Teambuilding

1. Teambuilding

3. Review Purpose of DiSC

4. Review Flexibility • Success in our personal and professional lives depends upon our ability to be flexible, to adapt to our environment and others. • Nobody is born versatile. We practice and nurture the skill of interpersonal versatility. • If we understand ourselves, we can begin to understand others and adapt more easily to their personalities.

5. I I S S C C High D – “Problem Solver” High Intensity Problem Solve Challenge Results Energy Line Assertive Low Intensity Process First Thinks before deciding on a solution, careful, reflective Strong “D” Vince Lombardi, Hilary Clinton Donald Trump, General Patton

6. High I – “Influencer” S D C High Intensity Influences others through ideas, outgoing Energy Line Influential Low Intensity Likes to Stay Low Key Prefers to be behind the scenes, taking care of business, reserved Strong “I” Bill Clinton, Katie Couric Will Smith, Jay Leno

7. D I C High Intensity Plans, Predictable, Constancy Energy Line Supportive High S – “Planner” Low Intensity Sporadic Independent and undisciplined, pioneer, curious Strong “S” Mother Teresa, Mr. Rogers Michael J. Fox, Barbara Bush

8. High C - “Conscientiousness” D I S High Intensity Procedures, conscientious, reliable Energy Line Detailed Low Intensity Changes the rules if they don’t seem to fit their perception Strong “C” Bill Gates, Allen Greenspan Albert Einstein

9. Group Breakdown

10. Group Breakdown

11. Activity Office/Style Matchup

12. Activity: Style & Motivation • Time; dislike sudden change or interruption, and need time and patience to adapt to new situations. • Sincerity • Private recognition • Cooperating on tasks

13. Activity: Style & Motivation • Fact and Details; need to be able to understand the implications and probable effects of a proposal before they can come to accept it, and this means a precise and methodical approach. • Developing better systems • Ensuring quality and accuracy

14. Activity: Style & Motivation • Achievement and control; need to feel that they are driving a situation and they will consequently be more receptive if they feel in full control of a situation. • Challenges: “I’ll bet you can’t” • Getting results • Power and authority

15. Activity: Style & Motivation • Positive communication; wish to develop a real rapport with a person before reacting to specific ideas or proposals. • Applause • Public recognition • Persuading others

16. Activity: Style and Motivation

17. Activity: Pair and Share • Find a partner(s) from other department • From Page 12 of your report, share Areas of Improvement, Your Motivators and Communication Tips with your partner. • Partner provides specific positive feedback. • Find a new Partner to do the process again.

18. 10 Minute break

19. Dysfunctional Teams Activity • Everyone has had experience with dysfunctional teams. • Answer the following: • What were the indications that the team was dysfunctional? • What happened as a result of the team/group’s dysfunction?

20. Teams What do they look like? Why are they important? What makes them ‘tick’?

21. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST 5 Dysfunctions of a Team Inattention to Results Taken from “The Five Dysfunctions of a Team “ and “ Overcoming The Five Dysfunctions Of A Team” by Patrick Lencioni

22. #1—the absence of TRUST • “It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success.” • ~Stephen Covey

23. #1—the absence of TRUST What is trust? • Think of two people: one that you trust and the other that you don’t. • In the context of team building, trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be careful around the group

24. #1—the absence of TRUST Members of Teams without Trust: • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread meetings

25. #1—the absence of TRUST Members of Teams with Trust: • Admit weakness and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving to a negative conclusion • Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group

26. Trust Activity • Going around the room, each person answer the following questions: • Where did you grow up? • How many kids were in your family? • What was the most difficult or important challenge of your childhood? • Define in your own words one of the terms on the wall . • State why you are here today.

27. #2—the fear of CONFLICT • “Much unhappiness has come into the world because of bewilderment and things left unsaid.” • ~Fyodor Dostoyevsky

28. #2—the fear of CONFLICT Is conflict ever positive? • What is an example of healthy conflict? • What happens to make it quality? • What doesn’t happen that keeps it good? Teams that engage in productive conflict know that the only purpose is to produce the best possible solution in the shortest period of time

29. #2—the fear of CONFLICT • Imperative to meet conflict “head on”. Any avoidance causes team deterioration. • Acknowledge conflict is healthy and the first step to working as a team. • Team members need to coach each other to keep conflict going until resolved • During a meeting where conflict occurs, leader needs to remind others that this conflict is healthy and necessary! • Remember: discussion is NOT rejection!

