Retreat track b final al-peter


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  • We recognize that Fierce conversations happen, and that our work is not always easy. This session is a very short attempt to give us some language with which to manage the discussions that we all have such that we can make our work at Plymouth as positive and productive as possible.
  • The objective of this session is to inspire us all to contribute in our own unique way. The material we are about to share is meant to be a conversation starter. It is meant to offer a potentially playful common language that we can all use to face some of the more difficult moments in an otherwise positive environment.
  • Quieting the lizard brain How can I explain the never-ending irrationality of human behavior? We say we want one thing, then we do another. We say we want to be successful but we sabotage the job interview. We say we want a product to come to market, but we sandbag the shipping schedule. We say we want to be thin but we eat too much. We say we want to be smart but we skip class or don't read that book the boss lent us. The contradictions never end. When someone shows up and acts without contradiction, we're amazed. When an athlete just does the sport, or when a writer just writes the words, we can't help but watch, astonished at the purity of their actions. Why is it so difficult to do what we say we're going to do? The lizard brain. Or as Steven Pressfield describes it, the resistance. The resistance is the voice in the back of our head telling us to back off, be careful, go slow, compromise. The resistance is writer's block and putting jitters and every project that ever shipped late because people couldn't stay on the same page long enough to get something out the door. The resistance grows in strength as we get closer to shipping, as we get closer to an insight, as we get closer to the truth of what we really want. That's because the lizard hates change and achievement and risk. The lizard is a physical part of your brain, the pre-historic lump near the brain stem that is responsible for fear and rage and reproductive drive. Why did the chicken cross the road? Because her lizard brain told her to. Want to know why so many companies can't keep up with Apple? It's because they compromise, have meetings, work to fit in, fear the critics and generally work to appease the lizard. Meetings are just one symptom of an organization run by the lizard brain. Late launches, middle of the road products and the rationalization that goes with them are others. The amygdala isn't going away. Your lizard brain is here to stay, and your job is to figure out how to quiet it and ignore it. This is so important, I wanted to put it on the cover of my new book. We realized, though, that the lizard brain is freaked out by a picture of itself, and if you want to sell books to someone struggling with the resistance (that would be all of us) best to keep it a little more on the down low. Now you've seen the icon and you know its name. What are you going to do about it?
  • Retreat track b final al-peter

    1. 1. <ul><li>Why are we here? </li></ul><ul><li>Our purpose </li></ul><ul><li>What do we hope to achieve? </li></ul><ul><li>Our objective </li></ul><ul><li>How are we planning to make this happen? </li></ul><ul><li>Content, agenda and timing </li></ul>
    2. 2. <ul><li>Dysfunctions, Lizard Brains, and other helpful ideas about leading a committee </li></ul>
    3. 3. Why are we here? <ul><li>Our purpose: </li></ul><ul><li>… to demonstrate and openly discuss the fact that we are not alone in our challenge to balance the emotional and practical forces that exist in all of our committee work at Plymouth </li></ul>
    4. 4. What do we hope to achieve? <ul><li>Our objective: </li></ul><ul><li>… To inspire people to feel more personally empowered to contribute to the groups within which they operate </li></ul>
    5. 5. Agenda <ul><li>:00 5 Dysfunctions of teams </li></ul><ul><li>:10 Emotional Intelligence </li></ul><ul><li>:20 Practical advice about meetings </li></ul><ul><li>:30 Quieting the Lizard Brain </li></ul><ul><li>:40 Application to committee work at Plymouth </li></ul>
    6. 6. The 5 Dysfunctions of a Team <ul><li>Inattention to </li></ul><ul><li>Results </li></ul><ul><li>Avoidance of </li></ul><ul><li>Accountability </li></ul><ul><li>Lack of </li></ul><ul><li>Commitment </li></ul><ul><li>Fear of </li></ul><ul><li>Conflict </li></ul><ul><li>Absence of </li></ul><ul><li>Trust </li></ul>
    7. 7. Factoring in our emotions
    8. 8. Practical advice about meetings <ul><li>Always start on time </li></ul><ul><li>Have an agenda. The perfect agenda would be one that the entire team put together , but that may be impossible. Important items may come up prior to the meeting. Let the team review the agenda and help to prioritize the items </li></ul><ul><li>Allow everyone the opportunity to contribute . If employees know they are encouraged to speak, they’re more likely to pay attention and become involved </li></ul><ul><li>Include celebrations. Every meeting should include something to celebrate – high production, good performance, satisfying a client … birthdays </li></ul><ul><li>Follow up with conversations or correspondence. Utilize e-mail, blogs, newsletters, and so on to keep your vision and the company’s goals in everyone's mind </li></ul><ul><li>Build relationships … Share personal stories to build trust and bond </li></ul>
    9. 9. Hungry, Scared, Procreate & Selfish
    10. 10. Management Leadership