes, had seamless task handoffs, shared a common fate, and identified with the team as they put stents and pacemakers into patients. Thus, the leadership demands on people in charge of teams are more extensive (and consequently more difficult to master) than the demands on people in charge of groups.  

Saturday, July 20, 2013

PHIL JACKSON'S 11 PRINCIPLES OF MINDFUL LEADERSHIP



Phil Jackson leadership approach was inspiration for me to pursue my Masters in Leadership Studies.  Thank you to coach Chris Oliver for sharing "Phil Jackson's 11 Principles of Mindful Leadership". 

Phil Jackson, considered one of the greatest coaches in the history of the National Basketball Association, has won 11 titles as a coach. The most in NBA history. Eleven Rings is a memoir that, for me, is more about leadership and relationships than basketball.

Jackson's principles are worth taking a look at. They support the idea that a leader's job is to build leaders at all levels. You could take back to your organization and put into practice today any one of the following 11 principles:

1. Lead From the Inside Out. Avoid fads. Lead from who you are. "As time went by, I discovered that the more I spoke from the heart, the more players could hear me and benefit from what I gleaned."

2. Bench the Ego. "The more I tried to exert power directly, the less powerful I became. I learned to dial back my ego and distribute power as widely as possible without surrendering final authority. Paradoxically, this approach strengthened my effectiveness because it freed me to focus on my job as keeper of the team's vision.

"Some coaches insist on having the last word, but I always tried to foster an environment in which everyone played a leadership role, from the most unschooled rookie to the veteran superstar. If your primary objective is to bring the team into a state of harmony and oneness, it doesn't make sense for you to rigidly impose your authority."

3. Let Each Player Discover His Own Destiny. Jackson's goal wasn't to provide all of the answers. "I've always been interested in getting players to think for themselves so that they can make difficult decisions in the heat of battle."

"My approach was always to relate to each player as a whole person, not just a cog in the basketball machine. That meant pushing him to discover what distinct qualities he could bring to the game beyond taking shots and making passes. How much courage did he have? Or resilience? What about character under fire? Many players I've coached didn't look special on paper, but in the process of creating a role for themselves they grew into formidable champions."

4. The Road to Freedom is a Beautiful System. Similar to the principles used to foster greater creativity and innovation in an organization, Jackson used a system known as the triangle offense. "What attracted me to the triangle was the way it empowers the players, offering each one a vital role to play as well as a high level of creativity within a clear, well-defined structure."

5. Turn the Mundane into the Sacred. Leaders take note. Jackson writes, "As I see it, my job as coach was to make something meaningful out of one of the most mundane activities on the planet: Playing pro basketball." He incorporated meditation into his team's practices. "I wanted to give players something besides X's and O's to focus on. What's more, we often invented rituals of our own to infuse practices with a sense of the sacred."

6. One Breath = One Mind. Players "often have to make split-second decisions under enormous pressure. I discovered that when I had the players sit in silence, breathing together in sync, it helped align them on a nonverbal level far more effectively than words. One breath equals one mind."

"If you place too many restrictions on players, they'll spend an inordinate amount of time trying to buck the system. Like all of us, they need a certain degree of structure in their lives, but they also require enough latitude to express themselves creatively."

7. The Key to Success is Compassion. "Now, 'compassion' is not a word often bandied about in locker rooms. But I've found that a few kind, thoughtful words can have a strong transformative effect on relationships, even with the toughest men in the room." Compassion breaks down barriers among people.

8. Keep Your Eye on the Spirit, Not on the Scoreboard. When a player is "playing within his natural abilities, he activates a higher potential for the team that transcends his own limitations and helps his teammates transcend theirs. When this happens, the whole begins to add up to more than the sum of its parts." He adds, "Most coaches get tied up in knots worrying about tactics, but I preferred to focus my attention on whether the players were moving together in a spirited way."

9. Sometimes You Have to Pull Out the Big Stick. Sometimes Jackson used "tricks to wake players up and raise their level of consciousness….Not because I want to make their lives miserable but because I want to prepare them for the inevitable chaos that occurs the minute they step onto a basketball court."

10. When in Doubt, Do Nothing. "Basketball is an action sport, and most people involved in it are high-energy individuals who love to do something—anything—to solve problems. However, there are occasions when the best solution is to do absolutely nothing….I subscribe to the philosophy of the late Satchel Paige, who said, 'Sometimes I sits and thinks, and sometimes I just sits.'"

11. Forget the Ring. We all hate losing. "And yet as coach, I know that being fixated on winning (or more likely, not losing) is counterproductive, especially when it causes you to lose control of your emotions. What's more, obsessing about winning is a loser's game: The most we can hope for is to create the best possible conditions for success, then let go of the outcome."

Jackson concludes with: "What matters most is playing the game the right way and having the courage to grow, as human beings as well as basketball players. When you do that, the ring takes care of itself."