1. Escape top emotional intelligence
traps and hack team culture
cc: Stéfan - https://www.flickr.com/photos/49462908@N00

2. About me
• David Papini, Author, Coach, NLP Counselor, Trainer, Public
Speaker
davidpapini
@dpapini
papinidavid@gmail.com
http://davidpapini.it

3. Some free takeaway
Free copy of «The taste of emotions» - limited number
Adobe Epub reader needed
http://www.adobe.com/it/solutions/ebook/digital-
editions/download.html
Download link: send email to: papinidavid@gmail.com
cc: arbyreed - https://www.flickr.com/photos/19779889@N00

4. GREATNESSGUILD.ORG

5. What happens to emotional IQ in a team?
Answer is in the way we use
language and body to create our experience and culture.
cc: Rantz - https://www.flickr.com/photos/99804259@N00

6. Definitions needed…
Team
cc: Jaafar Alnasser Photography - https://www.flickr.com/photos/71011448@N08

7. What is the best team you were ever on?
How much better was that team than other teams you’ve been on?
cc: Jordi Payà Canals - https://www.flickr.com/photos/24630636@N03

8. Why focus on great teams?
Individuals: 10x performance difference*
Teams: 2000x performance difference*
Should you focus on optimizing for individual performance or
team performance?
*Sutherland, Jeff (2014-09-30). Scrum: The Art of Doing Twice the Work in Half the Time (pp. 41-43). The Doubleday Religious Publishing Group. Kindle Edition. 10x is from a study of
CS students at Yale. 2000x is from a study of 3800 software projects.
cc: yonsterz - https://www.flickr.com/photos/84696274@N00

9. Characteristics of great teams
What characteristics can you think of?

10. Shared Vision

11. Team == Product
• so build a great team

12. How long does it take to form a great team?
Image: https://topazsmartd.files.wordpress.com/2014/05/63.jpg

13. Example of a great team
• 16 strangers
• Day 2: fully aligned with a shared vision
• Day 5 (morning): demo of numerous products and performances
• Greatness Guild
• Greatness Manifesto
• Gong stand with lizard emblem
• Performance founding the Greatness Guild and signing the Manifesto
• Love Amplifier: wearable device that teaches connection
• Check In Cubes: Agile game to teach emotional intelligence
• Numerous paintings
• Video and photographs documenting team formation

14. Hebbian Behavior
• “neurons that fire together wire together”
• D. Hebb, 1949

15. Pretend
• YOU ARE IN A TEAM NOW

16. Emotional IQ
Does emotional
intelligence exists?

17. A commodifiable emotion funnel
To a large extent, emotional intelligence has become what its popularizers have wanted
it to become – a commodifiable emotion funnel, profitable to sell, which promises a fast
route to organizational success, even individual fame. It is able to engage its audiences
because of the rhetorical force of its assertion and common discourse as an important
part of life.
However, while commodification helps to distribute and sell an idea, it is also a trap.
Emotional intelligence Is imprisoned in a sales gloss that makes extravagant claims and
promises, exercise its own tyranny by over-idealizing one particular form of
psychological being over another (and a prescribed route to change), and is highly
contingent upon a certain sociocultural frame of organizational success.
Stephen Fineman (School of Management, University of Bath, UK) – Appropriating and organizing
emotion – in “Emotion in Organization” - 2000

18. What emotions/feelings do you need in
teams?
Anxiety
Anger
Sadness
Joy
Regret
Guilt
Vulnerability
Gratitude
Love
Fear
Shame
All those team members feel

19. WHAT WOULD HAPPEN
if just one little group of people
decided to adopt a method which
favors a selective, voluntary, visible
and conscious elaboration of
emotional information?

