We would love to hear your input. Please email Christian@educateinnovateinspire.com with any questions.

1. Welcome!
Thank you for participating. We are very
excited about this program and look forward
to using your valuable feedback to make it
even better.
If you have any questions or concerns during
the presentation please email:
Christian@educateinnovateinspire.com
Enjoy!

2. Welcome

3. The Game – Setup and Expectations
The Lands
• Communication Castle
• Positive Prairie
• Buoyant Bay
• Team Tree Forest
• No Follows Hollow
Types of Assessments
• Game Space
• Small Checkpoints
• Comprehensive Checkpoint
Please be sure to
start with audio files
on any slide they
appear.

4. The Game - Directions
Example Space
Simulated Activity for You

5. Feedback Check-In 1
Please complete your initial feedback perceptions at:
goo.gl/z0T48e

6. Communication Castle (Space 13)
• “Thomas Gordon developed the concept of an “I” statement in the
1960s and contrasted these statements to “you” statements, which
shift blame and attributions to the listener. “I” statements enable
speakers to be assertive without making accusations, which can often
make listeners feel defensive. An “I” statement can help a person
become aware of problematic behavior and generally forces the
speaker to take responsibility for his or her own thoughts and feelings
rather than attributing them – sometimes falsely or unfairly – to
someone else.”
Source: http:www.goodtherapy.org/blog/psychpedia/i-message

7. Communication Castle Space 13 Activity
• In your group, share a time when someone failed to use an “I”
statement with you and how to made you feel. Then discuss as a
group what role “I” statements play in fostering positive
communication.

8. Communication Castle Space 13 Activity
Share with the group a time that you failed to use “I” statements and
what was the outcome of the conversation?
• Did it have any impact on your relationship with that person?
• If you could, would you have gone back and approached the
conversation differently?
• Why or why not?
Please complete at: goo.gl/DXj6wS

9. Positive Prairie (Space 1)
• If you speak in negatives, the person has to take an extra mental step
to understand “Don’t do that…you have to think about “that.”
• And then reverse it to do the opposite. A better way is to say. “Do
this.”
• If you can save people a mental step, you’re doing a kind thing.
People are overwhelmed, so avoid adding more friction than you
have to. It is to your benefit to reduce friction because that helps
people give you what you need.
Source: http://www.weskao.com/do-this-versus-dont-do-that/

10. Positive Prairie (Space 1)
Example:
Don’t think about a giraffe….
I bet you are picturing….

11. Positive Prairie Activity
• As a team share and discuss, what areas in your organization is there
an increased likelihood or natural tendency to use negatives rather
than affirmative phrasing?
Please Answer at: goo.gl/RDqtMT

12. Buoyant Bay (Space 8)
• What do boundaries for leaders look like at work? They are made up of
two essential things: what you create and what you follow. A “boundary”
is property line. It defines where your property begins and ends. If you
think about your home, on your property, you can define what is going to
happen there, and what is not.
• As a leader in the workplace, you are in charge of the vision, the people
you invite in, what the goals and purposes are going to be, what behavior is
going to be allowed and what isn’t. Leaders build and allow the culture.
You set the agenda, and you make the rules. And what you find there, you
own. It is your creation or your allowances that have made it be. Simply
stated, the leaders’ boundaries define and shape what is going to be and
what isn’t. In the end, as a leader, you are always going to get a
combination of two things: what you create and what you allow.
Source: http://www.boundariesbooks.com/leadership/boundaries-for-leaders-at-workplace/

13. Buoyant Bay Space 8 Activity
• As a team, provide an example of one boundary you would create
and one boundary you ultimately allow.
Please answer at: goo.gl/RsCgtW

14. Team Tree Forest (Space 10)
• At its foundation, the tips for creating a culture of accountability are
S.I.M.P.L.E:
Set expectations
Invite commitment
Measure progress
Provide feedback
Link to consequences
Evaluate effectiveness
• Setting expectations is at the core of creating a culture of accountability. Performance expectations go
beyond the job description. In discussing performance expectations an employee should understand
why the job exists, where it fits in the organization, and how the job’s responsibilities link to
organization and department objectives. The range of performance expectations can be broad but can
generally be broken into two categories:

15. Team Tree Forest (Space 10)
• Results:
• The goods and services produced by an employee often measured by objectives or
standards
• Actions & Behaviors
• The methods and means used to make a product and the behaviors and values
demonstrated during the process. Actions and Behaviors can be measured through
performance dimensions.
• Performance expectations serve as a foundation for communicating about
performance throughout the year. They also serve as the basis for
reviewing employee performance. When you and an employee set clear
expectations about the results that must be achieved and the methods or
approaches needed to achieve them, you establish a path for success.
Source: http://www.lifehack.org/articles/productivity/6-practical-ways-create-culture-accountability.html
Source: http:hr.Berkeley.educ/hr-network/central-guide-managing-hr/managing-hr/managing-successfully/performance-management/planning/expectations

16. Team Tree Forest Space 10 Activity
• As a team, write a performance expectation that could be used to
clearly review an employee’s performance throughout the year.
Please answer at: goo.gl/IZremY

17. No Follows Hollow (Space 5)
• Without conflict, It is not easy for team members to commit and buy-
in to decisions, resulting in an environment where ambiguity prevails.
People will buy into something when their opinions are included in
the decision-making process – for example through debate.
Productive teams make joint and transparent decisions and are
confident that they have the support of each team member. This is
not as much about seeking consensus but making sure everyone is
heard.

18. No Follows Hollow Space 5 Activity
• As a team, create a flowchart that shows a decision making process
that allows people to share their opinions and increase buy in.
Please work on the flowchart at: goo.gl/55mXTp

19. Checkpoint 1
• Communication Castle
• The link below will take you to the question that would be posed to the entire
team.
goo.gl/dhOfal
• Each individual team member would be expected to enter the answer into a web based
program.
• The answers would be projected without names and the team would be expected to use
the skills from spaces to decide which plan would be the best.

20. Checkpoint 2
• Team Tree Forest
• Team buy-in is often an obstacle. In many cases, one person can derail the
best intentions with negative outward communication. The link below will
take you to the question that would be posed to the entire team.
goo.gl/ZhpxuP
• Each individual team member would be expected to enter the answer into a web based
program.
• The answers would be projected without names and the team would be expected to use
the skills from spaces to decide which plan would be the best.

21. Final Checkpoint
• Each “Land” will have the same final checkpoint activity for the teams
to complete:
• Go to goo.gl/FWatc8 to complete the following:
• As a team, work together to create three SMART goals to bring back to the
workplace that are relevant to the content explored up to this point.
S(Specific)
M(Measurable)
A(Agreed Upon)
R(Realistic)
T(Timeframe)

22. Game Space Feedback
• Please complete the following feedback at:
goo.gl/ZdW1gw

23. Thank you!

24. Exit Feedback
https://goo.gl/FWatc8