The document discusses skills and strategies for soldiers to build resilience during post-deployment reintegration. It outlines skills soldiers gained during deployment, such as cohesion, discipline, and emotional control, that can help with reintegration. The document recommends actively reconnecting with relationships through techniques like active constructive responding and praise. It also provides signs that a soldier may be struggling with reintegration, such as changes in sleep, anger, or relationships. The overall message is that soldiers have skills from deployment that can help with life challenges if applied to reintegrating successfully at home.
Resilience Training HTGS PowerPoint Aug 2014 v3.1 HTGS PresentationLance Steidl
This document discusses the skill of "Hunt the Good Stuff" which is used to build optimism and gratitude. It involves writing down three positive experiences from each day along with reflections on them. Doing this regularly counters the negativity bias by focusing on positive events. Keeping a Hunt the Good Stuff journal has benefits like better health, lower depression, and improved performance and relationships. The goal is to notice more good things in order to enhance emotions and resilience.
Master Resilience Training monthly modules1BCT FRSA
The document announces a Master Resilience Training program taking place monthly from May to September at the ACS building. Each module will run from 9:30am to 2:30pm or 12:30pm and cover topics like introducing resilience, thinking traps, problem solving, communication skills, and identifying character strengths. Interested participants can register by calling 315-772-2848 or 772-0509.
The document discusses coaching Scrum teams and provides guidance on building effective teams. It covers why teams are important, challenges in forming teams, and how to overcome those challenges. The presentation also explores concepts in team development like Tuckman's stages of forming, storming, norming, and performing. Specific techniques are presented, such as team awareness exercises, the 5D model for appreciative inquiry, and a market of skills exercise to help teams understand their strengths.
The document provides an overview of teaching key concepts in mental resilience training (MRT), including assertive communication, activating thought consequences (ATC), active constructive responding, praise, and avoiding thinking traps. It outlines models and strategies to teach participants how to separate activating events from thoughts and consequences, communicate assertively using the IDEAL model, respond authentically and constructively to others, use praise to build mastery, and identify and correct counterproductive thinking patterns through critical questions. The goal is to provide flexibility, build strong relationships, and maximize the probability of good outcomes in interactions.
Resilience refers to a person's ability to respond to pressures and demands in daily life and bounce back from challenges. At work, resilient people can better handle changing priorities and heavy workloads. The document provides strategies for improving resilience, such as cherishing social support, treating problems as learning opportunities, celebrating successes, and maintaining a positive outlook. While some are naturally more resilient than others, anyone can boost their resilience through these active practices.
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
Resilience Training HTGS PowerPoint Aug 2014 v3.1 HTGS PresentationLance Steidl
This document discusses the skill of "Hunt the Good Stuff" which is used to build optimism and gratitude. It involves writing down three positive experiences from each day along with reflections on them. Doing this regularly counters the negativity bias by focusing on positive events. Keeping a Hunt the Good Stuff journal has benefits like better health, lower depression, and improved performance and relationships. The goal is to notice more good things in order to enhance emotions and resilience.
Master Resilience Training monthly modules1BCT FRSA
The document announces a Master Resilience Training program taking place monthly from May to September at the ACS building. Each module will run from 9:30am to 2:30pm or 12:30pm and cover topics like introducing resilience, thinking traps, problem solving, communication skills, and identifying character strengths. Interested participants can register by calling 315-772-2848 or 772-0509.
The document discusses coaching Scrum teams and provides guidance on building effective teams. It covers why teams are important, challenges in forming teams, and how to overcome those challenges. The presentation also explores concepts in team development like Tuckman's stages of forming, storming, norming, and performing. Specific techniques are presented, such as team awareness exercises, the 5D model for appreciative inquiry, and a market of skills exercise to help teams understand their strengths.
The document provides an overview of teaching key concepts in mental resilience training (MRT), including assertive communication, activating thought consequences (ATC), active constructive responding, praise, and avoiding thinking traps. It outlines models and strategies to teach participants how to separate activating events from thoughts and consequences, communicate assertively using the IDEAL model, respond authentically and constructively to others, use praise to build mastery, and identify and correct counterproductive thinking patterns through critical questions. The goal is to provide flexibility, build strong relationships, and maximize the probability of good outcomes in interactions.
Resilience refers to a person's ability to respond to pressures and demands in daily life and bounce back from challenges. At work, resilient people can better handle changing priorities and heavy workloads. The document provides strategies for improving resilience, such as cherishing social support, treating problems as learning opportunities, celebrating successes, and maintaining a positive outlook. While some are naturally more resilient than others, anyone can boost their resilience through these active practices.
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
Endava Career Days Jan 2012 Five Dysfunctions of a TeamEndava
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: (1) absence of trust, where team members are unwilling to be vulnerable within the group; (2) fear of conflict, where constructive ideological conflict is avoided; (3) lack of commitment, where team members do not buy into decisions and lack clarity around direction; (4) avoidance of accountability, where team members avoid calling out poor performance; and (5) inattention to results, where team members focus on personal goals over collective success. It provides explanations of each dysfunction and the role of the team leader in addressing them, as well as suggestions for overcoming the dysfunctions, such as using feedback surveys, setting clear
Negativity is the result of unchecked pessimism. It's an abnormal pattern of thinking that persists over time and negates solutions and successful outcomes. Learning to deal with negativity will improve both your personal and business relationships.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
Practical Steps For Building High Performance TeamsElijah Ezendu
The document provides information on building high performance teams. It discusses developing a team charter that defines the team's mission, objectives, timeline and responsibilities. It also identifies the key qualities of high performance teams such as clear goals, collaboration, excellence and leadership. When selecting team members, the document recommends considering criteria like creativity, team skills, respect and balancing qualifications with commitment to the team.
Influencing without authority slide deckJaimon Jacob
This document provides an overview of influencing others without direct authority. It begins with introducing the purpose of influence and identifying barriers to influencing others, such as power differentials, conflicting goals, and lack of knowledge. It then presents a six-step model for overcoming these barriers: 1) assume all are potential allies, 2) clarify your goals, 3) understand others' perspectives, 4) identify relevant incentives, 5) build relationships, and 6) use give-and-take to influence. The document demonstrates this model through a case study example and references additional resources on the topic of influence.
