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THE LEADERS WINDOWSM
Using the L4 SystemSM
To Build High Performing Teams
2008 John DW Beck. All Rights Reserved
1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860) 828-2092 Fax (860) 828-2091
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Lead
ership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWB
eck.
AllR
ightsReserved
Accenture,
itslogo,andAccentureHighPerformanceDeliveredaretrad
emarksofAccenture.
TheLead
ersWindow
ASystemfor
MaximizingIndividualandTeamPerfo
rmance
Section1:Introduction
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Develo
pingpeopleISourbusiness
2
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Introdu
ctions
Name
Whatyo
udoatAccenture
Someth
inguniquea
boutyou
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Develo
pingpeopleISourbusiness
3
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Purpos
e
Assess
yourleaders
hipstrengths
Develop
aplantobecomeamoreeffective
leader
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Develo
pingpeopleISourbusiness
4
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
AtAcce
nture,wearecommitted
todevelopin
g
strongleadersatalll
evelsofourcompany.
The
AccentureL
eadershipS
tatement
The
AccentureL
eadershipC
ontributions
The
AccentureC
oreValues
https://publishing.accenture.com/leaders
hipdevelopme
nt/Start/
LeadershipDevelo
pmentatAccenture
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Develo
pingpeopleISourbusiness
5
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
TheAc
centureLe
adershipS
tatement
JohnD.W.
Beck,
CharterOa
kConsultingGroup,
Inc.
Wedefinealeaderasa
nindividualwho
Deliv
ersresultsineachofthreeLeadershipContributionsValue
Creator,PeopleDeveloperandBusines
sOperator
Isar
olemodelwhoou
rpeoplechoosetofollowandworkwith
again
,respectingourCoreValuesandCodeofBusiness
Ethics
Sets
directionwithvisionandispassion
ateaboutourbusiness
Ispro
activeandmovesbeyondhis/hercomfortzoneinpursuitof
ourv
ision,
takingcalcu
latedrisks
Proje
ctsconfidence,optimismandener
gytoourpeopleinwhat
theycanachieve
Deve
lopsstrongande
ffectiveworkingr
elationshipsbase
don
mutu
alrespectandtru
st
Strivestomakeothers
succeed
Enga
gesourpeople,s
howinganactive
interestinothers
Isateamplayerwhoc
ollaborateseffectively
Show
scharacterunde
rpressure,menta
ltoughness,courageof
perso
nalconvictionan
dresilienceindealingwithadversity
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Develo
pingpeopleISourbusiness
6
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
JohnD.W.
Beck,
CharterOa
kConsultingGroup,
Inc.
Wedefinealeaderasa
nindividualwho(cont.)
Takeschargeandmakestoughdecisions
Isan
effectivecommunicator
Demonstratesacand
oattitudewhenfacingcomplexity,
ambiguityandneedles
sbureaucracy
Isauthenticinhis/herleadershipstyle
Valuesandcreatesadiverseandinclus
iveworkenvironm
ent
Businessresultsareessentialbutnotsufficienttobeasuccessful
Accenture
leader.Therenee
dstobeabalanceacrossthethre
eareas
ofleadersh
ip(ValueCreator,PeopleDevelop
erandBusiness
Operator).
Ourdefinitionofleadershipisintendedtoenc
ourageindividualsto
developtheirownauthentic
style.
Weexpect
themtodeveloptheirown
leadership
beliefsintotheirownteachablepo
intofviewthatthey
articulatetoothers.
TheAcc
entureLead
ershipStatement(cont.)
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Develo
pingpeopleISourbusiness
7
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
JohnD.W.
Beck,
CharterOa
kConsultingGroup,
Inc.
ValueC
reator-gen
eratessusta
inable
shareholderandsta
keholdervalue
People
Developer-
createsastronglegacy
BusinessOperator-generatesprofits
TheAcc
entureLead
ershipContributions
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Develo
pingpeopleISourbusiness
8
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
TheAc
centureCo
reValues
JohnD.W.
Beck,
CharterOa
kConsultingGroup,
Inc.
ClientV
alueCreatio
n
BestPe
ople
Respec
tfortheIndividual
Integrity
OneGlobalNetwork
Steward
ship
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Develo
pingpeopleISourbusiness
9
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Course
Objectives
Usethe
L4Systemasadiagnos
tictool
Identify
yourleaders
hipstrengthsandweakn
esses
Applysituationalanalysisandpe
rformance
contractingtools
Useskillsforcoachingteammembersandgiving
themfeedback
KnowhowtousetheLeadersW
indowtolea
d
individualsandteam
s
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Develo
pingpeopleISourbusiness
10
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
WhatsSoImportantAboutDeve
loping
OurPeo
ple?
W
henwasthelasttimeyou
Changedsom
eoneslife?
Talkedwithsomeoneabout
their
aspirations?
Helpedsomeoneseethatth
ey
couldbemorethanthey
imagined?
Reallylistenedtoyourteam?
Showedyour
passion?
Challengedsomeonetodothe
impossible?
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Develo
pingpeopleISourbusiness
11
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PeopleDevelopmen
tShouldHap
pen
Everyda
y
Developingpeopleisnotsomethingwe
doinaroomonceinawhileawayfrom
thework.
Instead,weshoulduse
the
dailyworktodeveloppeople.
Bydoing
so,
Weleverage
ourpeoplesskillsto
createevenhighervaluefor
Accentureandourclients,aswellas
torunthebu
sinesseffectively
and
efficiently.
Ourpeopled
evelopandbecome
moreengaged,astheyseeth
eir
contributioncounting.
You,astheir
supervisor,arethenable
tospendmoretimeonthethin
gsthat
motivateyou
.
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Develo
pingpeopleISourbusiness
12
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
People
Developm
entResources
Topreco
mmendedleadershipandpe
rsonaldevelop
ment
courses
https://mylearning.accenture.com/accenture/m
ylearning/mylearning.asp?sitemapkey=LEAD_
HOME&uid
=LEAD_
H
OME_
20060918162104.xml
Leadersh
ipHomePage
inmyLearning
https://mylearning.accenture.com/accenture/m
ylearning/mylearning.asp?sitemapkey=LEAD_
HOME&uid
=LEAD_
H
OME_
20060919134944.xml
Continuo
usLearningfo
rPeopleDeve
lopersblog
https://experts.ac
centure.com/discussions1/Organizations/CapDevKM/Con
tinuousLearningforPeopleDevelopers/Lis
ts/Posts/AllPosts.aspx
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Develo
pingpeopleISourbusiness
13
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
WhyLeadership?
Leadership
Perf
ormanceDev
elopment
Persona
limpactonbottom-linesuc
cess
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Develo
pingpeopleISourbusiness
14
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Develo
pmentRipple S
ELF
INDIVIDUAL
TEAM
ORGANIZATION
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Develo
pingpeopleISourbusiness
15
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Agenda
Day1
Introduc
tion
HighPe
rformingTeams
L4Style
s
Leaders
hip4Individ
ual
Excellence
IncreasingLeader
Effectiveness
SituationalAnalysis
Day
2
L4SelfFeedback
Per
formance
Contracting
Per
formance
Development
L4Group
Development
The
LeadersW
indow
Conclusion
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Develo
pingpeopleISourbusiness
16
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Course
Guideline
s
Participateactively
Sharee
xperiencesandideas
Honortimeframes
Enjoyth
eprocess!
