This document provides information and guidance for effective team building. It discusses 11 rules for team building, including ensuring the team has a clear business purpose, strong communication, and developing emotional intelligence among members. Specific tips are given around defining a team, the importance of communication, and generating trust and collaboration within the team. Examples from Jesus' leadership are referenced as exemplifying strong team building approaches. The overall message is that adhering to these principles can help create high performing teams.
Александр Левитас Больше денег от вашего бизнеса. Партизанский маркетинг в де...Юлия Штрелер
Если рост прибыли вашей компании замедлился, полезно проверить, не упускаете ли вы
каких-либо деталей: ведь в маркетинге именно детали важнее всего. Обращая внимание на
мелочи, вы сможете привлекать и удерживать больше клиентов, совершать больше сделок
и увеличивать средний их объем, устанавливать выгодные для себя цены и снижать
ненужные расходы. Читая эту книгу и применяя «партизанские» методики, собранные
автором, вы увеличите вашу прибыль до максимально возможной.
Эта книга будет наиболее полезна для собственников небольших компаний, а также
для руководителей и сотрудников отделов маркетинга и рекламы
Haiti Elections 2017: Résultats des Elections pou Délégués de Ville du Départ...Stanleylucas
Le CEP a organise des élections locales en Haiti le 29 Janvier 2017. Ce document présente les résultats pour les délégués de ville dans le Département de l'Ouest
Александр Левитас Больше денег от вашего бизнеса. Партизанский маркетинг в де...Юлия Штрелер
Если рост прибыли вашей компании замедлился, полезно проверить, не упускаете ли вы
каких-либо деталей: ведь в маркетинге именно детали важнее всего. Обращая внимание на
мелочи, вы сможете привлекать и удерживать больше клиентов, совершать больше сделок
и увеличивать средний их объем, устанавливать выгодные для себя цены и снижать
ненужные расходы. Читая эту книгу и применяя «партизанские» методики, собранные
автором, вы увеличите вашу прибыль до максимально возможной.
Эта книга будет наиболее полезна для собственников небольших компаний, а также
для руководителей и сотрудников отделов маркетинга и рекламы
Haiti Elections 2017: Résultats des Elections pou Délégués de Ville du Départ...Stanleylucas
Le CEP a organise des élections locales en Haiti le 29 Janvier 2017. Ce document présente les résultats pour les délégués de ville dans le Département de l'Ouest
Culture for great teams and results: The Core Protocols at GOTO academyChristian Délez
Your team can be ten times better.
What does that mean? That means your professional team can accomplish 10x more work, do it with 10x more quality, 10x faster, or with 10x less resources. Your family can be 10x happier. Your school can be 10x more effective at helping people learn. Your community group can be 10x better at making life better for the people it serves. Even you yourself can be 10x more effective at getting what you want. In other words, you can be great. Your team can be great.
Greatness
Can you say these things about your teams?
1. My projects are completed effortlessly on schedule and in budget every time.
2. Every team I’ve ever been on has shared a vision.
3. In meetings, we only ever do what will get results.
4. No one blames “management," or anyone else, if they don’t get what they want.
5. Everybody shares their best ideas right away.
6. Ideas are immediately unanimously approved, improved, or rejected by the team.
7. Action on approved ideas begins immediately.
8. Conflict is always resolved swiftly and productively.
The Core Protocols are one way to make teams that have these characteristics.
Some of the things you’ll learn:
• Results-oriented behaviors,
• How to enter a state of shared vision with a team and stay there,
• How to create trust on a team
• How to stay rational and healthy
• How to make team decisions effectively, and
• How to move quickly and with high quality towards the team’s goals
Better Decision Making: How Fast-Growing Companies Avoid Slowing Down NOBL Collective
Your customers (and competitors) are changing faster than ever. If your team is going to keep pace with today's markets, you need to improve your decision making skills so you can execute ideas faster and more effectively.
In this hour-long webinar, Bud Caddell, founder of NOBL, and Paula Cizek, Chief Research Officer, discuss the social pressures involved in team decision making, how to overcome those pressure, and finally, share the different ways teams can decide how to decide. Try out NOBL's free decision-making tool at http://thedecider.app or visit nobl.io for more information.
Understanding key principles of leadership can make your charter school organization great in the way that matters most: ensuring that children are prepared for success in college, work and life.
