Build Team Culture Among Your Employees

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Build ATeam Culture

Among Your Employees

Learn how toestablish an

environment thatpromotes idea

sharing andmutual respect

Instinctive Lie or Business



Orchestrating a powerul

shit in the energy and

ocus o your team can

transorm your company

potential, the meaningulness

o your work and the quality

o the client experience.

This guide will outline the

specifc actions to take i

your desire or change is

great enough.

Guide three

TM 2010. Instinctive Life. All rights reserved. No part of this document may be reproduced by anymeans whatsoever, without written permission from the publisher. Made in the USA, April 2010.

The Instinctive Life Process for Business is a trademark of Instinctive Life, Eugene, OR.

Build ATeam Culture Among Your Employees



What we ignore in business is otentimes crucial to our

success. What we don’t address can sometimes be the

missing element to uncover success and raw potential that

can catapult us beyond our expectations. We, as a culture,don’t talk about human potential in business. We don’t talk

about the synergistic power o teams. Human Resources, is

a dirty word in business. Oten, we as business owners, don’t

understand it, don’t value it or don’t know how to DO it. This is

a mistake. As leaders, we need to take the initiative to gure

out Human Resources. This is why you’re here.

The landscape o business can be a space to unleash the

hidden potential o humanity. When it’s unleashed, it’s as

though a door is unlocked to your business, a wall is torn

down or a roo is removed allowing your prots to skyrocket.

I you’re willing to take on this challenge, not only will you

experience unprecedented results in your business, but you

will have the gratitude o your people. They will experience a

new joy in their work and a new camaraderie in their co-workers.

And just wait until you hear rom your customers — they may

not be able to put their nger on the change, but they will

denitely experience a new environment in your place o

business, one that draws them again and again and

elicits reerrals.

TM 2010. Instinctive Life. All rights reserved. No part of this document may be reproduced by any

means whatsoever, without written permission from the publisher. Made in the USA, April 2010.The Instinctive Life Process for Business is a trademark of Instinctive Life, Eugene, OR.

TheSecret oSuccess

Guide three



There is a power, potential and even responsibility in the

leadership roles we play i we accept them and take them on.

Our companies can be more than merely places to do work

and get checks; they can be vehicles or personal growth,appreciation or others and increased joy and satisaction in

the lives o those who experience us and our business. With

the borderless nature o technology, we can literally impact the

globe, and with the choices we make in our leadership roles,

we can change lives. Our calling is great and the opportunity

exists i we only elect to seize it.

And the very best part? On a more immediate and practical

sense, adopting an orientation to the Human Resource

aspect o our business can have bottom-line results.

Paying attention to the real agenda o human development

is a simple and eective route to some very compelling

byproducts: Improved employee morale, superior client

results and experiences, and a stronger balance sheet.

How isLeadershipInvolved?

Guide three





The best way to unleash the Human Power inside your

organization is to take a look at what I call, The Five Pillars.

When they are aligned, activated and unctioning, they unlock

the secrets o Human Resource. When they are neglectedhowever, they can erode your company rom the inside out,

beore you even know it. The Five Pillars are Stability, Focus,

Consistency, Teamwork and Velocity. Each can work or

or against your business. I they work or your business,

is up to you.

Using them to your advantage is easy. The main requirement

is awareness ollowed by action. I’ll outline each o the Five

Pillars by rst answering the questions, “What is the problem?”

and “What does it look like?” Then, we’ll move into these

questions: “How do we x the problem?”, “What are the

objectives?” and “How do we achieve them?”

The FivePillars

Guide three





How do we fx the problem?

What are the objectives and howdo we achieve them?

The solution is quite easy – your employees need a

map and clear communication rom you. So begin with

the end in mind and explain where you’re headed and

what everyone’s role is in that journey. By making

certain that each o them know why you are in busi-

ness – what you’re called to do and where you are

headed – they can better use their talents and skills to

support you. AND they will do so much more enthu-

siastically. Giving them the platorm o clarity removes

ear, osters condence and empowers them to take

more measures to support you.

