We Correct Because we Care.
The Boys & Girls Clubs of Napa Valley is implementing a structured curriculum based on Patrick Lencioni's books "The Motive," "The Five Dysfunctions of a Team," and "The Ideal Team Player" to enhance and elevate our teams work and organizational culture. This process begins with the Executive Leadership Team (ELT) spending six weeks on "The Motive," where they will read, discuss key takeaways, and develop action plans to apply the learnings. After this, the ELT will mentor the Administrative Team (ALT) through their own six-week journey with "The Motive," while simultaneously transitioning to "The Five Dysfunctions of a Team" themselves. During their six-week period with "The Five Dysfunctions," the ELT will delve into understanding and improving team dynamics, ensuring that they apply the concepts to foster team effectiveness. Once the ELT completes this phase, they will begin "The Ideal Team Player," focusing on identifying and nurturing the traits of humility, hunger, and socially aware within their team. Concurrently, the Admin Team will be supported by the ELT as they start their exploration of "The Five Dysfunctions of a Team," and the Admin Team, in turn, will guide the Program Team through "The Motive." This cascading approach ensures that each team receives dedicated time to understand and implement the concepts, with ongoing mentorship and support from the higher levels of the organization. Regular check-ins, feedback sessions, and continuous learning opportunities will help integrate these principles across all teams, promoting a cohesive, dynamic, and accountable organizational culture.
The Motive Groups of 5-10
All participants should approach this with the understanding that true leadership is rooted in serving others, prioritizing the organization's mission over personal gain, and fostering a culture of accountability and continuous improvement.
The Five Dysfunctions of a Team Groups of 5-10
The Ideal Team Player Groups of 5-10
All participants should anticipate identifying and addressing areas for personal and professional growth, while also maintaining the autonomy to choose whether to remain committed to the team's journey or pursue alternative paths.
We Correct Because we Care.
At the Boys & Girls Club, leaders should prioritize responsibility over personal accolades, fostering a mission -driven culture focused on youth development. Embracing accountability, they set clear goals and provide constructive feedback. By mentoring staff and ensuring effective communication, they build a transparent and cohesive team. Leading by example, they demonstrate commitment and integrity, inspiring similar dedication in others. Prioritizing the organization's needs over personal gain, they make decisions that benefit the community. By cultivating an inclusive, supportive environment, they create a positive culture where everyone feels valued, enhancing the club's effectiveness in serving its mission.
Objective: Introduce "The Motive" and its key concepts.
Agenda: Introduction (10 min): Briefly explain the purpose of the book study and its importance.
Overview of "The Motive" (30 min): Discuss the main themes and concepts of the book.
Open Discussion (20 min): Initial thoughts and reactions to the book’s concepts.
Action Items (10 min): Assign reading of the first section of the book.
Objective: Discuss the first section of the book and identify key learnings.
Agenda: Check-in (10 min): Brief recap of the previous meeting and any updates.
Key Learnings (40 min): Discuss insights from the first section. Identify key takeaways relevant to the team and organization.
Application Ideas (20 min): Brainstorm ways to apply these learnings within the organization. Assign the next section of reading. Identify practical steps to start integrating
Objective: Analyze specific concepts in depth.
Agenda: Check-in (10 min): on action items.
Concept Analysis (40 min): concepts from the assigned reading. Discuss relevance and implications for the organization.
Case Studies and Examples (20 min): or examples of how similar organizations have applied these concepts.
Action Items (10 min): Develop a plan for a small pilot project to apply one key concept.
Objective: Evaluate the pilot project and gather feedback.
Plan and initiate a pilot project. Brief recap and updates on
Review and finalize the pilot project plan. Assign roles and responsibilities. Discuss how to integrate the pilot project learnings into broader organizational
Assign next reading section. Establish metrics for pilot project evaluation.
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Agenda: Check-in (10 min): Brief recap and updates. Pilot Project Evaluation (30 min): Present results and gather feedback. Discuss what worked, what didn’t, and why.
