www.create-learning.com Kick-off meeting with 30 managerial-leaders. Focus on increasing Trust (within departments and between departments); Accountability (determining where accountability belongs and creating a culture of that is accountable); Working within the Matrix (using the teams existing knowledge and know-how to improve their existing work and to offer input to the Management team on how to improve their work)

1. Why are we here?
• Focus on increasing Trust;
• Accountability (determining
where accountability belongs and
creating a manager-employee
relationship with known
accountability and authority for
completing work);
• Working within the Matrix (using
the teams existing knowledge and
know-how to improve their
existing work and to offer input to
the Management team on how to
improve their work within their
matrix environment)
Michael Cardus - www.create-learning.com

2. Listen
Instill,
Internalize, Experience
Institutionalize
Analyze
Reflect the
Action
Michael Cardus - www.create-learning.com

3. Michael Cardus - www.create-learning.com

4. The great organizational paradox is that effective group
collaboration stems from clear recognition of individuals
and individual accountability combined with clear
specifications of required working role relationships.
- Elliot Jaques: Social Power and the CEO. 2002
Michael Cardus - www.create-learning.com

5. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Michael Cardus - www.create-learning.com

6. Michael Cardus - www.create-learning.com

7. Which Managerial Behaviors Predict Effectiveness?
• Orange -
Strongly (+)
predictor of
effectiveness
• Yellow – (+)
predictor of
effectiveness
• Grey –
Insignificant
predictor of
effectiveness
• Brown - (-)
predictor of
effectiveness
http://www.kornferryinstitute.com/briefings-magazine/winter-2010/what-makes-leaders-succeed-
Michael Cardus www.create-learning.com

8. Teamwork is the reciprocal relationships of a group of individuals, helping each
other and themselves to complete a task or project that they could not complete
on their own.
• What is my role in this team?
• How much control / influence will I have in this team?
• Will my goals / needs be met by this team?
• What will be the level of intimacy in this team?
Michael Cardus - www.create-learning.com

9. Choices
Michael Cardus - www.create-learning.com

10. • How did you make your choices?
• What criteria was used?
• Who is accountable for the choices you made?
• What led you towards your choices? Why?
• Does that ever happen at work?
• Now that you have seen the goal; what is your reaction to
your choices?
• Supply an example of how people may operate and
choose from unclear criteria and understanding of goals?
• What causes that to happen?
• What about this activity can we use in our current
organizations and teams?
Michael Cardus - www.create-learning.com

11. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Michael Cardus - www.create-learning.com

12. Michael Cardus - www.create-learning.com

13. What is one goal of the company?
How does your role, within the
company, contribute to this goal?
Michael Cardus - www.create-learning.com

14. Listen
Instill,
Internalize, Experience
Institutionalize
Analyze
Reflect the
Action
Michael Cardus - www.create-learning.com

15. When the going gets tough.
The tough get going!
Default to their
highest level of
Complexity Management
Michael Cardus - www.create-learning.com

16. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Does Size Matter…
Michael Cardus - www.create-learning.com

17. Michael Cardus - www.create-learning.com

18. Michael Cardus - www.create-learning.com

19. Michael Cardus - www.create-learning.com

20. Static team and Dynamic team
What were some of the key factors that
allowed you to complete each task?
How did your role(s) change as more people
were added to the task?
Which proved to be the most challenging –
Hard Skills (building and technical
knowledge, etc…) or Soft Skills (inter and
intra personal communications, etc…)?
What from this can be applied to your team
& you? How? When?
Michael Cardus - www.create-learning.com

21. Listen
Instill,
Internalize, Experience
Institutionalize
Analyze
Reflect the
Action
Michael Cardus - www.create-learning.com

22. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Michael Cardus - www.create-learning.com

23. Michael Cardus - www.create-learning.com

24. How will you use this?
Michael Cardus - www.create-learning.com

25. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Michael Cardus - www.create-learning.com

26. 100 Days
Distinctive Working Well
Improved
What is distinctive What is working Looking out 100
about this team, well enough. days what would
what makes your Meaning that it you like to be
team unique, does not need better?
different from other extra effort and
teams? focus, it is “good
enough”?
Michael Cardus - www.create-learning.com

27. Accountability?
Trust?
Teamwork?
Working Role
Relationships?
Michael Cardus - www.create-learning.com

28. The great organizational paradox is that effective group
collaboration stems from clear recognition of individuals
and individual accountability combined with clear
specifications of required working role relationships.
- Elliot Jaques: Social Power and the CEO. 2002
Michael Cardus - www.create-learning.com

29. Pluses & Deltas
Breakfast of Champions
Michael Cardus - www.create-learning.com

30. Why were we here?
• Focus on increasing Trust;
• Accountability (determining
where accountability belongs and
creating a manager-employee
relationship with known
accountability and authority for
completing work);
• Working within the Matrix (using
the teams existing knowledge and
know-how to improve their
existing work and to offer input to
the Management team on how to
improve their work within their
matrix environment)
Michael Cardus - www.create-learning.com