30. #2—the fear of CONFLICT Teams that Fear Conflict… • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management

31. #2—the fear of CONFLICT Teams that Engage in Conflict . . . • Have lively interesting meetings • Extract and explore the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion

32. Conflict Profiling AndyDianah Rachelle Beckie Debbie Tom Brian Paul Jackie Kurt Rich

33. Behavior in Conflict Situation • ominant • Aggressive • Overpowering • Competitive • Arbitrary • nteractive • Avoids direct conflict • Becomes overly emotional • Fears loss of approval • ompliant • Becomes rigid • Holds back info • Overpowers with facts & logic • Fears criticism • teady • Withdraws & becomes quiet • Would rather avoid all conflict • Fears loss of stability

34. Conflict Activity • Half the group on one team, half the group on the other team. • Discuss: • What situation has occurred recently where conflict was an issue or should have been? • How was the conflict resolved? • Who made the decisions? • What has happened to the conflict since time of event? • Present to group.

35. #3 Lack of COMMITMENT • Always remember the distinction between contribution and commitment. Take the matter of bacon and eggs. The chicken makes a contribution. The pig makes a commitment.” • ~John Mack Carter In the context of a team, commitment is a function of two things: buy-in and clarity

36. #3 Lack of COMMITMENT Enemies of Commitment

37. #3 Lack of COMMITMENT The Need for Consensus: sometimes in the pursuit of unanimity we seek artificial harmony, and that leads to low levels of commitment

38. #3 Lack of COMMITMENT The Fear of Failure The most common reason people do not commit. They would rather not ever take a stand on something than risk being “wrong.”

39. #3 Lack of COMMITMENT Lack of Communication When someone is not being heard or listened to, they will not invest in any decisions or goals.

40. #3 Lack of COMMITMENT Mismatch A person who is in the wrong position for him or her will not contain the interest or passion necessary to achieve high levels of commitment.

41. #3 Lack of COMMITMENT Lack of Commitment leads to: • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second-guessing among team members

42. #3 Lack of COMMITMENT A Team that Commits: • Creates clarity around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Takes advantage of opportunities before competitors do • Moves forward without hesitation • Changes direction without hesitation or guilt

43. #3 Lack of COMMITMENT Activity: • Find a new partner • Together create a Team Mission Statement • Place it on Flipchart paper, include pictures and illustrations • Present to the Group • The Group votes on which one they will adopt for the duration of the Las Vegas event

44. #4—avoidance of ACCOUNTABILITY • “The secret of discipline is motivation. When a man is sufficiently motivated, discipline will take care of itself.” • ~Sir Alexander Paterson In the context of teamwork, accountability refers specifically to the willingness of team members to call their peers on performance of behaviors that might hurt the team

45. Quick Group Self Check 3—usually 2—sometimes 1—rarely _____ We call out one another’s deficiencies or unproductive behaviors._____ We are deeply concerned about the prospect of letting down our peers._____ We challenge one another about our plans and approaches.

46. A Team That Avoids Accountability: • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Places an undue burden on the team leader as the sole source of discipline

47. A Team That Holds One Another Accountable • Ensures that poor performers feel pressure to improve • Identifies potential problems quickly by questioning one another’s approaches without hesitation • Establishes respect among team members who are held to the same high standards • Avoids excessive bureaucracy around performance management and corrective action

48. Accountability Activity • New Partner • Discuss the following questions: • What are you looking forward to tackling here in Las Vegas? • What are you concerned about, nervous about, or afraid of as you think of the issues you will be resolving while here? • What are some gimmicks you found helpful in carrying out tasks that caused a lot of anxiety? • Share with the Group

49. #5—inattention to RESULTS “Teamwork is the quintessential contradiction of a society grounded in individual achievement.” ~Marvin Weisbord

50. “The ultimate dysfunction of a team is the tendency of members to care about something other than the collective goals of the group.”~Patrick Lencioni