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Build extraordinary teams with compassion

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Ethan Chazin presentation at the IFEL 2018 Next Level entrepreneur conference

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Build extraordinary teams with compassion

  1. 1. Build EXTRAORDINARY Teams to Fuel Your Business U
  2. 2. 2017 2018
  3. 3. Build Extraordinary Teams
  4. 4. Compassion for EXTRAORDINARY Results. Really?
  5. 5. “Conscious Capitalism?”
  6. 6. EXTRAORDINARY!
  7. 7. The Chazin GroupThe Chazin GroupWhy “Compassion?”
  8. 8. In short… Millennials expect that the organizations that they work for (and buy from) share their values, possess a moral compass, and must care for the environment.
  9. 9. • List qualities you want your organization to be known for, aspire to. DARE TO BE EXTRAORDINARY! • Your Brand Attributes – an extraordinary UVP. • Define the people you want to work with: employees, clients, suppliers, contractors, vendors, the media…everyone! • Create your ideal employee/client profile. The Chazin GroupThe Chazin GroupCompassion Starts With You!
  10. 10. Develop an EXTRAORDINARY Vision Statement
  11. 11. • Your Vision statement explains what you want to be/become. • It’s aspirational. Your Vision should inspire the hearts of people who work for you and engage with you. Ex. Norfolk Southern vision: “Be the safest, most customer-focused, most successful transportation company in the world.” Now that’s…EXTRAORDINARY! The Chazin GroupThe Chazin GroupYour Vision Statement
  12. 12. Your Mission Statement… Roadmap to Extraordinary
  13. 13. • Defines what your organization does/does not do and who you do it for. – Ex. U.S. Tennis Association’s mission is “promote and develop the growth of tennis.” • Drives everything you do. • MUST be simple, direct and operative. You should be able to implement your mission statement. The Chazin GroupThe Chazin GroupMission Statement
  14. 14. Ethical Organizations Gain Extraordinary Advantage
  15. 15. • EthiSphere decade long search to find the world’s most ETHICAL organizations. • Universally consistent findings that EVERY one of the most ethical organizations outperform their competitors in the S&P 500 from a financial performance perspective. • Being ethical creates lasting competitive advantage. Consider: – UPS, Chobhani, KIND, Patagonia, Marriott, J&J The Chazin GroupThe Chazin GroupEthics Matter a LOT!
  16. 16. Treat Employees Like Strategic PARTNERS or LOSE Them!
  17. 17. • Treat employees like your most loyal customers and your customers like employees. • Employees Are NOT assets to be managed. • Don’t say you want them to act like they own your co. Empower them to behave like they do! • Hire the BEST; NEVER downsize! • Understand similarities/differences in 5 generations of worker: – Matures, Boomers, Gen Xers, Millennials/Gen Y, iGen/Gen Z. The Chazin GroupThe Chazin GroupEmployees as PARTNERS
  18. 18. • Help employees achieve a higher sense of purpose. 4-P model. • Coach/Mentor • Reward/Recognize • Train/develop • Solicit ideas • Self-managed teams The Chazin GroupThe Chazin GroupBest Practices
  19. 19. The pursuit of “WHY?”
  20. 20. • Create a culture of EXTRAORDINARY built on encouraging employees to ask “WHY” things are done that way. • Have employees explore “WHAT IF” to see how they can change the existing order of things to improve your organization. The Chazin GroupThe Chazin GroupEmbrace WHY & WHAT IF
  21. 21. • Communicate weekly, monthly, quarterly, semi-annually, annually. REPEAT! • Develop marketing messages that make an emotional connection with your audiences. • Communicate in-person, in your store(s), online, through social media. • Customize your messaging and delivery channel to each of the 5 generations of customer/employee. The Chazin GroupThe Chazin GroupCommunicate Your Way
  22. 22. • Your employees and your customers MUST know what your organization stands for (your values, ethics, purpose) • Conduct Town Halls where employees (full- time, contract, temporary) ALL receive updates and can engage Management/Ownership in honest dialog. • Communicate by email, calls, video, in-person. • Strive for complete transparency. The Chazin GroupThe Chazin GroupCommunicate Your Way
  23. 23. • Create a culture of inclusiveness. • All parties represented: all ethnicities, lifestyles, backgrounds, points of view. • Surface diversity vs. deeper level of inclusiveness that goes all the way to the core of your organization’s cultural “soul.” The Chazin GroupThe Chazin GroupDiversity Matters (a LOT!)