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Develo
pingpeopleISourbusiness
18
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
L4Self
Assessmen
t
Comple
tetheL4Se
lfLeadershipStyle
Assessment
Handin
foruselaterinthecours
e
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWBeck.AllR
ightsReserved
Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section2:HighPerformingTeams
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DevelopingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Groups->Teams
Anassignmentthat
requirestea
mwork:
What
doyouneed
todototurn
yourgroup
into
ateam
?
Howt
obereadyforanythingw
emightask
you
todo?
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DevelopingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Whathinde
redyourabilitytowork
together?
Whathelpedyo
urgroupworkasateam?
Teamw
ork
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DevelopingpeopleISourbusiness
5
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Teamwork
Whate
nabledyour
teamstoimprove
perform
ance?
Teamw
ork(cont.)
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DevelopingpeopleISourbusiness
6
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
HighP
erformingTeams
Mission
Goals
Roles
Leadership
Commun
ication
Decision
-making
Systems
/Processes
Rewards
/Recognition
Climate
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DevelopingpeopleISourbusiness
7
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
YourT
eamsChallenges
Problem
sthatneed
tobefixed
Opportu
nitiesforimprovement
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DevelopingpeopleISourbusiness
8
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Teamw
ork@Acc
enture
Problem
syouexperienced
Solution
s
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWBeck.AllR
ightsReserved
Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section3:Leadership4
Styles
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DevelopingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leaders
hip4HighP
erformingTeams
Introdu
ction
The
The
S
ystem
S
ystem
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DevelopingpeopleISourbusiness
3
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
NotLea
dershipforitsOwnSake
Behavio
rsforHavingaPersonalImpacton
Organiz
ationalPerfo
rmance
Perform
anceisth
eBottomL
ine
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DevelopingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Organiz
ationalEffec
tiveness
Practica
lWaystoEm
powerPeopletoPerform
totheBestofTheirPotential
Managementwith
Leadership
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DevelopingpeopleISourbusiness
5
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
WhatdotheBestLe
adersdo?
WhatdotheWorstLeadersdo?
Leader
shipinYourOrganiza
tion
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DevelopingpeopleISourbusiness
8
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipandD
ecision-ma
king
High
Low
High
S1
S3
S2
S4
Participation
Leaders
Responsibility
Mem
bers
De
cide
WithS
upport
Leader
Decides
WithIn
put
Mem
bers
De
cide
Al
one
Leader
Decides
Alone
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DevelopingpeopleISourbusiness
10
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Howist
heDecision
Made?
WhoisInvolvedinM
akingit?
HowDo
PeopleParticipate?
AreDec
isionsMade
Alone?
AreDec
isionsMade
WithOthers
Involved?
Participation
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
11
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipandD
ecision-ma
king
High
Low
High
S1
S3
S2
S4
Participation
Leaders
Responsibility
Mem
bers
De
cide
WithSupport
Leader
Decid
es
WithIn
put
Mem
bers
De
cide
Alone
Leader
Decid
es
Alon
e
8/11/2019 Apostila de termos
44/244
DevelopingpeopleISourbusiness
12
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipandC
ommunication
Active
Limited
Active
Liste
ning
Active
onBoth
Lim
ited
onBoth
Active
Influenc
ing
Leaders
Responsibility
Participation
Leaders
Responsibility
Active
S1
S3
S2
S4
Influencing
GivingInformation
Listening
S
eeking
Inf
ormation
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DevelopingpeopleISourbusiness
13
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
GivingInformation
Directions
What
When
How
Advice
Sug
gestions
Expla
nations
Why
Consequences
Pay
offs
Pitfalls
Feedback
Influen
cing
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
14
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Seeking
Information
Payin
gAttention
EncouragingOpen
ness
Verbal
Non-Verbal
Askin
gQuestions
Open
Clo
sed
ReflectingKeyPoints
ParaphrasingTho
ughts
Em
pathizingwith
Feelings
Summarizing
Listening
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
15
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
LeadershipandC
ommunication
Active
Limited
Active
Liste
ning
Active
onBoth
Lim
ited
onB
oth
Active
Influenc
ing
Leaders
Responsibility
Part
icipation
Leaders
Responsibility
Active
S1
S3
S2
S4
Influencing
GivingInformation
Listening
S
eeking
Information
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
16
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipandR
ecognition
Seeking/
Accep
ting
Suppo
rt&
Guida
nce
Providing
Input
toDecisio
n
Making
Assum
ing
Responsibility
Succes
sfully
Complyin
g
with
Direction
sS1
S3
S2
S4
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
17
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Valuing
Behaviors
Formally
Informally
DifferentfromSuppo
rt
NotscaledfromLow
toHigh
KeyCom
ponentofA
ll4Styles
Recognition
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
18
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipandR
ecognition
Seeking/
Accep
ting
Support&
Guida
nce
Providin
g
Input
toDecision
Making
Assuming
Respon
sibility
Succes
sfully
Complying
with
Direction
sS1
S3
S2
S4
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
19
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leader
shipStyles
High
Low
H
igh
DirectiveBehav
ior
HighS
upport
TheLeader
SupportsT
eamMembers
DecisionM
aking
ListensActively
GivesRecognition
forSeeking
Advice
HighSupport
HighDirection
Dec
ideswithInput
ListensandInfluences
GivesRecognitionfor
Mak
ingRecommendations
TheL
eader
LowS
upport
LowD
irection
LetsTeam
Members
DecideAlo
ne
MaintainsLimited
Communic
ation
GivesRecognitionfor
AssumingResponsibility
TheLeader
TheLeader
S3
S2
S
4
S1
Dec
idesAlone
TellsWhat,When,Why,
and
How
GivesRecognitionfor
Com
plying
HighDirection
Supportive
Beha
vior
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DevelopingpeopleISourbusiness
20
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Whichb
ehaviorsdo
yourelyonwhenyouare
inaleadershiprole?
Whatstylesdoyouusewithyourpeople?
HowDoYouLead
?
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
21
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
UseAll4
Mainsty
le=strength
Overuse
=weakness
MostM
anagers
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DevelopingpeopleISourbusiness
22
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Ineffectiv
e
Over
A
ccommodating
Over
Involving
Abdicating
Dominating
1S
3S
2S
4
S
Effective
Developing
Problem
Solving
Delegating
Directing
1S
3S
2S
4S
StyleE
ffectivenes
s
8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
24
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
StylesofW
ell-Known
Leaders
Identify
examplesof
worldleaderswhouse
eachstyle
Who?
What
dotheydo?
Ifyoucantthinkofp
ublicfigures
,identify
examplesfrommoviesortelevision
Styles
ofWell-kno
wnLeaders
8/11/2019 Apostila de termos
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Lead
ership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWBeck.AllR
ightsReserved
Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrad
emarksofAccenture.
