This document discusses effective team leadership and communication. It defines a team as a group of interdependent people who agree on a goal and work together to achieve it. Communication is described as the lifeblood of effective teams, and must include timely sharing of accurate information. Developing emotional intelligence within teams is also important, as it allows team members to understand and apply emotions to build trust and creativity. Overall, the document emphasizes that teams must have a clear business purpose in order to be successful.
Power of positive mindset in a challenging real estate market by author johan...Johann Paul Gregory
Important questions:-
“How many times do you bath in a day?”
“How many times do you eat in a day?”
“How many times do you think you need to be motivated?”
You need to be motivated every time especially during tough times.
3 Learning Principles:-
1. Dream big and change
2. 5 keys to success
3. Overcoming blocks through “tiny voice” (TV) control
Dr. Lawrence Firkins - Becoming an Employer of Choice: This Isn’t Your Fathe...John Blue
Becoming an Employer of Choice: This Isn’t Your Father’s Oldsmobile - Dr. Lawrence Firkins, University of Illinois, from the 2020 Minnesota Pork Congress, held January 28 - 29, 2020, Minneapolis, MN, USA.
More presentations at https://www.youtube.com/playlist?list=PL_5bHW6MgRAxDHcrbY42-xvfSZdMGNdQD
Power of positive mindset in a challenging real estate market by author johan...Johann Paul Gregory
Important questions:-
“How many times do you bath in a day?”
“How many times do you eat in a day?”
“How many times do you think you need to be motivated?”
You need to be motivated every time especially during tough times.
3 Learning Principles:-
1. Dream big and change
2. 5 keys to success
3. Overcoming blocks through “tiny voice” (TV) control
Dr. Lawrence Firkins - Becoming an Employer of Choice: This Isn’t Your Fathe...John Blue
Becoming an Employer of Choice: This Isn’t Your Father’s Oldsmobile - Dr. Lawrence Firkins, University of Illinois, from the 2020 Minnesota Pork Congress, held January 28 - 29, 2020, Minneapolis, MN, USA.
More presentations at https://www.youtube.com/playlist?list=PL_5bHW6MgRAxDHcrbY42-xvfSZdMGNdQD
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
Legacy achievers: those who have had long term success, are a great model for our professional lives. How this relates to a veterinarians' life is very pracatical
PowerPoint slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the executive leadership team of HCA South Atlantic Division, 12-05-2018.
A talk by Jill Koob, SPHR, SHRM-SCP and Dr. Sandra Steen
Energize HR & Sandra Steen Consulting, LLC
It's been seven years since the #blacklivesmatter hashtag was born. Three words full of potential for progress that offer a bite-sized rallying cry for a gargantuan problem.
Three words born out of the tragic loss of life, over and over again; Three words packed with passion, conviction, purpose and.... for some, polarization.
Whether our leaders are ready for another crisis, or not, we must talk about the Elephant in the room.
Acknowledging racism, clarifying your company's policy, and educating employees that disagree on that company policy is requred if we are to tackle the discord, as it enters the workplace.
Discussion Points:
How might HR prepare managers to compassionately respond to the conflict between the hashtags #AllLivesMatter and #BlackLivesMatter in the workplace?
How might we educate one another on the white vs. black issue, and get a real grip on our biases?
Just as HR had to mindfully respond to the #MeToo movement, HR must lead the way to a conscious awakening of the racism and our cultural discord in the workplace.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/blacklivesmatterworkplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
With nearly 1 billion websites accommodating blogs, entrepreneurs are greatly challenged with separated themselves from a sea of content clutter. This module will expose you to the concepts most effective in striking an emotional chord with your targeted audiences as a way to build likeability. Learn how successful social media users capitalize on content that inspires and entertains their communities. With so many platforms now lending themselves to visual storytelling, organizations are discovering the power of narratives in distinguishing their brands. Learn how successful stories find their sweet spot in themes and story arcs that resonate with their brand’s mark of distinction.
This presentation was provided by Mark A. Puente of Purdue University, during the NISO Training Series "Organizational Planning for DEIA: A 100 Level Course." Session One, "Aspirations and Assessment," was held September 17, 2021.
