This e-book was written as a resource guide for a two-day Master Leadership Class delivered by Steve Zuieback and Michael Grinder. The class and e-book walk you through the frameworks, tools, and processes developed over 35 years by the authors. Starting off with the Leadership Map of Excellence framework and then moving into diagnosing the types of group dynamics, the book provides you with the knowledge, processes and tools to move from Cat Herding to Leading powerful high functioning teams.
LEADERSHIP MAP OF EFFECTIVENESS
In my training programs I am frequently asked about how to deal with dysfunctional behaviors and group dynamics. The following is a short list of the most common dynamics I get asked about. They are normally presented to me as, “How do I deal with…….
As you can see from this list, some of these dynamics have to deal with an individual, some are about whole team dynamics and some have their roots in the culture of the broader organization. Many people experience working with groups akin to herding cats. In an attempt to have a systematic approach to understanding and then responding to these concerns, Michael Grinder and I developed the Leadership Map of Effectiveness framework.
The map lays out 4 areas of assessment that will enable leaders to select an effective approach to increase the level of functionality and effectiveness of their team.
The Four Areas of Assessment
Assessment 1: Functionality of the Group
Michael Grinder makes four major distinctions about types of groups. This assessment is the first step for the leader to determine the degree of functionality. These distinctions are as follows:
Assessment 2: Management, Intervention and Facilitation Process to Increase Functionality
In the map you will see references to Management, Intervention and Facilitation Strategies. In the context of group dynamics, management is what you do with formed groups to develop higher levels of functionality. Management deals with individual dynamics in ways that connect individuals to the rest of the group.
Assessment 3: Complexity of the Issue
The third area of inquiry for the leader is about the capability of their team to tackle the task at hand based on the complexity of the issue. Sometimes it is difficult to gauge whether the development of the team is sufficient to effectively tackle the issue, or whether the issue is so complex that it is beyond the capability of the team as it is currently configured. In our e-book we review how to use the Ralph Stacey model as a way of assessing the complexity of the issue relative to the functionality to the team.
Assessment 4: Facilitation Processes Matched to Functionality and Complexity
Finally, the last consideration is the best match of the appropriate dialogue process to the complexity of the issue. In his book, Leadership Practices for Challenging Times, Steve provides approximately twelve tried and true dialogue processes. These processes are sorted by the desired rational and experiential outcomes. What has not been provided is a third dimension in the selection process – matching the process to the complexity level of the issue. So now there are two sequential steps for a leader to take in arriving at the best dialogue process.
October 5, 2017 - March 2, 2018 (Open to the Public)
This is a 7-day development program held in Ukiah, California.
February 15- May 18, 2018 (Closed to the Public)
8-day Leadership Development and Facilitation Skills training program sponsored by San Bernardino City Unified School District.
Elusive Obvious by Michael Grinder
March 2016: Diagnosis- From Theory to Practice
Simple Sequence for the Process Enneagram
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Note: Zuieback, Zuiebock, Zuiebeck, Zweiback, Zweiback, etc. are potential misspellings of Steve's name.