Aligning Organizations for Productivity

MAINEVENT TEAM BUILDING
3/28/2016 www.LTSemaj.com 1

Dr. Leahcim Semaj
Intl. Keynote & Motivational
Speaker
Above or Beyond
876-383-5627

Dr. Leahcim Semaj...
Noted among the leading Motivational
Speakers, Creative Thinkers and Problem
Solvers in the Caribbean.
This Psychologist combines ancient wisdom
with contemporary ‘livity’ to bring fresh
insight to old human problems.

Chinese Proverb
•What I hear, I forget
•What I see, I remember
•What I do, I understand

Performance Driven Learning
• People remember
• 20% of what they hear
• 40% of what they see and hear
• 70% of what they see, hear and do

Card Sort Game

Format for Workshops
• Part 1: The Presentation
– Reasoning
– Motivation
– Data
• Part 2: Participant Work Groups
– Participants join small working groups to explore issues arising from the
presentations.
– They will identify the challenges, the change strategies for self and/or
circumstances, and the help that will be required.

Format for Work Groups
• Structure of Responses - Collective
1. What are the greatest obstacles to the changes?
2. What can management do to help?
3. What can workers individually do to help themselves
and each other?

• Part 3: Participant Presentations
–In this session, the participants will share
experiences and conclusions from the working
groups with the full gathering.

AN ORGANIZATION IS
A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions
3/28/2016

Self Management
• Do you regain your composure quickly after being upset?
• Can you control
–Your thoughts?
–Your feelings?
–Your actions?

Ralph Waldo Emerson
• Thought is the blossom;
• Language the bud;
• Action the fruit behind it

Motivation
• Can you motivate yourself during
setbacks or when you’re bored?
• Do you thrive on pressure?
• Do you become completely
absorbed in what you’re doing?

Recognition
• Are you sensitive to the emotional
needs of others?
• Can you read people’s feelings by
their facial expressions?
• Are you a good listener?

You & Your Team
• Can you improve other people’s moods?
• Are you effective in motivating others to achieve
their goals?
• Your impact on your team - Do you:
–Add? Subtract?
–Multiply Divide?

When You Come To Work
• Do you build vibes?
–or kill vibes?

Would You Hire You?
Knowing What
You Know
About You?

Mission, Vision, Values
and Work:
Aligning The Company for Higher Levels of Personal
Satisfaction and Productivity
Leahcim Semaj www.LTSemaj.com 18

The Mission Statement
• A clearly written,
–easy-to-remember
statement of the company’s
purpose
• Will help demonstrate
what company is about

The Elements
of a Ideal Mission Statement
(1) A mission statement should be no longer than
a single sentence
(2) It should be easily understood by a 12 year- old
(3) It can be recited by memory even under stress
(4) It should be memorable and measurable

3/28/2016 www.jobbank-ja.com 21
The Vision Statement
• This is what members of
the community imagine
that the company could
be
–under the best of
circumstances

The Core Values
• Should shape the Organizational Culture;
–this includes a shared vision of who we are and
where we are headed.
–It encompasses everything from the way we treat
our customers,
–to how we deal with our staff and our suppliers -
all our stakeholders
3/28/2016 22KCT Values Alignment 2013

Putting It All Together:
Sony in the 1950s

Sony - Core Ideology
• Core Ideology - Core Values
• Elevation of the Japanese culture and national
status
• Being a pioneer-not following others; doing the
impossible
• Encouraging individual ability and creativity

Sony - Purpose
•To experience the sheer joy of
innovation and the application
of technology for the benefit
and pleasure of the general
public

SONY - Envisioned Future
•BHAG
•Become the company most known
for changing the worldwide poor
quality image of Japanese
products

SONY - Vivid Description
• We will create products that become
pervasive around the world. . . .
• We will be the first Japanese company to go
into the U.S. market and distribute directly.
.
• We will succeed with innovations that U.S.
companies have failed at
–such as the transistor radio. . . .