Dan Harper presents on how to influence and negotiate as an awesome leader. In this talk, he covers:
* how make a huge impact within our organisations
* how to influence our direct reports, peers and managers and how they're different
* how to negotiate the best outcome for everyone involved
* what we can borrow from to improve our skills
* a breakdown of influencing styles and people dynamics to understand ourselves and others better
Water Safety Symposium - Keynote: Think like a Marketer Madalina Iordache
This was the slide deck for the Keynote at the 4th Annual South Florida Water Safety Symposium, March 5, 2020
The videos did not embed, unfortunately. You can watch them on YouTube here:
2015 campaign: https://www.youtube.com/watch?v=MV7V-X2GJlQ&t=13s
2019 campaign: https://www.youtube.com/watch?v=xBjAMUReudc
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
Legacy achievers: those who have had long term success, are a great model for our professional lives. How this relates to a veterinarians' life is very pracatical
PowerPoint slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the executive leadership team of HCA South Atlantic Division, 12-05-2018.
A talk by Jill Koob, SPHR, SHRM-SCP and Dr. Sandra Steen
Energize HR & Sandra Steen Consulting, LLC
It's been seven years since the #blacklivesmatter hashtag was born. Three words full of potential for progress that offer a bite-sized rallying cry for a gargantuan problem.
Three words born out of the tragic loss of life, over and over again; Three words packed with passion, conviction, purpose and.... for some, polarization.
Whether our leaders are ready for another crisis, or not, we must talk about the Elephant in the room.
Acknowledging racism, clarifying your company's policy, and educating employees that disagree on that company policy is requred if we are to tackle the discord, as it enters the workplace.
Discussion Points:
How might HR prepare managers to compassionately respond to the conflict between the hashtags #AllLivesMatter and #BlackLivesMatter in the workplace?
How might we educate one another on the white vs. black issue, and get a real grip on our biases?
Just as HR had to mindfully respond to the #MeToo movement, HR must lead the way to a conscious awakening of the racism and our cultural discord in the workplace.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/blacklivesmatterworkplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
With nearly 1 billion websites accommodating blogs, entrepreneurs are greatly challenged with separated themselves from a sea of content clutter. This module will expose you to the concepts most effective in striking an emotional chord with your targeted audiences as a way to build likeability. Learn how successful social media users capitalize on content that inspires and entertains their communities. With so many platforms now lending themselves to visual storytelling, organizations are discovering the power of narratives in distinguishing their brands. Learn how successful stories find their sweet spot in themes and story arcs that resonate with their brand’s mark of distinction.
This presentation was provided by Mark A. Puente of Purdue University, during the NISO Training Series "Organizational Planning for DEIA: A 100 Level Course." Session One, "Aspirations and Assessment," was held September 17, 2021.
Dan Harper presents on how to influence and negotiate as an awesome leader. In this talk, he covers:
* how make a huge impact within our organisations
* how to influence our direct reports, peers and managers and how they're different
* how to negotiate the best outcome for everyone involved
* what we can borrow from to improve our skills
* a breakdown of influencing styles and people dynamics to understand ourselves and others better
Water Safety Symposium - Keynote: Think like a Marketer Madalina Iordache
This was the slide deck for the Keynote at the 4th Annual South Florida Water Safety Symposium, March 5, 2020
The videos did not embed, unfortunately. You can watch them on YouTube here:
