Month: May 2019

Episode 045: Tony Dungy: The Secret Behind A Great Team

The Global Leadership Summit Podcast

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SUMMARY:

The best coaches in professional sports win championships by taking a group of talented individuals and molding them into a cohesive team. How do the great coaches build that kind of team dynamic? What leadership practices do they employ? Coach Tony Dungy rose to prominence in the NFL, known for his humble leadership style that turned around two teams and won the Super Bowl in 2007. In this episode, Coach Dungy discusses his insights from his new book, The Soul of a Team, with Brad Lomenick—unlocking the secret for leaders to create the right environment for great teams to flourish.

 

KEY TAKEAWAYS:

  • I wrote this book because people have asked me about leadership and putting together effective teams.
  • Teams are not about the talent you collect. Teams are about how you put a group together to have a focus on winning.
  • 4 Values Necessary for Successful Teams:
    1. S – Selflessness. The challenge for team leaders is to help people put their self-interest below the success of the group.
    2. O – Ownership. On any team, there are different roles. Oftentimes, we get put into roles that aren’t exactly what we want, but we still have to do it to the best of our ability.
    3. U – Unity. We all come from different perspectives, but when it comes to the team, we all have to have the same purpose and goals.
    4. L – Larger Purpose. Winning is not enough. Leaders need to ask why we are here—and have a larger purpose that everyone can dial into. This is the hardest one.
  • The leader’s role is to determine where the team needs to go—the best place for the organization, not themselves.
  • The followers’ role is to support the leader and to be the most diligent followers they can be.
  • Two pieces of advice for team leaders:
    1. Build relationships with each individual person.
    2. Get across the idea that everyone is important, but no one is indispensable.
  • I learned leadership both from positive and negative experiences.
  • To lead an effective team, you need to reward group performance over individual performance.
  • To lead an effective team, you need to recruit team members who have the character you want over talent.
  • The most important element for teamwork is to come up with the larger purpose that brings everyone together.

 

REFLECTION QUESTIONS:

1. Coach Dungy uses the framework of SOUL to describe the key leadership values for effective teams.

S- Selflessness
O- Ownership
U- Unity
L- Larger Purpose

Which value is a strength for your team? Which value is a challenge for your team?

2. What is it about the culture in your organization that influences your strengths and your challenges?

3. What is one thing you can commit to as a leader to create a more effective team environment?

 

RESOURCES MENTIONED:

NFL

NBC Sports

Super Bowl

The Soul of a Team

Flag Football

Pittsburgh Steelers

Coach Chuck Noll

Face Mask

Indianapolis Colts

1949 University of Minnesota Football Team

Tampa Bay Buccaneers

The Masters Champions Dinner

 

RELATED LINKS:

Tony Dungy

All Pro Dad

Brad Lomenick

BradLomenick.com

The Global Leadership Summit

Girl vs. Gang: My Lifelong Fight Against Gang Culture Takes Flame With the GLS

Hands holding onto prison fence

I grew up around violence.

The funny thing about gang culture is that it absorbs you without your knowledge. It is like a dark cloud slowly squeezing out the light. You are living in total darkness, but you have no idea because you don’t know what the light looks like. You grow up with a skewed view of power and human interaction to the point where you don’t understand any other way to live.

The neighborhood might be going downhill, but it sure was not going to take me with it.

This is how I spent most of my adolescence. I grew up in a place where the person with the biggest weapon won. Safety was never guaranteed and often my friends and I found ourselves bullied and bruised.

I found Jesus at an early age and He immediately started to grow a restless longing in my heart to improve my surroundings. Something about the environment I was in was not right—and I was prompted to do something about it.

 

This was not the culture I was going to be stuck in.

At the age of seven, I decided that this was not a culture I was going to be stuck in. The neighborhood might be going downhill, but it sure was not going to take me with it. I was tired of the violence, the guns and the fights. It was time to take the neighborhood back.