20. How are you?
cc: Danel Solabarrieta - https://www.flickr.com/photos/70073699@N00

21. How am I?
cc: Danel Solabarrieta - https://www.flickr.com/photos/70073699@N00

22. What emotions are
INFORMATION, BODILY STATES, BONDS,
ORIENTATION
cc: Ali Brohi - https://www.flickr.com/photos/76579169@N00

23. How are you?
I feel [one or more of MAD, SAD, GLAD, AFRAID].
Optionally explain to yourself why you feel that way.
cc: Danel Solabarrieta - https://www.flickr.com/photos/70073699@N00

24. Emotions are like…
• Emotions are like our hands or our breath: the
majority of us have them, but we use them
without paying attention to them, until there is
something wrong, making then a specific act of
volition.

25. In teams (and in general) we need emotional-glasses

26. Activity: Check In
• Check In
• Speaker says, “I feel [one or more of MAD, SAD, GLAD,
AFRAID].” Speaker may add a brief explanation. Speaker may
say, “I pass.”
• Speaker says, “I’m in.”
• Listeners respond, “Welcome.”
• Groups of 3, 5 minutes
cc: timo_w2s - https://www.flickr.com/photos/19935963@N00

27. Traps…
What kind of traps?

28. Culture, a definition
Configuration of control mechanisms, plans,
recipes, rules, instructions to regulate
behavior. (Geertz,1973)
cc: WanderingtheWorld (www.ChrisFord.com) - https://www.flickr.com/photos/44028103@N07

29. Control mechanisms
• Example:
• Boundaries
cc: widdowquinn - https://www.flickr.com/photos/48337143@N00

30. Control mechanisms
• Example:
• Rules
cc: xddorox - https://www.flickr.com/photos/26745132@N00

31. Control mechanisms
• Example:
• Protocols
cc: gordontarpley - https://www.flickr.com/photos/39361795@N00

32. Control mechanisms
• Example:
• Instructions
cc: LouiseDade - https://www.flickr.com/photos/30265640@N04

33. Culture
• Defines, creates, prescribes
behaviors
• Encode and transmits behavior
cc: jeffreyw - https://www.flickr.com/photos/7927684@N03

34. Culture
• Or the other way round:
is created by behaviors
cc: mandolin davis - https://www.flickr.com/photos/43546149@N00

35. Culture, a definition
A device to create,
encode, transmit, control
behaviors
cc: ComputerHotline - https://www.flickr.com/photos/36519414@N00

36. If it’s a device
• We can hack it…
cc: russdogg - https://www.flickr.com/photos/49502967866@N01

37. Unintentional culture is broken!
• Agile doesn’t tell you how to build a great team—what
are the steps?
• Scrum doesn’t magically give you the skills to do great
retrospectives and make amazing improvements.
• Don’t settle for the default/incumbent culture.
• You need a toolset like the Core Protocols to get your
team aligned and on the path to greatness, and then use
Agile to execute with your great team.
• (Agile isn’t broken. But you need additional skills to
intentionally get your team into a state of shared vision,
to be able to always design, implement, and deliver great
products on time every time.)
Photo: http://s3.freefoto.com/images/13/04/13_04_67_web.jpg

38. In a single human being
- What creates, encodes, transmits, control behavior?
cc: kakeyzz---- - https://www.flickr.com/photos/20986115@N05

39. The Core Protocols
Jim & Michele McCarthy
• Study great teams
• Identify key behavior patterns
• Learn and share how to reproduce great teams
By Richard Kasperowsi – GreatnessGuild.org

40. The Core Protocols
• 11 behavior patterns
• 11 easy recipes
• Intentionally get into state of shared vision
• Intentionally create culture of great teams and results
By Richard Kasperowsi – GreatnessGuild.org

41. By Richard Kasperowsi – GreatnessGuild.org

42. The Core Protocols
Intentional behavior patterns & culture
design for great teams and results
• 5 groups of protocols:
http://thecoreprotocols.org
cc: Jed Sullivan - https://www.flickr.com/photos/21375941@N08

43. Freedom • Why
• Basis of great culture
• How
• The Core Commitments
• Pass (Unpass)
• Check Out
• thecoreprotocols.org
cc: liquidnight - https://www.flickr.com/photos/47263829@N00

