A presentation I made for the CEO Fusion group. It contains a new team diagnostic that I\'ve been developing. I\'d be interested in your comments.

1. Is there a YOU in TEAM ? High performance teams as a competitive tool for the entrepreneurial business...

4. Our Expertise in the Topic

7. Do I Look Like A People Person? Ultimately, I don’t care whether you believe in people or not. This is about results .

16. How can a team of committed managers with individual IQs above 120 have a collective IQ of 63? Peter Senge Author of the 5 th Discipline

17. The reasons teams fail… Break off into teams – real teams this time Come to a consensus on the top reasons that your teams fail? And include at least ONE reason that YOU might cause your teams to fail or be sub-optimized… Put your results on the post it notes. Top Reasons Teams Fail To Achieve

18. The Rules Politeness Not Platitudes

19. The reasons teams fail… Break off into teams – real teams this time Come to a consensus on the top reasons that your teams fail? And include at least ONE reason that YOU might cause teams to fail or be sub-optimized… Put your results on the post it notes. Top Reasons Teams Fail To Achieve

21. Discussion Does it even matter?

23. What is a team? A team is a group of individuals pooling their collective talents , ability and effort in pursuing a shared goal or common purpose .

34. You have to ask yourself… All that dead wood… weren’t they live trees when you got them?

35. Maybe… You can’t change the hand you were dealt…. Maybe you have to change the game … So what can we do?

36. The Rules Politeness Not Platitudes

38. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution.

39. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution. You’d be amazed at how many times people start at step three.

40. Identifying the Problem Models and frameworks are useful devices for analyzing a problem or issue. I’ve created a framework which can help you analyze your teams and promote the type of discussion that leads to team development.

41. The Diagnostic

42. N-SATH-YR* Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose * N o S illy A cronym T o H elp Y ou R emember

44. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

46. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

48. Communication Requires Interaction DMR Consulting Group Inc. Sender Target Audience Message Response

49. Communications Breakdown DMR Consulting Group Inc. Sender Target Audience Message Response

52. Achieving Trust Like teamwork, trust is built consciously and continually earned …

53. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

54. Diversity

55. We say we like “out of the box” thinking…

57. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

59. Plans are created and owned by teams Confidential - Copyright 2005 Performance Advantage You can tell them what needs to be done. Beware telling them how to do it.

60. And it’s a process, not an accident… This LEAN Six Sigma program was created in collaboration with team at one of our clients. We trained and facilitated the process. But they did the work! And their team owned the process and the results.

62. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution.

63. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

66. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose

67. Are You Part of the Problem?

68. Open It Up – Get Messy Confidential - Copyright 2005 Performance Advantage You can tell them what needs to be done. Beware telling them how to do it.

71. Care to share? What is something that you learned from doing your own self evaluation? What might you change? ??? How

72. What Did You Take From the Presentation

73. Thank You!