Post on 11-Nov-2014
description
Managing team’s performance by managing its …
Social Context
Justified formula …
Team Performance = 80% Context + 20%Individual Abilities
The “ AMBR ” Process — How the Brain Works
• Is what you pay
attention to.
• Combines with your
mindsets .
• Influences your
behaviors .
• Produces results you
realize.
Building context dimensions
1) Emotions 2) Logic
Deciding
Information3) Intuitor
4) Sensor
Cultivating Dimension
VisioningDimension
IncludingDimension
DirectingDimension
The Green, Cultivating Personality ’ s Innate AMBR
• Attention: These people naturally attend to
people’s needs and universal values;
• Mindset: We are here as stewards — for others,
family, for our religious/spiritual values;
• Behavior: Supporting others in being happy and
successful; and
• Results: Success without damaging people.
4-D vs 1-D Green Leaders
• Idealistic• Compassionate• Warm-hearted• Feel their feelings• High values• Lofty goals
• Victim• Hypersensitive• Irrational• Overly emotional• Judgmental• Unrealistic
The Yellow, Including Personality ’ s Innate AMBR
• Attention: These people naturally attend to
teamwork and relationships;
• Mindset: We are here to work together;
• Behavior: Facilitating teamwork and
collaboration; and
• Results: Success through harmony.
4-D vs 1-D Yellow Leaders
• Caring• Credit others• Team builders• Loyal• Friendly• Cooperative
• Rescuing• Self-deprecating• Conflict averse• Too compliant• Need approval• Withhold opinion
The Blue, Visioning Personality ’ s Innate AMBR
• Attention: These people naturally tend to ideas,
concepts, and being the best;
• Mindset: Big, novel ideas are the deal;
• Behavior: Generate and then promulgate their ideas
(often faster than anyone can respond to them); and
• Results: Success through excellence and innovation.
4-D vs 1-D Blue Leaders
• Visionary• Innovative• Inquisitive• Analytical• Bright• Independent
• Rationalizing• Capricious• Argumentative• Critical• Smarty-pants• Anti-authority
The Orange, Directing Personality ’ s Innate AMBR
• Attention: These people naturally attend
to task, process, and certainty;
• Mindset: Plan the work — work the plan;
• Behavior: Execute with discipline and
rigor; and
• Results: Success through processes and
consistency.
4-D vs 1-D Orange Leaders
• Take responsibility• Orderly• Thorough• Reliable• Logical• Focus on task
• Blame others• Inflexible• Judgmental• Controlling• Closed minded• Insensitive
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
4D - Behaviours
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Expressing Authentic Appreciation
Our team assessment results
HabituallyСделайте это привычкой
AuthenticallyБудьте искренни
PromptlyВыражайте своё признание вовремя,
а не через неделю
ProportionallyПризнание должно быть пропорциональным
SpecificallyБудьте конкретны
GOOD JOB GOOD JOB
GOOD JOB GOOD JOBG
OO
D J
OB
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Addressing shared interests
1. People do things for their reasons, not ours.
2. What do they want that I can want for them also?
Address Shared Interests
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Appropriately Including Others
Let’s recall Maslow’s pyramid
Make It Easy for Others to Include You
Include Others by Sharing Something Personal
Be Sensitive to Inclusion Manners
Listen Deeply
First, Do No Harm
The Inclusion Mindset
Conscience,Teacher, Guru
People person, Nice
Guy/Gal, Cheerleader,
Mediator
Super-competent, Genius,
Smarty-pants, Intellectualaggressor
Commander, Director,
General, Executive/CEO, Rambo
Our Personas
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Keeping All Your Agreements
The high cost of not keeping your agreementsEvery agreement you make is with yourself
Your integrity and self-esteem are worth more than a million dollars
Your Integrity
Some tips on making and keeping agreements
1. Make only agreements that you intend to keep
2. Write down all the agreements you make
3. Communicate any broken agreement at the first appropriate time
4. Learn to say no more often
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Expressing Reality-based Optimism
Expressing Reality-based Optimism
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Being 100% committed
The Commitment Calibration Scale
Commitment Emotions Story-Lines
˜100% Accessing the powerof Glad, Mad, Sad,Scared, and Lovegroupemotions.
Hopeful (reality-based),Story-Linesabout “Whatever ittakes.”
0% - 95% Low emotionalintensity.
Optimistic versionsabout “I’ll try ”
What Are Your Commitments?
Write you commitments on a card
Mindset: _______ % to ______________________________________
Work/Project : _______ % to _________________________________
Family: _______ % to _______________________________________
Life: _______ % to _________________________________________
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
Avoiding Blaming & Complaining
Drama Triangle
Victim
Blaimer Rescuer
- Critical- Keeps victim down- Driven by anger or
resentment- Rigid- Bossy- Dominating
- Feels oppressed, hopeless, powerless, etc
- Seeks to hook up with a rescuer
- Refuse to make decisions, solve problems do self-care or change
- Provides support when doesn’t want to- Feels guilty if doesn’t rescue- Feels connected when victim is dependent- Rescuing creates feeling of better than, more capable- Often expects to fail in rescue mission
Mapping Drama Triangle to 4-D
Blaimer
Victim
Rescuer
Rationalizer
Victim
Move to Problem Solving
• Take Adult Responsibility.
• Keep Agreements.
• Ask Yourself: “How can I get what I really want in a
healthy way?”
• Count Your Blessings:
• Remember you make you
Rescuer
Move to Clear Support
• Give the message: “I care about you and know you are
capable.”
• Do nothing that the victim can do for him or
herself.
• Active Listen
• State boundaries
• Provide Choices
Rationalizer
New!!!
Break Recyclying
• Acknowledge that “Doesn’t matter”
actually does
• Experience your feelings
• Deal directly with stressor
Blaimer
Move to Clear Structure
• State Boundaries
• Active Listen
• Make expectations clear
• Provide choices
1) Express Authentic
Appreciation
2) Address Shared
Interests
3) Appropriatel
y Include Others
4) Keep All Your
Agreements
5) Express Reality-based
Optimism
6) Be 100% committed
7) Avoid Blaming &
Complaining
8) Clarify Roles,
Accountability, &
Authority
Blue Visioning Dimension
Orange Directing DimensionYellow Including Dimension
Green Cultivating Dimension
• Roles are the functions of a person in their work
context.
• Accountability is the results individuals must deliver.
• Authority is the power granted to individuals,
generally through delegation
Clarifying RAA
7 deadly sins to avoid
1. Ineffective team leadership
2. Task undoable because of inadequate resources
3. Flawed procurement implementation
4. Team affected by a larger broken context
5. Team engaged in a power struggle with another team
6. Team members temperamentally unsuited to required work
7. Flawed organizational structure
Summary for RAA
1. Maintain clear and current organization charts
2. Ensure that you and everyone have RAAs and that
everyone who needs to understands them.
3. Flow RAAs in important processes to clarify and optimize
them
4. Use the seven deadly sins as a team health checklist
You’ve got a Key
1. Do your Team Development Assessments
2. Do your Individual Assessments
3. Do it regularly (3 month ideal)
4. Run 4-D Workshops
5. Read the book and use materials from 4-dsystems.com
Any unanswered questions left? Want to follow up with something?
Feel free to contact me:
rsdman
rsdman@gmail.com, oahafon@softservecom.com