Conheca o seu time
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Apresentação realizada no evento TDC2013 em São Paulo - SP, trilha Management 3.0. Trabalhar com outras pessoas pode ser emocionante e gratificante ou frustrante e improdutivo, dependendo de quão bem o grupo está alinhado ao longo de várias dimensões. Inevitavelmente, quando as pessoas se reúnem em um grupo há uma variedade de personalidades, crenças e atitudes. O que você faz para conhecer o seu time? É preciso investir muito dinheiro ou há outras soluções criativas? Conheça algumas técnicas de gestão 3.0 para descoberta de forças, valores e motivadores intrínsecos do time.
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Conheca o seu time
- 1. @imbertti Conheça o seu time TDC2013 - Management 3.0
- 3. fuuuu...
- 8. Moving Motivators version 1.01 The cards in this document are part of the Management 3.0 course. They represent the 10 intrinsic motivators of the people in an organization. You can find a description of their use at the following location: http://www.management30.com/moving-motivators/ I have plenty of things to investigate and to think about. management30.com My personal values are reflected in the group and this boosts my loyalty. management30.com Moving Motivators version 1.01 The cards in this document are part of the Management 3.0 course. They represent the 10 intrinsic motivators of the people in an organization. You can find a description of their use at the following location: http://www.management30.com/moving-motivators/ I have plenty of things to investigate and to think about. management30.com My personal values are reflected in the group and this boosts my loyalty. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com The people around me approve of what I do and who I am. management30.com My work challenges my competence but it is still within my abilities. management30.com There’s enough room for me to influence what happens around me. management30.com I am independent of others with my own work and responsibilities. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com I have good social contacts with the people in and around my work. management30.com There are enough rules and policies for a stable environment. management30.com My purpose in life is reflected in the work that I do. management30.com My position is good and recognized by the people who work with me. management30.com champfrogs Moving Motivators
- 11. DISC Dominância relativo a como a pessoa lida com problemas e desafios Influência relativo a como a pessoa lida com pessoas e influencia os outros Estabilidade relativo a como a pessoa lida com mudanças e seu ritmo Conformidade relativo a como a pessoa lida com regras e procedimentos estabelecidos por outros
- 12. QP
- 14. “Para ser feliz, é necessário que você utilize seus talentos na potencialidade máxima e satisfaça os seus valores” Aristóteles
- 15. FORÇAS
- 17. Vida mais feliz e realizada Performance, prazer, motivação e a satisfação Expressar verdadeira identidade Realizar potencial
- 18. ๏criatividade ๏curiosidade ๏critério/mente aberta ๏amor pelo aprendizado ๏perspectiva Sabedoria e Conhecimento
- 23. ๏apreciação da beleza & excelência ๏gratidão ๏esperança ๏humor ๏espiritualidade/religiosidade Transcendência
- 25. criatividade curiosidade critério/mente aberta amor pelo aprendizado perspectiva bravura perseverança honestidade/integridade vitalidade amor generosidade inteligência social trabalho em equipe justiça/equidade liderança perdãohumildade/modéstiaprudênciaautocontrole apreciação da beleza & excelência gratidão esperança humor espiritualidade/religiosidade
- 26. VALORES
- 27. Mundo das possibilidades Restrição O que é importante para você?
- 33. Unimportant Moving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving MotivatorsMoving Motivators Important Strengths SignatureStrengths SignatureStrengths SignatureStrengths SignatureStrengths Signature Core ValuesCore ValuesCore ValuesCore ValuesCore Values
- 35. 1 - faça você mesmo os testes 2 - compartilhe os seus resultados com o time 3 - peça para as pessoas do time fazerem privadamente 4 - sugira que as pessoas do time compartilhem entre si
- 37. 1:1
- 39. Autoconhecimento pode e deve ser divertido! :) Busque formas criativascaso não tenha $$$ Forças: capacidades para pensar,sentir e se comportar. Você usa edesenvolveValor: o que é importante para você. Governam nossas decisões Motivação intrínseca: mais fácil quando você se conhece
- 41. Livros •Appelo, Jurgen. Management 3.0, Addison Wesley Professional, 2011. •Chamine, Shirzad. Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS. Greenleaf Book Group Press, 2012. •Deci, Edward; Ryan, Richard. The Handbook of Self- Determination Research. University of Rochester Press, 2002. •Deci, Edward; Flaste, Richard. Why We Do What We Do: Understanding Self-Motivation. Penguin, 1996. •Maslow, A. H. Hierarchy of Needs: A Theory of Human Motivation. www.all-about-psychology.com, 2011. •Pink, Daniel. Drive: The Surprising Truth About What Motivates Us, Riverhead Books, 2009. •Reiss, Steven. Who am I? The 16 Basic Desires that Motivate Our Actions and Define Our Personalities. Berkley, 2000. Sites e artigos •http://www.management30.com/workout/value-story/ •http://www.viacharacter.org/ •http://www.noop.nl/2013/02/champfrogs.html •http://pt.wikipedia.org/wiki/ Hierarquia_de_necessidades_de_Maslow •http://www.scarf360.com/files/SCARF-NeuroleadershipArticle.pdf •http://www.objetiva.com.br/testeinteligenciapositiva/ •http://www.positiveInteiligence.com •http://www.tonyrobbins.com/disc-profile/ •http://pt.wikipedia.org/wiki/Classifica%C3%A7%C3%A3o_tipol %C3%B3gica_de_Myers_Briggs •http://pt.wikipedia.org/wiki/DISC_(psicologia) •http://www.disc.com.br/ •http://pt.wikipedia.org/wiki/Eneagrama_de_Personalidade