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Focus Group Presentation
- 1. Welcome! Thank you forparticipating. 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!
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- 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 Pleasecomplete your initial feedback perceptions at: goo.gl/z0T48e
- 6. Communication Castle (Space13) • “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 Space13 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 Space13 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 (Space1) • 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 (Space1) 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 (Space8) • 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 Space8 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 ForestSpace 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 HollowSpace 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 • CommunicationCastle • 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 • TeamTree 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
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