hrdcs-bsu-team building-2009-takingbsu to the next level

8/7/2019 HRDCS-BSU-Team Building-2009-TakingBSU to the Next Level

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BOWIE STATE UNIVERSITY

LEADERSHIP TEAM BUILDING WORKSHOP

TAKING BSU TO THE NEXT LEVEL

[email protected] / 410-466-9023 1

Cabinet Retreat for the Senior Leadership Team

Taking BSU To The Next Level

Background:

The origins of Bowie State University is derived from and grounded in a number of

significant historical forces that has formulated its existence, shaped its institutional

legacy as an HBCU, and ensured its sustainability within the 21st century. Examples of

those forces include the spirit for freedom, religious (Quaker, Baptist), cultural, the

Nelson Wells fund, a social stewardship mission, state and city legislation, progressive

politics, and financial commitments. Officially it became Bowie State College on July 1,

1998 and one of the 11 constituent institutions of the newly founded University Systems

of Maryland. Currently, Bowie State University is embarking upon its 10th legacy

leadership cycle through the Presidency of Dr. Mickey L. Burnim and a Sr. Leadership

Cabinet of 10 members.

Opening Remarks:

As you recall during the Presidents opening remarks, he identified the critical challenges

for BSU over the next 3-5 years. This Cabinet Retreat for the Senior Leadership Team

has been provided in order to launch a high performing team that will guide BSU through

this 10th legacy leadership cycle.

Situation:

An external consultant from HRD Consulting Services has been engaged to provide teambuilding facilitation services to the Sr. Leadership Team. The purpose is to initiate the

team building process for optimizing their efforts at working effectively as a high

performing team in fulfilling the Vision, Mission, and Values of BSU and strategically

positioning this University toward a future of excellence and sustainability.


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Objective:

The primary objective of this Cabinet Retreat is to foster a climate of engagement,commitment, and accountability to action learning and professional development that

results in the building of a high performing leadership team.

Challenges:

In order to foster a climate that will cultivate a high performing team, an Action

Learning Leadership Simulation has been designed to support the launching of this newly

formed team through its fundamental stages of development. This simulation will beconducted over 8.5 hours in two day sessions and consists of 12 Modules of team

building activities. The process will involve ongoing expansion of self-awareness,

increased understanding of others, norms for working effectively together, clarity of

expectations, role responsibilities and accountability, team member contributions and

their impact on the teams performance, utilizing the talents and resources of the team,

and cultivating collaborative leadership practices required for the 21st century and the

fulfillment of this 10th leadership legacy cycle. Participants will be engaged in an

ongoing process that includes assessment, reflection, dialogue, discovery, reality-testing,

experimentation, feedback, validation, and the re-framing of perspectives. Our focuswill be on the present clarifying our current capabilities and challenges, and exploring

the opportunity and requirements for strategically positioning BSU into the future.

These challenges, opportunities, and requirements will be addressed at the individual,

team, departmental, cabinet, university, student, and community level.

Approach/Outcomes:

In order to achieve this objective a Sr. Leadership Team Building Simulation has beendesigned. It consists of 8.5 hour event (across two half days) to jump-start and prepare

the Cabinet for launching its 2007 Initiatives. This is a relatively new working team that

will be making additions to it membership, thus theoretically forming a new team.

It is expected that the team will continue in its developmental process beyond this

event. However, this event will provide an opportunity for the team to address some of


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the common team building issues and challenges. Outcomes sought include - expand the

level of mutual respect, build trust, establish an identity as a high performing team,

formulate a shared vision, target common goals, leverage strengths, recognize andmodify operational performance norms, establish outcome benchmark measures for work

products, initiate strategic and operational plans, and set progress milestones that will

monitor and evaluate the Cabinets performance over the next year.

Modules:

The modules have been designed to address the following questions:

1. What are the critical initiatives and priorities mentioned in the Presidents opening remarks?What are your expectations and the outcomes that you seek from this retreat?

2. How well and at what level do team members need to get to know each to establish afoundation of trust for working effectively together?

3. What is the current view and level of understanding about the challenges of the team?4. What are the issues and level of synergy that emerge when the team is engaged in a complex

creative planning task requiring an outcome under limited time pressures?

5. What is the shared vision for taking BSU to the next level? How does the currentorganizational culture enable or hinder this desired outcome?