TheLea
dersWindo
w
Section4:Leadership4
Individual
Excellence
8/11/2019 Apostila de termos
59/244
Develo
pingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Teamwo
rk=Individua
ls+GroupDy
namics
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Develo
pingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
WithC
onsistency
Dec
isionMaking
-->Communicationand
Rec
ognition
WithoutMixedMessages
Developing
Problem
Solvin
g
Deleg
ating
Directin
g
1S
3S
2S
4S
Key#1
:UseAll4
Styles
8/11/2019 Apostila de termos
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Develo
pingpeopleISourbusiness
5
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Leaders
hipbyAnticipation
Frustration
Empo
werment
Deve
lopment
Interv
ention
Individ
ualKey#2
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Develo
pingpeopleISourbusiness
6
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1 4Directing
WorkingAlone
(Delegating/Abdicating)
S S
1S
3S
2S
4S
Reality
(Perceptio
ns)
8/11/2019 Apostila de termos
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Develo
pingpeopleISourbusiness
7
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
4De
legating/Abdicating(WorkingAlone)
S1Directing
S1Do
minating
SFrustra
tion
1S
3S
2S
4S
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Develo
pingpeopleISourbusiness
9
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
WhatDoYo
uDoNext?
ActiveListeningisaCriticalSkill
DevelopingPeople
DiagnosingProblems
All4Styles
areNeeded
Consiste
ntPatterns
1S
3S
2S
4S
Style3
=PivotPo
int
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Develo
pingpeopleISourbusiness
10
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
TreatAllPe
opletheSam
e?
Predictability
Flexibility
OnlyGoAs
FarAround
AsYouHaveTo
Predictability+Fl
exibility
1S
3S
2S
4S
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Develo
pingpeopleISourbusiness
11
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Empowering?
Clear
Expectations
?
Deleg
atingRespon
sibility?
SupportAsNeeded?
Open
+DecisiveW
henNecessary?
Frustrating?
HowAreYouPerceived?
8/11/2019 Apostila de termos
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Develo
pingpeopleISourbusiness
12
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
HowFar
AroundDoYouGo?
TwoPatternsHelpYouAnticipate
DevelopmentCycle
InterventionCycle
Anticip
ation
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Develo
pingpeopleISourbusiness
14
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1
1forOn-the-Job
Training
1-4-3-
2forProblem
Solving
1-4-3forDe
veloping
1-4fo
rDelegating
Develo
pmentSteps
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
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Develo
pingpeopleISourbusiness
21
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1
2
3
Goals
Job
1
2
3
4
5
Task
s
Potential
Ability+Motivation
JohnD.W.
Beck,
CharterOak
ConsultingGroup,
Inc.
Task-S
pecificPotential
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Develo
pingpeopleISourbusiness
22
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Ability
Tech
nicalSkills
InterpersonalSkills
Ma
nagingPeople
JobKnowledge
Orga
nizationalKnowledge
Po
wertoDeliver
Motivation
Interest
Confidence
Willin
gnesstoAss
umeResponsibility
Align
mentWithOrganizationalGoals
Perform
ancePote
ntialChecklist
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Develo
pingpeopleISourbusiness
24
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
4P
Ability
plus
Motivation
H
igh
Moderate
Low
Ability
Motivation
Potential
2M2A2
JohnD.W.
Beck,
CharterOak
ConsultingGroup,
Inc.
WindowofPotential(1of6)
2 2
0 0
1 1
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Develo
pingpeopleISourbusiness
26
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
4P
3P
2P
Ability
plus
Motivation
H
igh
Moderate
Low
Ability
Motivation
Potential
2 2
0 0
1 1
JohnD.W.
Beck,
CharterOak
ConsultingGroup,
Inc.
2M
0A
2M
1A
1M
2A
0M
2A
1M
1A
2M2A
WindowofPotential(3of6)
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Develo
pingpeopleISourbusiness
27
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
4P
3P
2P
1P
Ability
plus
Motivation
H
igh
Moderate
Low
Ability
Motivation
Potential
2 2
0 0
1 1
JohnD.W.
Beck,
CharterOak
ConsultingGroup,
Inc.
2M
0A
2M
1A
1M
2A
0M
2A
1M
1A
2M2A
1M
0A
0M
1A
WindowofPotential(4of6)
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Develo
pingpeopleISourbusiness
28
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
0P
4P
3P
2P
1P
Ability
plus
Motivation
H
igh
Moderate
Low
Ability
Motivation
Potential
2 2
0 0
1 1
JohnD.W.
Beck,
CharterOak
ConsultingGroup,
Inc.
0M
0A
2M
0A
2M
1A
1M
2A
0M
2A
1M
1A
2M2A
1M
0A
0M
1A
WindowofPotential(5of6)
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Develo
pingpeopleISourbusiness
30
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Aretherepartsofyo
urjobwhere
youwould
assessyourselfasP
4?
P3?
P2?
P1?
P0?
YourP
otential
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Develo
pingpeopleISourbusiness
31
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
DontPigeonhole
DontAs
sessthePerson
AssessthePersons
AbilityandM
otivation
ARang
eisNorma
l
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Develo
pingpeopleISourbusiness
32
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
MatchStylestoPotential
E
ffective
Perf
ormancePotential
Developin
g
Problem
Solving
Delegatin
g
Directing1S
3S
2S
4S
P4
0P
4P
3
P
2P
1P
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Develo
pingpeopleISourbusiness
33
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
0P
4P
3
P
2P
1P
1-4inP
4Situations
E
ffective
Developin
g
Problem
Solving
Delegatin
g
Directing1S
3S
2S
4S
Perf
ormancePotential
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Develo
pingpeopleISourbusiness
34
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1-4-3in
P3Situati
ons
E
ffective P
roblem
Solving
1S
3S
2S
4S
P4
0P
4P
3
P
2P
1P
Perf
ormancePotential
Developin
g
Delegatin
g
Directing
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Develo
pingpeopleISourbusiness
35
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1-4-3-2
inP2Situa
tions
E
ffective P
roblem
Solving
Directing1S
3S
2S
4S
0P
4P
3
P
2P
1P
P4
0P
4P
3
P
2P
1P
Perf
ormancePotential
Developin
g
Delegatin
g
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Develo
pingpeopleISourbusiness
36
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
1inP1
SituationsE
ffective
Developin
g
Problem
Solving
Delegatin
g
Directing1S
3S
2S
4S
P4
0P
4P
3
P
2P
1P
Perf
ormancePotential
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Develo
pingpeopleISourbusiness
37
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
MatchStyles+HRE
ffective
Developin
g
Problem
Solving
Delegatin
g
Directing1S
3S
2S
4S
P4
HRStrategies
Training
Reassignment
Task
Pers
on
Selectio
n
0P
4P
3
P
2P
1P
Perf
ormancePotential
8/11/2019 Apostila de termos
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Develo
pingpeopleISourbusiness
38
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
EffectiveLeadership
#1:A
ll4Styles
#2:A
nticipation
Em
powerment:1
-4-3-2
De
velopment
Intervention
#3:A
nalysis:A+M=P=>S
Perform
ance
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWBeck.AllR
ightsReserved
Accenture,itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section5:IncreasingLe
aderEffectiveness
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DevelopingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
TheL4
Game
Develop
ingAccuracyandSpeed
Analyzin
gleadership
problems
Prescrib
ingleadersh
ipactions
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DevelopingpeopleISourbusiness
3
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Howto
PlaytheL4Game
Players
Guide
Manage
rsGuide
Rules
Questions
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DevelopingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
MatchingStylestoPotential
AssessPerformance
Potential
Ability
Motivation
SelectL
eadershipStyle
Howf
artogo?
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DevelopingpeopleISourbusiness
5
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
MatchingStylestoPotential
(cont.)
