Building A Cohesive
Chapter Leadership Team
Learning Outcomes
• Understand the Natural Stages in Team Development.
• Understand Your Leadership Role in the Stages.
• Discover Tools to Accelerate Your Progress.
Knowing what to do as a leader is different from
knowing how to do it.
What is a Team?
“A team is a small number of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they hold
themselves mutually accountable.”
Katzenbach and Smith, The Wisdom of Teams
Four Stages of Team Development
Source: Dr. Bruce Tuckman
Team Stages Survey
What stage is your team in?
Take the Team Stages Survey and find out!
Indicators Associated with Each Stage
Forming
Storming
Norming
Performing
Will I be
accepted?
Will I be
respected?
How can I help the How can we do
group?
better?
Politeness
Confusion
Bid for Power
Conflict
Control
Cooperation
Consensus
Enthusiasm
Commitment
Orientation
Organizing
Data Flow
Creative
Problem Solving
6 C’s
Various emotions occur at each stage of team
development, starting with confusion and ending in
commitment. These include:
•
•
•
•
•
•
Confusion
Conflict
Control
Cooperation
Consensus
Commitment
In order to achieve success, it is important for the team to
stay motivated and move though these emotions quickly.
Stage 1 – Forming or Reforming
• Define a vision and a mission.
• Set a strategic direction and goals.
• Establish a team code of conduct.
• Develop an appreciation for the diversity of your team.
• Clarify roles and responsibilities.
During this stage members try to “figure out” norms and
how they fit in.
Stage 1 – The Leader’s Role
• Guide the on-boarding process.
• Be prepared to answer lots of questions.
• Provide direction to the team members.
• Define the decision-making process and make sure
everyone understands the process.
• Talk about how you’ll resolve conflicts if they occur.
Stage 1 – Tools
• Strategic planning
• Board orientation and training
• Code of conduct
• Defined roles and responsibilities
• Assessments
• Parliamentary procedure
• Local and National By-laws
• Budget and Accounting Practices
Code of Conduct
The code of conduct can be created in a brainstorming
activity at the initial meeting. The following rules can
serve as a great start for setting the code of conduct:
• Listen and don’t interrupt.
• Respect all opinions.
• Communicate openly.
Talk about what each of these “look” like in action.
Roles and Responsibilities
“No orchestra can play music together without careful
planning and cooperation. Understanding the various roles
and relationships within the team structure and how all the
players can work together effectively is vital if you’re going
to make beautiful music together.”
Peter Scholtes,
The Team Handbook, Second Edition
How Do I Build a Cohesive
Chapter Leadership Team?
The key to establishing and maintaining high performance
teams is to establish the foundation for success as the
team is brought together.
Applying a disciplined approach to team development,
using a step-by-step process and creating evergreen
working agreements will establish accountability,
ownership and empowerment. This set of working
agreements allows the team to effectively manage
change, conflict, and the normal activities necessary to
reach higher levels of success.
Excerpt from NAWBO© Traveling Training Team Manual
Stage 2 - Storming
The storming stage is characterized by:
• Competition and strained relationships
• Various degrees of conflict dealing with issues of
power, leadership, and decision-making
This is the most critical stage for the team and is a period
of high emotions and tension among team members.
During this stage members begin asserting their own
ideas and opinions about the processes of the team.
Stage 2 – The Leader’s Role
• Be open to criticism.
Remember, it’s only feedback.
• Remove roadblocks.
• Watch for and resolve undercurrents.
• Realize that some individuals will feel good that issues
are being addressed, some will be uncomfortable with
conflict.
• Keep the team focused on their goals.
Stage 2 – Tools
• Conflict resolution tools such as Thomas-Killmann
Model. This is a popular conflict resolution model based
on importance of the task versus the importance of
relationships.
• Decision making tools
• Problem solving tools
• Quarterly review of plan
Causes of Conflict
Conflict may be over:
• Behavior
• Aims – Missions, objectives, goals, strategies, values
• Method - Ways of achieving aims
5 Responses to Conflict
• Competing
• Accommodating
• Avoiding
• Collaborating
• Compromise
What is your natural response?