What's the difference between groups and teams? Could teamwork be fun and productive at the same time? Why collaboration is so hard? What could you do to encourage teamwork?
The document discusses assertiveness and provides definitions and techniques for being assertive. It defines assertiveness as pursuing your goals and the goals of others, looking for solutions that respect both parties. It also discusses how assertiveness allows you to get positive results in difficult situations, develop self-confidence, and obtain what you need without feeling guilty. Assertiveness techniques outlined include identifying blocks, putting yourself in the picture, making "I" statements, choosing the right moment, and stating the issue while using positive language.
The document discusses team building and leadership. It defines a team as a group of people working together to accomplish a common goal. Effective team building requires clear communication, cooperation, and coordination among members. It also requires forming the team, defining roles and tasks, and progressing through stages of developing trust, performing roles, overcoming difficulties, and accepting one another. Strong leadership is important for team success and involves listening, encouraging risk-taking, making fact-based decisions, demanding accountability, and praising publicly. Teamwork allows for agreed upon goals and collaboration, while individual work focuses on individual tasks and networking.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Presentation from DCCI Business Institute training on Team Building. The presentation gives salient points on importance and implication of teamwork in workplace, what makes a team effectual, as well barriers to team-building and remedies to that.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
The document discusses the importance of teamwork and effective collaboration. It defines what a team is and outlines the typical stages of team development: forming, storming, norming, performing, and adjourning. It also identifies key characteristics of effective teams, such as clear and achievable goals, commitment to goals, clearly defined roles and responsibilities, regard for team members, and successfully dealing with conflicts. The document provides examples of different types of difficult behaviors that can arise in teams and suggests strategies for dealing with them constructively.
The document discusses the qualities of an ideal team player based on Patrick Lencioni's book "The Ideal Team Player". It describes the three virtues of an ideal team player as being humble, hungry, and smart. It then examines different combinations of these virtues and how they manifest, with the ideal combination being humble, hungry, and smart. The document also provides suggestions for developing each of the three virtues.
The document discusses resilience and the competencies that build resilience. It defines resilience as the ability to grow and thrive in the face of challenges and bounce back from adversity. It states that resilience can be developed by building core competencies including self-awareness, self-regulation, optimism, mental agility, strengths of character, and connection. The document then outlines 14 specific MRT skills that contribute to and help build resilience, such as goal setting, problem solving, perspective taking, and character identification.
This document discusses resilience and protective factors that promote resilience in children. It defines resilience as the ability to overcome hardships and bounce back from setbacks. Protective factors that can decrease the risk of negative outcomes include proactive orientation, self-regulation skills, strong connections to family and community, academic achievement, and involvement in extracurricular activities. The document recommends teaching children skills like problem-solving, self-esteem building, and coping strategies to promote resilience.
Endava Career Days Jan 2012 Five Dysfunctions of a TeamEndava
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model: (1) absence of trust, where team members are unwilling to be vulnerable within the group; (2) fear of conflict, where constructive ideological conflict is avoided; (3) lack of commitment, where team members do not buy into decisions and lack clarity around direction; (4) avoidance of accountability, where team members avoid calling out poor performance; and (5) inattention to results, where team members focus on personal goals over collective success. It provides explanations of each dysfunction and the role of the team leader in addressing them, as well as suggestions for overcoming the dysfunctions, such as using feedback surveys, setting clear
Negativity is the result of unchecked pessimism. It's an abnormal pattern of thinking that persists over time and negates solutions and successful outcomes. Learning to deal with negativity will improve both your personal and business relationships.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
Practical Steps For Building High Performance TeamsElijah Ezendu
The document provides information on building high performance teams. It discusses developing a team charter that defines the team's mission, objectives, timeline and responsibilities. It also identifies the key qualities of high performance teams such as clear goals, collaboration, excellence and leadership. When selecting team members, the document recommends considering criteria like creativity, team skills, respect and balancing qualifications with commitment to the team.
Influencing without authority slide deckJaimon Jacob
This document provides an overview of influencing others without direct authority. It begins with introducing the purpose of influence and identifying barriers to influencing others, such as power differentials, conflicting goals, and lack of knowledge. It then presents a six-step model for overcoming these barriers: 1) assume all are potential allies, 2) clarify your goals, 3) understand others' perspectives, 4) identify relevant incentives, 5) build relationships, and 6) use give-and-take to influence. The document demonstrates this model through a case study example and references additional resources on the topic of influence.
What's the difference between groups and teams? Could teamwork be fun and productive at the same time? Why collaboration is so hard? What could you do to encourage teamwork?
The document discusses assertiveness and provides definitions and techniques for being assertive. It defines assertiveness as pursuing your goals and the goals of others, looking for solutions that respect both parties. It also discusses how assertiveness allows you to get positive results in difficult situations, develop self-confidence, and obtain what you need without feeling guilty. Assertiveness techniques outlined include identifying blocks, putting yourself in the picture, making "I" statements, choosing the right moment, and stating the issue while using positive language.
The document discusses team building and leadership. It defines a team as a group of people working together to accomplish a common goal. Effective team building requires clear communication, cooperation, and coordination among members. It also requires forming the team, defining roles and tasks, and progressing through stages of developing trust, performing roles, overcoming difficulties, and accepting one another. Strong leadership is important for team success and involves listening, encouraging risk-taking, making fact-based decisions, demanding accountability, and praising publicly. Teamwork allows for agreed upon goals and collaboration, while individual work focuses on individual tasks and networking.
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Presentation from DCCI Business Institute training on Team Building. The presentation gives salient points on importance and implication of teamwork in workplace, what makes a team effectual, as well barriers to team-building and remedies to that.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
The document discusses the importance of teamwork and effective collaboration. It defines what a team is and outlines the typical stages of team development: forming, storming, norming, performing, and adjourning. It also identifies key characteristics of effective teams, such as clear and achievable goals, commitment to goals, clearly defined roles and responsibilities, regard for team members, and successfully dealing with conflicts. The document provides examples of different types of difficult behaviors that can arise in teams and suggests strategies for dealing with them constructively.