E
ffec
tive
Perf
ormance
Po
tent
ial
Deve
lopin
g
Pro
blem
So
lving
De
lega
tin
g
Direc
ting1S
3S
2S
4S
P4
0P
4P
3
P
2P
1P
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DevelopingpeopleISourbusiness
6
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
L4GameD
ebrief
Secrets
ofSuccess
Whatdo
youwantto
rememberaboutusing
therig
htstyles
atthe
righttimes
withtherightpeople?
L4Gam
eDebrief
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DevelopingpeopleISourbusiness
7
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Wha
thindere
dyoura
bility
towor
ktoge
ther?
Wha
the
lpe
dyourgroupworkasa
tea
m?
Teamw
ork
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DevelopingpeopleISourbusiness
9
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
HighEnergyTeamsatA
ccenture
Whatcircumstances
producedth
esituation?
Whowa
sinvolved?
Whatroledidthelea
derplayinm
akingthisa
high-energyexperience?
HighEnergyTeam
satAccen
ture
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DevelopingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysis
AToolForLeading
Downwardo
rSideways
NotFor
AnalyzingE
verySituatio
n
OnlyUs
eWithPerfo
rmancePro
blems
4Steps
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DevelopingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysisProcess(1of6)
Specifyt
heProblem
Goals
Tasks
IdentifytheMainStyleThatsNeeded
DiagnosePerformance
Potential
Ability
+Motivation
Determin
etheActualS
tyle
TakeCorrectiveAction
MainStyle
De
velopment
Intervention
Action
Plan
Em
powerment:1
-4-3-2
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DevelopingpeopleISourbusiness
6
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysisProcess(3of6)
Specifyt
heProblem
Goals
Tasks
IdentifytheMainStyleThatsNeeded
DiagnosePerformance
Potential
Ability
+Motivation
Determin
etheActualS
tyle
TakeCorrectiveAction
MainStyle
De
velopment
Intervention
Action
Plan
Em
powerment:1
-4-3-2
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DevelopingpeopleISourbusiness
7
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysisProcess(4of6)
Specifyt
heProblem
Goals
Tasks
IdentifytheMainStyleThatsNeeded
DiagnosePerformance
Potential
Ability
+Motivation
Determin
etheActualS
tyle
TakeCorrectiveAction
MainStyle
De
velopment
Intervention
Action
Plan
Em
powerment:1
-4-3-2
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DevelopingpeopleISourbusiness
8
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysisProcess(5of6)
Specifyt
heProblem
Goals
Tasks
IdentifytheMainStyleThatsNeeded
DiagnosePerformance
Potential
Ability
+Motivation
Determin
etheActualS
tyle
TakeCorrectiveAction
MainStyle
De
velopment
Intervention
Action
Plan
Em
powerment:1
-4-3-2
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DevelopingpeopleISourbusiness
9
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
SituationalAnalysisProcess(6of6)
Specifyt
heProblem
Goals
Tasks
IdentifytheMainStyleThatsNeeded
DiagnosePerformance
Potential
Ability
+Motivation
Determin
etheActualS
tyle
TakeCorrectiveAction
MainStyle
De
velopment
Intervention
Action
Plan
Em
powerment:1
-4-3-2
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DevelopingpeopleISourbusiness
10
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
TheSta
nley-Burke
Case
Review
ChrisStanle
ysPerceptionofMacBurke
Walkth
roughtheSituationalAnalysisproces
s
asacla
ss
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DevelopingpeopleISourbusiness
12
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Situatio
nalAnalysisDebrief
Anyquestionsabou
ttheSituatio
nalAnalysis
process
?
Anycasesthatarestillunresolved?
Finalpo
intDonot
stopataglo
balassessm
ent
ofapersongettingdowntothegoalANDt
ask
levelarenecessary
tofindactionableissues.
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1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860) 828-2092 Fax (860) 828-2091 www.cocg.com
SITUATIONALANALYSIS Copyright 2005, John D.W. Beck
T H E L4 S Y S T E M
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4. ACTION PLAN To change from your actual style to the ideal style, use the 1-4-3-2 cycle
to identify all of the actions you need to do more of or less of to help this person perform to
the best of his/her potential.
S1= Giving Information, Clarifying Expectations
S4=Delegating Authority, Recognizing the Taking of Responsibility
S3=Listening, Providing Support in any area of Ability or Motivation
S2=Making Decisions based on Recommendations
OVER
ACCOMMODATING
OVER
INVOLVING
ABDICATING DOMINATING
DEVELOPINGPROBLEM
SOLVING
DELEGATING DIRECTING
S4
S3
S1 S4
S3
S1
S2S2
3. ACTUAL STYLE What style
are you using for each task?
T1 S __ ________________
T2 S __ ________________
T3 S __ ________________
T4 S __ ________________
MORE OF LESS OF
T1 _______________________________________________
_______________________________________________
T2 _______________________________________________
_______________________________________________
T3 _______________________________________________
_______________________________________________
T4 _______________________________________________
_______________________________________________
T1 _______________________________________________
_______________________________________________
T2 _______________________________________________
_______________________________________________
T3 _______________________________________________
_______________________________________________
T4 _______________________________________________
_______________________________________________
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For more information about Charter Oak services and products,
please write, call, or email:
1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860) 828-2092 Fax (860) 828-2091 www.cocg.com
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWBeck.
AllR
ightsReserved
Accenture,
itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section7:Day2IntroandL4SelfFeedback
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DevelopingpeopleISourbusiness
2
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
Day1Review
SELF
INDIVIDUAL
TEAM
ORGANIZATION
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DevelopingpeopleISourbusiness
3
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
Day2Agenda
L4Self
Feedback
Perform
anceContra
cting
Perform
anceDevelopment
L4GroupDevelopm
ent
TheLeadersWindo
w
Conclusion
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DevelopingpeopleISourbusiness
4
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
L4SelfFeedback
DataSheets
SelfPro
file
Styles@
Potential
RelativeProfiles
ComparedtoAccen
ture
Comparedtoacros
s-section
Worsta
ndBestLea
derProfiles
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DevelopingpeopleISourbusiness
5
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
DataSheets
5cases
@e
achlevelofpotentia
linrows
4styles
incolumns
Transfe
ranswers
Addsubtotals=25points
Calcula
tetotals=100points
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DevelopingpeopleISourbusiness
6
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
YourS
elfProfile
Page1:totalstocornersofeachwind
ow
Leade
rshipbehaviors
ineach
Main:
highest
Backu
p:15%
Limite
d:below15%
Page2:highlight->rea
daboutyourself
Discussquestionsatto
pofpage2:
Isthis
whatyoureally
doorwhatyou
thinkyoushoulddo?
Isthis
therightmixof
stylesforthepeoplewhowork
for
you?
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DevelopingpeopleISourbusiness
7
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
Style@
Potential
Pages3-6:
Trans
fersubtotals
Perce
ntages:multiply
by4
Effect
iveness:
matches=4
2nd
best=3
Readexplanations
Takefee
dbackwithag
rainofsalt
Discusshighest/lowest:why?
