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Team Development - how to get people to do stuff on your project


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Project Management institute - Presentation made to PMI Atlanta on April 21, 2016.

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Team Development - how to get people to do stuff on your project

  1. 1. PMI  Team  Development   How  to  get  people  to  do  stuff  on  your  project   1   April  2016  
  2. 2. The  Goals  of  Today   Through  behavioral  discovery  understand,  develop  and   produc6vely  use  the  human  capital  in  your  business  for   transforming  personal  and  business  performance       1.  Understand  Behavior,  CommunicaCon  and  Learning  style   is  hard-­‐wired  but  can  be  “influenced”   2.  Start  with  Self-­‐Awareness  and  what  AdaptaCon  you  can  do   to  get  more  results  from  your  teammates   3.  Give  you  some  pracCcal  Cps  to  start  you  on  the  journey  of   becoming  a  “Leader”  who  gets  people  to  follow  you  
  3. 3. Communication Causes Relationship Performance Challenges Sales Conversion ? Client Engagement ? Employee Retention & Productivity ? Operational Execution ? Business Performance 87% of measurable business issues are people related Source: Harvard 2002
  4. 4. What  is  Business  Performance?   The  Defini:on  of  Business  Performance   AcCng  with  high  levels  of  confidence    and  efficiency  to  achieve  improved     business  results    through  understanding  the  personal    life,  career  and  business  moCvaCons  of  each     team  member  and  aligning  them     to  the  team  and  clients   for  execuCon  of  the  business  plan.    
  5. 5. Challenges     Team  Performance   1.  Understanding  why  different  team   members  naturally  do  things  differently.   2.  Hiring  the  right  talent  to  perform  in  the   team.   3.  Managing  team  members  uniquely  and   aligning  them  to  a  common  goal.   4.  IdenCfying  and  unlocking  the  blockages  to   efficient  execuCon.   5.  Building  open  communicaCon  within  the   team  and  allowing  creaCve  conflict.   6.  Building  higher  levels  of  team  engagement   leading  to  longer  retenCon.   7.  Matching  team  and  customers  for   improved  service  and  retenCon.   5  
  6. 6. Closing  the  Behavior  Performance  Gap     for  Teams   6  *2009  Gallup  Research   +70%   Team  Produc:vity  Gains*     Team  Growth  Drivers:       OperaConal  Competence   Team  Results   Team  Leadership     Team  CommunicaCon   Customer  Engagement   Supplier  Engagement     Team  Sustainability   Drivers:       Team  Trust     Team  Values    
  7. 7. People  Skills  
  8. 8.     EQ  =  EmoConal  Intelligence   DemysCfying  “EQ”   Gain   AWARENESS   APPROPRIATELY   EQ  =  EMOTIONAL  INTELLIGENCE   SELF   Respond   &  OTHERS   8  
  9. 9. “This  camel  never  sees  its  own  humps,     but  its  neighbor’s  hump  is     ever  before  its  eyes.”       -­‐An  Arabian  proverb     Self-­‐Awareness   You  can’t  “control”  others;  You  CAN  control  yourself  
  10. 10. Performance  Balance                                                                                                                                   What  is  Your  Leadership  Performance  Balance?                      Leadership  Performance   Results   RelaConships   Business     DNA     Natural  Behavior     Discovery   10  
  11. 11. DNA  Behavioral  Style     What  Is  Your  DNA  Behavioral  Style  ?   11   •  Every  person  inherently  has  a  unique  DNA  Behavior  code  represen:ng   their  natural  behavioral  style.       A  person’s  natural  behavioral  style  is  shaped  into  their  overall   personality  by  their  personal  environment  (history,  experiences),  values   and  educa:on.     •  This  will  impact  every  business,  career,  financial  and  life  decision  that   the  person  makes.  
  12. 12. Amygdala: ‘fight or flight’ & emotional center of the brain Triggered by perceptions of “threats” How the Brain Reacts to Communication
  13. 13. Misaligned communication Misunderstanding Amygdala reacts Negative emotions overwhelm frontal lobe Irrational behavior Triggers for Negative Responses: Result:
  14. 14. Aligned communication Understanding Prefrontal Lobe Reacts Positive emotions satisfies amygdala Rational behavior Adapted Communications Result:
  15. 15. InsCncCve   Normal   “Go  To”   Learned/  Modified     Behavior   Learned/  Modified     Behavior   Personal   Performance   PotenCal   Personal   Performance     Impediments   Natural  DNA   Behavior  –   Unique  Natural   Talents   Confidence   Low  Self  Belief       Skills     Knowledge   Experiences   Environments   Behavioral  Centered  Approach     To  Performance       Skills     Knowledge   Experiences   Environments   Tradi:onal  Tool  Star:ng   Point   Our  Unique  Star:ng  Point   15  