The document discusses the qualities of an ideal team player based on Patrick Lencioni's book "The Ideal Team Player". It describes the three virtues of an ideal team player as being humble, hungry, and smart. It then examines different combinations of these virtues and how they manifest, with the ideal combination being humble, hungry, and smart. The document also provides suggestions for developing each of the three virtues.
The document discusses resilience and the competencies that build resilience. It defines resilience as the ability to grow and thrive in the face of challenges and bounce back from adversity. It states that resilience can be developed by building core competencies including self-awareness, self-regulation, optimism, mental agility, strengths of character, and connection. The document then outlines 14 specific MRT skills that contribute to and help build resilience, such as goal setting, problem solving, perspective taking, and character identification.
This document discusses resilience and protective factors that promote resilience in children. It defines resilience as the ability to overcome hardships and bounce back from setbacks. Protective factors that can decrease the risk of negative outcomes include proactive orientation, self-regulation skills, strong connections to family and community, academic achievement, and involvement in extracurricular activities. The document recommends teaching children skills like problem-solving, self-esteem building, and coping strategies to promote resilience.
This document discusses resilience and provides information on building resilience. It defines resilience as the ability to adapt to hardships and bounce back from setbacks. Developing resilience involves strengthening areas like autonomy, social competence, and maintaining a positive attitude. The document also outlines specific strategies individuals can use to improve resilience, such as connecting with others, finding meaning, and practicing stress management techniques. It notes the importance of resilience for professions like teaching to prevent burnout. Overall, the document provides an overview of resilience and gives guidance on assessing resilience levels and developing stronger resilience skills.
This document outlines 6 domains that contribute to resilience in children: secure base, social competence, positive values, talents and interests, friendships, and education. Developing strengths in these areas can help children overcome challenges and thrive.
Stress Management by Aryan College,Ajmer,RajasthanAryan Ajmer
The document discusses stress, its causes and symptoms, and strategies for managing stress. It defines stress as the body's non-specific response or reaction to real or imagined threats or changes. Stress can be caused by internal factors like negative thoughts or external factors like life events. Symptoms of stress include both physical symptoms like headaches and digestive issues, as well as mental and behavioral symptoms. The document recommends various stress management techniques like changing one's thinking, behavior, and lifestyle through better organization, assertiveness, exercise, sleep, and relaxation.
The document discusses the basic requirements and skills needed for resilience and growth. It identifies the basic requirements as sleep, nutrition, mindfulness, exercise, meaning, and relationships. It then explores various basic skills and tools including goal setting, mental games, meditation, hunting the good, active listening, and mindset. Links are provided for further information on each topic.
The document discusses stress, its causes and types. It describes stress as the body's response to demands placed on it both physically and mentally. There are external stressors like work, relationships, and life events as well as internal stressors like negative thinking and personality traits. Both acute short term stress and chronic long term stress are addressed. Physical, mental, behavioral, and emotional symptoms of stress are outlined. Effective stress management involves recognizing stressors, maintaining balance between positive and negative stress, and using techniques like relaxation, time management, lifestyle changes, and alternative therapies to control stress levels.
This document discusses personal resilience and its importance for sustaining high performance. It defines personal resilience as the ability to perform effectively under pressure and bounce back from difficult circumstances. Developing personal resilience involves understanding cognition, emotions, physiology, and personality. Case studies show benefits like reduced stress and absence, as well as improved individual and business performance metrics. The document advocates building personal resilience through developing mental toughness, emotional intelligence, and physical fitness.
The document discusses stress, including its definition, causes, types, and management strategies. Stress is defined as a state of imbalance between demands and an individual's ability to meet those demands. Stress can be caused by both good and bad experiences and can manifest physically and mentally. The document outlines Hans Selye's model of the stress response and discusses acute vs chronic stress and eustress vs distress. Potential stressors are identified at the individual, group, organizational, and extra-organizational levels. Stress management strategies include individual techniques like biofeedback, time management, and meditation.
This document discusses stress, its causes and symptoms, and techniques for managing stress. It defines stress as an emotional or physical strain caused by pressure from external sources. Negative coping techniques like smoking, drinking, and overeating are discussed, as well as positive techniques like exercise, yoga, and spending time on hobbies. The "4 A's" strategy of avoiding stressors when possible, altering one's environment, adapting one's attitude, and accepting things that cannot be changed is presented as an effective approach for managing stress. The conclusion encourages reflecting on one's stressors and choosing healthier ways of coping.
Guideposts Outreach is a nonprofit ministry founded in 1945 by Dr. Norman Vincent Peale and his wife Ruth Stafford Peale. It is dedicated to helping people achieve their maximum personal and spiritual potential through inspirational publications and programs. Guideposts Outreach provides these materials free of charge to hospitals, churches, and other organizations serving those in need. The publication encourages developing resilience through applying spiritual truths to daily life and the power of faith in God.
Stress management involves reducing or managing stress through various techniques. There are two main types of stress: acute stress which occurs over a short period from events like deadlines, and chronic stress which occurs over longer periods from issues like family problems. Stress in the workplace can be caused by factors like workload, relationships, and job insecurity. While stress can be motivating in moderation, high and prolonged stress can negatively impact physical health, mental health, job performance, and business costs due to absenteeism and reduced productivity. Stress management techniques provide benefits both for individuals and businesses.
Stress is defined as a person's physical and emotional response to change. There are different types of stress including general stress, cumulative stress, acute traumatic stress, and post traumatic stress. Sources of stress can come from environmental factors, organizational factors, and personal factors. Common causes of stress include divorce, death of a loved one, financial setbacks, employment changes, and traffic. Stress can be positive or negative and classified as acute or chronic. Symptoms of stress affect behavior, physiology, and psychology. Stress management techniques include healthy living, exercise, social support, organization, anger management, flexibility, and pursuing hobbies.
This document discusses stress management and provides strategies for coping with stress. It defines stress and outlines its causes such as life events, work, and lifestyle factors. The physical and psychological symptoms of stress are described. The document also explains how the body's stress response system works and covers strategies for managing stress through changing one's thinking, behavior, and lifestyle habits like diet, exercise, and relaxation techniques. Alternative therapies for reducing stress are also mentioned.