What is your learned response?
Constructive Conflict
In Constructive Conflict:
• Communication is open, ongoing, and elicits and
provides true thoughts and feelings.
• Parties respect each others interests and there is a
high level of trust.
• Focus is on win-win.
• Productivity increases.
5 Steps to Conflict Resolution
• Take responsibility.
• Determine the real problem. Is it a behavior or style
difference? A difference over aims? Or a difference of
methods?
• Ask questions and listen. Listen for facts and feelings.
• Set goals and create a plan.
• Follow-up.
Handling Tough Communication Issues
• Make it positive, make it private.
• Be gentle but direct.
• Be prepared for sidetracks.
• Set up a process for follow-up.
Sidetracks
• The Stall
• The Self-Inflicted Wound
• The Guilt Trip
• The Attack
Two Minute Challenge
The five steps in the two-minute challenge are:
1.
Observe
2.
Respond
3.
Remind
4.
Solve
5.
Agree
Stage 3 - Norming
The storming stage is characterized by:
• Cohesiveness among members.
• Members realize their commonalities and learn to
appreciate their differences.
• Functional relationships are developed resulting in the
evolution of trust among members.
This is the point at which the team really begins to come
together as a coordinated unit.
During this stage the team starts to leverage individual
strengths.
Stage 3 – The Leader’s Role
• Give positive and constructive feedback.
• Support consensus decision-making efforts.
• Reward good team behavior.
• Step back and allow the team to take responsibility for
achieving goals.
• Start to identify potential new board members.
Stage 3 – Tools
• Meeting evaluations
• Member self-assessments
• Process improvement tools such as the Stop-StartContinue Exercise
• Fun social events
Stage 4 – Performing
The performing stage is characterized by:
• The emergence of a mature, organized, and wellfunctioning team.
• Team members working effortlessly together.
• Primary challenge is to continue to improve
relationships and performance.
When this stage is achieved, the team possesses a
shared vision, and is able to stand on its own feet with no
interference or participation from the leader. During this
stage the team becomes more than the sum of the
individuals.
What are the Attributes of a
High Performing Team?
•
Listen proactively and respond empathetically.
•
Maintain and enhance self-esteem.
•
Check for understanding.
•
Encourage everyone’s involvement.
Adapted from “ZAPP! The Lightning of
Empowerment”, William Bhyum
Stage 4 – The Leader’s Role
• Encourage open communication.
• Inspire the team to overachieve.
• Celebrate successes.
• Give recognition.
• Bring a sense of closure to the team.
• Let the new leader start to lead.
Stage 4 – Tools
• Shared leadership
• Effective working procedures
• Quality Reviews
The We/I Ratio
The ratio of We’s to I’s is the best indicator of the development
of a team.
In any written or spoken communication, simply count the
occurrences of the “We” and the “I” pronouns.
Assessing Your Organizational
Capacity
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Consulting Corporation, 10990 Wilshire Blvd., Suite 1420, Los Angeles, CA 90024, (310) 477-0444.
www.mgtsystems.com
Assessing Your Organizational Capacity
PURPOSE
•
Help you understand the critical tasks of organizational
success.
•
Provide you with a framework and tools that you can use in
assessing and developing strategies to improve your
organization’s success and build capacity.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Planning
Identifying
Where You Are
Determining
Where You Want
to Be
Defining How You’ll
Move From Where You
Are to Where You Want
to Be
© Management Systems Consulting Corporation, 2009. All rights reserved.
The “Strategic Lens” for Building
Successful Businesses
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Critical Tasks of Organizational Success
• Development of an appropriate Business Foundation.
• Identification and definition of a viable market to serve.
• Development of appropriate products and/or services.
• Acquisition and/or development of resources required to operate
and grow the organization.
• Development of the operational systems necessary for the
organization to function on a day-to-day basis.