2015 campaign: https://www.youtube.com/watch?v=MV7V-X2GJlQ&t=13s
2019 campaign: https://www.youtube.com/watch?v=xBjAMUReudc
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
4. We Need 4 Teams
4/28/2020 www.AboveorBeyondJM.com 4
5. Who Will Save Jamaica?
Public Sector
Responsibility for
the quality of life
of the people
of Jamaica
Private Sector
Responsible to
increase value to
shareholders
4/28/2020 www.AboveorBeyondJM.com 5
6. HISTORICALLY
Child custody arrangements were determined by legal
doctrines, called presumptions, that were used to
favour one party in a dispute
Hence, there was no need for psychological
evaluations to determine child custody arrangements
4/28/2020 www.AboveorBeyondJM.com 7
7. EARLY ENGLISH COMMON LAW
Presumed that children would remain in the custody
of a natural parent
For centuries English and American courts awarded
custody to the father
because fathers were presumed to be better able
than mothers to raise and educate children
4/28/2020 www.AboveorBeyondJM.com 8
8. BY THE END OF THE 19TH CENTURY
Social attitudes, economic circumstances, and judicial
philosophies had changes
Modern courts presumed that the mother was the better
custodian for young children
because mothers possessed maternal instincts
and it was therefore important for a young child to be with her
This preference has been termed
the “Tender Years Doctrine”
4/28/2020 www.AboveorBeyondJM.com 9
9. AFTER 1925
Family courts in the United States recognized the
“child’s best interest doctrine” which mandated that the
court must consider only the child’s best interest in
determining custody arrangements
Over the years, legal and mental health professionals
have separately developed criteria for assessing the
child’s best interest
4/28/2020 www.AboveorBeyondJM.com 10
10. AN ORGANIZATION IS A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions
4/28/2020 www.AboveorBeyondJM.com 11
15. Resistance to Change
• 80% of what you do
on a daily basis by
age 35
–is based on habit.
• 65K thought pass through
your mind each day.
• Most are the same
thoughts that you had
yesterday.
4/28/2020 www.AboveorBeyondJM.com 16
21. 4/28/2020 www.AboveorBeyondJM.com 22
Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony
22. Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal
4/28/2020 www.AboveorBeyondJM.com 23
23. Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”
4/28/2020 www.AboveorBeyondJM.com 24
24. Jesus: Lead by Example
• He set an example
–The team was shocked when
he took off his garment and
washed their feet
–His answer was simple,
• “I am doing this to set an
example for you”
4/28/2020 www.AboveorBeyondJM.com 25
25. Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”
4/28/2020 www.AboveorBeyondJM.com 26
27. Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles
4/28/2020 www.AboveorBeyondJM.com 28
28. Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together
4/28/2020 www.AboveorBeyondJM.com 29
29. Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses
4/28/2020 www.AboveorBeyondJM.com 30
30. Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity
4/28/2020 www.AboveorBeyondJM.com 31
31. Rule #3
Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively
4/28/2020 www.AboveorBeyondJM.com 32
32. Communication is
• a huge umbrella that covers and affects all that goes on
between human beings
4/28/2020 www.AboveorBeyondJM.com 33
33. Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us
4/28/2020 www.AboveorBeyondJM.com 34
34. This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level
4/28/2020 www.AboveorBeyondJM.com 35
35. In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life
4/28/2020 www.AboveorBeyondJM.com 36
36. This happens without words
• We plug into
thousands of
preconscious
cues
4/28/2020 www.AboveorBeyondJM.com 37
37. • trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
38
4/28/2020 www.AboveorBeyondJM.com 38
38. This happens without words
We plug into
thousands of
preconscious cues.
394/28/2020 www.AboveorBeyondJM.com
39. The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 40
41. 4/28/2020 www.AboveorBeyondJM.com 42
The benefits of
Good Eye Communication...
• Connects First Brain to First Brain
• Use involvement in business/social
–5 to 7 seconds of eye contact
44. The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre
4/28/2020 www.AboveorBeyondJM.com 45
45. The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre
4/28/2020 www.AboveorBeyondJM.com 46
46. The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making
4/28/2020 www.AboveorBeyondJM.com 47
47. To Get To The New Brain
•The message
must first pass
through the
first brain
4/28/2020 www.AboveorBeyondJM.com 48
48. EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST
4/28/2020 www.AboveorBeyondJM.com 49
49. Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying
4/28/2020 www.AboveorBeyondJM.com 50
50. HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating
4/28/2020 www.AboveorBeyondJM.com 51
52. 4/28/2020 www.AboveorBeyondJM.com 53
COMMUNICATING IN A TEAM
• The way people communicate with one
another-in both words and nonverbal clues-
•Reflects how they feel about working
with one another
•Builds (or detracts from) the team's
effectiveness
53. 4/28/2020 www.AboveorBeyondJM.com 54
Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation
57. 4/28/2020 www.AboveorBeyondJM.com 58
Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding
58. 4/28/2020 www.AboveorBeyondJM.com 59
Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Ineffective Teams