Goals provide direction and focus on where you want to end up. There are different types of goals, including short-term goals that can be achieved within weeks or months, and long-term goals that take longer, such as a year or more. Goals can also be fixed, with a specific deadline, or flexible without a set timeline. Setting unrealistic goals that are untimely, require unavailable resources, or are too general can lead to feelings of failure. Creating SMART goals helps make goals specific, measurable, achievable, relevant, and time-bound for successful achievement.
Stress Management PowerPoint Presentation Content slides include topics such as: understanding the dynamics of stress, quickly and effectively managing stress, symptoms of stress, identifying sources of stress, negative and positive effects of stress, the five step system to tackle stress, 6 strategies to minimize burn-out, from distress to eustress, specific problems and associated treatments, 15 ways to make work less stressful, how to's and much more.
The Playbook to Scale High-Performance Teams with Gusto COO Lexi Reesesaastr
The document provides an overview of key elements that build and maintain trust within a team. It discusses the importance of psychological safety, clear roles and goals, dependability, and ensuring work has impact and meaning. It also notes that trust can be given, earned, shaken and rebuilt through demonstrating authenticity, empathy, logical thinking. Specific actions are recommended, including using SBIF (situation, behavior, impact, future) for giving feedback, making impeccable commitments, and cultivating trust when hiring, evaluating, and developing team members.
Naval Mobile Construction Battalion (NMCB) 5 Seabees hold a Change of Command ceremony and prepare for deployment with a battalion Field Training Exercise (FTX)!
The document discusses strategies for dealing with difficult people and improving team dynamics. It identifies 10 types of difficult people and suggests focusing on understanding people's behaviors and intents. It also outlines five dysfunctions that can undermine team performance: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The document provides tips for overcoming each dysfunction, such as developing vulnerability-based trust, acknowledging the value of constructive conflict, and establishing clear goals, standards, and responsibilities.
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Presentation by David Surratt Associate Dean of Students & Interim Dean of Students, University of California, Berkeley, for Black Student Leadership Training.
This document provides an overview of the DiSC Classic 2.0 personality assessment that Erfan Kawaf completed, including a description of their highest dimensions of Dominance and Conscientiousness. It also analyzes Erfan's intensity levels on each of the four DiSC dimensions and provides strategies for maximizing strengths and minimizing weaknesses based on the assessment results. The document is organized into four main sections covering Erfan's individual feedback, descriptions of the DiSC dimensions, all 15 profile patterns, and the data and scoring behind the report.
Connell completed the DiSC Classic assessment and received a report analyzing their behavioral style. The report is organized into four sections: Section I focuses on Connell's highest DiSC dimension of Influence (i) and how it affects their tendencies, needs, and effectiveness strategies. Section II describes the four DiSC dimensions. Section III overviews the 15 Classical Profile Patterns. Section IV provides the assessment scoring. The summary highlights Connell's Influence dimension and how developing awareness of strengths and weaknesses can increase self-understanding and effectiveness.
Avoiding the Five Temptations of a Student LeaderEmmanuelOSAMP
This document discusses overcoming five temptations that leaders face: valuing status over results, popularity over accountability, certainty over clarity, harmony over conflict, and invulnerability over trust. For each temptation, the document explains the temptation, its consequences, and how to combat it. Leaders are encouraged to focus on results not status, accountability not popularity, clarity not certainty, conflict not harmony, and trust not invulnerability. For each temptation, readers are prompted to consider how they can curb that temptation in their own leadership.
Being helpful, considerate, and kind to others
Enthusiastic: Approaching everything with excitement and energy
Gregarious: Enjoying working with people and finding ways to connect with them
Persuasive: Being able to convince others of your ideas in a positive manner
Influential: Having an impact or effect on others and their decisions
Trusting: Having faith and confidence in others, even when you don’t know them well
Pleasant: Being friendly, upbeat, and agreeable
Sociable: Enjoying interaction and working with others
Self-promoting: Taking actions to get your name in front of others and make a good impression
Generous: Will
This document discusses effective team building and leadership. It begins by outlining the learning outcomes, which are to increase awareness of team issues, generate strategies to address team problems, and develop a model for building effective teams. It then defines what a team is and discusses adult learning principles. Some benefits of effective teams are listed as being more democratic, consultative, flexible, able to develop synergy and empowerment. Stages of team development and performance models are outlined. Key behaviors and actions for effective leadership are provided. A self-assessment tool is included to measure how well values and leadership are shared. Influencing factors for team leadership are listed. The Belbin team roles test is referenced. The document concludes with reviewing team processes
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
The Five Dysfunctions of a Team is a business book by consultant and speaker Patrick Lencioni first published in 2002. It describes the many pitfalls that teams face as they seek to "grow together". This book explores the fundamental causes of organizational politics and team failure.
The document provides a strengths profile for an individual named Ratul Rizvan. It summarizes their top strength in each of four categories: realized strengths, learned behaviors, weaknesses, and unrealized strengths. Their highest realized strength is relationship deepener. Their highest learned behavior is humility. Their highest weakness is strategic awareness. Their highest unrealized strength is time optimizer. The document then provides more detailed feedback and analysis of the individual's strengths profile to help them understand how to develop and apply their strengths.
Creating and enabling high performing teamsTami Flowers
This document provides information on creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like personality types, giving and receiving feedback, teamwork, conflict management and celebrating team accomplishments. The document uses exercises to demonstrate concepts like feedback, teamwork and conflict resolution. It provides recommendations for tools and resources on developing effective teams.
This document provides an overview of the DiSC Classic 2.0 assessment that the recipient recently completed. It begins with an introduction to the four sections of the subsequent report: Section I focuses on the recipient's individual DiSC profile based on their responses; Section II covers descriptions of the four DiSC dimensions; Section III overviews the 15 Classical Profile Patterns; and Section IV discusses the scoring and data analysis. The document then previews the contents of the recipient's specific DiSC Graph and stages of their highest DiSC dimension, intensity index, and Classical Profile Pattern that will be covered in their full report.
This presentation i have prepared with reference to the "Seven Habits of Highly Effective People" by Stephen Covey and some other studied material to conduct the Leadership Skills training for my second line management team.