A presentation on Leading your Team to Greatness for the
Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.
Collaborative Culture Seminar by TeamBuilders and Point Park UniversityJordan Lippman
The TeamBuilders Group and Point Park University's Education Department co-hosted an event in Pittsburgh on 2-2-18 that explored strategies for understanding, creating, and enhancing the collaborative culture of educational institutions. Contact Jordan@teambuildersgroup.com for more information or to bring a similar seminar to your school.
Culture for great teams and results: The Core Protocols at GOTO academyChristian Délez
Your team can be ten times better.
What does that mean? That means your professional team can accomplish 10x more work, do it with 10x more quality, 10x faster, or with 10x less resources. Your family can be 10x happier. Your school can be 10x more effective at helping people learn. Your community group can be 10x better at making life better for the people it serves. Even you yourself can be 10x more effective at getting what you want. In other words, you can be great. Your team can be great.
Greatness
Can you say these things about your teams?
1. My projects are completed effortlessly on schedule and in budget every time.
2. Every team I’ve ever been on has shared a vision.
3. In meetings, we only ever do what will get results.
4. No one blames “management," or anyone else, if they don’t get what they want.
5. Everybody shares their best ideas right away.
6. Ideas are immediately unanimously approved, improved, or rejected by the team.
7. Action on approved ideas begins immediately.
8. Conflict is always resolved swiftly and productively.
The Core Protocols are one way to make teams that have these characteristics.
Some of the things you’ll learn:
• Results-oriented behaviors,
• How to enter a state of shared vision with a team and stay there,
• How to create trust on a team
• How to stay rational and healthy
• How to make team decisions effectively, and
• How to move quickly and with high quality towards the team’s goals
Better Decision Making: How Fast-Growing Companies Avoid Slowing Down NOBL Collective
Your customers (and competitors) are changing faster than ever. If your team is going to keep pace with today's markets, you need to improve your decision making skills so you can execute ideas faster and more effectively.
In this hour-long webinar, Bud Caddell, founder of NOBL, and Paula Cizek, Chief Research Officer, discuss the social pressures involved in team decision making, how to overcome those pressure, and finally, share the different ways teams can decide how to decide. Try out NOBL's free decision-making tool at http://thedecider.app or visit nobl.io for more information.
Understanding key principles of leadership can make your charter school organization great in the way that matters most: ensuring that children are prepared for success in college, work and life.
A presentation on Leading your Team to Greatness for the
Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.
Collaborative Culture Seminar by TeamBuilders and Point Park UniversityJordan Lippman
The TeamBuilders Group and Point Park University's Education Department co-hosted an event in Pittsburgh on 2-2-18 that explored strategies for understanding, creating, and enhancing the collaborative culture of educational institutions. Contact Jordan@teambuildersgroup.com for more information or to bring a similar seminar to your school.
Parenting workshop transition to hs june2018Leahcim Semaj
DEVELOPMENT IS ASYNCHRONOUS
‘Ready-up Children, Parents & Teachers: Transitioning from Primary to High School’.
Dr. Leahcim Semaj
June 30, 2018
www.AboveorBeyondJM.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3. Dr. Leahcim Semaj...
Noted among the leading Motivational
Speakers, Creative Thinkers and Problem
Solvers in the Caribbean.
This Psychologist combines ancient wisdom
with contemporary ‘livity’ to bring fresh
insight to old human problems.