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DevelopingpeopleISourbusiness
8
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
Compa
risontoAccentureProfile
Page1:Compareyourpercenta
gestoother
managersatAccenture
Nearthemean:blen
din
Atthe
highend:ove
r-using
Atthe
lowend:unde
r-using
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DevelopingpeopleISourbusiness
9
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
AccentureOrganizationalSe
lf
20
%
S3
S2
S4
S1
48%
17
%
15%
0-55
4-95
0-48
0-81
Developing
Prob
lem
Solv
ing
Direc
ting
Delegati
ng
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DevelopingpeopleISourbusiness
10
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
Compa
rativeProfiles
Page7:Compareyour
percentagestomanagersfro
m
hundredsoforganizatio
ns
Circleyo
urpercentagesineachcolum
n-estimateif
yoursisn
tthere
Connect
the4circles->linegraph
75thp
ercentile:main
Betwe
en25thand75
th:back-up
Below
25th:limited
Page8:highlightyourparagraphs
Discussquestionsonthetopofpage
8:
Comp
arisontoprofile
onpage2?
Abetterreflectionofyourstyles?
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DevelopingpeopleISourbusiness
11
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
WorstandBestL
eaders
Pages9
-10:Yourworstandbes
tleaders
Distribu
te100%poin
ts
What
didyourworstleaderdo?
Yourbestleader?
Datato
Worksheets
->add->su
bmit
Worsta
ndBeststories
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DevelopingpeopleISourbusiness
12
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
AccenturesWors
tLeaders 1
4%
S3
S2
S4
S1
08%
41%
37%
Ove
r-
Accomm
odating
Over-Involving
Dom
inating
Abdica
ting
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DevelopingpeopleISourbusiness
13
2008,
JohnDWBeck,
CharterO
akConsultingGroup,
Inc.
AccenturesBest
Leaders 2
1%
S3
S2
S4
S1
36%
15%
28%
+7
+28
-26
-9D
eveloping
Pro
blem
So
lving
Dire
cting
Delega
ting
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2004, John DW Beck, Charter Oak Consulting Group, Inc.
L4 SELFworksheet
Group _______________
Directions: Record each person's name and L4 Self scores in the spaces below. Then add
each column. Please be sure that your totals are multiples of 100 (400 for a 4 person group,
500 for a five person group, etc.)
Name S1 S2 S3 S4
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
_________________________ _____ _____ _____ _____
TOTALS _____ _____ _____ _____
AVERAGES _____ _____ _____ _____
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2004, John DW Beck, Charter Oak Consulting Group, Inc.
WORST/BESTworksheet
Group _______________
Directions: Identify each person in your group with a letter. Record Person A's WORST percentages at the top of
the page and BEST percentages at the bottom. Repeat this for each person in your group. Then add each column.
Be sure that your totals are multiples of 100 (400 for a 4 person group, 500 for a 5 person group, etc.).
WORST S1 S2 S3 S4
A. _____ _____ _____ _____
B. _____ _____ _____ _____
C. _____ _____ _____ _____
D. _____ _____ _____ _____
E. _____ _____ _____ _____
F. _____ _____ _____ _____
Totals: _____ _____ _____ _____
BEST S1 S2 S3 S4
A. _____ _____ _____ _____
B. _____ _____ _____ _____
C. _____ _____ _____ _____
D. _____ _____ _____ _____
E. _____ _____ _____ _____
F. _____ _____ _____ _____
Totals: _____ _____ _____ _____
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L E A D E R S H I P 4
HIGH PERFORMINGTEAMS
Developed by John D.W. Beck, Tony C. Daloisio, and Jonathan Spiegel
LEADERSHIP 4, L4 and are trademarks of COCG, Inc.
Copyright 1987, John D.W. Beck
L4 SELFSCORING KEY
1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860)828-2092 l Fax (860) 828-2091 l www.cocg.com
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L4SELF DATA SHEET
Record your responses
to cases 3, 14, 8, 17 and11. Then subtotaleach column.
3 B _______ C _______ D _______ A _______14 D _______ C _______ A _______ B _______
8 A _______ C _______ B _______ D _______
17 A _______ C _______ B _______ D _______
11 B _______ C _______ D _______ A _______
S1
S2
S3
S4
Record your responsesto cases 4, 13, 2, 7 and
12. Then subtotaleach column.
Record your responsesto cases 5, 16, 1, 10and 20. Then subtotaleach column.
Add the foursubtotals together.Be sure your TOTALSadd up to 100.
6 A _______ D _______ B _______ C _______15 C _______ A _______ B _______ D _______
9 A _______ C _______ D _______ B _______
18 B _______ A _______ C _______ D _______
19 C _______ D _______ A _______ B _______
4 C _______ D _______ A _______ B _______13 B _______ C _______ D _______ A _______
2 D _______ C _______ B _______ A _______
7 D _______ C _______ A _______ B _______
12 D _______ B _______ A _______ C _______
5 C _______ B _______ A _______ D _______16 D _______ B _______ C _______ A _______
1 B _______ D _______ C _______ A _______
10 A _______ B _______ C _______ D _______
20 D _______ A _______ B _______ C _______
S1
S2
S3
S4
%% % %
_______ _______ _______ _______
_______ _______ _______ _______
_______ _______ _______ _______
TOTALS
P2SUBTOTALS
P3SUBTOTALS
P1SUBTOTALS
P4SUBTOTALS _______ _______ _______ _______
Record your responsesto cases 6, 15, 9, 18and 19. Then subtotaleach column.
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Your MAIN style is the one with the highest %. It is the one you used most often in the L4Self cases.
A BACK-UP style is any other style with 15% or more. You used these styles frequently in thesecases.
A LIMITED style is any one with less than 15%. You used these styles occasionally or not at all.
involving people in yourresponsibilities and makingdecisions based on their input
seeking information for analyzing andsolving your problems
giving people recognition for for contributing to your
problem-solving
supporting people with their responsibilities by helping them think through decisions
asking questions to help others analyzeand solve their problems
giving people recognition for seeking or accepting
your support
giving people responsibility and letting them makedecisions on their own
maintaining limited communication through briefings and updates
giving people recognition for accepting responsibility and authority
YOUR L4SELF PROFILE
Write your totals inside the shaded corners of the L4Window below. These totals show the
percentage of points you assigned to each of the LEADERSHIP 4styles.
Then read the descriptions in each window to interpret the mix of styles you selected.
making decisions on your own without input
from others
giving information about what to do,how to do it and why it should bedone
giving people recognition for
following your directions
_____ % S
1
_____ % S4
_____ % S
2
_____ % S
3
1
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MAIN STYLE(highest %)
Your strength is DIRECTINGpeople with clear assignmentsand complete informationabout how to proceed. Yourweakness is that you can beDOMINATING when peoplealready know what they needto do.
Your strength is gettingpeople involved in the rightsteps of the PROBLEM-SOLVING process. Yourweakness is that you can beOVER-INVOLVING bygetting yourself or others intothe process unnecessarily.
Your strength comes fromDEVELOPING people byhelping them think throughtheir responsibilities. Yourweakness is that you can beOVER-ACCOMMODATING
by supporting relationships atthe expense of results orhelping when it's not needed.
Your strength comes fromDELEGATING authority andresponsibility to people whocan handle it. Your weaknessis that you can come across asABDICATING when peopleare not ready for independentdecision-making.
S1
S2
S3
S4
Find your MAIN, BACK-UP, and LIMITED styles below. As you read the descriptions, fill in the borders
to make your L4SELF PROFILE stand out. Then think about these questions:
Is this profile what you really do or what you think you should do?
Is this the right mix of styles for the people who work with you?
2
BACK-UP STYLES(15% or more)
You are willing to do someDIRECTING when youneed to but may not do it asoften as you should. You mayalso be DOMINATING onoccasion, especially whenfollowers have high abilityand/or motivation.