Similar to 2014 Master Resiliency Training by Cary McEntee (20)
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Inspire: Igniting the Spark of Human Potentialgauravingole9
Inspire: Igniting the Spark of Human Potential
Inspiration is the force that propels individuals from ordinary to extraordinary. It transforms ideas into innovations, dreams into realities, and individuals into icons. This article delves into the multifaceted nature of inspiration, exploring its sources such as nature, art, personal experiences, and the achievements of others, and its profound impact on personal growth, societal progress, and cultural evolution. Through the lens of historical figures and timeless quotes, we uncover how inspiration fuels creativity, drives societal change, and ignites the spark of human potential.
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
2. Resiliency
Resiliency is the ability to overcome
challenges of all kinds–trauma, tragedy,
personal crises, plain 'ole' life problems–
and bounce back . Using the obstacle or
challenge for opportunity!..
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3. BLUF
You, as deployment veterans, have the
learned skills to overcome the obstacles
of reintegration and life!..
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4. Takeaways
• Skills and experiences to building
resiliency
• Reestablishing relationships
• Identifying soldiers struggling with
reintegration
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5. Optimism
Hunt the good stuff
Practice humor
Optimism and Humor
– The dream vs. the reality
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6. Welcome Home
You have skills that helped you throughout
the deployment
These same skills will help you to
transition home
However, adapting these skills for home
can be challenging
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7. Combat Veteran’s Paradox
After returning home, Soldiers are
usually happy to be back home but
they may feel edgy and pissed off…
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8. Deployment Skills
What combat skills did you use during the
deployment that helped you be resilient?
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9. Deployment Skills
Cohesion: My buddies and I are there for each
other; I built relationships that will last a lifetime.
Sharing Experiences: I can talk to my battle buddies
because they know what it was like.
Discipline: I can be relied on to give and take
orders.
Being Responsible: I take personal responsibility for
failures and credit successes to the team.
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10. Deployment Skills
Accountability: I maintain control to make sure
things are done correctly.
Targeted Aggression: Focused aggression keeps
me alert so I could handle danger
Tactical Awareness: I am alert to dangers in my
environment
Emotional Control: I am in control of my emotions
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11. Cohesion (Teamwork)
Sharing Experiences
Discipline
Being Responsible
Accountability
Targeted Aggression
Tactical Awareness
Emotional Control
Deployment Skills
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12. Strength
Strength: Cohesion
My buddies and I are there for each other;
I built relationships that will last a lifetime
During the
Deployment
Back Home
Re-establishing relationships back home
takes time
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13. Strength
Strength: Sharing Experiences
I can talk to my Battle-Buddies because
they know what the deployment was like
During the
Deployment
Back Home
Friends and Family can support you better
if they know something about what you’ve
been through
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14. Strength
Strength: Discipline
I can be relied upon to give (& take) orders
and complete a task
During the
Deployment
Back Home
Family and friends make decisions
together
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15. Strength
Strength: Being Responsible
I take personal responsibility for failures
and credit successes to the team
During the
Deployment
Back Home
Recognize that when bad things happen,
there are many contributing factors
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16. Strength
Strength: Accountability
I maintain control to ensure things are
done correctly
During the
Deployment
Back Home
Accepting that others do things differently
and I can’t control what they do
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17. Strength
Strength: Tactical Awareness
I am alert to dangers in the environment
During the
Deployment
Back Home
The level of threat is different at home; it
takes time to learn to relax
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18. Strength
Strength: Targeted Aggression
Focused aggression kept me pumped up
and alert so I could handle danger
During the
Deployment
Back Home
Anger is normal after deployment and I
know how to keep it in check
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19. Strength
Strength: Emotional Control
I am in control of my emotions
During the
Deployment
Back Home
Showing a range of appropriate emotions
lets others know you care
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20. Identify Strengths in Self
What other personal strengths and skills do
you have to help you transition home?
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21. Re-Connecting
Watch out for the iceberg of always
needing to be in control
Apologize when needed
Use Active
Constructive
Responding and
Praise
Show appreciation
and gratitude for
each other
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22. Active Constructive Responding
• Active Constructive Responding (ACR) helps to
build Connection.
• You can strengthen your relationships by
responding actively and constructively to others’
positive experiences.
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23. Build Strong Relationships through ACR
• There are four ways people tend to respond
when others share good news, talk about a
positive experience, or describe a success.
• Only one of the four styles leads to stronger
relationships.
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24. But… how the other person responds matters.
Constructive Destructive
Authentic
interest,
elaborates the
experience;
person feels
validated and
understood
Squashing the
event, brings
conversation to a
halt; person feels
ashamed,
embarrassed,
guilty, or angry
Quiet, understated
support;
conversation
fizzles out; person
feels unimportant,
misunderstood,
embarrassed, or
guilty
Ignoring the
event;
conversation
never starts;
person feels
confused, guilty,
or disappointed
Passive Active
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25. Your face is worth a thousand words…
Constructive Destructive
Passive Active
Joy Multiplier Joy Thief
Conversation Killer
Conversation Hijacker
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26. Ask these Questions
• Why should we care about how we respond and how it
makes others feel?
• When is it difficult to choose Active Constructive
Responding style?
• When did someone use a style other than Active
Constructive with you in the past? How did it make you
feel? Did it change how you viewed yourself or your
abilities?
• What have you tried that seems to help you respond
more actively or constructively?
27
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27. What are your patterns?
• Make a list of the key people in your life (family
members, friends, colleagues, Platoon
members, etc.).
• Think about which box indicates the style of
responding that is typical of you with that
individual (consider what you say, how focused
versus distracted you are, your body language,
etc.).
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28. Praise & Criticism
• Effective criticism identifies what wasn’t working
and creates a path forward, frequently leads off
with “it is my understanding that….”.
• Effective Praise identifies what was working and
creates winning streaks.
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29. Praise
• Effective Praise names the specific strategy,
effort, or skill that led to the good outcome.
• Praise and criticism are opportunities to shape
behavior, enhance motivation, and build optimism
and resilience.
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30. Resilience Checks
How do you know if you, one of your
buddies, or those you lead are struggling
with the transition?