5. 23/02/2016 www.LTSemaj.com 5
Performance Driven Learning
• People remember
• 20% of what they hear
• 40% of what they see and hear
• 70% of what they see, hear and do
6. 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
2/23/2016
8. The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: The 4 Team Working Styles
• Rule # 8: Working Through The 5 Stages Of Team Development
• Rule # 9: Work With The 7 Team-Building Functions
• Rule # 10: Avoid The Principal Destructive Functions
• Rule # 11: Teams Have Less Need For Managers and More For
Coaches and Leaders
2/23/2016 www.LTSemaj.com 8
9. Topics for Team Building
• Teamwork, teams and the bottom line
• Styles of behaving toward team members
• The aggressive, passive and teamwork styles
• Identifying team working styles
• Typical reactions when team members are criticized
• Solving team problems constructively
• Techniques for persuading team members
2/23/2016 www.LTSemaj.com 9
12. 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
2/23/2016 www.LTSemaj.com 12
13. 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”
2/23/2016 www.LTSemaj.com 13
14. 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”
2/23/2016 www.LTSemaj.com 14
15. 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”
2/23/2016 www.LTSemaj.com 15
16. 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
2/23/2016 www.LTSemaj.com 16
17. Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together
2/23/2016 www.LTSemaj.com 17
18. 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
2/23/2016 www.LTSemaj.com 18
19. Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity
2/23/2016 www.LTSemaj.com 19
20. 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
2/23/2016 www.LTSemaj.com 20
21. Communication is
• a huge umbrella that covers and affects all than goes on
between human beings
23/02/2016 www.LTSemaj.com 21
22. Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us
23/02/2016 www.LTSemaj.com 22
24. 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
23/02/2016 www.LTSemaj.com 24
25. In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life
23/02/2016 www.LTSemaj.com 25
26. For the message to get through people must believe that
you are
• trustworthy
• likeable
• represent
warmth
• represent
comfort
• represent safety
23/02/2016 www.LTSemaj.com 26
27. This happens without words
• We plug into
thousands of
preconscious
cues
23/02/2016 www.LTSemaj.com 27
28. 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
23/02/2016 www.LTSemaj.com 28
29. The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making
23/02/2016 www.LTSemaj.com 29
30. To Get To The New Brain
•The message
must first pass
through the
first brain
23/02/2016 www.LTSemaj.com 30
31. COMMUNICATION and
The formation of beliefs
• MEDIAted CONTACT - 90%
• imMEDIAte CONTACT- 10%
– Your beliefs
23/02/2016 www.LTSemaj.com 31
32. 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
23/02/2016 www.LTSemaj.com 32
33. Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying
23/02/2016 www.LTSemaj.com 33
34. HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating
23/02/2016 www.LTSemaj.com 34
36. 2/23/2016 www.jobbank-ja.com 36
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
37. 2/23/2016 www.jobbank-ja.com 37
Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation
38. 2/23/2016 www.jobbank-ja.com 38
Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility
41. 2/23/2016 www.LTSemaj.com 41
Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding
42. 2/23/2016 www.LTSemaj.com 42
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
43. 2/23/2016 www.LTSemaj.com 43
Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Ineffective Teams
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives
44. 2/23/2016 www.LTSemaj.com 44
Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Ineffective Teams
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups
49. 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
2/23/2016 www.LTSemaj.com 54
50. 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
2/23/2016 www.LTSemaj.com 55
51. 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
2/23/2016 www.LTSemaj.com 56
52. Remember:
A Committee is Not a Team
•What is a committee?
• A group of the unwilling
–picked from the unfit
–to do the unnecessary
• Richard Harkness
2/23/2016 www.LTSemaj.com 57
53. 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
2/23/2016 www.LTSemaj.com 58
54. 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
2/23/2016 www.LTSemaj.com 59
55. It Begins in The Brain
• Brain theory research
explains why some
people are more
inclined to naturally
utilize EQ
2/23/2016 www.jobbank-ja.com 62
56. We Live In A
Left Brain Dominated World
• The dominant elements are
words, measurements and logic
• The subordinate functions tend
to be creativity, intuition and
artistry
• More pronounced in women
2/23/2016 www.jobbank-ja.com 63
57. The New Work Order
• The Old Order was the work
of "half-brained" executives
• The New Order required the
strategic use of logic and
emotions
• so the need to develop the
subordinate side of the brain
2/23/2016 www.jobbank-ja.com 64
58. 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
2/23/2016 www.jobbank-ja.com 65
59. A Few Principles
• All humans have basic
emotional needs
• Each of us has similar
–But different
emotional needs
2/23/2016 www.jobbank-ja.com 68
60. Our Emotions
• Alert us when
natural human
need is not
being met
2/23/2016 www.jobbank-ja.com 69
61. For Example
• When we feel lonely,
–Our need for connection
with other people is unmet
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62. For Example
• When we feel afraid,
–Our need for safety is
unmet
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63. For Example
• When we feel rejected,
–Our need for acceptance is
unmet
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64. Decision Making
• Our emotions
–Valuable source of
information
–Help us make decisions
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65. Studies Show
• When a person's emotional connections are
severed in the brain, he can not make even
simple decisions
• Why?
