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Dr. Barbara Walton, MCC, USA Diane Brennan, MCC, USA Anne Choquette, PCC, Canada Is it rocket science or not? How NASA Builds Teams!

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Presentation on theme: "Dr. Barbara Walton, MCC, USA Diane Brennan, MCC, USA Anne Choquette, PCC, Canada Is it rocket science or not? How NASA Builds Teams!"— Presentation transcript:

1 Dr. Barbara Walton, MCC, USA Diane Brennan, MCC, USA Anne Choquette, PCC, Canada Is it rocket science or not? How NASA Builds Teams!

2 Introducing the team… Dr. Barbara Walton, MCC Diane Brennan, MCC Anne Choquette, PCC

3 Guiding you through the 4-D Mission  The origin of 4-D and its relevance to you!  An evidence-based approach measuring 8- behaviors and benchmarking performance  From NASA to local and global corporations  4-D assessments, workshops and coaching  Shift the context and “stuckness” using 4-D’s Context Shifting Worksheet (CSW)  Q&A

4 Connecting 4-D to coaching Provides a structure for the client to gain perspective and expand thinking Reinforces the importance of the core competencies – Establishing trust, Presence, Skillful listening, Direct communication, Feedback, Challenging the client, Creating awareness, Co-creating action and methods of accountability with the client

5 The Origin of 4-D Non-communication of a simple decision years earlier resulted in NASA’s 1990 Hubble Disaster

6 Reinforcing the need for 4-D 2003 and the Columbia Accident led NASA to launch APPEL with 4-D Systems becoming their most effective resource

7 What do they have in common? Challenger Fukushima Hubble Space Telescope  Normalization of deviance  Leadership failure

8 Lessons learned Even the best elements cannot succeed in a toxic environment You need to shift the context; clean it up!

9 Focusing on 8 behaviors Expressing Authentic Appreciation Including Others Appropriately Clarifying Roles, Accountability and Authority (managing expectations) Being Outcome Committed Creating Shared Interest Keeping ALL your Agreements Expressing Reality-Based Optimism Resisting Blaming and Complaining

10 10 Behaviors  Contexts Willing & Energizing Collaboration Addressing Shared Interests Sustained, Effective Creativity Expressing Reality-based Optimism Perceiving “Magical” Solutions Being 100% Committed Outcome Focus with no Blamers or Victims Resisting Blaming & Complaining Clear and Achievable Expectations Clarifying Roles, Accountability & Authority Expressing Authentic Appreciation Mutual Respect & Enjoyable Work Appropriately Including Others Mutual Respect & Enjoyable Work Authenticity & Aligned, Efficient Action High Trustworthiness & Efficiency Keeping All Your Agreements

11 A Survey …  A million employees  450 companies in 12 industries  Identified high-performance Leading Indicators  Productivity  Profitability  Employee retention  Customer loyalty

12 Gallup found… Often praised; Commitment to quality; Supervisor cares; Opportunities to grow. Spoken with me about my progress; Been my best friend; Encouraged my development; My opinions matter. Do what I do best every day; The vision/mission /purpose makes my job important. I know what is expected of me; I have the resources to do my job right. Cultivating Including Visioning Directing

13 Measuring 8-behaviors and benchmarking performance

14 Your Team’s Average Score & Trend “Seldom/Usually Meet” = 50% “Fully Meet” = 100% “Usually Meet” = 75%

15 15 Trends in Distribution of Perceptions

16 Relative Ranking of Behaviors May-10 Visioning DimensionCultivating Dimension Including DimensionDirecting Dimension Expressing Reality- based Optimism Being Outcome Committed Addressing Shared Interests Expressing Authentic Appreciation Keeping All Agreements Clarifying Roles, Accountability and Authority Resisting Blaming or Complaining Appropriately Including Others Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top Bottom < Ave. Average > Ave. Top

17 The 4-D Approach Boosting individual and Team Performance Team and Individual Coaching Team Building workshops Assessments every six months