Feedback Integration (20 min): Plan adjustments based on feedback. Discuss how to scale successful aspects of the pilot.
Action Items (10 min): Assign next reading section. Develop a plan for broader implementation of successful strategies.
Objective: Plan for broader implementation and continuous improvement.
Agenda: Check-in (10 min): Brief recap and updates.
Broader Implementation Plan (40 min): Develop a comprehensive plan for implementing successful strategies organization-wide.
Continuous Improvement (20 min): Establish a continuous improvement process to keep refining and enhancing practices.
Action Items (10 min): Assign any final readings or reflections. Plan for ongoing evaluation and feedback sessions.
We Correct Because we Care.
In what ways can I actively contribute to the development and mentoring of my team?
How can our organization create more effective mentorship opportunities?
What barriers exist to effective communication in our organization, and how can we overcome them?
How can I ensure that my communication is clear, consistent, and aligned with our mission?
What behaviors do I want to model for my team, and how can I consistently demonstrate these behaviors?
How does my current behavior align with the values and goals of our organization?
When faced with difficult decisions, how can I ensure that the needs of the organization and community come first?
What personal sacrifices might be necessary to prioritize the collective good, and am I prepared to make them?
What aspects of our current organizational culture are positive, and what areas need improvement?
How can I contribute to creating a more inclusive, supportive, and positive work environment?
What are my personal strengths and weaknesses as a leader, and how can I leverage or address them?
How can I encourage a culture of continuous improvement and learning within our team?
How can the concepts in "The Motive" be applied to specific challenges we face at the Boys & Girls Club?
Can I identify a recent situation where a different leadership approach, as suggested by Lencioni, might have led to a better outcome?
How do the principles in "The Motive" align with our long
What steps can we take now to ensure that our leadership practices support our future goals?
• As you read through the last bit of the book, what were you thinking and feeling?
• What did you find most thought provoking or surprising about the author's concept of the two leadership motives: "reward
• Reflecting on your leadership journey, which motive has driven you more: reward (focusing on personal gain) or responsibility (focusing on serving others and the organization)?
• How can leaders create a culture that encourages a service oriented motive among their team members? What practices or initiatives can be implemented to foster a service mindset within the organization?
• How does understanding your primary leadership motive impact your decision making process and how you interact with your team members?
• How can you develop a service oriented motive in your leadership style? What resources, skills, or mindset shifts might be necessary for this development?
• In your experience, what challenges or roadblocks do leaders face in maintaining a service-oriented motive? How can these challenges be overcome?
We Correct Because we Care.
At the Boys & Girls Club, fostering a healthy team dynamic is crucial. The themes from "The Five Dysfunctions of a Team" emphasize the importance of trust, encouraging open and honest communication. Addressing fear of conflict allows for productive discussions, enhancing decision-making. Building commitment ensures all team members are aligned with the Club's goals, while accountability promotes responsibility and follow-through. Finally, focusing on collective results over individual achievements ensures that the team works together towards the Club's mission, creating a cohesive, effective, and supportive environment for both staff and the children they serve.
Objective: Introduce the book and its key concepts.
Agenda: Introduction (10 min): Explain the purpose of the book study and its importance in the context of the larger threepart tool.
Overview of "The Motive" (30 min): Discuss the five dysfunctions: Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results.
Open Discussion (20 min): Initial thoughts and reactions to the book’s concepts.
Action Items (10 min): Assign reading of the first section of the
Objective: Explore the second dysfunction and strategies to encourage healthy conflict.
Agenda: Check-in (10 min): action items.
Discussion on Conflict (40 min): healthy conflict and barriers to it. Share experiences of both productive and unproductive conflicts.
Practical Applications (20 min): open and honest dialogue.
Action Items (10 min): reading. Implement one strategy to encourage healthy conflict.
Objective: Analyze the fourth dysfunction and how to foster accountability.
Agenda: Check-in (10 min): commitment processes.
Discussion on Accountability (40 min): each other accountable. Discuss personal accountability and team accountability mechanisms.