It is also important, as the leader or the driver o this

car, to point out to everyone involved what duties eachlever and button is responsible or achieving. This way,

whenever John needs some help with his project, he’ll

know who to go to, who will best be able to help him,

and tap into the true synergy within a team.

Stability Guide three

TM 2010. Instinctive Life. All rights reserved. No part of this document may be reproduced by any means whatsoever, without written permission from the publisherMade in the USA, April 2010. The Instinctive Life Process for Business is a trademark of Instinctive Life, Eugene, OR.

What is the problem?

What does it look like?

In order to determine whether Stability

exists within your organization, we need

to identiy what it looks like without

Stability. The best way to analyze this is to

use my avorite analogy o a vehicle. You want your “vehicle” (your business) to have

maximum velocity and eciency, right?

But imagine what would happen i your

vehicle didn’t know its destination, and i

the dierent working parts o your vehicle

didn’t know what they were supposed to

do! Hard to even wrap your mind around

such a thing, isn’t it? Well, that is exactly

what it looks like (under the surace) when

a business and its employees do not know

where they’re going or how they are

supposed to contribute to getting the

vehicle to its destination. Employees who

lack clarity and condence in the direction

o your organization will withdraw into

routine responses and sel-serving

behavior. I they are unsure o where they

t into the bigger picture, they will hesitate.

Everyone wants to enjoy and even con-tribute to the progress but when they don’t

understand the nal destination, (or what

success looks like) and how they can help,

they’ll start to eel lost and rustrated.

Synergy:

“…a mutually advantageous conjunction

or compatibility o distinct business

participants or elements (as resources

or eorts).”

— www.merriem-webster.com





The route here is clear direction rom the top. I you are

clear in your communication about where you’re going as

a company and how your people can help you get there,

it will be easier. Once you are clear yoursel, it’s important

to prioritize action into a cogent and ocused set o goals,strategies and tactics. This is the ollow-through that takes

an idea rom understanding to action, which is essential

i you want your eorts and your discomort to get you

anywhere. The last step is again about communication:

I you open up completely, you can essentially get

everyone rowing in the same direction, light them up

and begin the un work o helping them contribute in

increasingly more powerul and eective ways.

I suggest that you make visible this image o your vehicle

and what you imagine as the destination and everyone’srole. Communicate this in everyone’s job evaluation,

refecting on how they contribute. Communicate this goal

in sta meetings so everyone can hear your consistency

with this agenda and make it visible so that everyone can

easily see it.

Lastly, it’s imperative that you are walking the talk

with this goal and contributing in accord with its

completion. I you are ocused, it will communicate to the

team and infuence the culture. Being the leader happens

all the time, whether you intend it or not. The actions you

demonstrate to your team about your level o sincerity

and commitment are superior to the words you speak.

I you can remain ocused, you and your team will enjoy

the ruits o the stability you seek in a highly ocused and

ecient workorce.

Focus Guide three




When we lose ocus we lose direction and

eectiveness. We move into pathways o

thinking that are oten outmoded and even

dangerous or the health o our company.

It is hard or employees to gain and keepocus when they don’t understand where

their ocus should lie. This is why Stability

is so essential to begin with. When

employees don’t understand where their

company is going, their eorts can be

random, chaotic and mindless in ashion.

They become ineective and operate in

reaction mode or the work they are tasked

with doing.





I suggest including this eedback into job evaluations.

Alternate between lengthy and quick mentions o their

progress and contribution, but be consistent in

addressing it and make this a part o the company

culture by catching people doing the right thing on

occasion. Let them enjoy some public exposure or

their ocused progress, as it will help institute a culture

where employees assess and complement one

another to achieve results.

