What's social context your team is working in? Why it matters? Keys to great performance by Alexey...

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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




Expressing Reality-based Optimism

Expressing Reality-based Optimism


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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 _________________________________________


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




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


Appreciation

2) Address Shared

Interests

3) Appropriatel

y Include Others

4) Keep All Your

Agreements


Optimism


7) Avoid Blaming &

Complaining

8) Clarify Roles,

Accountability, &

Authority




• 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

[email protected], [email protected]

mailto:[email protected]

What's social context your team is working in? Why it matters? Keys to great performance by Alexey...

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Transcript of What's social context your team is working in? Why it matters? Keys to great performance by Alexey...