• Development of the management systems required for the overall
functioning of the organization on a long-term basis.
• Development and effective management of the organizational
culture.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Business Foundation
The extent to which the organization has a clear understanding of its
Business Definition/Concept, Strategic Mission, and Core Strategy.
• Business Definition/Concept: A broad statement of
what business the organization is in.
• Strategic Mission: A broad, measurable statement of
what the organization wants to become at the end of
the planning period.
• Core Strategy: The overall concept of how the
organization will compete in its chosen market.
© Management Systems Consulting Corporation, 2009. All rights reserved.
NAWBO’s Business Concept
NAWBO is in the business of growing and promoting women’s
entrepreneurship by:
 Representing the interests of women business owners and
influencing public policy nationwide
 Building an organizational platform to deliver capacity-building,
advocacy and brand management capabilities to support
sustainable growth and development in the women business
owner’s market
 Expanding and maintaining strategic relationships with public
and private sector partners to benefit both the women business
owner’s market and stakeholders
 Leveraging the NAWBO brand, knowledge, and expertise to
advance women’s entrepreneurship globally
© Management Systems Consulting Corporation, 2009. All rights reserved.
NAWBO’s Strategic Mission
By December 31, 2012, NAWBO will:
 Be a globally recognized brand for women entrepreneurs as
measured by strategic alliances, partnerships and customer/market
engagement
 Reach $3 million in annual revenues
 Be the “Go To” Organization for topics/issues related to WBO’s
 Expand the organization’s overall reach and influence within the
business community.
 Build the infrastructure needed to support programs and new
business development on a national level.
© Management Systems Consulting Corporation, 2009. All rights reserved.
NAWBO’s Core Strategy
 Become the preeminent thought leader on issues that pertain
to women-owned businesses
 Provide growth-minded women business owners with the tools
they need to take them to the next level
 Use NAWBO’s dominance in the women entrepreneurship
market to add value to key audiences and stakeholders
 Develop and grow resources from sponsor and foundation by
using our competitive edge of being the only business
organization with the infrastructure to offer programs and
initiatives nationally, regionally, and locally.
© Management Systems Consulting Corporation, 2009. All rights reserved.
The Business “Structure”
1.
Identify the market.
2.
Develop appropriate products and/or services.
3.
Acquire and/or develop resources required to operate the
firm.
4.
Develop the operational systems necessary for the firm to
function on a day-to-day basis.
5.
Develop the management systems required for the overall
functioning of the organization on a long-term basis.
6.
Develop and effectively manage the organizational culture.
© Management Systems Consulting Corporation, 2009. All rights reserved.
The Pyramid of Organizational Development™
Corporate
Culture
Values Beliefs Norms
Management Systems
Planning
Organization
Operational Systems
Accounting:
• Billing
• Payroll
Financial
Resources
Management
Development
Production:
Marketing:
•Shipping
• Selling
Perf.
Mgmt.
Personnel:
• Hiring
• Compensation
Resources Management
Human
Resources
Technological and
Physical Resources
Products & Services
Develop Products (Services)
Markets
Define Market Segments and Niche
 Business Concept
Business Foundation
 Strategic Mission
© Management Systems Consulting Corporation, 2009. All rights reserved.

Core Strategy
Using the Pyramid to Assess Your Organization
• Qualitative Analysis: Next level of “SWOT” analysis.
• Quantitative Analysis: Goals for your organization’s development.
© Management Systems Consulting Corporation, 2009. All rights reserved.
What Happens When an Organization Has
Not Made the Successful Transition from
One Stage of Development to the Next?
Growing Pains
© Management Systems Consulting Corporation, 2009. All rights reserved.
Growing Pains
• Problems which occur as a result of inadequate organizational
development in relation to business size and complexity.
• A common set of symptoms that something has gone wrong in
the process of organizational development.
• A signal of the need to make the transition from one stage of
organizational development to the next.
• A set of leading indicators of future financial performance.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Classic Growing Pains
•
People feel that there are not enough hours in the day.