  16. 16. Building Sound Relationships To build a sound relationship you need to: 1. Follow the Platinum Rule of Relationships: Know how to adapt your communication to be on the other person’s terms. Empathetically demonstrate your understanding of them when communicating. 2. Be aware of how your strengths and struggles can impact the other person and be prepared to adapt your style. 3. Transparency builds trust. Be able to openly share of yourself to build trust: “knowing me-knowing you”. Openly admit your strengths and struggles.
  17. 17.     Do  You  Know  Who  You  Are  Working  With?  
  18. 18. Rela:onship  Orientated   Results     Orientated   Fast  Paced   Moves  Carefully   Goal  Sebng     Lifestyle     Stability     Informa:on   Summary  of  Natural  DNA  Behavior   10  Unique  Styles   18  
  19. 19. •  Strengths  -­‐    Behaviors  that  come  naturally  and  which  should   be  used.    Note:  Strengths  over  used  can  become  a  struggle.     •  Struggles  –  Behaviors  that  can  be  managed  with            greater  awareness  of  your  natural  behaviors.  Struggles  not   managed  can  become  a  weakness.     •  Mid-­‐Range  Scores  -­‐  Tend  to  be  more  flexible  in  these  factors.     Easier  to  move  lem  or  right.   Behavioral  Awareness     Strengths,  Struggles  and  Mid-­‐Range   ObjecCve  behavioral  awareness  is  a  criCcal  starCng  point  to  your  workplace  performance   transformaCon.  Playing  to  your  strengths  consistently  will  maximize  your  potenCal.  Although,   strengths  over-­‐played  can  become  blind-­‐spots.     19  
  20. 20. Summary     4  Different  CommunicaCon  Styles     Communica:on  Keys  for  Behaviorally  Smart  Conversa:ons   CommunicaCon  Style   Strengths     Struggles   What  They  Want   Goal-­‐Sebng  (Allow   Them  to  Discuss  It)   Speaks  Directly   and  Candidly   Could  Be  Too   Forceful,  Abrupt,   InterrupCng   Provide  OpCons,   Get  to  Borom  Line,   Present   OpportuniCes   Lifestyle                         (Allow  Them  to  See   It)   Open  and   Engaging   May  Be  Too   Transparent  and   Uninhibited   Openly  Express   Views,  Verbalize   Provide  Broad  Facts   Stability                             (Allow  Them  to  Feel   It)   Shows  Empathy   and  Warmth   May  Compromise   Too  Much  and  Be   Too  DiplomaCc   Keep  it  Relaxed,   Speak  Somly,   Share  Your  Feelings   Informa:on  (Allow   Them  to  Read  It)   Provides  Specifics   and  Details   May  Be  Too  Serious,   Modest,  Not   InteracCve   Provide  Facts,   Provide  Specifics,   Demonstrate   Transparency   20  
  21. 21. Communication Struggles of 4 Primary Styles Goal-Setting Lifestyle Information Stability Communication Struggles: Could be too forceful, abrupt and interrupting Learn when to soften up What will you do to draw people out in a more friendly way? Fast Paced Moves Carefully Communication Struggles: May be too transparent and uninhibited Learn to allow others to talk Who could you involve more in conversations? Communication Struggles: May compromise too much and be too diplomatic Learn to speak up more How can you get to the bottom line more quickly in discussions? Communication Struggles: May be too serious, modest, and not interactive enough Learn when to be more flexible What will you do to show more enthusiasm in discussions ? ResultsOrientated Relationship Orientated
  22. 22. Communication Keys and Learning Styles Goal-Setting Lifestyle Information Stability Present them options, opportunities, get to bottom line Learns by discussion Allow them to discuss it Provide Quick Fixes Provide Procedures Openly express your views, verbalize, provide broad facts Intuitive learner Allow them to see it Keep it relaxed, soft, feelings based Sensory learner Allow them to feel it Provide them facts, details, transparency Learns if tangible Allow them to read it LeftBrain Orientated RightBrain Orientated
  23. 23. Acceptance,  Unity  and  Diversity   Different             •  Talents         •  MoCvaCons       •  Ideas/Interests         •  Needs           •  Styles           Same             •  Mission           •  Commitment         •  Corporate  Values         •  Opportunity/Loyalty           •  Policies/Discipline           Necessary  Ingredients  of  a  Healthy  Team  
  24. 24. First Break All the Rules Build Up Your Teammates - Key Points: 1.  Capitalize on differences (diversity) to build strong teams 2.  By nature, differences divide 3.  We need each other: •  Shared/complementary talents •  Teams need trust •  Trust leads to unity 1.  Understand self 2.  Understand others, and ⃰  Accept ⃰  Respect & Appreciate ⃰  Align ⃰  Trust 3.  Seek to Meet Their Communication Style Bottom line = Teamwork Great managers would offer this advice: Focus on each person’s strengths and manage around his weaknesses… Help each person become more of who he already is. This radical insight is fueled by one simple insight: Each person is different. What the world’s greatest managers do differently. By Marcus Buckingham and Curt Coffman, 1999 by Simon & Schuster
  25. 25. For  more  informaCon  about     Business  DNA:         Contact:                                                                                         DNA  Behavior  InternaConal   5901-­‐A  Peachtree  Dunwoody  Rd   Suite  375   Atlanta,  GA  30328   (866)  791-­‐8992             Contact  Us   25