Sony - Vivid Description
• Fifty years from now,
–our brand name will be as well known as any in the
world . . .
• and will signify innovation and quality that rival
the most innovative companies anywhere. . . .
• "Made in Japan"
–will mean something fine, not something shoddy

Appling Values at Work
The Jamaican Situation

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Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Anything less than a conscious
commitment to Excellence
is an unconscious commitment
to mediocrity
Our GOAL is
Excellence
• We express GRATITUDE for the customers who chose to do business with us
• We honour our OBLIGATIONS
• We consider ALL the stakeholders in our decisions
• We LOVE what we do

Work Values

DIGICEL VALUES
First For The
Customer
•Excellence
in service
World Class in
Everything
•Building effective
relationships
•Acting with
integrity
•Commitment
Enterprising Spirit
•Business focus
•Creativity
•Leadership
Measured by Performance Evaluation System

DIGICEL Achievements
•Original Business Plan
–100,000 phones in 1 year
• Jamaica Experience
–100,000 phones in 100 days
–90% of Mobile phones

DIGICEL Achievements
• Original Business Plan
– 300,000 phones in 2 year
• Haitian Experience
– Launched May 6, 2006
– 100,000 phones in 10 days
– 1,000,000 in 8 months
– 2,000,000 in <2 years
• Jamaica National Quality Award
– Excellence in Customer Focus
– Bureau of Standards Jamaica - 2006
Haiti

Work
Values
RedStripe Beer

The World Coolest Beer
Company

The World Coolest Beer Company
• 1. Freedom to Succeed
– The ability to be effective… as guided by “the big principles’
• 2. Passionate About Consumers
– Consistently link your individual actions to consumer
satisfaction
• 3. Be The Best
– Desire to beat the competition by delivering superior
results
• 4. Proud of What You Do
– Do what you do with pride and integrity
• 5. Valuing Each Other
– Create mutually fulfilling and enduring relationships
between individual employees and the company

Be The Best

Freedom To Succeed

Proud of What We Do

Passionate About Our Consumers

Valuing Each Other

RedStripe Beer Achievements
• Company values strongly endorsed by Red Stripe
employees
• Winner of the Jamaican Governor-General’s award for
excellence in manufacturing and corporate citizenship
• Voted Employer of Choice by the Jamaica Employers’
Federation
• Jamaica Chamber of Commerce Best of the Chamber
Award

Juici Patties
•1 Mission Statement
•5 Core Values
• 16 Service Standards

The Juici Patties
Mission Statement
• We are committed
to providing excellent service
by serving authentic Jamaican food
at affordable prices
in clean and comfortable surroundings

The Juici Patties
Core Values
• J - Jamaica’s #1
Quick Service Restaurant
• U - Unbeatable
• I - Integrity
• C - Consistency
• I - Important

The Juici Patties
Core Values
• J - Jamaica’s #1 Quick Service Restaurant
–Products
–Customer Service
–Clean and comfortable environment

The Juici Patties
Core Values
• U – Unbeatable
–Price
–Product
–Place

The Juici Patties
Core Values
• I - Integrity
– in our decision making
– In our interaction with internal and external
customers
– In the manner in which we perform our tasks
– We keep our word
– Constantly improving standards
– Products with Zero defects

The Juici Patties
Core Values
• C – Consistency
–Customer Service
–Training and development
–Quality of products

The Juici Patties
Core Values
• I – Important
– Nation Building
– Commitment to the communities in which we
operate
– Internal and External Customer Service
– Efficiency in our operations
– Being a Pioneer
– Profit, but profits from work that benefits all
our stake holders
– Harmony with the environment

Give And You Will Get
• Give to others and God
will give to you…
• The measure you use
for others is the one
that God will use for
you
– Jesus - Luke 6:38
• Give employees
what they need
• Give customers
what they want
• And great shall be
your reward
– The JobBank
Spiritual Management

Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Kingston Container Terminal

KCT Mission & Vision
• MISSION:
–KCT Services Limited is committed to providing world-class
service to meet and/or exceed the requirements of our
global supply chain customers.
• VISION
–To be Port of Choice for the 21st Century and beyond.
57

KCT Values
What will make us SAIL
What will make us SINK
KCT Values
•Commitment to efficiency
and productivity
•Leadership
•Accountability
•Fostering Teamwork
/Teambuilding
•Training and Development
•Effective Communication
•Retooling/Equipment
•Discipline
•Flexibility
•Health, Safety, Security and
Environment

KCT Values
SAIL How We Work SINK
I will… I will …
Operate all equipment assigned to me properly
Commitment
to
efficiency
and
productivity
Just notify maintenance when it bruk
Do my best in everything I do Settle for mediocrity
Perform all tasks efficiently Perform according to how I feel
Ensure everything is done in a timely manner Get to it when I get to it
Utilize funds appropriately Not worry about it…di company have money
Plan ahead to prevent poor performance &
production Wait for it to happen to address it
Always work to meet key performance indicators Expect the next shift to finish all incomplete work
Strive for optimal performance at all times Settle on being an average worker
Uphold high standards at all times Just do enough to get by
Endeavour to keep customers satisfied at all
times Ignore my customer commitments

Caribbean Development Bank
Bankable Bankrupt Related Competences
I will... I will not…
Presentation Skills
Adhere to the highest standards Accept mediocre performance
• Enjoys being the spokesperson for the team
and handling questions
Work at being as Knowledgeable
as possible Be complacent with what I already know
Shows confidence when in front of groups;
little or no evidence of self-consciousness or
discomfort
Utillize all the information I have Be confined to yesterday's solutions
• Takes pride in making an effective
presentation with appropriate media
Provide excellent serivice to
internal and external customers
Be unresponsive to the needs of
internal and external customers or treat
either group any less than the other Decision-Making Skills
Be willing to take initiative Be primarily reactive • Has a reputation for high quality decisions
Seek out relevant training on an
ongoing basis Avoid participating in training activities • Does not put off decisions inappropriately
Remain open to new ideas and
developments Reject modernization
• Doesn’t capriciously changes mind--
decisions that stick
Performance Focus
Limit thought to what has already been • Avoids procrastination; pushes for
We Are Technically Sound and Committed to Excellence
Worldclass Technical Competence
Change Adaptive

Mission, Vision, Values
and Work:
Aligning The Company for Higher Levels of

Edited Carib Cement Mission
Providing World Class Building
Solutions at Sustainable Standards.

CCCL Core Values – GRIPP-1
CCCL Core Values - GRIPP
Cemented Rubble
Offers new ideas and new solutions. Takes the initiative
Generating
Mi nuh get pay fi think. A manager job dat.
Willingly embraces new and different ways of doing (curve
jumping) Why trouble suppen weh nuh trouble yu?
Builds trust, embraces with tolerance differences in culture,
race, gender, age educational level, opinions or ideas
Differences will not be tolerated
Thinks about the impact of own words and actions on others
Respect
Mi nuh care bout nobaddy else. Mi done talk.
Is honest, empathetic, and communicates authentically and
contextually
Say what's convenient, say what people waan
hear.
Leads by example
Mi nuh deh ya fi teach nobaddy nutten/ Do weh
mi seh nuh wha mi do.
Acts decisively with fair play and equity. No double-speak or
curry favour.
Integrity
Different rules fa different people.
Accepts no bribes, operates transparently and in a clean and
open manner A Jamaica dis, man a fi eat a food

Cemented Rubble
Challenges assumptions and welcomes alternative
views
Professionalism
Mi nuh business wid nutten.
Displays concerns about wellness, health, security and
the environment Mi nuh business with nuh boddy but mi self
Engages work and others with zest and a combination
to succeed. Mi naa kill out mi self pon no boddy wuk
Loves people. Loves work. Loves the business. Mi nuh come ya fi love, strictly money.
Understands the mission and is happily guided by its
tenets. Weh inna dis fi mi?
Does not seek short term gains at the expense of good
customer relations. Yu caan please everybody.
Displays sensitivity to customer perspectives or needs.
Passion
All mi waan know is my part/ Every man fi
himself.
Seeks input from external or internal customers. Mi nuh have nuh time fi dat.
Listens and responds promptly to customer requests Dem lucky! wi do dat when wi feel like.