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages
59. 4/28/2020 www.AboveorBeyondJM.com 60
Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Ineffective Teams
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives
60. 4/28/2020 www.AboveorBeyondJM.com 61
Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Ineffective Teams
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups
62. Rule # 3B: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or Labelling
• Dominating
• Yes-butting
• Naysaying
4/28/2020 www.AboveorBeyondJM.com 63
63. COMMUNICATION
How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
4/28/2020
WWW.ABOVEORBEYONDJM.COM 64
64. Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business purpose
that requires diverse
skills and talents
4/28/2020 www.AboveorBeyondJM.com 65
65. Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation
4/28/2020 www.AboveorBeyondJM.com 66
66. A Real Business Purpose
• Avoid the situation where teams are assembled
with the intent of being fashionable
• Teams need specific problems to solve or they
flounder
4/28/2020 www.AboveorBeyondJM.com 67
67. Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will require
greater
development of
Emotional
Intelligence
4/28/2020 www.AboveorBeyondJM.com 68
68. Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
–as a source of human
energy, information, trust,
creativity and influence
4/28/2020 www.AboveorBeyondJM.com 69
69. The rest of the journey
will require greater
development of
Our specie has probably gone
as far as we can based on
cognitive Intelligence alone
4/28/2020 www.AboveorBeyondJM.com 70
74. The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species
4/28/2020 75www.AboveorBeyondJM.com
76. Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system
4/28/2020 www.AboveorBeyondJM.com 77
78. How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
EMOTIONAL INTELLIGENCE
4/28/2020 WWW.ABOVEORBEYONDJM.COM 79
79. Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor
4/28/2020 www.AboveorBeyondJM.com 80
80. Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the
same way.
Carson Tate, Harvard Business Review
April, 2015
4/28/2020 www.AboveorBeyondJM.com 81
81. Leverage Everyone’s
Strengths
• DATA
–Your logical, analytical
colleague is at her best
when she is processing
data and solving complex
problems.
–She will focus like a laser
on achieving any stated
goal or outcome and will
ensure that you stay on
budget.
4/28/2020 82
82. Leverage Everyone’s
Strengths
• DETAIL
–Your organized, detail
oriented colleague’s
strengths are in
establishing order,
structuring projects, and
accurately completing
tasks.
–He will ensure work is
completed on time.
4/28/2020 83
83. Leverage everyone’s
strengths
• EMOTIONAL
– Your supportive, expressive
colleague is most skilled at
building relationships,
facilitating team interaction,
and persuading or selling
ideas.
– She will keep all stakeholders
up to date on work and
effectively communicate ideas
through the organization.
4/28/2020 84
84. Leverage everyone’s
strengths
• IDEA
–Your big-picture, integrative
colleague can serve as a
catalyst for change,
brainstorming solutions to
problems and synthesizing
disparate thinking.
–He will drive innovation,
ensure variety in both
thought and execution and
keep you moving forward.
4/28/2020 85
85. Rule # 8: You Must Work Through The 5
Stages Of Team Development
4/28/2020 www.AboveorBeyondJM.com 86
Forming
Storming
TransformingNorming
Performing
92. 13 Behaviors of High-Trust Teams
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
4/28/2020 www.AboveorBeyondJM.com 93
93. The Four
Elements of
Trust – The
ABCD Model
Able,
Believable,
Connected,
Dependable
4/28/2020 www.AboveorBeyondJM.com 94
94. 1 - Able
is about demonstrating competence.
Do team members know how to get the job done?
Are they able to produce results?
Do they have the skills to make things happen—including
knowing the organization and equipping people with the
resources and information they need to get their job done?
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95. 2 - Believable
Acting with integrity.
Honest in their dealings
with people.
Creating and following
fair processes.
People need to feel
that they are being
treated equitably.
Acting in a consistent,
values-driven manner
that reassures all that
they can rely on their
team members.
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96. 3 – Connected
Demonstrating care and
concern for other
people.
Focusing on people and
identifying their needs.
This is supported by
good communication
skills.
Share information about
the organization and
about self.
When people share a
little bit of information
about themselves, it
creates a sense of
connection.
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98. Eight Things Your Organization Can Do
to Improve Trust
Demonstrating Trust—If you want to create a trusting work environment, you have to begin
by demonstrating trust.Demonstrating
Sharing Information—Information is power.Sharing
Telling It Straight—Study after study has indicated that the number one quality that people
want in a leader is integrity.Telling
Providing Opportunities for Everyone to Win—Do you want your people to work together or
to compete against each other?Providing
100. How to Build a Culture of Trust:
Implementing the Strategy
Capability trust, or allowing people to make decisions, involving them
in discussions, and trusting that their opinions and input will be useful.