44. Self-awareness • Why
• A great self is atomic unit of a
great team
• How
• Check In
• Ask For Help
• Personal Alignment
• thecoreprotocols.org
cc: _ØяAcLә_ - https://www.flickr.com/photos/18882775@N00

45. Activity: Personal Alignment
Personal Alignment
• What specifically do you want?
• What is blocking you from having what you want?
• What virtue—if you had it—would shatter the block?
• Choose a virtue from this list:
• Self-awareness (default answer), Integrity, Courage, Passion, Peace,
Presence, Self-care, Fun, Wisdom, Health
• Restate what you want: “I want VIRTUE-NAME.”
• Your alignment is the virtue you selected.
• Give yourself an assignment to help you focus on and practice your
Personal Alignment.
• Default: “I will practice VIRTUE-NAME three times a day.
cc: marfis75 - https://www.flickr.com/photos/45409431@N00

46. Activity: Super-fast Personal
Alignment
• Select a virtue from this list.
• Self-awareness (default answer)
• Integrity
• Courage
• Passion
• Peace
• Presence
• Self-care
• Fun
• Wisdom
• Health
cc: thelearningcurvedotca - https://www.flickr.com/photos/57756296@N06

47. Activity: Super-fast Personal
Alignment
•Complete this sentence:
•I want _____________________. (fill in the blank with your
virtue)
•To guide you:
•Imagine it is the only thing you want.
•Imagine you single-mindedly pursued it.
•Imagine that if you had all of it that the universe has to offer,
you could obtain everything else you want.
•Solo, 2 minutes
•See Personal Alignment & Personal Alignment Express at
thecoreprotocols.org
cc: thelearningcurvedotca - https://www.flickr.com/photos/57756296@N06

48. Connection • WHY
• Connect great people into a great team,
totally cohesive and supporting each
other toward shared goal
• HOW
• Check In
• Ask For Help
• Intention Check
• Personal Alignment
• Investigate
• thecoreprotocols.org
cc: kenteegardin - https://www.flickr.com/photos/26373139@N08

49. Activity: Investigate
•Investigate
•Learn about your partners’ Personal
Alignment
•Try asking, “What do you want?”
•Same group of 3, 5 minutes
cc: juhansonin - https://www.flickr.com/photos/38869431@N00

50. Productivity
WHY
• Align together, deliver great products, achieve great
results
• HOW
• Decider
• Resolution
• Perfection Game
cc: orcmid - https://www.flickr.com/photos/91555706@N00

51. Activity: Decider
• Decider
• Make as many 100% consensus agreements as you
can in 2 minutes
• Groups of 5, 2 minutes
cc: Caelie_Frampton - https://www.flickr.com/photos/28478278@N00

52. Error Correction WHY
• Ensure we are
maintaining freedom,
self-awareness,
connection, and
productivity
• HOW
• Protocol Check
cc: S1ON - https://www.flickr.com/photos/85213235@N00
thecoreprotocols.org

53. Shared Vision WHY
• These recipes enable us to connect, to
understand ourselves and each other.
• Eliminate Headgap
• Collective intelligence
• Group genius: total alignment, total trust, total
vulnerability
HOW
• Core Commitments & Protocols
• Web of Commitment
• Shared Vision
cc: Wavy1 - https://www.flickr.com/photos/92688599@N00

54. To Learn More
• Web
• thecoreprotocols.org
• greatnessguild.org
• kasperowski.com
• Books
• Software for Your Head by Jim and Michele McCarthy
• The Core Protocols: A Guide to Greatness by Richard Kasperowski

55. To Learn More
• Coaching
• Learn and practice Core Protocols to get into a state of shared vision, then applying Agile to design, implement,
and deliver great products and services
• Wanted: great coaching client that wants to radically transform their team to be incredibly successful. Does that
sound like you?
• Classes
• 1 day to 5 days: learn, practice, and embody Core Protocols to be a great team
• 5 day classes are “Core Protocols BootCamps” taught by Jim and Michele McCarthy