PICA will effectively, ethically and efficiently
administer immigration, citizenship and passport
services by well-motivated, customer-focused
and knowledgeable public officials guided by
globally accepted standards.

Values
LANDED DEPORTED
• Professionalism
• Integrity
• Customer Service
• Accountability

3/28/2016 KCT Values Alignment 2013 68
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

MAINEVENT
•MISSION?
•VISION?
•VALUES?

MAINEVENT Mission Statement
•The Agency delivering continuous
innovation and expertise;
outstanding service, products and
value, exceeding all expectation.

MAINEVENT Vision Statement
• MEEGL will be valued for its expertise
and continuous innovation and
creativity impacting the entertainment
industry in a vibrant way delivering all
expectations.

MAINEVENT CORE VALUES
• RESOURCEFUL
• CREATIVE
• FORMIDABLE
• PHENOMENAL
• PARTNERSHIP

Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Expanding on Your Mission & Values
•Each group produce a list
of at lease 5 behaviours
for consideration

MAINEVENT Mission/Values Behaviours
MISSION
1. continuous
innovation
2. expertise
3. outstanding service,
products and value,
4. exceeding all
expectation.
VALUES
1. RESOURCEFUL
2. CREATIVE
3. FORMIDABLE
4. PHENOMENAL
5. PARTNERSHIP

MAINEVENT
‘SHATT’
• I will…
‘FLOP’
• I will not

• Part 3: Participant Presentations
– In this session, the participants will share experiences and
conclusions from the working groups with the full gathering.
• Part 4: Participant Action Plans
– Each participant will identify what s/he as individuals have decided to
do:
• Immediately Within the next 4 weeks
– The participants will also identify what would like their team
members to do:

Marcus Buckingham
• There is no such thing as a corporate
culture
• Companies are made up of many cultures
• The strengths and weaknesses of which
are a result of local conditions
• Each manager is responsible for the
culture s/he creates

Who Are The Change Leader?
THE PEOPLE WHO MUST GO IN FRONT!!

The Change Agents
• will be required to:
–Buy the changes designed
–Live the changes implimented
–Sell the changes to all
–Enforce the changes at all levels

Are You Ready?
• Are willing to live Your mission?
• Do You All share the vision?
• Are You ready to live the values?
–Failure is NOT an option!!

How do we get these in place?
• An Organization is a perfect system shaped to be
what is by the behaviours that are reinforced.
– The Roles, Rules,
– Rewards, Repercussions
• “The LORD giveth and the LORD taketh away.
Praise be the name of the LORD." (Job 1:21)

How do we get these in place?
“The LORD giveth and the LORD taketh away.
Praise be the name of the LORD." (Job 1:21)
If you can’t be a good example,
then you’ll just have to be
a horrible warning.
-Catherine Aird

Do You Know The Rules?
• i before e …
• 30 day hath September…
• π R²
• Pi or π = to 3.14159
– Represents the ratio of any circle's circumference to its
diameter in Euclidean geometry
– The same as the ratio of a circle's area to the square of
its radius.

Wishful Thinking
Threats
Punishment
Promises
Rewards
Motivation
Inspiration
3/28/2016 89Semaj@LTSemaj.com
Forces of Change

The Obstacle IS The
Path
Leahcim Semaj, PhD
March 28, 2016 91www.SlideShare.net/LSemaj

The Obstacle IS The Path

Change

Franklin D. Roosevelt
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“There are many ways of
going forward,
but only one way of standing still.”