Objective: Discuss the first dysfunction and identify ways to build trust.
Agenda: Check-in (10 min): Brief recap of the previous meeting and any updates.
Discussion on Trust (40 min): Identify behaviors that contribute to trust-building. Discuss personal experiences and barriers to trust within the team.
Application Ideas (20 min): Brainstorm trust-building activities and initiatives.
Action Items (10 min): Assign the next dysfunction section for reading. Plan/schedule an activity to build trust.
: Address the third dysfunction and ways to ensure
Brief recap and updates on
Explore how to achieve in from all team members. Discuss barriers to commitment and how to overcome them. Develop a commitment
Assign the next dysfunction section for reading. Implement a commitment process for an
: Focus on the fifth dysfunction and aligning team
Brief recap and updates on
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Practical Applications (20 min): Create a framework for team accountability.
Action Items (10 min): Assign the next dysfunction section for reading. Implement the accountability framework.
Explore the importance of results and how to keep the team focused. Identify barriers to focusing on results and ways to overcome them.
Practical Applications (20 min): Set up a results-driven tracking system.
Action Items (10 min): Develop and implement the tracking system for team results. Plan for ongoing evaluation and refinement of the system.
We Correct Because we Care.
How comfortable am I with being vulnerable in front of my team?
What specific actions can I take to build trust with my colleagues?
What are the biggest obstacles to trust within our team?
How have past experiences influenced my level of trust in this team?
How do I perceive conflict in the workplace, and how does it affect my interactions?
Can I recall a time when conflict led to a positive outcome? What made it successful?
What are my main reasons for avoiding conflict?
How do I perceive conflict in the workplace, and how does it affect my interactions?
Can I recall a time when conflict led to a positive outcome? What made it successful?
What are my main reasons for avoiding conflict?
How can I encourage healthy, productive conflict in team discussions?
Decision Making:
How do I ensure that I am fully committed to team decisions?
What prevents me from committing to decisions made by the team?
How can we improve clarity around our goals and decisions to enhance commitment?
What steps can we take to ensure everyone feels heard and valued in the decision-making process?
How comfortable am I with holding my peers accountable for their actions?
What specific strategies can we implement to foster a culture of accountability?
How do I react when someone holds me accountable?
What can I do to be more proactive in seeking feedback and accountability?
How often do I prioritize team results over individual accomplishments?
What changes can we make to keep our team focused on collective goals?
How do we currently measure success, and is it effective?
What metrics or indicators should we focus on to ensure we are achieving our desired results?
How do the dysfunctions manifest in our team, and what impact do they have?
What steps can we take to address each dysfunction and improve our team’s performance?
What have I learned about my own behaviors and attitudes through this book?
How can I apply these learnings to become a better team member and leader?
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Developing the leadership team, not just your direct reports. Ensure your philosophy is being cascaded. (Do you feel that spending time creating your team members’ interpersonal dynamics is superfluous or a waste of time? Do you organize “Team Building” activities for your team that are fun but that largely ignore uncomfortable conversations about their collective behaviors?)
Managing Subordinates (and making them manage theirs). (Do you believe that providing individual guidance and coaching to your people is somehow beneath you or not worth your time? Do you feel that you should be able to trust them to manage themselves? Do you just not know what your direct reports are doing by claiming not to want to be a micromanager?)
Having Difficult and Uncomfortable Conversations. (Would you rather learn to live with a person’s difficult behaviors than endure an awkward, potentially emotional discussion with them? Do you find yourself venting about your direct reports’ behavioral issues rather than talking with them directly?)
Running Great Team Meetings. (Do you complain about your own meetings being boring or ineffective, and do you long for them to end? Do you allow your people, and yourself, to check out during those meetings, or perhaps skip them from time to time for “more important” work?)
Communicating Constantly and Repetitively to Employees. (Do you resent having to report yourself, complaining that your employees don’t listen? Do you look for new messages and ideas to communicate because you get bored saying the same things again and again?)