•
People are spending too much time “putting out fires.”
•
Many people are not aware of what others are doing.
•
People lack understanding of where the organization is heading.
•
There are too few good managers.
•
Everybody feels “I have to do it myself if I want to get it done
correctly.”
•
Most people feel our meetings are a waste of time.
•
When plans are made, there is very little follow-up and things
just don’t get done.
•
Some people feel insecure about their place in the firm.
•
The firm has continued to grow in sales, but not in profits.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Growing Pains Scoring Interpretation
Score Range
Color
Interpretation
10-14
Green
Everything is “OK”
15-19
Yellow
Some things to watch
20-29
Orange
Some areas need attention
30-39
Red
Some very significant problems
40-50
Purple
A potential turnaround situation
© Management Systems Consulting Corporation, 2009. All rights reserved.
Interpreting Your Growing Pains Survey©
Results
Working Individually:
1.
Identify your most severe Growing Pain.
Working as a Small Group:
1.
Identify specific aspects of your organization’s infrastructure
that might be leading to your Growing Pains results.
2.
Identify action steps for addressing/overcoming these
infrastructure problems.
© Management Systems Consulting Corporation, 2009. All rights reserved.
The Management Systems Organizational
Effectiveness Survey©
© Management Systems Consulting Corporation, 2009. All rights reserved.
Organizational Effectiveness Survey (OES)
•
The Management Systems Organizational Effectiveness Survey©
is a validated instrument.
•
The survey consists of 65 items that measure the extent to which
an organization has developed the systems and structures needed
to support its growth and/or stage of development
•
For an organization to have the highest probability of success over
the long-term, it needs to effectively manage all six levels in the
Pyramid of Organizational Development plus Financial Results,
individually and as a system.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Survey Scoring
Items on this survey are scored on a 5-point Likert scale, with the
following meanings:
Score
Meaning
1
To a Very Slight Extent
2
To a Slight Extent
3
To Some Extent
4
To a Great Extent
5
To a Very Great Extent
© Management Systems Consulting Corporation, 2009. All rights reserved.
Analyzing Your Organizational Effectiveness
Survey© Results
1. Identify what the Overall Survey results suggest about your
organization’s most significant strengths and greatest
opportunities to improve.
2. Identify additional insights about your organization’s strengths,
based on the “Highest Rated” survey items.
3. Identify additional insights about your organization’s greatest
opportunities to improve, based on the “Lowest Rated” survey
items.
4. Identify the 1-2 areas you might focus upon to improve your
organization’s effectiveness – based on survey results.
© Management Systems Consulting Corporation, 2009. All rights reserved.
Workshop: Qualitative
Organizational Assessment
© Management Systems Consulting Corporation, 2009. All rights reserved.
Instructions
Working Individually:
Identify your organization’s 1-2 greatest strengths and 1-2
greatest opportunities to improve at each level in the Pyramid.
Pyramid Level
Greatest Strengths (Things
We Do Well)
Greatest
Limitations/Opportunities to
Improve
Markets
Products/
Services
Resources
Operational
Systems
Management
Systems
Culture
© Management Systems Consulting Corporation, 2009. All rights reserved.
Chapter Resource Center
Objective:

To increase and expand chapter support by providing tools to
support our local chapters with improvements and updates on
ongoing basis

The all-new Online Chapter Resource Center provides:
• Visual Resources and Instructional Presentations
• Bylaws and Policies
• Forms and Templates
• Chapter Best Practices Library
• Chapter Operations Manual
• National Strategic Plan Overview and Strategic Plan Templates
© Management Systems Consulting Corporation, 2009. All rights reserved.
Chapter Resource Center
To access the Chapter Resource Center:
 Log in with your username and password at
www.nawbo.org
 From the Member Main Menu, select Chapter Resource
Center
 If you don’t have your log in information, please contact
Joyce Lee at [email protected].
© Management Systems Consulting Corporation, 2009. All rights reserved.