  24. 24. Apply Empathy for Extraordinary Customer Relationships
  25. 25. Express Empathy in Challenging Situations • Share painful experiences you have in common. • Don’t interrupt…LISTEN. • Express sympathy over specific issues. • NEVER say “I understand” even if you (think you) do. • Use a conversational tone.
  26. 26. “We are all united by one single desire - to be valued by another.” Dale Carnegie
  27. 27. Importance of Empathy • Resolve client anger. • Reduce client attrition. • Reduce negative bad press/PR. • Reduce negative reviews. • Make your customers feel…VALUED!!! • BUILD STRONGER RELATIONSHIPS.
  28. 28. Understand customer wants, needs, desires. • What customers want vs. what customers receive. • Spend time with them at their place. • Learn their career goals & objectives. • Achieve a true and meaningful “partnership”. • Use your products/services as your customer would. • Try to contact YOUR Customer Service.
  29. 29. What Customers Want vs What They Receive
  30. 30. Metric Want Treated with dignity 94% Be assured problem won’t be repeated 84 Have their Rep empathize 83 Apologize for problem 76 Be spoken to in “everyday” language 76 Be thanked for their business 83 www.parature.com/customer-service-response-best-practices/
  31. 31. Metric Want Receive Treated with dignity 94% 35% Be assured problem won’t be repeated 84 21 Have their Rep empathize 83 23 Apologize for problem 76 32 Be spoken to in “everyday” language 76 32 Be thanked for their business 83 33
  32. 32. Bain & Co. survey (‘05) found only 8% of companies deliver a superior customer experience. BUT…when the survey asked companies to rate themselves, 80% thought they delivered a “superior experience.” http://blog.clientheartbeat.com/customer-experience-strategy
  33. 33. 5 levels of customer need.
  34. 34. Stated Real Unstated Secret Delight Translation Required Empathy Required
  35. 35. Your Business?
  36. 36. • Spend time with your clients to learn first- hand their challenges: – What are their top fears? – What keeps them up at night? – Develop solutions to overcome their challenges. • Go on sales visits with your clients • Go through your client’s new hire orientation as if you were one of your candidates being placed there. • Learn your client’s informal & formal culture. The Chazin GroupThe Chazin GroupAchieve True Partnership
  37. 37. Barriers to Empathy • Lack of EI. • Career/Work Goal Stressors. • Work-Life Balance Challenges. • Inability to “Relate.” • Lack of Empathy. • Little Power to Resolve.
  38. 38. Build Extraordinary Teams
  39. 39. PERFORM Characteristics of High Performing Teams Purpose Empowerment Relationships and Communication Flexibility Optimal Performance Recognition and Appreciation Morale K. Blanchard, et.al., The One Minute Manager Builds High Performing Teams
  40. 40. Purpose • Members can describe and are committed to a common purpose. • Goals are clear, challenging and relevant to purpose. • Strategies for achieving goals are clear. • Individual roles are clear.
  41. 41. Empowerment • Members feel a personal and collective sense of power. • Members have access to necessary skills and resources. • Policies and practices support team objectives. • Mutual respect and willingness to help each other is evident.
  42. 42. Relationships and Communication • Members express themselves openly and honestly. • Warmth, understanding and acceptance is expressed. • Members listen actively to one another • Differences of opinion.
  43. 43. Flexibility • Members perform different roles and functions as needed. • Members share responsibility for team facilitation and team development. • Members are adaptable to changing demands. • Various ideas and approaches are explored.
  44. 44. Do you want a team of individuals that are technically expert in ONE area/discipline or employees who can do many things well? Is there another option?
  45. 45. Optimal Productivity • Output is high. • Quality is excellent. • Decision making is effective. • Clear problem-solving process is apparent.
  46. 46. Reward & Recognition • Individual contribution are recognized and appreciated by leader and other members. • Team accomplishments are recognized by members. • Group members feel respected. • Team contributions are valued and recognized by the organization.
  47. 47. Morale • Individuals feel good about their membership on the team. • Individuals are confident and motivated. • Members have a sense of pride and satisfaction about their work. • There is a strong sense of cohesion and team spirit.