18 CSW a key part of 4-D coaching CSW: Structure to gain perspective and expand thinking Individual and Team Coaching

19 19 #19 5: DIRECTING DIMENSION  Any Drama-states you need to process?  Any unclear Roles, Accountability, or Authority statements or processes? 1: DEFINE THE PROBLEM/SITUATION: Situation you want to resolve:________________________________________________________ Outcome you are committed to realizing: _______________________________________________ Your “Red” limiting Story-lines:_______________________________________________________ Your “Green” empowering Story-lines: __________________________________________________ Your experience & expression of emotions: ______________________________________________ Context Shifting Worksheet (“CSW”) 3: INCLUDING DIMENSION  List everyone you need to Include to succeed:  What implicit or explicit agreements have you broken that you must now process? 2: CULTIVATING DIMENSION  What can you authentically appreciate about the other party or the difficult situation?  What do they want that you can want for them also? 4: VISIONING DIMENSION  What uncomfortable reality must you confront to create the Outcome you want?  How Committed (in %) are you to realizing the above Outcome? Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________ Ch. 11: Manage Emotions to Manage Team Energy Ch. 12: People Need to Feel Appreciated by You Ch. 13: Mine the Gold in Your Shared Interests Ch. 14: People Need to Feel Included by You Ch. 15: Building Trustworthy Contexts Ch. 16: Reality-based Optimism Ch. 17: Your Team Can’t Afford Drama Ch. 18: Don’t Put Good People in Bad Places Also, Ch. 17: Your Team Can’t Afford Drama Ch. 16: 100% Commitment Ch. 10: Green Story-lines Lift Performance Ch. 10: Red Story-lines Limit Performance

20 20 #20 5: DIRECTING DIMENSION  Any Drama-states you need to process? Avoid Blame!  Any unclear Roles, Accountability, or Authority statements or processes? The documentation is there with how to carry out communication. It may not be clear enough or there may not be awareness and understanding. 1: DEFINE THE PROBLEM/SITUATION: Situation you want to resolve: Director’s lack of communication and responsiveness Outcome you are committed to realizing: Regular, reliable communication with Director and his staff Your “Red” limiting Story-lines: I don’t have what I need to be prepared or to represent the organization. He doesn’t seem to care about what I need here. Your “Green” empowering Story-lines: He has a lot of responsibility. He may not understand what I need and why I am asking now. Your experience & expression of emotions: Mad – stressed. I feel the situation is unnecessary. Context Shifting Worksheet 3: INCLUDING DIMENSION  List everyone you need to Include to succeed: VP, Director and maybe some of the staff within his section.  What implicit or explicit agreements have you broken that you must now process? We have a handbook with details and requirements. Not sure this Director was exposed to this information the same as newer director’s. 2: CULTIVATING DIMENSION  What can you authentically appreciate about the other party or the difficult situation? Director – He is very dedicated to the program. I’m sympathetic to the position he and the staff are in. They have a lot on their plate.  What do they want that you can want for them also? He wants to do the job well. 4: VISIONING DIMENSION  What uncomfortable reality must you confront to create the Outcome you want? Open, honest communication and trust with each other.  How Committed (in %) are you to realizing the above Outcome? 100% Specific Actions/Requests you will now take/make: 1) Use documentation as a reference for context; 2) Encourage open flow with communication; 3) Ask open-ended questions 4) Stay in the conversation – focused on the common goal and manage own reaction

21 #21 5: DIRECTING DIMENSION  Any Drama-states you need to process?  Any unclear Roles, Accountability, or Authority statements or processes? 1: DEFINE THE PROBLEM/SITUATION: Situation you want to resolve:________________________________________________________ Outcome you are committed to realizing: _______________________________________________ Your “Red” limiting Story-lines:_______________________________________________________ Your “Green” empowering Story-lines: __________________________________________________ Your experience & expression of emotions: ______________________________________________ Context Shifting Worksheet (“CSW”) 3: INCLUDING DIMENSION  List everyone you need to Include to succeed:  What implicit or explicit agreements have you broken that you must now process? 2: CULTIVATING DIMENSION  What can you authentically appreciate about the other party or the difficult situation?  What do they want that you can want for them also? 4: VISIONING DIMENSION  What uncomfortable reality must you confront to create the Outcome you want?  How Committed (in %) are you to realizing the above Outcome? Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________

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23 Presenter contact information: Dr. Barbara Walton, MCC, +1 (816) Diane Brennan, MCC +1 (520) Anne Choquette, PCC, +1 (514) The ICF values your feedback. Please take a moment to complete an evaluation form and return it to the room host located at the back of the room.


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