–Because he doesn't know how he will
feel about his choices
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66. Boundary Setting
• When we feel
uncomfortable with a
person's behavior, our
emotions alert us
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67. If We Learn to Trust Our Emotions
• And feel confident expressing
ourselves
• We can let the person know we
feel uncomfortable as soon as we
are aware of our feeling
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68. Result
• This will help us set
our boundaries
• Necessary to protect
our physical and
mental health
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69. Communication
• Our emotions help us
communicate with others
• For example,
–Our facial expressions can
convey a wide range of
emotions
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70. If We Look Sad or Hurt
• We are signalling to others
that we need their help
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71. If We Are Verbally Skilled
• We will be able to express
more of our emotional
needs and thereby have a
better chance of filling
them
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72. If We Are
Effective at Listening
• To the emotional troubles of others,
• We are in a better position to reach others,
• We are in a better position to bridge the gaps
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73. Unity
• Our emotions are perhaps the greatest
potential source of uniting all members of
the human species
• Our various religious, cultural and political
beliefs have not united us
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74. Far Too Often
• They have tragically and
even fatally divided us
• Emotions are universal
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75. Charles Darwin
• Wrote about this years ago in
one of his lesser-known books
–"The Expression of Emotion In
Man and Animal”
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76. The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species
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78. Emotions
• Help us establish our boundaries
• Have the potential to unite and connect
us
• Can serve as our inner moral and ethical
compass
• Are essential for good decision making
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79. Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Signs of weakness - Sign of strength
• No place in business - Essential in business
• Avoid emotions - Emotions trigger learning
• Confuse - Explicate (clarify)
• Table them - Integrate them
• Avoid emotional people - Seek them out
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80. Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Pay attention only to thoughts of
- Listen for the emotions in
• Use of non emotional words
- Use of emotional words
• Interfere with good judgement
- Essential to good judgement
• Distract us - Motivate us
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81. Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Sign of vulnerability
- Make us real and alive
• Obstruct, or slows down reasoning -
- Enhance, or speeds up reasoning
• Form a barrier to control
- Build trust and connection
• Weaken fixed attitudes
- Activates ethical values
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82. Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Inhibit the flow of objective data
- Provide vital information and feedback
• Complicate management planning
- Spark creativity and innovation
• Undermine authority
- Generate influence without authority
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If You Want to Raise the EQ in Your Organization
• Start asking people how they feel
• Insist on getting feelings as the response
• Not thoughts disguised as feelings
• Examples of thoughts in disguise:
–I feel like... I feel that..., I feel as if...
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Here Are Some Steps to Follow:
• Step 1:
– Start with these feelings
• Ask them specifically, on a scale
of 0-10 how much they feel:
– Respected
– Appreciated
– Supported
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Next, Ask About
How Much They Feel
• Criticized
• Controlled
• Ask what it would
take to lower the
numbers
• Then take action
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Step 2
• Start expressing your own feelings
• Begin sentences with:
– I am afraid...
– I feel confused about...
– I appreciate...
– I feel concerned about…
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Step 3
• After expressing your feelings
• Let your employees figure out what to
do
• Don't tell them
• Don't underestimate their intelligence
and rob them of a chance to feel good
about themselves
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Step 4
• Start thinking about the impact your
words have on their feelings
• Remember
–We all do our best work when we feel good
about ourselves
91. 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
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92. Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the same way.
Carson Tate
Harvard Business Review
April, 2015
93. The Power of Diversity
• Most leaders now recognize that the best teams leverage
diversity to achieve long-term success.
• Many think about it in pretty narrow terms:
– gender, ethnicity, religion, sexual orientation, and/or age.
• Sometimes they also consider organizational attributes, like
function or rank.
94. Differing Work Styles Can Help Team Performance
• But there’s another kind of diversity that
might be even more helpful:
–differences in work style
–or the way in which we think about, organize,
and complete tasks.
96. Sameness Sucks!
• When members of a team, or leaders of an
organization, all have the same style, you’ll quickly
run into trouble.
97. For example,
• if everyone in your group has a big-picture, strategic,
intuitive approach to work and chafes against the structure
of project plans, you might frequently be over budget and
behind schedule.