Change
• “Every time you are tempted to react in the
same old way, ask if you want to be a prisoner
of the past or a pioneer of the future.”
–Deepak Chopra
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Change

Change
• When I let
go of what
I have, I
receive
what I
need.
– Tao Te Ching
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Change

28 March, 2016 www.LTSemaj.com 105
Charles Darwin (1809-1882)

Change
• “If the rhythm of
the drum beat
changes,
–the dance steps
must adapt”
• Kossi Proverb

Colin Powell
• “None of us can
change our
yesterdays,
• but all of us can
change our
tomorrows”
28 March, 2016 www.LTSemaj.com 107

Stop Living In The Past
• Never ask, “Oh, why
were things so much
better in the old days?”
It’s not an intelligent
question
– Eccles 7:10

• ... the one thing I do,
however, is to forget
what is behind me and
do my best to reach
what is ahead
– Philippians 3:13

• Remember not the former things,
– nor consider the things of old.
• Behold, I am doing a new thing;
now it springs forth,
–do you not perceive it?
• I will make a way in the
wilderness and rivers in the
desert - Isaiah 43:18-19

• Change is the law of life
–and those who look only to
the past or present are
certain to miss the future
• John F. Kennedy

CHANGE
A BEND IN THE
ROAD ONLY
MEANS THE END
OF THE ROAD...
...IF YOU FAIL
TO MAKE THE
TURN

Time To Wake up & Live
March 28, 2016

Lunch Break

THE REAL ORG CHART
ROPE-EEN
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The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: The 4 Team Working Styles
• Rule # 8: Working Through The 5 Stages Of Team Development
• Rule # 9: Work With The 7 Team-Building Functions
• Rule # 10: Avoid The Principal Destructive Functions
• Rule # 11: Teams Have Less Need For Managers and More For
Coaches and Leaders

Burn Your Boats

Apollo 13 Teamwork

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when
he took off his garment and
washed their feet
–His answer was simple,
• “I am doing this to set an
example for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3 Communication
is The Life Blood of The Team
• Timely and Accurate
• People who have learned to
support and trust one another
share what they know freely
• Pass on the information that
members need to operate more
effectively

Communication is
• a huge umbrella that covers and affects all than goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

Communication & Conflict

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

For the message to get through people must believe that
you are
• trustworthy
• likeable
• represent
warmth
• represent
comfort
• represent safety

This happens without words
• We plug into
thousands of
preconscious
cues

The First Brain:
The Non-reasoning
Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate instinctual
response
• Limbic system
–- The emotional centre

The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

COMMUNICATION and
The formation of beliefs
• MEDIAted CONTACT - 90%
• imMEDIAte CONTACT- 10%
– Your beliefs

EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST

Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying

HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating

COMMUNICATION IN A TEAM
• There can’t be collaboration
and support without
communication among the
people in a group

COMMUNICATING IN A TEAM
• The way people communicate with one
another-in both words and nonverbal clues-
•Reflects how they feel about working
with one another
•Builds (or detracts from) the team's
effectiveness

Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation

Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Generations X,Y, Z
and the Others
Can You Gen-Flex?
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The Generations in 2015
• Traditionalists: 1922 – 1943 (over 70)
• Baby Boomers: 1944 – 1964 (51– 70)
• Generation X: 1965 – 1980 (35 – 50)
• Generation Y: 1981 – 1994 (21 – 34)
• Generation Z: 1995 - ? (Under 20)
3/28/2016 153www.SlideShare.net

Early Gen-Flexing
Jack Welch – Reverse Mentoring

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business
purpose that
requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are
assembled with the intent of being
fashionable
• Teams need specific problems to
solve or they flounder

Remember:
A Committee is Not a Team
•What is a committee?
• A group of the unwilling
–picked from the unfit
–to do the unnecessary
• Richard Harkness

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will
require greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
– as a source of human
energy, information,
trust, creativity and
influence

What is EQ?