  48. 48. What to observe in groups • Communication and participation • Decision-making • Conflict • Leadership • Goals and roles • Group norms • Problem solving • Climate/tone
  49. 49. 56
  50. 50. Bruce Wayne Tuckman 5 Stages to Team Development
  51. 51. Stage 1: Forming/Orientation Who am I? Forming Orientation Dependence Individual Concerns: - Competence - Empathy - Acceptance - Openness - Fit
  52. 52. 1 Forming: At the beginning there’s uncertainty about the Team’s purpose, structure and leadership.
  53. 53. 60
  54. 54. Stage 2: Storming/Dissatisfaction Who am I? Who are you? Forming Orientation Dependence Storming Dissatisfaction Individual Concern -Competence -Empathy -Acceptance -Openness -Fit Pairing Up -Team spirit -Leadership -Group support -Mission/Purpose
  55. 55. 2 Storming: Intragroup conflict arises between members as they accept the group but resist its constraints.
  56. 56. 63
  57. 57. 64 Stage 3: Norming/Resolution Who am I? Who are you? What should we do? Forming Orientation Dependence Storming Dissatisfaction Norming Resolution Individual Concern -Competence -Empathy -Acceptance -Openness -Fit Pairing Up -Team spirit -Leadership -Group support -Mission/Purpose Planning -Resources -Clear goals -Process -Techniques
  58. 58. 3 Norming: Close relationships begin to form as the group comes together with the shared sense of mission and purpose.
  59. 59. 66
  60. 60. 67 Stage 4: Performing/ Production Who am I? Who are you? What should we do? How are we going to do it? Forming Orientation Dependence Storming Dissatisfaction Norming Resolution Performing Production Independence Individual Concern -Competence -Empathy -Acceptance -Openness -Fit Pairing Up -Team spirit -Leadership -Group support -Mission/Purpose Planning -Resources -Clear goals -Process -Techniques Action -Empowerment -Risk -Change -Development
  61. 61. 4 Performing: The group focuses on its goals, mission, and tasks it needs to complete.
  62. 62. 69
  63. 63. 5 Adjourning: Members complete the tasks they were faced with, and prepare to disband and move onto new Teams and new projects.
  64. 64. Self-Managed Teams
  65. 65. “The American workplace has evolved from an industrial to post-Industrial workforce driven by service, software, technology, and global competition. With the internet, social media, the sharing economy, gig “freelance” workplace and a majority of Millennials overtaking Boomers and Generation Xers, the compassionate organization is moving to a “Participation” based-approach to work.” Me
  66. 66. • 21st Century workplace demands more collaboration, work-life balance, and geographically dispersed teams. • Rapid change and transformation means direct reports know more about their work than their managers. • Organizations MUST enable their people to lead themselves! • Self-leaders define their own work, take initiative, set priorities, and solve problems independently. Self-Leadership
  67. 67. • Workers get together to achieve shared goals without Mgt interference. • With the internet, social media, sharing economy, gig workplace and Millennials overtaking Boomers and Gen Xers, we need a “Participation” approach to work. • @ 80% of companies in the Fortune 1000, 81% of manufacturing companies use some sort of self- managed teams.* • Millennial workers demand the option of managing their work and own what they work on, how they approach work, achieving shared goals in a team-driven environment with minimal external interference. The Chazin GroupThe Chazin GroupSelf-directed Teams * Vanessa Urch Druskat, Jane V. Wheeler, “How to lead a self-managing team.” MIT Sloan Mgt Review. July 15, 2004.
  68. 68. 76 •Select people that can deliver on their team roles. •Provide training to build team skills (communication, negotiation, conflict resolution.) •Foster a strong TEAM dynamic (we’re in it together.) •Reward cooperative behavior. Making Team Players
  69. 69. What this all means for YOU!
  70. 70. 78 • Extraordinary teams ALL share common characteristics. • Successful teams have great leadership, trust, performance, and rewards that reflect team contributions. • Successful teams have members who believe in the team’s capabilities. • It’s difficult to create team players when society rewards and promotes individual behavior. Extraordinary Team Traits
  71. 71. Ask Questions!
  72. 72. Thank You!
  73. 73. LinkedIn.com/in/ethanchazin Twitter: @EthanChazin TheChazinGroup.com Ethan@TheChazinGroup.com 917.239.5571 201.683.3399 To Contact Ethan

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