• Or, if everyone has a linear, analytical, and planned
approach to work and dislikes disruption, innovative new
product development would be impossible.
99. Observe your team members
• In poker, they call them tells — betting patterns or unconscious
behavior you can use to guess your opponent’s hand.
• The same rules apply to work style.
• To evaluate a report or colleague, think about the following
questions:
– Does she consistently complete work early, in advance of deadlines or
wait until the last minute?
– Does he send emails with only a few words or write novels?
– Does she gesture and use her hands while talking?
– Or is she more controlled and stoic in their movements?
100. Team Work Styles
• These tells, both subtle and overt, will give you clues
as to someone’s work style.
• You might also try to take this quick assessment from
the perspective of each team member.
• Because work styles are fairly ingrained,
– recruitment, not development, is the best way to build diversity in
a group.
– If you find that one or two work styles are overrepresented, it’s
probably time to add some fresh blood to your team.
101. 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.
• 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.
102. 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.
• 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
103. Coach according to work style
• Make sure that everyone understands the value each team
member brings to the table and give people assignments in
which they can use their skills to best effect.
• To get the best from each person, consider using questions
aligned to his or her respective work style.
104. For your logical, analytical colleague, ask:
• What is your goal?
• What are you seeking to achieve?
• Where can you find data that will help you make that decision?
105. For your organized, detail oriented colleague, ask:
• How can you make ________ work more effectively?
• How will you decide which step to take next?
• What has worked for you in the past?
106. For your supportive, expressive colleague, ask:
• How is your behavior impacting others?
• Who can support you in this?
• Who else needs to be involved?
107. For your big-picture, integrative colleague, ask:
• What would the ideal future state look like?
• What ideas do you have for addressing ________?
• If there was something else you could do, what would it be?
108. Work With Their Strengths
• There is huge value to be gleaned when you
leverage work style diversity by observing your
team members,
–playing to their strengths,
–and giving them tailored coaching.
109. Rule # 8: You Must Work Through The 5
Stages Of Team Development
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Forming
Storming
TransformingNorming
Performing
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Members
Test the Waters to Determine
–Acceptable behavior
–The nature of their task
–How the group will get its work done
–They want to be told what to do
–Interactions are superficial
–Tend to be directed to the formal leader
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STORMING
• This stage is characterized by
conflict and resistance to the
group’s task and structure
• Team members express concerns
and frustrations
• Freely exchange ideas and
opinions
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STORMING
• Team is learning to
deal with differences
in order to work
together to meet its
goals
• A team that doesn’t
get through this
stage successfully is
usually more
divided and less
creative
114. HOW DO YOU COPE WITH
CONFLICTS?
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115. WHAT IS YOUR CONFLICT STYLE?
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4 Lose/Leave - Avoiding
5. Win/Win - Collaborating
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116. THE CONTEXTUAL STYLE
• All five of the positions outlined above
presuppose that the participants in a conflict
have a well-established, consistent conflict
style.
• But what about individuals who vacillate
during the course of conflict resolution?
• They may use all five techniques at various
times or in various conflicts.
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117. THE CONTEXTUAL STYLE
• In most organizations,
– this chameleon-like, contextual style is the most common
style of conflict resolution.
• Understanding the variations of conflict resolution,
–individuals should adopt whatever seems best for a
particular situation or whatever has been reinforced by past
experience.
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NORMING
• Members accept the team and develop norms for
resolving conflict, making decisions, and completing
assignments
• Members enjoy meetings and freely exchange
information
• Shared leadership emerges
• Risk of stagnating into groupthink
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Performing
• Team has structure and purpose
• Ready to tackle task
• Members take initiative
• Problem-solving and decision-making procedures
emphasize results
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As the Team GELLS
• It receives recognition from
other parts of the organization
• Complacency is a risk
• May show up in missed
deadlines or a lack of creative
spark
• The bad habits of earlier stages
may reappear
123. Techniques To Be More Persuasive
With Your Team
by Mike Davenport
http://coachingsportstoday.com/3-techniques-to-
be-more-persuasive-with-your-team/
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124. Teams are tough.
• Persuading one player can be a challenge.
• But persuading a team … jeez, a team is much harder to
persuade than one person. So-Much-Harder.
• There are three reasons for that.
– Two are about the team, one is about you.
– You have three techniques to counter those reasons.