You involve people in yourPROBLEM-SOLVING attimes but may miss someopportunities when youshould. You also may beguilty of OVER-INVOLVINGyourself in others' decisions orthem in yours.
You are frequently availablefor DEVELOPING people bysupporting them with theirproblem-solving efforts. Attimes you may be too soft orOVER-ACCOMMODATING.At other times you may not beas supportive as you should
be.
You are capable of someDELEGATING in certainsituations but you may not doit as often as you could. Youalso might be perceived asABDICATING on someoccasions, especially whenpeople need directions.
You do not provide muchDIRECTING and may notmake decisions when youshould. You also may notgive clear directions whenyou do make decisions.
You do not provide peoplewith much DEVELOPINGand may not spend enoughtime giving them supportwith their decision-making.
You do not do very muchDELEGATING and may notlet others have as muchresponsibility or authorityas they could handle.
LIMITED STYLES(less than 15%)
You do not engage in muchPROBLEM-SOLVING andmay miss opportunitieswhen you should involveothers in your decision-making.
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Transfer the P2subtotals
from the data sheet.
Multiply the subtotalsby 4.
Multiply the S2subtotal
by 4 and the S1subtotal
by 3, then add.
Why are the otherstyles less effective inP
2situations?
S1
S2
S3
S4
x3 x4
S2is PROBLEM-SOLVING. Since these followers only have a moderate
performance potential, it is appropriate to seek their input to your decision-making. This gives you the benefit of their ability and/or motivation whilehelping them learn the steps for identifying and solving problems.
S1is DOMINATING. This is the second best choice because you are
taking charge in situations that require direction. However, if you listenedfirst, others would appreciate your taking control. Without having achance to provide input, they may see you as too autocratic.
S3is OVER-ACCOMMODATING. You are trying to help followers make
decisions that are yours to make. This is too much responsibility for theirability and motivation. By helping them think through decisions, you maybe frustrating them more than encouraging them to grow.
S4
is ABDICATING. By giving these people too much responsibility andauthorizing them to make decisions on their own, you overwhelm them.They resent your abdication and are likely to do the job incorrectly. Theywould prefer to give input while you make the decisions.
YOUR EFFECTIVENESS WITH P2
CASES
% % % %
The second section of the DATA SHEET focuses on five cases (4, 13, 2, 7, 12) involving people who are:A
1M
1 moderate on ability and motivation; or
A2M
0 high on ability, low on motivation; or
A0M2 low on ability, high on motivation.S
2PROBLEM-SOLVING is the most effective MAIN style in these P
2situations. Follow the directions
below to see how well the mix of styles you selected matches the performance potential in these cases.
How can you increaseyour effectiveness inyour own P
2cases?
Why is S2the most
effective style in P2
situations?
+ =
P2PERCENTAGES
P2EFFECTIVENESS
P2SUBTOTALS
4
What P2situations do you face at work?
What mix of styles do you actually use in these situations?What steps can you take to be more effective inP
2situations?
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Transfer the P2subtotals
from the data sheet.
Multiply the subtotalsby 4.
Multiply the S2subtotal
by 4 and the S1subtotal
by 3, then add.
Why are the otherstyles less effective inP
2situations?
S1
S2
S3
S4
S3is DEVELOPING. In these cases, the people need support to help them
make good decisions. By asking questions, you are good at understandingfollowers' situations. By listening, you help them develop their capacity toidentify, analyze, and solve current problems as well as anticipate futureones.
S1is DOMINATING. With this style, you are giving directions when you
should be asking questions and listening. By telling people what to do andhow to proceed, they feel smothered. You are undermining their potentialand discouraging them from taking initiative.
S2is OVER-INVOLVING. You are giving followers more direction than
these situations require. You are more involved than you need to be andare more controlling than the followers need. At least you are listening totheir ideas before you make decisions.
S4is ABDICATING. It is too soon to delegate this much authority. Evenso, this is the second best choice because giving too much responsibility willoften inspire people to rise to the challenge. The danger is that they may gotoo far in the wrong direction.
YOUR EFFECTIVENESS WITH P3
CASES
% % % %
Why is S3the most
effective style in P3
situations?
=
P3SUBTOTALS
P3PERCENTAGES
P3EFFECTIVENESS
The third section of the DATA SHEET focuses on five cases (6, 15, 9, 18, 19) involving people who are:A
2M
1 high on ability, moderate on motivation; or
A1M
2 moderate on ability, high on motivation.
S3DEVELOPING is the most effective MAIN style in these P
3situations. Follow the directions below
to see how well the mix of styles you selected matches the performance potential in these cases.
What P3situations do you face at work?
What mix of styles do you actually use in these situations?What steps can you take to be more effective inP
3situations?
5
+ x3
How can you increaseyour effectiveness inyour own P
3cases?
x4
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Transfer the P2subtotals
from the data sheet.
Multiply the subtotalsby 4.
Multiply the S4subtotal
by 4 and the S3subtotal
by 3, then add.
Why are the otherstyles less effective inP
2situations?
S1
S2
S3
S4
S4is DELEGATING. In these situations, the people are high on ability and
motivation. When you give them the authority to make their owndecisions, they welcome the opportunity to take charge. Just remember togive them recognition for their accomplishments so they stay motivated to
perform.S1is DOMINATING. This style is very inappropriate inthese situations.
You are giving explicit instructions and close supervision to people whoare more motivated by making their own decisions. You are smotheringthese people at a time when all you need to do is praise their indepen-dence.S
2is OVER-INVOLVING. In these situations you are making decisions
that followers could make on their own. At least you are getting theirinput but you are much more involved than you need to be. You are alsoover-involving them in meetings that are blocking them from productivework.S
3is OVER-ACCOMMODATING. You come across as helpful, friendly,
and supportive, but it is not really needed in these situations. In fact, youmay be slowing these people down. At least you are still leaving them incharge, so it is not too damaging. This is the second-best choice in thesesituations.
YOUR EFFECTIVENESS WITH P4
CASES
% % % %
How can you increaseyour effectiveness inyour own P
4cases?
Why is S4the most
effective style in P4
situations?
=
P4SUBTOTALS
P4PERCENTAGES
P4EFFECTIVENESS
What P4situations do you face at work?
What mix of styles do you actually use in these situations?What steps can you take to be more effective inP
4situations?
The fourth section of the DATA SHEET focuses on five cases (5, 16, 1, 10, 20) involving people whoare:
A2
M2
high on ability, high on motivation.
S4DELEGATING is the most effective MAIN style in theseP
4situations. Follow the directions below
to see how well the mix of styles you selected matches the performance potential in these cases.
6
+ x4x3
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COMPARATIVE SELF PROFILE
Circle your percentage for each style. If yours isnt on the sheet, put a circle between thetwo that are closest to yours. Then connect the four circles to create a line graph.
Any style that is at or above the 75thpercentile is a main style. Any style that is at or above the 25thpercentile is a back-up style. Any style below the 25thpercentile is a limited style.
00000
524535
7289510
93110615
103312820
113613925
1338151030
1440161135
1542171340
1644181445
1846201550
1948211655
2050221760
2152231965
2254242070
2456252175
2659272380
2862292585
3166322890
3572363295
841006056100
percentagespercentiles
Style 4Style 3Style 2Style 1
7
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MAIN STYLES(75th percentile or above)
Your strength is DIRECTINGpeople with clear assignmentsand complete informationabout how to proceed. Yourweakness is that you can beDOMINATING when peoplealready know what they needto do.