With that irrevocable passion inside me, I built my own gang. But not an ordinary gang. We fought to protect those who were innocently swept into gang life. We started staking out drug houses and mapping drug delivery routes. While most little girls were playing with tea sets and dolls, I was camped in a bush outside a drug den, taking pictures of cocaine hand-offs with my disposable Kodak camera. Slowly but surely, we sniffed out the major ‘establishments’ in our town and turned the information over to the police.

Our plan to take back our neighborhood was a success, or so I thought.

I learned that the absence of drugs does not diminish the need for gangs; the root of gang presence goes much deeper than profitability. As children, my peers had such a desire to leave the life we found ourselves surrounded by that we worked tirelessly to try and remove gangs from our streets. As teenagers, however, I watched my friends, slowly but surely, dive into the sort of life they once resented.

What would the world look like if everyone felt like they were valuable, they belonged and they had a purpose?

We grew up in broken homes and in the absence of love, gangs provided a sense of belonging. There was no example of family in the home. There was no one to lead us into better choices. So those human desires for affection and acceptance were met though gang initiation.

Teenagers who were ignored by their parents suddenly encountered a group of people who found them to be valuable. My friends found purpose and connection through gang life; the dark cloud slowly enveloped them. And once you’re in, it is hard to get out.

This is where my passion for reaching those in prison was born.

So often we characterize inmates as bad people who make bad choices. But what if they weren’t inherently bad; they were just never taught to be good?

In the story I just told you, how different would the ending have been if there were strong leaders in the home and the community? A crime isn’t always just an illegal action. Sometimes there is a story of pain and injustice at the root of someone’s decision.

What if they heard they were important?

I believe in The Global Leadership Summit’s ability to reach into prisons to spread purpose and change. The number one comment I hear from prisoners after attending the Summit is the phrase: “I didn’t know my life mattered.” What if 20 years earlier, that same person had heard the words, “you’re important”? How different would their life be now? What would the world look like if everyone felt like they were valuable, they belonged and they had a purpose?

The GLS in prisons gives us the opportunity to radically change gang culture.

Broadcasting the Summit into prisons gives us the opportunity to tell people they matter…

We can provide teaching that shows these future leaders how to use their gifts and skill sets in a way that is productive for themselves and society. It is a fact that 95% of inmates are released after serving their time. When they leave, they often go back into neighborhoods similar to the one I grew up in. They can then take this new-found sense of value and bring it to a demographic that desperately needs hope.

Broadcasting the Summit into prisons gives us the opportunity to tell people they matter when it might be something they’ve never heard before. Think of the difference it would make if leadership training could turn around a cultural normal that has been thriving, and unchallenged for years. Hundreds of leaders could rise out of that all-consuming, black cloud and the generational habit of gang involvement could be broken.

Tool, Talent or Treasure? The Key to Keeping Talented Staff on Your Team

Business colleagues taking a selfie at birthday party at work

As an executive leader of one of the largest staffing companies in the church and non-profit space, I’ve learned some key things about people and why they are dissatisfied with their work.
Speaking with transitioning employees is what we do. And it may surprise you why most people decide to leave their current job for another.

Although people are more inclined to faithfully serve an inspiring mission that has meaningful purpose and fair compensation, these factors alone will not keep them engaged for the long haul. Most people have a limit as to how much they will tolerate before moving on.

So, what is it that perpetuates a revolving door in so many churches and organizations?

It’s not the job itself. Most people enjoy what they do. It’s typically not the location or facilities that bother them, or even the people they work with.

Most people leave their jobs because of a compromised culture wherein people don’t feel valued.

Do your employees feel valued?

Simply put: Build a culture where people matter most! This is the secret to recruiting and retaining the very best people.

In order to be successful leaders in any organization, we must learn a basic principle: People matter most! Regardless of what is said by leadership, ultimately, it comes down to what people feel. If those you lead don’t believe that they matter to you, it’ll only be a matter of time before they make their exit.

Though it’s easy to make excuses and cast blame for your “people problems,” solving the retention challenge is ultimately up to you. It typically doesn’t cost you money, but it may cost you the emotional investment of learning to view people differently. Once you change how you view people, behavioral changes will follow.