– Warning — ignore them at your own peril.
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125. Technique #1: No Free Riders
• In 1927, Max Ringelmann experimented with people pulling on ropes.
• he discovered something important about teams.
• Members of a group extended less effort working as a group than when
they pulled the rope by themselves.
• In other words, an individual’s effort reduces when a group of people are
doing the same thing at the same time.
• Similar experiments have studied clapping, shoutin etc.
• All have found similar results:
– when in groups the effort level of the individual reduces.
• Have you noticed anything like this with your team?
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126. It’s called Social Loafing,
• The belief is Social Loafing happens because the individual
feels his effort will not matter to the group.
• Or, the person may want to “hide in the crowd” to escape
blame if things go bust.
• Regardless of the specific psychological reasons why Social
Loafing happens, it happens.
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127. A few things learned about it over the years:
• women are less prone to loaf than are men
• loafing becomes more pronounced in longer activities
• individuals are more likely to loaf when their peers are
expected to perform well
• when you expect more out of the entire group, less loafing
occurs
• loafing happens less when the group members know each
other
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128. How do you counter Social Loafing?
• From the list above, a few things jump out.
–Shorter activities,
–High expectations
–Accountability for everyone,
–Group familiarization.
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129. Technique #2: Which Value Really Counts?
• Value is at the heart of persuading an individual. We’ve
discussed that. The same holds for your team. You need to
know what they value, as a collective. When you know that
answer your ability to persuade your team increases
dramatically.
• So … what does your team value? That’s the critical question.
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130. 3 distinct challenges to team values:
• A team is a living, breathing organism — one that
changes yearly, monthly, weekly, heck, even daily.
• What a team values today, they might not value
tomorrow.
• don’t count on them telling you each time it changes.
• The tough part is when (note: “when” not “if”) there
are conflicting values on a team.
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131. Here’s two tools that might help.
• One, find a common team value.
– Is there one or more values that the entire team wants?
– Ask, then listen, LISTEN, to what they want.
– Grab onto something that the team values as a collective.
• Second — compromise.
– Coming to a compromise when there is a wide range of values is hard.
– Compromise takes action, understanding, empathy.
– Yet, compromise may help you overcome conflicting values.
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132. Technique #3: No Energy Shortage
• It takes energy to persuade someone — a lot.
• Even more energy when dealing with groups.
• What do you do to avoid an energy shortage?
• Normal health and exercise will help.
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133. Techniques for Persuading Team Members
• http://coachingsportstoday.com/3-techniques-
to-be-more-persuasive-with-your-team/
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140. Rule # 11:
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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141. 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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143. 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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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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147. A manifesto for small teams doing important work
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• We are always under tight deadlines, because time is our most
valuable asset.
• If you make a promise, set a date. No date, no promise.
• If you set a date, meet it.
• If you can't make a date, tell us early and often. Plan B well
prepared is a better strategy than hope.
• Clean up your own mess.
• Clean up other people's messes.
148. A manifesto for small teams doing important work
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• Overcommunicate.
• Question premises and strategy.
• Don't question goodwill, effort or intent.
• "I'll know it when I see it," is not a professional thing to say.
Describing and discussing in the abstract is what we do.
• Big projects are not nearly as important as scary commitments.
– Seth Godin, Feb 18, 2016
149. A manifesto for small teams doing important work
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196
• If what you're working on right now doesn't matter to the
mission, help someone else with their work.
• Make mistakes, own them, fix them, share the learning.
• Cheap, reliable, public software might be boring, but it's usually
better. Because it's cheap and reliable.
• Yesterday's hierarchy is not nearly as important as today's project
structure.
• Lock in the things that must be locked in, leave the
implementation loose until you figure out how it can get done.
150. A manifesto for small teams doing important work
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197
• Mostly, we do things that haven't been done before, so don't be surprised
when you're surprised.
• Care more.
• If an outsider can do it faster and cheaper than we can, don't hesitate.
• Always be seeking outside resources. A better rolodex is better, even if we
don't have rolodexes any more.
• Talk to everyone as if they were your boss, your customer, the founder,
your employee. It's all the same.
• It works because it's personal.
151. Your Action Plan:
Time
Frame YOU
Your
Team
Immediately
Next 4 Weeks
Next 4 Months
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