6. What is the collaborative leadership potential of this team? Strengths? Developmentaltargets? How will it enable or hinder fulfilling the shared vision?

7. What are the themes, issues, and challenges that surface when the Cabinet is in a problem-solving mode? How is information shared? How well do they communicate and collaborate?

8. What is the Cabinets orientation to change? What is their collective agility dexterity?9. What are the types of cognitive preferences and how do these preferences influence team

performance? Strengths? Developmental targets? What is required for going-forward?

10.

What is the teams composite preference type profile? How does it serve the team in doingthe work of the Cabinet? What is required for becoming a high performing team?

11. What were the outcomes from the survey of the teams functioning? Strengths?Developmental targets? What is required for going-forward?

12. What lessons have you learned about yourself? Team members? Challenges for the team?What Individual and Team goals and action planning is required for going forward?


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Labyrinth


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Team Building Modules

Day 1 / June 13

Part A / 1:00 5:15

Day 2 / June 14

Part B / 8:00 12:15

Activity #1:

Opening Presidents Remarks

Overview / Outcomes (P. 1-8)

Activity #7:

Team Puzzle Exercise

Communicating & Collaborating (VG)

Activity #2:Getting Acquainted

Irregular Introductions (VG)

Activity #8:Cabinets Change Orientation

Nine Dots / Mental Agility (P. 24)

Activity #3:

Team SWOT Findings

Team Effectiveness Challenges (P. 9-11)

Activity #9:

MBTI Overview

Applications of Preferences (P. 25-35)

Activity #4:

Tower Building Exercise

Design, Plan, Deploy, De-Brief (VG)

Activity #10:

MBTI Team Preferences

Team Member Role Contributions (P. 36-39)

Activity #5:

The Next Level Visioning

Strategic Organizational Positioning

Navigating the BSU Culture (P. 12-19)

Activity #11:

Video The Five Team Dysfunctions

Cabinets Team Report (P. 40-44)

Activity #6:

BSU Leadership 10th Legacy Cycle

Collaborative Leadership Profile (P. 20-23)

Activity #12:

Individual & Team Goal Setting &

Action Planning (P. 45-47)

Dialoguing, Reflecting, Journaling (P. 48-49)

Workshop Evaluation (P. 50)


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Team Retreat Guiding Questions

1. What are the strategic initiatives for BSU?2. What are the 3-5 year goals and outcomes?3. What are our order of these goals and initiatives?4. What is the current view of the state of the BSU culture?5. What are our values and how will they influence the direction of

BSU?6. How does your level of self-awareness influence your leadership

impact, effectiveness, and outcomes?7. What are the current thinking patterns of the Sr. Leadership

Team?8. What is the source of your leadership behavior?9. What are the teams strengths and developmental targets?10. How will the team leverage its preferences, strengths, and

agility?11. What is the current level of team effectiveness?12.

What are the critical developmental targets that requiremanagement?

13. How can the team efforts be aligned with the BSU Mission?14. What action plans will be deployed to ensure strategic

organizational positioning?


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Workshop Ground Rules

1. Place all electronic communication devices on mute or vibrate.2. Be present and actively participate.3. Listen attentively and respect others when they are talking.4. Speak from your own experience using I statements.5. Practice being timely and punctual when returning from breaks.6. Respectfully challenge others by asking questions focus on

the ideas under discussion and avoid personal attacks.7. We can agree to disagree on some matters and ideas.8. Professional growth requires participation, feedback, and

reflection.9. Be open to divergent points of view before making up your

mind.10. Solicit feedback about your impact on others at your own level

of comfort.11. Our primary goal here is to listen, understand, and learn.12.

Be conscious of your body language and nonverbal responses.13. Guide your own level of participation to fulfill your learningexpectations and the objectives of this workshop.

14. Please offer other ground rules that would ensure yourParticipation.


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Workshop Objectives

1) Establish an understanding of the source of yourleadership impact.

2) Expand awareness of self and ones impact on others in ateam context.

3) Provide grounding and traction for a new forming team intransition.

4) Optimize overall team effectiveness.

Outcomes

Provide a framework for team members to work effectively byunderstanding and managing the following:

Self in a team contextGoal AchievementTeam DynamicsBuilding TrustCommunicationsInformation Processing

CreativityCollaborationDecision MakingProblem SolvingConflict ResolutionStress & Change Mgt.

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