Your strength is getting peopleinvolved in the right steps ofthe PROBLEM-SOLVINGprocess. Your weakness is thatyou can be OVER-INVOLV-ING by getting yourself orothers into the process unnec-essarily.
Your strength comes fromDEVELOPING people byhelping them think throughtheir responsibilities. Yourweakness is that you can beOVER-ACCOMMODATING
by supporting relationships atthe expense of results orhelping when it's not needed.
Your strength comes fromDELEGATING authority andresponsibility to people whocan handle it. Your weaknessis that you can come across asABDICATING when peopleare not ready for independent
S1
S2
S3
S4
Find your MAIN, BACK-UP, and LIMITED styles below. As you read the descriptions, fill in the borders
to make your COMPARATIVE L4SELF PROFILE stand out. Then think about these questions:
How does this profile compare to your profile on page two?
Is this profile a better reflection of the styles you use, overuse, and under use?
8
BACK-UP STYLES(25th to 74th percentile)
You are willing to do someDIRECTING when youneed to but may not do it asoften as you should. You mayalso be DOMINATING onoccasion, especially whenfollowers have high abilityand/or motivation.
You involve people in yourPROBLEM-SOLVING attimes but may miss someopportunities when youshould. You also may beguilty of OVER-INVOLVINGyourself in others' decisions orthem in yours.
You are frequently availablefor DEVELOPING people bysupporting them with theirproblem-solving efforts. Attimes you may be too soft orOVER-ACCOMMODATING.At other times you may not beas supportive as you should
be.
You are capable of someDELEGATING in certainsituations but you may not doit as often as you could. Youalso might be perceived asABDICATING on someoccasions, especially whenpeople need directions.
You do not provide muchDIRECTING and may notmake decisions when youshould. You also may notgive clear directions whenyou do make decisions.
You do not provide peoplewith much DEVELOPINGand may not spend enoughtime giving them supportwith their decision-making.
You do not do very muchDELEGATING and may notlet others have as muchresponsibility or authorityas they could handle.
LIMITED STYLES(below 25th percentile)
You do not engage in muchPROBLEM-SOLVING andmay miss opportunitieswhen you should involveothers in your decision-making.
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________ % _______ %
S4
S1
________ % _______ %
________ % _______ %
S4
S1
________ % _______ %
WORST LEADERS
This page will help you think about WORST leaders, the styles they use, and the way they interact with people.
Think about the WORST leaderyou have ever seen in yourorganization, then identify theleadership styles this person uses.To make your thoughts concrete,distribute 100 percentage pointsamong the LEADERSHIP 4 styles.
On average, what leadershipstyles do the WORST leaders inyour organization use?
What do the WORST say and do?
YOUR WORST
ORGANIZATIONAL WORST
9
What can you do to make sure peopledont perceive you as one of theirWORST leaders?
S3
S2
S3
S2
What can you learn from the WORST?
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________ % _______ %
S4 S1
________ % _______ %
________ % _______ %
S4
S1
________ % _______ %
BEST LEADERS
This page will help you think about BEST leaders, the styles they use, and the way they interact with people.
Think about the BEST leader youhave seen in your organization.What mix of styles does thisperson use? Again, distribute 100percentage points among theLEADERSHIP 4styles.
On average, what leadershipstyles do the BEST leaders in yourorganization use?
What do the BEST say and do?
YOUR BEST
ORGANIZATIONAL BEST
10
What can you do to make sure peoplethink of you as one of their BESTleaders?
S3
S2
S3
S2
What can you learn from the BEST?
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWB
eck.
AllR
ightsReserved
Accenture,
itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section8:Performance
Contracting
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DevelopingpeopleISourbusiness
2
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Individ
ualKey#4
Perform
anceContra
cts
AToolforLeadingU
pward
Clarifyin
gExpectations
IdentifyingtheSupp
ortPeopleN
eed
4Steps
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DevelopingpeopleISourbusiness
3
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceCon
tracting
IdentifyG
oalstobeAchie
ved
What?
When?
ListTaskstobeAccomplished
How?
IdentifyLeadershipStylesNeeded
IsSupportNeeded?
no=
Style4
yes
=Whattype?
WhoH
asResponsibility?
team
member=Style
3
team
leader=Style2
SetCriticalCheckpoints
(Leader)
(TeamMember
)
(TeamMember,
thenLeader)
(Together)
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DevelopingpeopleISourbusiness
4
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceCon
tractingan
dYou
1.
Thegoalyourer
esponsibleforwhereyou
need
support
2.
Task
sforachievingthatgoal
3.
Lead
ershipNeed
s
Th
esupportyou
need-inyour
words
W
heneversupportisneeded->whoshould
de
cide?
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1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860) 828-2092 Fax (860) 828-2091 www.cocg.com
T H E L4 S Y S T E M
PERFORMANCECONTRACT
Copyright 2005, John D.W. Beck
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1. GOAL What goal needs to be achieved? By when?
___________________________________________________ _________________
___________________________________________________ _________________
___________________________________________________ _________________
___________________________________________________ _________________
LEADERSHIP STYLES
TIMEFRAMESDELIVERABLES
2. TASKS What tasks need to be accomplished to achieve this goal?
T1 ____________________________________________________________________
T2 ____________________________________________________________________
T3 ____________________________________________________________________
T4 ____________________________________________________________________
T5 ____________________________________________________________________
T6 ____________________________________________________________________
DirectingDelegating
Problem
Solving
Developing
S4
S3 S2
S1
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4. CRITICAL CHECKPOINTS What are the key dates for communicating support, making
timely decisions, and/or providing recognition for performance?
__________________ __________________________________________________
__________________ __________________________________________________
TYPES OF SUPPORT
MOTIVATION
Prioritizing Interests
Encouraging Confidence
Stimulating Willingness
Listening / Sign-offs
3. LEADERSHIP STYLES If the answer to the support question is NO, just check Style 4.
If the answer to the support question is YES, write in the type of support that is needed, thenanswer the responsibility question and check Style 3 or Style 2.
ABILITY
Technical Advice
Interpersonal Coaching
Clarifying Expectations
Organizational Contacts
Team Leader
= STYLE 2
Team Member
= STYLE 3
NO
= STYLE 4
Is Support Needed? Who is Responsible for Decisions?
YES
= WHAT TYPE?
T1 ____ ____________________________ ____ ____
T2 ____ ____________________________ ____ ____
T3 ____ ____________________________ ____ ____
T4 ____ ____________________________ ____ ____
T5 ____ ____________________________ ____ ____
T6 ____ ____________________________ ____ ____
ACTIONSKEY DATES
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For more information about Charter Oak services and products,
please write, call, or email:
1224 Mill Street, East Berlin, Connecticut 06023
Telephone (860) 828-2092 Fax (860) 828-2091 www.cocg.com
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DevelopingpeopleISourbusiness
5
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PCDis
cussions
Owners
Tasks
andLeadership
Needs
Respo
ndtoQuestions
Supporte
rs
AskQ
uestionsandListen
Guide
thePCProcess
Goa
l?
Tas
ks?
On
yourown?
Sup
portyouneed?
Whoshoulddecide?