Consistency Guide three




When a team is inconsistent, clients eelsit. It might be that the eort is there. It mightbe that the spirit is there. But when theteam is inconsistent and unocused in their eorts, the client can eel it and they won’treturn. Your employees cannot institute

new ideas that are born rom your ocusand see them fourish and grow becausethere is no base to build rom. Withoutclear expectations, consistency in routinesand accountability or everyone, a business

will never outstretch beyond the ability othe owner. It will never unold its potentialas an organism and fourish.

Consistency is a marvelous means tobuild brand and to establish your particular favor o service. By reinorcing the

company objective, you essentiallycan unlock the creativity o each teammember, making them participants in anongoing evolution o quality, because they

will eel comortable and stable. I the idealis locked in your head and the systems topursue it are invisible, you have essentiallybuilt a daycare or grown-ups who willlack initiative, ail to innovate or takeresponsibility unless there is a monetarycarrot or punitive whip.

Employees eel condent coming to work and going about their daily tasks withconstant reminders o the company’sdirection and their responsibilities or thatdirection. I you remain ocused andcompliment them and their eorts towards

your overall goal, it will become themotivating actor or their behavior.



For Employees:

• Complimenttheireffortstowardcompanyobjective

• Includeconsistencyinjobevaluations,bothasanexpectation and as an opportunity or

correction and education and goal setting

• Encourageco-workerstonoticeandcomplementeach other, and even set up a procedure

or reerrals to management

• Setupanexpectationforemployeestouseoneanotherin a collaborative eort –this should also be part o their job evaluation – how oten do they use their co-workers?

For Clients:

• Includeyourcompany’sobjectiveiniers,postersand coupons

• Includeyourcompany’sobjectiveinnewsletters,mailings and billings

• Includeyourcompany’sobjectiveonpostersandsignsthroughout your building

• Highlightindividualemployeeachievementtowardscompany objective in a way

that the customer can take notice

Consistency Guide three


Clients eel it too. Consistency with the experience you create or customers is an imperative. Clients need

to eel assured in you, your people and the service or product you deliver. It is how you make your ocus

come alive. Bring clients in, communicate with them and make mention o your company goals so they

understand where you are headed. Make your customers participants in your bigger uture! Put posters

and signs in your space, communicating what your goals are and what the destination looks like. Help

clients see your team as active in that pursuit and they will want to be a part o what you’re developing.





A strong method or instilling teamwork begins with

communication about how everyone contributes to the

overall. It’s important or everyone to see how the roles

within the vehicle help it get to its destination. It also

helps the team seek out the help o the appropriateperson on the team to assist them.

Make the vehicle visible so everyone understands where

you are headed and which person on the team is in

charge o each duty. When new projects are instituted,

help your team seek the assistance o the right people

to get the job completed.

Teamwork Guide three




Being a part o something greater than you

breeds humility, collaboration and a desire

to serve others. It makes good sense to

help one another when the common goal

is shared and the means to achieve it is

reliant upon joint perormance. Withoutteam work and a culture o collaboration,

we see organizations devolve into cliques

and competitive matches or attention.

Teamwork ensues when the team eels

stable, is ocused, able to envision the

work required to achieve it and collaborate

in an ego-less structure o contribution.

Teamwork is also a hedge against

isolated ailure in your workorce. Once

you institute teamwork, your culture

becomes protective o results and will

throw out the link that isn’t progress

ocused or result oriented. I you engineer

the culture dynamic correctly with a clear

and well-articulated vision and prioritized

actions that the team can take to seek

achievement, it’s not dicult to see a team

take on a sel-perpetuating energy. They

will regulate themselves. They will motivate

and support one another and they will ormad-hoc, multi-skill task orces to tackle

problems. From daycare to autonomy in

just a ew easy steps.