EQ in Business

It Begins in The Brain
• Brain theory research
explains why some
people are more
inclined to naturally
utilize EQ

We Live In A
Left Brain Dominated World
• The dominant elements are
words, measurements and logic
• The subordinate functions tend
to be creativity, intuition and
artistry
• More pronounced in women

The New Work Order
• The Old Order was the work
of "half-brained" executives
• The New Order required the
strategic use of logic and
emotions
• so the need to develop the
subordinate side of the brain

Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

The First Brain:
The Non-reasoning
Non-rational Part
• Seat of human emotion
• The brain stem
– Provide immediate
instinctual response
• Limbic system
– - The emotional centre

The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

A Few Principles
• All humans have basic
emotional needs
• Each of us has similar
–But different
emotional needs

Our Emotions
• Alert us when
natural human
need is not
being met

For Example
• When we feel lonely,
–Our need for connection
with other people is unmet

For Example
• When we feel afraid,
–Our need for safety is
unmet

For Example
• When we feel rejected,
–Our need for acceptance is
unmet

Decision Making
• Our emotions
–Valuable source of
information
–Help us make decisions

Studies Show
• When a person's emotional connections are
severed in the brain, he can not make even
simple decisions
• Why?
–Because he doesn't know how he will
feel about his choices

Boundary Setting
• When we feel
uncomfortable with a
person's behavior, our
emotions alert us

If We Learn to Trust Our Emotions
• And feel confident expressing
ourselves
• We can let the person know we
feel uncomfortable as soon as we
are aware of our feeling

Result
• This will help us set
our boundaries
• Necessary to protect
our physical and
mental health

Communication
• Our emotions help us
communicate with others
• For example,
–Our facial expressions can
convey a wide range of
emotions

If We Look Sad or Hurt
• We are signalling to others
that we need their help

If We Are Verbally Skilled
• We will be able to express
more of our emotional
needs and thereby have a
better chance of filling
them

If We Are
Effective at Listening
• To the emotional troubles of others,
• We are in a better position to reach others,
• We are in a better position to bridge the gaps

Unity
• Our emotions are perhaps the greatest
potential source of uniting all members of
the human species
• Our various religious, cultural and political
beliefs have not united us

Far Too Often
• They have tragically and
even fatally divided us
• Emotions are universal

Charles Darwin
• Wrote about this years ago in
one of his lesser-known books
–"The Expression of Emotion In
Man and Animal”

The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species

Generally Speaking:
• Emotions unite us
• Beliefs divide us

Emotions
• Help us establish our boundaries
• Have the potential to unite and connect
us
• Can serve as our inner moral and ethical
compass
• Are essential for good decision making

Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Signs of weakness - Sign of strength
• No place in business - Essential in business
• Avoid emotions - Emotions trigger learning
• Confuse - Explicate (clarify)
• Table them - Integrate them
• Avoid emotional people - Seek them out

• Pay attention only to thoughts of
- Listen for the emotions in
• Use of non emotional words
- Use of emotional words
• Interfere with good judgement
- Essential to good judgement
• Distract us - Motivate us

• Sign of vulnerability
- Make us real and alive
• Obstruct, or slows down reasoning -
- Enhance, or speeds up reasoning
• Form a barrier to control
- Build trust and connection
• Weaken fixed attitudes
- Activates ethical values

• Inhibit the flow of objective data
- Provide vital information and feedback
• Complicate management planning
- Spark creativity and innovation
• Undermine authority
- Generate influence without authority

If You Want to Raise the EQ in Your Organization
• Start asking people how they feel
• Insist on getting feelings as the response
• Not thoughts disguised as feelings
• Examples of thoughts in disguise:
–I feel like... I feel that..., I feel as if...