Simply put: Build a culture where people matter most! This is the secret to recruiting and retaining the very best people.

There are essentially three ways that people are made to feel when it comes to their jobs: like a tool, like talent or like treasure.

When they feel like a TOOL:

  • You plug them in to a rigid job description
  • You see them as disposable
  • You don’t engage with them personally
  • You see them only as a means of feeding the bottom line
  • You avoid fair compensation

 

When they feel like TALENT:

  • You see them as a trophy
  • You are interested in how they make you look
  • You elevate them based on performance alone
  • You eliminate them when you find someone better

 

When they feel like TREASURE:

  • You craft their positions by recognizing their unique contribution (and what they truly enjoy)
  • You are genuinely concerned about their personal and professional well-being
  • You listen to them and ask questions like, “What’s holding you back?”
  • You allow them to contribute ideas beyond their role that may improve both culture and missional results
  • You enjoy them and will invest time in them personally
  • You honor them both privately and publicly
  • You invest in their personal and professional development
  • You promote them when appropriate
  • You compensate them fairly

 

As the team leader, you need to realize that this process begins, first and foremost, with your own self-awareness—who you really are at your core, how you’re doing personally, and what you care about most.

There are no shortcuts to loving and valuing people well.

There are no shortcuts to loving and valuing people well. You can’t pretend to care if you really don’t.

Begin by asking yourself the following questions.

  1. What undermines my ability to feel love and respect for the people I lead?
  2. What am I afraid of when it comes to asking personal questions to those on my team?
  3. What do I need to eliminate from my life that undermines my ability to slow down and see people as treasure?
  4. What is missing in our staff culture that undermines an enjoyable workplace?
  5. Who is best to process this with?
  6. What is one small step that I can take to better value the people I lead?

Believe me when I say that I understand the challenges you face as a leader. Leadership is full of pressure points that bring out both the best and worst in us.

Taking time to evaluate, reflect, pray and seek advice from others is crucial to healthy leadership—especially when genuinely learning to put people first.

5 Ways to Value Team Members

Friendly middle aged boss handshaking male successful employee.

Eight months into my retirement, my former assistant sent me a message reminding me of a critical day in someone else’s life that she thought I might want to acknowledge.

No, she doesn’t work for me anymore and she did not have to make that effort. She did so because she is the kind of team member who is always looking for opportunities to add value. Not only that, she values other people. Staff who consistently add value and value others are very valuable to an organization.

Staff who consistently add value and value others are very valuable to an organization.

How do we as leaders value others?

People are beating hearts and breathing souls. They are not an employee number, a dollar amount, a number on a scale, an age, a student identification number or a Social Security number. They are not defined by their SAT score, grade point average or how many hours billed to the firm. No, none of these identifications or measures are the sum of a person. The value of every person is that they are created in God’s image and leaders are a steward of those hearts and souls. They have been entrusted to us by our Creator.

Expressing value to those God has entrusted to us is an important part of our role as leaders.

Here are 5 ways to demonstrate value to those you lead:

1. Speak encouraging words.

Value others by telling them how special they are. Identify their unique gifts and talents and offer authentic praise when they use those gifts. Do not assume those you lead know that you appreciate them. No one tires of hearing their leader’s praise for contributing to the organization’s success. I once had a leader who, every Thanksgiving Day, sent me a note to tell me that he was grateful for me. I was always impressed that he took time on his holiday to show gratitude to his team.

2. Notice the details.

While achieving results is critical for an organization, notice the little details of the methodology as well. Compliment extra effort that goes above and beyond expectations. As a high school basketball player, I needed to work on my speed. Every day after practice, I would run extra sprints alone after everyone else had left to shower. I thought no one noticed, until my coach recognized me for it at the end-of-season banquet.

3. Afford opportunities not usually available.

As a leader, you have lots of opportunities for special privileges. Share them with others. Recently, one of the leaders at my son’s company had an extra pair of tickets to an NBA game and he gave them to my son. He immediately translated the kind gesture into confirmation that his company valued him.