Contractual trust, or being consistent in terms of keeping agreements
and managing expectations.
Communication trust, or sharing information, providing constructive
feedback and speaking with good purpose about people.
Lou Dubois - http://www.inc.com/guides/2010/08/how-to-build-a-corporate-culture-of-trust.html
120. 7 Ways to Build An Accountable Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.
122. How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
ACCOUNTABILITY
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123. Rule # 10:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves
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124. LET'S GET RID OF
MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead
They don't manage
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126. THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink
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127. www.LTSemaj.com 130
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading
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129. To Be a More Effective
Leader
•More than 100 years
of leadership research has
outlined the successful
skills and abilities that are
associated with leadership
effectiveness.
•Let’s begin with the top
10, derived from the
research literature.
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131. 1. Social Intelligence (SI).
• This is not only one of the best predictors
of effective leadership, but it is poorly
understood and under-researched.
• Social intelligence is quite broad, but can
best be seen in terms
of understanding of social situations and
dynamics, and ability to operate
effectively in a variety of social situations.
• Research suggests that social
intelligence, which we define as a
constellation of social performance,
sensitivity to social situations, and role-
playing skill are critically important for
effective leadership.
132. How to develop SI?
•Expose yourself to
different people,
different social
situations,
•work to develop your
social perceptiveness
and ability to engage
others in conversation.
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133. 2. Interpersonal Skills
• Interpersonal skills could be seen
as a subset of social intelligence,
• but these are the more
relationship-oriented aspects of
social effectiveness.
• We often talk about the “soft
skills” of the leader,
• and these are best represented
by interpersonal skills.
www.AboveorBeyondJM.com
134. How to develop interpersonal skills?
Generalize These skills will generalize
to workplace relationships.
Work on Work on your personal relationships with friends,
relatives, and your significant other.
Become Become an active listener, work on
conversational and speaking skills.
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135. 3. Emotional Skills/Intelligence (EI).
• A complement to social
intelligence, emotional
intelligence is our ability to
communicate at the emotional
level,
• understand emotions and
emotional situations,
• and be in tune with our own
emotions.
• These are particularly related to
leadership “charisma.”
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138. How to develop EI?
Practice “reading”
others’ nonverbal
cues, particularly
cues of emotion.
1
Learn to regulate
and control your
emotions and your
emotional
outbursts.
2
Practice expressing
feelings and become
an effective emotional
“actor” – learning how
to express emotions
appropriately.
3
139. 4. Prudence.
• Prudence is one of Aristotle’s
cardinal virtues.
• A synonym is “wisdom,”
• but it comes from being
able to see others’
perspectives and through
being open to and
considering others’ points
of view.
140. How to develop Prudence?
•Listen to others.
•Work to be more open and more
broad minded.
•Learn to ask for others’ opinions
and consider them as you
choose a course of action.
141. Ralph Nichols
•“The most basic of all human
needs is the need to
understand and be
understood.
•The best way to understand
people is to listen to them.”
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142. 5. Courage.
•A second cardinal virtue is
“Fortitude,” or courage.
•This is having the courage to take
calculated risks and the courage to:
•(a) stand up for what you believe;
•(b) do the right thing.
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143. Max Lucado
•A man who wants to
lead the orchestra
must turn his back
on the crowd.”
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144. How to develop
Courage?
•This takes some effort, but
is rooted in developing and
holding onto strong
personal values.
•If you truly value
something or someone
you will have the courage
to stand by your principles
(and your people).
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145. 6. Conflict Management.
• This is a “higher order”
interpersonal skill that involves
helping colleagues to avoid or
resolve interpersonal conflicts.
• Leaders are often called upon to
adjudicate when members are in
conflict, but it also involves
having the ability to either avoid
or resolve your own conflict
situations.
www.AboveorBeyondJM.com
146. How to develop Conflict
Management Skills.
• There are courses and workshops
available to help you understand
and learn conflict management
strategies.