57. Why is this important?cc: Sam Howzit - https://www.flickr.com/photos/12508217@N08

58. Love
“The Core is software to create love. Whether it persists where it's been created
depends on the students. But one thing is clear to me—one never forgets how to
create love after going through Core Protocols BootCamp even once.”
- Julia Ivashina

59. Manifesto for Greatness
We feel GLAD, SAD, MAD and AFRAID.
We have suffered mediocrity, broken promises, drama, selfishness and separation for too long. We
are responsible for this mediocrity.
We observe that GREATNESS emanates from SELF-AWARENESS, FAITH, HOPE, PASSION,
COURAGE, WISDOM, JOY, LOVE, INTEGRITY, VULNERABILITY, SAFETY and TRUST.
We have the tools—the Core Commitments and Core Protocols—that encode and deliver these
virtues and ignite people to greatness.
We want the world to live in love and greatness.
WE ARE IN.
Will you join us?
greatnessguild.org/

60. Want more practice?
• Intro to Culture for Great Teams and Results
• 1 hour
• Shared Vision Workshop
• Personal Alignment, team alignment, and Shared Vision
• 1 day
• Core Protocols BootCamp
• Demonstrably great team
• 5 days

61. davidpapini
@dpapini
papinidavid@gmail.com
http://davidpapini.it
THANK YOU

62. Software for Your
Head: Core Protocols
for Creating and
Maintaining Shared Vision
Jim & Michele
MCarthy

63. The Core Protocols: A
Guide to Greatness
by Richard Kasperowski
gr8p.pl/corebook

64. The taste of emotions
Rediscover the flavor
of live and live better
with oneself and others

65. Some booted teams
• InstallShield
• SIMs
• Orcad
• Arborsoft
• New York Presbyterian Hospital (IT group)
• Halliburton

66. Bibliography
• “Software for your head” (ISBN 0-201-60456-6), Jim & Michele
McCarthy, Addison Wesley, 2001
• Tuckman, Bruce (1965). "Developmental sequence in small
groups". Psychological Bulletin 63 (6): 384–
99. doi:10.1037/h0022100. PMID 14314073. Retrieved 2008-11-10.
"Reprinted with permission in Group Facilitation, Spring 2001“
• Janis, Irving L. (1982). Groupthink: psychological studies of policy
decisions and fiascoes. Boston: Houghton Mifflin. ISBN 0-395-31704-
5.

67. Bibliography
• Hamme, C. (2003). Group emotional intelligence: The research and development of an assessment instrument.
Dissertation, Rutgers, New Brunswick, NJ.
• Koman, E., Wolff, S. B., & Howard, A. (2008). The Cascading Impact of Culture: Group Emotional Competence
(GEC) as a Cultural Resource. In R. Emmerling, V. Shanwal, & M. Mandal (eds.), Emotional Intelligence:
Theoretical and Cultural Perspectives. San Francisco: Nova Science Publishers.
Koman, E. S., & Wolff, S. B. (2008). Emotional intelligence competencies in the team and team leader: A multi-
level examination of the impact of emotional intelligence on team performance. Journal of Management
Development, 27(1), 55-75.
• Stubbs, C. E. (2005). Emotional intelligence competencies in the team and team leader: A multi-level
examination of the impact of emotional intelligence on group performance. Dissertation, Case Western Reserve
University, Cleveland, OH.
• Wolff, S. B., Druskat, V. U., Koman, E. S. & Messer, T. E., (2006). The link between group emotional comeptence
and group effectiveness. In V. U. Druskat, F. Sala, & G. Mount (Eds.),Linking emotional intelligence and
performance at work: Current research evidence with individuals and groups. Mahway, NJ: LEA.
• Weinberg G. An Introduction to General Systems Thinking. Silver Anniversary Edition (2001). ISBN 0-932633-49-8