Top tips: 1. Rethink your own operations…not who (1) is

responsible, but whom (1+). Create a new habitthat takes consistent advantage o synergy,

whenever possible, to gain more eciency andskill than a single person can contribute

2. Put this concept in evaluations – sharingresponsibility with those who are appropriate

3. Have the partners or team share in sta meetingshow they worked together, and how they eel it

produced more value by being together than alone

4. Have the partners or team evaluate the projectaterwards – take advantage o the learningprocess – it won’t be perect right away, but everyproject becomes an opportunity to learn andimprove or all

1

2

3

4



Velocity

CommitmentEveryone on the teammust share in the dedicationto the actions, the outcomeand the attitudes or success,especially you. Withoutearnest commitment, velocity

will never happen. And withcommitment, you’ll tap intothe potent Human Potentialthat makes your clientexperience uncommon

and memorable.

CommunicationIt’s powerul to knowsomething but that power has no transerability iit’s not communicated.

Talk about your ideals, your goals, your strugglesand your attitude regularly.Opening the lines ocommunication among your team instills transparenciesthat can shortcut a problem

or ast-track a result.

Compliments We are motivated by positiveresults. I we know what weare shooting or, we can better achieve the goal. But sincemost o the actions that arerequired to achieve thesegoals will be subtle, it’simportant to complement oneanother. Imagine an employeehandles a dicult customer—Maybe they don’t know theydid a great job and were aprime example o what to do…

without the compliment it’simpossible to help them or others know that. Complimentto punctuate the activities thatinspire.

TM 2010. Instinctive Life. All rights reserved. No part of this document may be reproduced by any means whatsoever, without written permission from the publisheMade in the USA, April 2010. The Instinctive Life Process for Business is a trademark of Instinctive Life, Eugene, OR.

Incorporating Stability, Focus, Consistency and Teamwork results in an acceleration o results and

geometric growth. Velocity ensues when these elements are joined and enabled. When they are not,a crumbling and disintegrating virus will eat your organization rom the inside, out.

Companies that allow a lack o stability, ocus and consistency to take root see a devolving in theteam and a sluggishness that is lethal. Long gone are the days when a company could “hide out” inthe land o average and still turn a prot. Customers are oered too many opportunities to do businesselsewhere to tolerate a bad impression or a lackluster experience, which they will have unless theseFive Pillars are in place.

Today’s companies must be aggressive in the pursuit o excellence. Hiding in plain sight however,is the single most powerul secret o them all: Human Resource - Igniting the spirit o the people thatcreate your company will transorm the company potential. Velocity is the expression o that potential.

Velocity means that the spoils o success come easier. Like a train, the beginning will be slow andtake most o your eort, but with time and persistence, your momentum will develop and velocity willovertake your business.

To achieve velocity you must embrace the three C’s: Commitment, Communication and Compliments.

Here is the ultimate prize.

Guide three



TM 2010. Instinctive Life. All rights reserved. No part of this document may be reproduced by any meanswhatsoever, without written permission from the publisher. Made in the USA, April 2010.Th I ti ti Lif P f B i i t d k f I ti ti Lif E OR

Tammi Brannan is a highly respected business consultant, who

understands how to maximize employees’ untapped potential.Having worked or 15 years with businesses, she has intricate

knowledge o the rustrations experienced by business owners

and executives. Ms. Brannan has developed the skills to alleviate

those stressors through improved communication and enhanced

relationships between management and sta.

For 15 years, Tammi lead the Human Resource Departments

o multiple companies in various industries. As a result o her

experience in Human Resources, she was inspired to launch

Instinctive Lie™, where she helps businesses increasetheir revenues by maximizing the potential within each o their

employees. Ms. Brannan has successully transormed businesses

by applying her unique concept to their workorce.

Taking businesses through a step-by-step process, called

Instinctive Lie or Business™, Tammi guides business

owners and managers to identiy and ully utilize the skills within

each o their employees, nding a niche or each person that

makes sense or both the employee and the business.

Instinctive Lie | 877-716-8922 | [email protected]

Tammi Brannan

InstinctiveLie for Business

Build Team Culture Among Your Employees

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