• A big part of conflict management
is helping conflicting parties
to collaborate (a win-win outcome)
• or to compromise (each party
needs to be flexible and give up
something).
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147. Jack Welch
• “Before you are a
leader, success is all
about growing
yourself.
• When you become a
leader, success is all
about growing
others.”
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148. 7. Decision Making.
• One of the core competencies for leaders is the ability
to make good decisions or lead a good decision making
process.
• There are better and worse ways to make decisions,
• and a good leader understands when to
• make a decision,
• when to consult subordinates or peers and bring them into
the decision making process,
• and when it’s time to step back and let others decide.
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149. How to develop Decision
Making Skills.
•Experience and studying
when decisions have
gone wrong and gone
right is the best way to
hone these skills.
•We often learn more
from our mistakes than
from our successes.
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150. 8. Political Skills.
• Every group or organization is, at
its core, full of politicking.
• People will try to bend rules, gain
allies, push their personal
agenda, etc., in order to try to get
ahead.
• An effective leader is a good
political player, who knows how
the game is played, but can also
manage political behavior so that
it does not lead to group or
organizational dysfunction.
www.AboveorBeyondJM.com
151. How to develop
Political Skills.
•Similar to many of the more
highly-developed leadership
competencies,
•political skills are learned
through experience and
learning about people
and social dynamics.
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153. 9. Influence Skills.
• At its core, leadership is
about influencing others,
so a great leader is a
master of social influence,
and able to wield power
effectively and fairly.
• Calling on your
interpersonal ("soft") skills
can make you much more
influential in a leadership
role.
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154. How to develop Influence Skills.
Training in debate
helps with making
reasoned, well-
thought-out
arguments.
1
Seeing things from another's
perspective can help you
understand what they want
and allows you to focus on win-
win situations.
2
155. 10. Area Expertise/Competence.
• Many people might list this first, but
in today’s world, knowledge of all
aspects of the job is not as important
as it used to be.
• In high-tech industries, or creative
firms, team members may have
more relevant knowledge and
expertise than leaders.
• Still, it is important that leaders
develop their expertise in the
particular situation, organization, or
industry in which they lead.
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157. How to develop Area Expertise.
Development
is a lifelong
process.
learn as much as
you can about
your product,
organization, and
team members.
Study the
competitors.
Continue
your education.
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159. MANAGER vs. LEADER
• ADMINISTRATE
• RELY ON CONTROL
• SHORT-TERM VIEW
• EYE THE BOTTOM LINE
• ACCEPT STATUS QUO
• FOCUS ON STRUCTURE
• COMMAND
• IMITATE
• DO THINGS RIGHT
• MANAGE PEOPLE
• INNOVATE
• INSPIRE TRUST
• LONG-RANGE PERSPECTIVE
• EYE THE HORIZON
• CHALLENGE STATUS QUO
• FOCUS ON PEOPLE
• COMMUNICATE
• ORIGINATE
• DO THE RIGHT THING
• LEAD PEOPLE
• Warren Bennis, Managing People is
like Herding Cats, 1997
www.AboveorBeyondJM.com 1624/28/2020
160. How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
LEADERSHIP
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162. Group Ratings of Mgt Team
TEAMS: COURAGOUS HIGH P REVO VID
COMMUNICATION C C C C
EMOTIONAL INTELLIGENCE C D B- B
LEARNING FROM THE STORM D B+ B B
TRUST D D D C-
RESPECT C- C B- C-
CONFIDENTIALITY E D- C E
ACCOUNTABILITY D D B- C
LEADERSHIP C D C C
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163. Group Assignment
What can we do to raise our scores in all critical
areas?
COMMUNICATION TRUST
LEARNING FROM THE STORM RESPECT
EMOTIONAL INTELLIGENCE ACCOUNTABILITY
CONFIDENTIALITY LEADERSHIP
What are the 5 values that if we lived by would make CPFSA the
place to work?
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165. You Must Do Something
If you want to get
something you have
never had
You must be willing
to do something you
have never done
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170. Stop Living In The Past
Never ask, “Oh, why
were things so much
better in the old days?”
It’s not an intelligent
question
Eccles 7:10
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171. Stop Living In The Past
... the one thing I do,
however, is to forget
what is behind me and
do my best to reach
what is ahead
Philippians 3:13
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