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31. Driving
Alcohol
Revved up
Sleep
Over-controlling
Over-reacting
Angry
Detached or numb
Resilience Checks (1 of 2)
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32. “You’ve changed”
Intrusive memories
Guilt and grief
Relationships
Weapons
Risk taking
Adrenaline highs
Future focus
Resilience Checks (2 of 2)
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33. Takeaways
• Skills and experience to building
resiliency and overcoming life
challenges
• Reestablishing relationships
• Identifying soldiers struggling with
reintegration
• Deployment is a lifetime event use
the skills learned to your
advantage!.
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Version: 25 MAY 10
This training was developed by the Walter Reed Army Institute of Research (WRAIR) in conjunction with the University of Pennsylvania and the Army Center for Enhanced Performance
Training Objective:
Know what to expect in terms of the kinds of experiences Soldiers might have after a deployment;
Anticipate possible reactions;
Focus on how combat skills can be used to transition home
Recognize how combat skills need to be adjusted for life back home; and
Identify strengths Soldiers have to help them successfully transition home.
USING THE OBSTACLE FOR
OPPORTUNITY
THEME!... STEVE JOBS
CLOSE AND END EACH SECTION THEN TRANSITION
Theme of having the skills to overcome life’s obstacles and challenges.
Key Points:
Hunt the Good Stuff- ask for examples of good things that happened to the Service Members in the past 24 hours. Stress that each day you should “hunt” three good things and be able to explain why they happened and what you can do to set yourself up for good things to keep happening.
Practice humor- Funny images of the dream reunion vs. reality (Soldier thinking about being “intimate” vs. the reality of crying kids, fixing broken things, honey-do-lists, etc.)
Optimism is critical for peak physical and mental strength. Optimists are happier (have less depression), healthier (fewer illnesses, faster recovery, live longer), are seen as better leaders, have stronger relationships, do better in sports and perform better under pressure, are more successful in school and work.
Optimism effects behavior. Behavior effects your life. to try new strategies when current ones aren’t working. Learn from failure and find meaning in shock.
Optimists: focus on solutions when change is possible; acceptance when it is not. Are more accurate about how much control they have. Are more likely
Leads to:
Better health, better sleep, feeling calm
Lower depression and greater life satisfaction
More optimal performance
Better relationships
Key Points
Being a resilient Soldier means successfully deploying to combat and successfully transitioning home.
The skills you had during deployment will help you back home but they may need to be adjusted.
For some Soldiers, the transition home goes smoothly, but many Soldiers report that they’ve changed, and it can take a while to adjust to life back home in terms of work, family, and not living in a war zone.
Returning from deployment can mean returning with a different perspective.
LESS THAN 1 PERCENT OF THE POPULATION SERVED IN IRAQ OR AFHANISTAN!..
Why pissed off?
Key Points:
Review the slide. After returning home , Soldiers have a range of feelings (happy, relieved, edgy, pissed off, etc.). Being both happy to be back home and feeling edgy and pissed off is called “the combat veteran’s paradox” (a paradox is a contradiction in terms).
Ask: how many know what this feels like?
Those who have deployed before, do you remember feeling this way?
Did it change after a while?
Sometimes Soldiers say that they bring this feeling of edginess and irritation to most situations and it becomes like a lens through which they view the world when they first come back home. This lens can “color” how they see events. This way of viewing the world sometimes lasts for a while and how long this view lasts is different for each Soldier.
6. Edgy and pissed off. Examples? The way people get upset over the little things. Lines, driving, rudeness.
Ask class?
Key Points:
What thoughts, skills and/or behaviors helped you be resilient during the deployment?
What kinds of things did you do that helped you and your buddies stay resilient?
[Write down examples.] Look for themes that connect to the next set of slides. These themes include: cohesion, sharing experiences, discipline, emotional control, being responsible, accountability, tactical awareness, and targeted aggression.
Some of these deployment skills (thoughts, skills and/or behaviors) may not need to be adapted for home but some might. We’re going to review combat skills you already have that might need to be adapted to make your transition successful. This way, the skills will be just as effective at home as they were in combat.
Unite with higher social scores had less PTSD effects.
Small group assignment:
Assign each table a deployment skill. Have then discuss how it was valuable while deployed and then how it translates to reintegration now that they are back. (5 minutes) Then have a spokesman from each table brief their skill to the group. (15 minutes)
ALL OF THESE SKILLS CAN HELP US BE MORE RESILIENT!..
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of cohesion?
How did this skill help you during the deployment? Combat results in bonds with fellow Soldiers that will last a lifetime. For some of you, these bonds may feel stronger and more important to you than any other relationships in your life.
How might this skill get you in trouble if you don’t adapt this skill back home? You may prefer to be with Battle Buddies more than with your Spouse, Family or friends. What will your Family and friends think if you only spend time with your Battle Buddies? They’ll think you don’t care, that you don’t want to reconnect.
How can you adapt the skill of cohesion? Re-establishing these bonds takes time and work. Ask Soldiers who have returned from deployment before what they did that worked (and what didn’t work). One way is to talk to friends and family (transition to next slide)…
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of sharing experiences?
How did this skill help you during the deployment? Sharing experiences means talking to Battle Buddies because they know what it’s like, it helps you get through and support each other.
How might this skill get you in trouble if you don’t adapt it back home? What will your family and friends think if you don’t tell them anything? That you don’t care, that you don’t trust them, or that nothing much happened.
How can you adapt the skill of sharing your experiences? You don’t have to tell all the details but you’ll need to tell them something.
What do people typically ask about the deployment? “How was it?” “Did you kill anybody?” Many Soldiers get upset/irritated by these questions because casual curiosity contrasts so sharply with the personal nature of the deployment . Having a short answer ready, may help reduce how irritating it is. For example: It was tough, 12 months is a long time, I learned a lot about myself and my unit.
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of discipline?
How did this skill help you during the deployment? Discipline means having the self-control to complete tasks, to follow-through, to be trusted, to expect others to follow orders and to follow them yourself.
How might this skill get you in trouble if you don’t adapt this skill back home? What will your Family and friends think if you expect the same kind of discipline from them? If you start ordering them around? They’ll think you don’t care about their opinion, that you don’t respect how they’ve adapted to the deployment. It’s a typical source of conflict because families aren’t a military unit; they rely on negotiation, not orders.