4. Reward fairly.

When a staff member helps you become successful, help her achieve her goals and reward her contributions. There is certainly a time for team recognition, but the talent on your team wants to be rewarded for individual contributions, too. Leaders who value individuals by rewarding results fairly and frequently often garner loyalty uncommon in today’s marketplace. Most importantly, understand what motivates each member of your team and match the reward to the individual. Not long ago, there was a member on my team whose greatest motivator was both flexibility and added responsibility. I looked for opportunities for him to be able to achieve his goals with less structure and at the same time earn opportunities for more responsibility.

5. Serve those who serve you.

Perhaps, the most important way we demonstrate how much we value others is to serve them. Great leaders know that serving is crucial to success as a leader. Don’t ask others to do things that you are not willing to do and that you have not demonstrated. Serve humbly by waiting in the back of the line, eating last and choosing the back seat. When vulnerability is required, go first and set the example. A leader’s greatest moment of influence is when he is serving. When I first began my career, I was on a chartered company flight, and even though I was very junior in the organization, my assigned seat was in first class. Soon after I was seated, the owner of the company walked past me and took his seat in the economy cabin on the plane. That small act made an impression that I have carried with me all of my career.

When you value the members on your team, then they will value those whom your organization serves.

When you value the members on your team, then they will value those whom your organization serves. When those you serve feel cared for and valued, then they will return again and again to the place where they are appreciated. The circle becomes complete because customers who feel valued will treat your team respectfully and kindly.

Leading from the heart and valuing others creates a culture that captures the commitment of your team and the heart of your customer.

It Takes One Ask, One Act of Courage to Change a City

Gary Haugen speaks at the GLS

What could I do for my city?

I attended The Global Leadership Summit for the first time three years ago. It impacted me by giving me a purpose—What could I do for my city? Our city is in massive disunity, not only in the church, but in general. Only 3.5 percent of our population attends church. We are a college town, and while our town isn’t blatantly, “anti-Christian,” there is tremendous apathy towards Christianity.

You have not because you ask not.

I remembered the words I heard at the Summit, you have not because you ask not. I also remembered Gary Haugen’s message on fear, and something he said, “No great dream has ever been built on fear of what might go wrong.”

Together, we’re shining light into our dark city.

I needed to step out in faith and not fear looking stupid or worry about what might go wrong—even if only 10 people showed up. And in my second year of being involved with the Summit, I let go of my fear and trusted God to figure out a way to bring the Summit to Missoula, Montana. I sought to get the University of Montana to sign on and get it accredited, even though as a secular school, I thought they would say no. They said YES! I almost fell out of my chair!

The GLS takes place in Missoula, Montana

Not only did the University of Montana sign on and get it accredited, but the Montana public school system accredited the GLS for their teachers’ license requirements. Additionally, the Montana Association of Nurses jumped on board to allow nurses in the state of Montana to get accredited for attending the Summit, and now we’re working to make this happen nationwide as well!

Since then, we’ve formed and built a team that now leads the Summit locally. Inspired and energized by my local church, it is bringing our churches together as “the Church” instead of one of many individual churches. Together, we’re shining light into our dark city.

The Summit is unifying.

Leading the GLS in Missoula, MontanaIn the midst of apathy, I believe God is using the Summit to change our city. I’ve witnessed God’s anointing and power to change lives through the Summit. And I personally developed more compassion for people and more trust in God. Now our church marks three key days on the calendar: Christmas, Easter and the Summit. I see the Summit as an event that unites not only the church, but also our city.

We started a citywide pastors meeting to kick off the Summit in April, then a volunteer kick-off for members from different congregations in our community. Finally, we all attend the Summit together. To see our different congregations all together at a single event, unified in growth is amazing. And one of the surprising things we are witnessing is how the business community is more open to attending as well. It is unifying on multiple levels.

The biggest thing the Summit has taught me is; you have not because you ask not. Followed by, trust God and ask! For the unity of Missoula, I’m glad I trusted God and asked. Without the Summit, the city and the churches of Missoula, Montana would be missing out on the blessings that come from unity.