Team Collaboration Case Study/ Leadership Speaker Sandi Coryell
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Transcript of Team Collaboration Case Study/ Leadership Speaker Sandi Coryell
![Page 1: Team Collaboration Case Study/ Leadership Speaker Sandi Coryell](https://reader031.fdocuments.net/reader031/viewer/2022022413/58ed27e41a28ab2c138b4633/html5/thumbnails/1.jpg)
Project NASCAR
Leadership Simulation Workshop
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How do you gain insights into performance gaps?
How do you determine areas for improvement?
How do you identify
future stars?
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“I feel like I got a pile of cattle chasing my ass, and
I’m pedaling as hard as I can to stay in front of ‘em.”
-- Rusty Wallace, NASCAR Sprint Cup Series Champion
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This project was run with an advertising agency to:
• Identify future stars
• Tighten up performance gaps
• Improve collaboration
The six-week project entailed a simulation of a new business
pitch in which NASCAR* was their potential ‘client.’ It recreated
real-world conditions in a safe learning environment.
Project background
*NASCAR was not a participant in this project.
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To test and observe the leadership, collaboration, and
innovation skills of team members by recreating real
world dynamics of high pressure, tight timelines, and
competing demands under ‘safe’ learning conditions.
• High-pressure • Time-constrained
• Real-world situations • Non-defined hierarchy
Goal
Case study: Project NASCAR
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Participants must:
• Take on totally unfamiliar roles
• Get up to speed quickly
• Strategize changing conditions
• Organize themselves independently
• Combine people into unexpected teams
Execution
Case study: Project NASCAR
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Case study: Project NASCAR
• Ability to communicate ideas and direction easily
• Decisive and timely decision making
• Ability to influence action with diverse group of people
• Innovative ideas
• Strategic thinking and convincing presentation
• Adaptability under changing conditions
• Collaboration and open sharing of ideas
Critical success factors
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“Highly successful participants sized people up,
connected with them in a way that developed an
influence to get buy- in to their ideas and move
them into action.”
Critical success factors
Case study: Project NASCAR
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“The winner ain’t the one with the fastest car; it’s the one who refuses to lose.” -- Dale Earnhardt, NASCAR Champion
“The winner ain’t the one with the fastest car;
it’s the one who refuses to lose.”
-- Dale Earnhardt, NASCAR Champion
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1. Change
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• Identify everyone’s roles in the assignment
• Seek out knowledge and insights
• Find mentors in unexpected places
• Be supportive and open to new ideas
• Celebrate wins
• Evaluate processes and adjust
How to Establish Leadership
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“The winner ain’t the one with the fastest car; it’s the one who refuses to lose.” -- Dale Earnhardt, NASCAR Champion
“Driving a race car is like dancing with a chainsaw.”
-- Cale Yarborough, NASCAR Winston Cup Driver
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2. Collaboration
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• Drive to a common goal
• Embrace new ways of thinking
• Incorporate diverse perspectives effectively
• Develop a process that embodies
collaboration and support
• Support each other in risk taking
How to develop collaborative teams
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“The winner ain’t the one with the fastest car; it’s the one who refuses to lose.” -- Dale Earnhardt, NASCAR Champion
“I never lost my job while I was leading a race.”
-- Buddy Baker, Two-time NASCAR Winner
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3. Influence
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• Understand what fires you up to get others excited also
• Be clear about your mission and communicate it concisely
• Ensure people feel safe to bring out what
makes them different
• Build connections and network of support
• Create partnerships
How to influence action for a result
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• Revealed hidden talent and exposed future stars
• Developed confidence
• Improved understanding of how to incorporate
different perspectives
• Exposed complacent habits
• Improved decision making and adaptability
under pressure
• Identified flaws in process that facilitates
collaboration and innovation
What were the results?
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• Two people were tapped as high potentials
• One person was reassigned to another position
• Initiated processes to recognize, reward, and
celebrate innovative ideas and risk taking on
daily basis
What actions were taken?
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“A switch was suddenly flipped in people’s
brains. They now understood how different
ways of thinking and different approaches to
solving problems operate as ‘advantages’ and
work in concert to achieve a common goal.”
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If you would like to identify your future stars, close performance gaps,
and set your team up for success, contact Sandi Coryell at 818-288-3483
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Thank you.
Visit www.thecoryellgroup.com