Here Are Some Steps to Follow:
• Step 1:
– Start with these feelings
• Ask them specifically, on a scale
of 0-10 how much they feel:
– Respected
– Appreciated
– Supported

Then Wherever the Number Is Less Than 10
• Ask what it would
take to raise the
numbers
• Then do it

Next, Ask About
How Much They Feel
• Criticized
• Controlled
• Ask what it would
take to lower the
numbers
• Then take action

Step 2
• Start expressing your own feelings
• Begin sentences with:
– I am afraid...
– I feel confused about...
– I appreciate...
– I feel concerned about…

Step 3
• After expressing your feelings
• Let your employees figure out what to
do
• Don't tell them
• Don't underestimate their intelligence
and rob them of a chance to feel good
about themselves

Step 4
• Start thinking about the impact your
words have on their feelings
• Remember
–We all do our best work when we feel good
about ourselves

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the same way.
Carson Tate
Harvard Business Review
April, 2015

Four Basic Types of People:
• DATA-ORIENTED
–Logical, analytical
• DETAIL-ORIENTED
–Organized, plan-focused
• EMOTIONALLY ORIENTED
–Supportive, expressive,
• IDEA-ORIENTED
–Strategic, integrative,

For example,
• if everyone in your group has a big-picture, strategic,
intuitive approach to work and chafes against the structure
of project plans, you might frequently be over budget and
behind schedule.
• Or, if everyone has a linear, analytical, and planned
approach to work and dislikes disruption, innovative new
product development would be impossible.

Promoting And Leveraging
Work-style Diversity

Observe your team members
• In poker, they call them tells — betting patterns or unconscious
behavior you can use to guess your opponent’s hand.
• The same rules apply to work style.
• To evaluate a report or colleague, think about the following
questions:
– Does she consistently complete work early, in advance of deadlines or
wait until the last minute?
– Does he send emails with only a few words or write novels?
– Does she gesture and use her hands while talking?
– Or is she more controlled and stoic in their movements?

Team Work Styles
• These tells, both subtle and overt, will give you clues
as to someone’s work style.
• You might also try to take this quick assessment from
the perspective of each team member.
• Because work styles are fairly ingrained,
– recruitment, not development, is the best way to build diversity in
a group.
– If you find that one or two work styles are overrepresented, it’s
probably time to add some fresh blood to your team.

Leverage Everyone’s Strengths
• DATA
– Your logical, analytical colleague is at her best when she is processing
data and solving complex problems.
– She will focus like a laser on achieving any stated goal or outcome and will
ensure that you stay on budget.
• DETAIL
– Your organized, detail oriented colleague’s strengths are in establishing
order, structuring projects, and accurately completing tasks.
– He will ensure work is completed on time.

Leverage everyone’s strengths
• EMOTIONAL
– Your supportive, expressive colleague is most skilled at building
relationships, facilitating team interaction, and persuading or selling ideas.
– She will keep all stakeholders up to date on work and effectively
communicate ideas through the organization.
• IDEA
– Your big-picture, integrative colleague can serve as a catalyst for change,
brainstorming solutions to problems and synthesizing disparate thinking.
– He will drive innovation, ensure variety in both thought and execution and
keep you moving forward.

Coach according to work style
• Make sure that everyone understands the value each team
member brings to the table and give people assignments in
which they can use their skills to best effect.
• To get the best from each person, consider using questions
aligned to his or her respective work style.

For your logical, analytical colleague, ask:
• What is your goal?
• What are you seeking to achieve?
• Where can you find data that will help you make that decision?

For your organized, detail oriented colleague, ask:
• How can you make ________ work more effectively?
• How will you decide which step to take next?
• What has worked for you in the past?

For your supportive, expressive colleague, ask:
• How is your behavior impacting others?
• Who can support you in this?
• Who else needs to be involved?

For your big-picture, integrative colleague, ask:
• What would the ideal future state look like?
• What ideas do you have for addressing ________?
• If there was something else you could do, what would it be?

Work With Their Strengths
• There is huge value to be gleaned when you
leverage work style diversity by observing your
team members,
–playing to their strengths,
–and giving them tailored coaching.