Che
ckpoints
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DevelopingpeopleISourbusiness
6
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Owner
Reactions
Whofo
undthisstru
cturehelpful?
Wouldithelptohav
ethesekind
sof
conversationswithyourmanage
r?
Howwouldithelpif
yourpeople
hadPC
conversationswithyou?
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DevelopingpeopleISourbusiness
7
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Suppo
rterReactions
Wasithardtolisten
?
Why?
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DevelopingpeopleISourbusiness
9
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceCon
tracting
What?
Goals
:deliverables+
timeframes
How?
Tasks:gameplan
Who?
Roles
:alone,withsupport>whode
cides
When?
Checkpoints
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Leadership&ProfessionalDevelopment
DevelopingpeopleISourbusiness
2008JohnDWB
eck.
AllR
ightsReserved
Accenture,
itslogo,andAccentureHighPerformanceDeliveredaretrademarksofAccenture.
TheLea
dersWindo
w
Section9:Performance
Development
8/11/2019 Apostila de termos
173/244
DevelopingpeopleISourbusiness
2
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Individ
ualKey#4
1.
Use
all4styles
2.
Antic
ipateusingtheminthe1
-4-3-2sequence
Developingassoonasyoucan
Interveningonly
asmuchasyo
uhaveto
3.
Analyzeperformancepotential
4.
Deve
lopperformancecontrac
ts
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DevelopingpeopleISourbusiness
3
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceDev
elopmentB
enefits
Givesteammemberssupport
Helpsthemassess+sand-s
Provide
sfeedback
Improve
sperforman
ce
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DevelopingpeopleISourbusiness
4
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
LeadershipandC
ommunica
tion
Active
Limited
Active
Liste
ning
Active
onBoth
Lim
ited
onBoth
Active
Influenc
ing
Leaders
Responsibility
Participation
Leaders
Responsibility
Active
S1
S3
S2
S4
Influencing
GivingInformation
Listening
S
eeking
Inf
ormation
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DevelopingpeopleISourbusiness
5
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Influen
cingSkills
Givinginformation
Directions
Advic
e
Expla
nations
Consequences
Feedback
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DevelopingpeopleISourbusiness
6
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
ListeningSkills
Seeking
information
:
Payingattention
Encou
ragingopen
ness
Askingquestions
Reflec
tingkeypoints
Verbal
Non-ve
rbal
Open
Closed
Paraph
rase
Empathize
Summarize
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DevelopingpeopleISourbusiness
7
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
5Leve
lsofListen
ing
IgnoringP
retendin
g
SelectiveA
ttentive
Empathic
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DevelopingpeopleISourbusiness
8
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
UsingCoachingQ
uestions
U
nderstandingothersthink
ing
D
evelopingno
tdictating
A
dvisingwher
enecessary
C
larifying
D
eveloping
S
uggesting
3Typ
es
Purpo
se
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DevelopingpeopleISourbusiness
10
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
Listening/CoachingPractice
Practicelistening
paraphrasing,em
pathizing,an
dsummarizin
g
Practiceaskingcoachingquestions
guid
ingtheperso
nsthinking
help
ingthemsolveproblems
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DevelopingpeopleISourbusiness
11
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceDev
elopment1
/1s
1.
Purp
ose
2.
Agen
da
3.
Liste
ntotheirselfassessmen
t
4.
Sum
marizetheir
keypoints
5.
Give
yourfeedba
ck
6.
Dop
erformanceplanning(S3
->S2)
7.
Sum
marize->Identifynextst
eps
8.
Follo
wUp
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DevelopingpeopleISourbusiness
13
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
PerformanceDev
elopment1
/1s
Purpose
Agenda
Listentotheirselfassessment
Summa
rizetheirkeypoints
Giveyo
urfeedback
Doperformancepla
nning(S3->
S2)
Summa
rize->Identifynextsteps
FollowUp
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DevelopingpeopleISourbusiness
14
2008,
JohnDWB
eck,
CharterO
akConsultingGroup,
Inc.
WhataretheDonts?
WhataretheDos?
EffectivePDMeetings
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8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
2
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Teamwo
rk=Individua
ls+GroupDynamics
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8/11/2019 Apostila de termos
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DevelopingpeopleISourbusiness
4
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Forming
questioning
exploration
organizing
conflicts
powerstruggle
s
testingboundaries
Focusing
productivity
sharedrespon
sibility
purposefuln
ess
opencommun
ication
interdependence
mutualsup
port
commitment
pushingboun
daries
Performing
satisfaction
relaxation
complacency
burnout/lethargy
pro
tection
defen
siveness
preservatio
nofstatusquo
frustra
tion/anger
ignoring
boundaries
Le
veling
STAGEI
FORMING
STAGEII
FOCUSING
STAGEIII
PERFORMIN
G
STAG
EIV
LEVELING
Time
Out
IncreasedPerfor
mance
individuality
caution
guardedcommunication
scatteredgoals
dependency
lookingforboundaries
Visible
Indicators
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DevelopingpeopleISourbusiness
5
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
YourT
eamsIndicators
WhatVisibleIndicatorsAreYou
Observingin
YourTe
am?
Whats
YourTeams
StageofGroup
Development?
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DevelopingpeopleISourbusiness
6
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
orientation
mission
goals
membership
skills
ets
inclusion
acceptance
Forming
Focusing
achievement
respon
sibility
challengingwork
useknowledgeand
skills
frequentfeedback
flexibility
confiden
ce/trust
recognition
Performing
refocusing
n
ewgoals
new
procedures
newnorms
r
eforming
newpeople
new
structures
Leveling
STAGEI
FORMING
STAGEII
FOCUSING
STAGEIII
PERFORMIN
G
STAG
EIV
LEVELING
Time
Out
IncreasedPerfor
mance
buy-in
involvemen
t
control
operatingnorms
communicationstructures
decision-making
procedures
rolesandrespons
ibilities
UnderlyingNeeds
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DevelopingpeopleISourbusiness
7
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Whataretheunderlyingneedso
fyourteam?
Whats
yourteams
stageofgroup
develop
ment?
YourT
eamsNeeds
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DevelopingpeopleISourbusiness
8
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
STAGEI
FORMING
STAGEII
FOCUSING
STAGEIII
PERFORMIN
G
STA
GEIV
LEV
ELING
Tim
eOut
IncreasedPerformance
Whoisleading
ateamateach
stage?
Stages
ofGroupDevelopme
nt
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DevelopingpeopleISourbusiness
9
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
Tuckma
n
1965re
viewoflitera
ture
nontask-orientedgroups
Form
ing
Storming
notalways
Norming
notoften
Performing
nottheend
OldMo
dels
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DevelopingpeopleISourbusiness
10
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
STAGEI
FORMING
STAGEII
FOCUSING
STAGEIII
PERFORMIN
G
STA
GEIV
LEV
ELING
Tim
eOut
IncreasedPerformance
Amodelforteamsthathavetodeliverresults
Stagesthata
pplyinthebusinessworld
Group
DevelopmentCurve
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DevelopingpeopleISourbusiness
11
2008,JohnDWBeck,CharterO
akConsultingGroup,Inc.
provideinformation
reduceambiguity
clarifymission/goals
introduceteammembers
makepeoplefeelneed
ed
Directing
(S1)
encouragequestions
respondopenlyto
ideas
involveteammem
bers
defineresponsibilities
developstructures/systems
establishproced
ures
Problem-Solving
(S
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