On Halloween we headed out to the department's 2008 planning session. This 7th annual off-site all-day field trip has been a time of relationship building, and this year's theme was "Be Prepared!" Since it seems to be a popular event, here are some facts about it:
The event is entirely run by volunteers, with no management involvement of any kind (except to offer a budget). It's not mandatory to have the session; if there's enough interest to support it, then it'll happen.
The scenery is comfortable. We've had it in three places: the State Farm Park "beach house," the Starved Rock Lodge about an hour north in a woodsy area, and the newly build U.S. Cellular Coliseum. Dress is casual. Meals are provided. The day is a little shorter than the average work day on each end.
The activities are usually team-based, and mix people who seldom work together. There's often a get-to-know-you type aspect to it, such as "match the employee to their preferred retirement spot." This year a speaker came in and talked about financial planning, another came in and played a clever scoreboard-based game where the winning team is the one who sacrificed the most.
This year we specifically talked about the elements of a high-functioning team, based on the "Five Dysfunctions of a Team" model. Then we did a 2008 goal-setting exercise which embodied all five of the good functions:
1. Trust, through vulnerability. I presented draft goals that had been crafted with the help of some in the room. "One of my weaknesses is that I don't know your jobs well enough to set the best goals," and with that I turned control completely over to them. "Change these in any way you see fit to make them better."
2. Conflict. If a team can breathe, then it has conflict. Strong teams use it productively by facilitating it in a non-personal way. The team is best served by getting as many points of view on the table as possible, right?
3. Commitment. If everyone's viewpoint is encouraged, and then respected, then commitment rises to a new level. "Disagree and commit" is another best-case scenario here, given that no two humans are alike. Give everyone a chance to disagree. Draw out the quiet ones.
4. Accountability. What gets measured, gets done. It's why the IRS establishes April 15 rather than saying "aw, pay us whenever you can get around to it." It's why our house becomes miraculously cleaner within days of a house guest's arrival. Goals that are visible, citing the person responsible and the target date for completion, define reality clearly and are inherently more inspirational.
5. Results. "Team all the time," as football coach Lou Holtz would say. Results should be such that the team is served, rather than the individual. In our case, the goals selected are such that every unit of the department is a contributor in some way. As such the team cannot succeed unless every individual does.
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