Rule # 8: You Must Work Through The 5 Stages Of
Team Development
Forming
Storming
TransformingNorming
Performing

HOW DO YOU COPE WITH
CONFLICTS?

Managing Conflict

BASED ON PAST EXPERIENCES
WE ALL ADOPT A STYLE FOR HANDLING CONFLICT
• For some it facilitates smooth
interpersonal relations
• for others it borders on destructive
behaviour

WHAT IS YOUR CONFLICT STYLE?
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4 Lose/Leave - Avoiding
5. Win/Win - Collaborating

As the Team GELLS
• It receives recognition from
other parts of the organization
• Complacency is a risk
• May show up in missed
deadlines or a lack of creative
spark
• The bad habits of earlier stages
may reappear

Technique #3: No Energy Shortage
• It takes energy to persuade someone — a lot.
• Even more energy when dealing with groups.
• What do you do to avoid an energy shortage?
• Normal health and exercise will help.

Techniques for Persuading Team Members
• http://coachingsportstoday.com/3-techniques-
to-be-more-persuasive-with-your-team/

Jamaica’s Greatest Team Achievement

Rule # 9: Work With The 7
Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS
OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

Rule # 10: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or
Labelling
• Dominating
• Yes-butting
• Naysaying

Rule # 11:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead They don't manage

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 290
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading
3/28/2016

Teams
•No one is
smarter
than a
team

Terror at MAINEVENT
I have just received a call that the building as been captured and surrounded by some of
the most feared members of the IAEM International Anti – Entertainment Militia. They are
aware of this meeting now in progress and said they want to be reasonable. They will allow
10 hostages to leave the room unharmed. Only 10.
Starting with the persons in your group carefully choose 5 additional persons to leave with
you. The persons must be able to carry on the business of MAINEVENT in Jamaica and take
the organisation to the next level by institutionalising a new culture of LIVING MISSION &
VALUES and OPTIMAL TEAMWORK.
The team with the best composition will be the one to leave. The others will have to
provide IDs and next of kin information before the terrorists storm the room.
[They have no idea we are doing this. Work quickly and quietly.]
www.LTSemaj.com 295

• Part 4: Participant Action Plans
–Each participant will identify what s/he as individuals
have decided to do:
–The participants will also identify what would like
their team members to do:

A manifesto for small teams doing important work
• We are always under tight deadlines, because time is our most
valuable asset.
• If you make a promise, set a date. No date, no promise.
• If you set a date, meet it.
• If you can't make a date, tell us early and often. Plan B well
prepared is a better strategy than hope.
• Clean up your own mess.
• Clean up other people's messes.

• Overcommunicate.
• Question premises and strategy.
• Don't question goodwill, effort or intent.
• "I'll know it when I see it," is not a professional thing to say.
Describing and discussing in the abstract is what we do.
• Big projects are not nearly as important as scary commitments.
– Seth Godin, Feb 18, 2016

3/28/2016 www.LTSemaj.com
300
• If what you're working on right now doesn't matter to the
mission, help someone else with their work.
• Make mistakes, own them, fix them, share the learning.
• Cheap, reliable, public software might be boring, but it's usually
better. Because it's cheap and reliable.
• Yesterday's hierarchy is not nearly as important as today's project
structure.
• Lock in the things that must be locked in, leave the
implementation loose until you figure out how it can get done.

3/28/2016 www.LTSemaj.com
301
• Mostly, we do things that haven't been done before, so don't be surprised
when you're surprised.
• Care more.
• If an outsider can do it faster and cheaper than we can, don't hesitate.
• Always be seeking outside resources. A better rolodex is better, even if we
don't have rolodexes any more.
• Talk to everyone as if they were your boss, your customer, the founder,
your employee. It's all the same.
• It works because it's personal.

Your Action Plan:
Time Frame YOU Your Team
Immediately
Next 4 Weeks
Next 4 Months

Aligning Organizations for Productivity

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