How can you adapt the skill of discipline? Acknowledge that Family and friends have been successful while you were gone and they may have developed new ways of doing things. Be prepared to go slow, appreciate their new ways of doing things are a sign of success and a way of supporting you, negotiate.
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of being personally responsible?
How did this skill help you during the deployment? Taking personal responsibility involves surviving, never leaving a buddy behind, doing what you can to help others. It helps you learn from mistakes, it’s part of being a professional Soldier, part of every AAR. Crediting success to the team is good leadership.
How might this skill get you in trouble if you don’t adapt it? Taking personal responsibility for bad things that happen in combat can tear Soldiers up. Soldiers second-guess themselves all the time (if only… “I hadn’t given that order”, “rode in that vehicle”, “not been on R&R”). The reality is if Soldiers knew bad things were going to happen, they would do everything they could to try to prevent it. Sometimes bad things happen in combat, even if you do everything right.
How can you adapt the skill of responsibility? Recognize the limits of taking responsibility. Remind yourself that Buddies who don’t make it back would have wanted you to get on with life – wouldn’t you have wanted that for your Buddies if you’d been the one who didn’t make it back?
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of accountability?
How did this skill help you during the deployment? Accountability means tracking things to make sure they are done right, it’s part of being responsible. Maintaining control of all your gear while deployed is important.
How might this skill get you in trouble if you don’t adapt this skill back home? (1) Trying to control things at home leads to conflict, and (2) Having a short temper when others don’t do things exactly like you want them to or they move your gear without asking (like the TV remote control, your jacket, etc.).
How can you adapt the skill? Remember what matters, what your priorities are. Remember that accountability for your gear at home isn’t as important as accountability for your gear in combat.
Relinquishing control at home does not place you at risk. Don’t be afraid to apologize if you overreact.
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of tactical awareness?
How did this skill help you during the deployment? It kept you alert for danger.
How might this skill get you in trouble if you don’t adapt this skill back home? It’s normal to scan the environment for threats/snipers/IEDs, jump at loud sounds – who has noticed this already? What else have you noticed? [Discuss with group.] Being keyed up without a break is exhausting, it affects sleeping. It will tax your system in terms of blood pressure/heart rate. If you are always revved up, eventually your body and mind will break down.
How can you adapt the skill of tactical awareness? Ask Soldiers who have gone through post-deployment before what others should expect. It takes time, go slow, practice being in safe environments while your heart rate calms down. Talk yourself through the anxiety-provoking situation. You’ve spent a year being keyed up, it’ll probably take a while to readjust.
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
How did skill help when deployed?
How can it hurt when home?
How can it help when home?
Key Points:
What is the skill of targeted aggression?
How did this skill help you during the deployment? Aggression can keep you pumped up, alert for danger [like Tactical Awareness], awake and helps you stay alive. It’s a tactical skill.
How might this skill get you in trouble if you don’t adapt it back home? What is it like to live with someone who is angry all the time? It’s not healthy for you or your relationships – it leads to conflict or avoiding situations. Who is at risk for being the target of aggression? Spouse? Kids?
How can you adapt this skill? Remember ROEs – the skill is targeting aggression – not expressing it all the time. Use your discipline and self-control to keep your anger in check but recognize that it’s normal, it’s part of transitioning home, and takes time. Wait before you respond . Walk away. Talk to someone – get an azimuth check.
Ask yourself if there might be other reasons why people are acting that way or if you might be contributing to the situation. If the Soldiers are already familiar with Thinking Traps, address me, me, me and them, them, them here, otherwise don’t teach the concepts here.
Go through these slides as each table goes over their deployment skill. As they are speaking guide the conversation to cover the following points.
Key Points:
What is the skill of emotional control?
How did this skill help you during the deployment? Being in control of emotions means staying focused, it’s critical for mission success. This control quickly becomes second nature.
Feeling numb or angry is common.
How might this skill get you in trouble if you don’t adapt this skill back home? Family/friends will think you don’t care/don’t love them; it’s hard to be around someone who’s angry all the time (would you want to be around someone like that?)
How can you adapt the skill? What does being in control really mean? It can mean showing the right emotions at the right time and knowing when to express emotions, not just turn them off. For some Soldiers, numbness and anger takes time to wear off. Showing emotions is not unmilitary and doesn’t mean you are weak.
What you say to yourself if you only feel numb or angry will determine how quickly you adapt. If you are patient with yourself, recognize what’s happening, and talk yourself through it, you’ll adjust more easily.
Key Points:
1. Ask Soldiers what personal strengths they have to help them successfully transition home
-- Listen for what helped Soldiers who have deployed before
-- Focus on themes of acceptance/patience with the process of transitioning home, resilient thinking skills, humor, social support, staying connected, physical exercise, relaxation, being a Battle Buddy
-- List examples
BREAK!....
Key Points:
How long will it take to re-connect in relationships? Discuss and point out that re-establishing relationships takes time.
What is meant by the concept of an iceberg? An iceberg represents core values about how the world “should” operate; deeply held beliefs about ourselves or others. Sometimes the underlying iceberg is needing to be in control. Control and discipline (giving and following orders) are combat skills but need to be adapted back home. You may have noticed this in yourself, your buddies, and those you lead.
Discuss the importance of apologizing to your Family members and friends if you mess up (like if you are over-controlling or too aggressive). Does apologizing mean you’re weak (or that you’re strong enough to own up to your mistakes)?
Explain Active Constructive Responding and Praise. This skill strengthens relationships by individuals actively focusing on good news affecting others, asking follow-up questions, and celebrating successes.
Another skill we can use is Active Constructive Responding. This is a tremendous way to bond. Effective praise is a strong communication skill for connection.
Key Points:
Active Constructive Responding and Effective Praise help to build Connection.
The way you respond when someone shares a positive experience with you will affect the strength of that relationship.
Effective Praise identifies what the person did that brought about the positive outcome.
Key Points:
There are four ways people tend to respond when others share good news.
Only one of the four styles leads to stronger relationships.
Key Points: Authentic.
Sample for box. Friend just was promoted.
Review the four cells.
Emphasize that a key word in the Active Constructive box is authentic. It’s not cheerleading; it’s about helping the other person relive the positive event. (Note: Hook up with Chicks)
Explain that Active Constructive Responding helps you to linger over the good experience a little longer.
Point out that active destructive is being pessimistic and negative about another person’s good news.
Point out that attunement/modulation is also important. That is, it’s important to regulate your response based on the situation and needs of the other person (e.g., if the person who shares good news is modest, offering lots of praise might embarrass him and shut him down).
The skill is learning how to be active and constructive in a way that feels right to the other person.
One size does not fit all: It is important to modulate your response so that it feels right to the other person.
Using ACR doesn’t mean you can’t bring up concerns… show authentic interest, then after a break, come back to the conversation and bring up your concerns.
Active Constructive Responding is authentic, constructive interest. It helps the
other person to savor their positive experience and leaves them feeling validated
and understood. Create “winning streaks” by using Praise to name strategies,
processes, or behaviors that led to the good outcome.
Key Points:
Make the point that body language and expressions paint a picture as vividly as words do.
Ask participants to describe the body language, voice tone, and facial expressions associated with each style of responding.
Have members of the audience share one of their “Hunt the Good Stuff” from earlier in the session, and have the group figure out how you are responding. Go through all four examples.
Key Points:
Review the points on the slide.
Tell the participants that you will describe four typical styles of responding when someone shares good news and that you want them to listen closely to each style and begin to think about which is most common for them.
MRT Activity Instructions (if time allows):
1. Have participants draw a quadrant.
2. Participants list the key people in their lives and think about which box indicates the style of responding that is typical of them with those individuals.
3. Participants identify factors that lead to non-AC responses, as well as factors that lead to Active Constructive Responding.
Key Points:
Tell girlfriend to lay off the fries if she is trying to lose weight is the wrong way to use effective criticism.
Use Audience for Example:
Daughter received a C on Report Card?
Daughter received an A on Report Card?
Effective criticism names the process, strategy, behavior that led to the problem (“You aren’t keeping your arm level”) and how to correct it.
What are the ways you give and receive praise in the Army (one-on-one, public acknowledgements, symbolic rewards, etc)?
Key Points:
Class examples of effective criticism and effective praise.
Effective Praise help to build Connection.
Naming strategy does three things:
Demonstrates you were really watching.
Demonstrates authenticity.
Enables winning streaks (points out the path they took to get there so that they can do it again).
How can you incorporate ACR and Effective Praise in the way you cultivate teams, offer recognition, or communicate successes in both the military and with your families?
Key Points:
Ask the question and discuss.
The next slides review a series of post-deployment adjustment and transition problems. Listen for themes that are then addressed in the next two slides.
How can you know if the changes are a sign of a significant problem or a normal part of the transition home? Discuss this issue.
At minimum, clarify that there are many normal reactions after returning from deployment and these reactions often get better over time. For example, Soldiers typically startle less frequently over the months following deployment.
If these reactions do not subside or get worse over time, then this could be a sign of a potential problem. Another sign is if these reactions get in the way of functioning at work, at home or social situations or are affecting a Soldier’s ability to enjoy life.
Note to speaker: There is no exact time line for when reactions should improve. Each individual transitions home in his/her own way. If Soldiers have concerns, they can consult with a behavioral health professional or chaplain to see if what they are experiencing is part of the normal transition process.
Key Points:
Review each resilience check by asking what kinds of behaviors might indicate the person is having difficulty transitioning and may need to talk to someone.
-- Driving: Unsafe driving, driving accidents, easily angered while driving
-- Alcohol: Others say you’re drinking too much, using alcohol to “calm down” or sleep
-- Revved up: Jumping at loud noises, trouble with sleep or nightmares
-- Sleep: Sleep problems (getting to sleep, staying asleep, nightmares) can be an early warning or an indication of other behavioral health problems and can be managed by a clinic provider
-- Over-controlling: Trying to control things that don’t really matter
-- Over-reacting: Overreacting to minor events, trouble letting others share in decisions
-- Angry: Only showing anger, getting into heated arguments
-- Detached or numb: Feeling numb, avoiding people, not connecting with loved ones
Key Points:
Continue to discuss resilience checks.
-- “You’ve changed”: Friends/loved ones say you’ve changed & you should get help
-- Intrusive Memories: Deployment memories bother you
-- Guilt and Grief: Feelings about what happened in combat interferes with functioning or ability to enjoy life
-- Relationships: Arguments for no good reason/irritability
-- Weapons: Threatening someone, keeping an unsecured loaded weapon
-- Risk-Taking: Risky driving, risking exposure to STDs, poor financial management
-- Adrenaline Highs: Driving/riding a motorcycle to get a rush. Challenging sports (mountain climbing, rafting) can be an adaptive substitute
-- Future focus: Hopelessness, no plan for the future
Possible referral resources? Behavioral Health, Chaplains, Primary Care Providers, Military OneSource, Military Family Life Consultants.
-- Know where these resources are so you can help your buddy if you need to.
If any of these triggered any concerns for your self, please mention it during your PDHRA. Mention the PDHRA staff that are waiting to conduct the 90 evaluation… and that even if you did the evaluation on-line you can still do it here and speak with a professional.
WE FACE OBSTACLES OUR WHOLE LIVES!..WE CONTINUALLY BOUNCE BACK. IT NEVER ENDS. IT IS AN ELEMENT OF OUR LIVES!..
Key Points
Review Web-site, need for CAC, how to navigate through the training modules.
Review:
We have learned skills that will help or resiliency and reintegration. Hunt the Good Stuff, Optimism, and Active Constructive Responding. Thanks for your time an participation.
SOMETIMES IT IS NOT ALWAYS ABOUT US BEING RESILIENT. WE HAVE THE SKILLS TO HELP OTHERS!...
Again, today was to inform you of the skills needed for resiliency. We can use skills to help our overcoming obstacles. We can use our communication skills to establish and reinforce bonds. We are aware of our surroundings and can overcome obstacles to our reintegration. Awareness and communication are key. Good luck.
Please come talk to me if you have any questions. I will be here all weekend. If you know someone or you yourself need some Resiliency guidance please come.