1. BUILD AND LEAD TEAMS THROUGH STYLE-SAVVY: Unlock Your People Gene Facilitated by Sterling Van De Moortel Professional Certified Coach Sterling Results, LLC PMI HR SIG Webinar, 2/9/05 BUILD AND LEAD TEAMS THROUGH STYLE-SAVVY: Unlock Your People Gene Facilitated by Sterling Van De Moortel Professional Certified Coach Sterling Results, LLC PMI HR SIG Webinar, 2/9/05

2. 2 BUILD & LEAD TEAMS Agenda / Preview Ground Rules Effective Communication (A Model): Critical Components The Enneagram: Key to the 9 “Human Operating Systems” – Exploration of Individual Styles / HOS’s – Relating Across Styles / HOS’s (Style Meshing) – The Style-Savvy Team Closure - Top take-aways - Follow-up Commitments

3. 3 BUILD & LEAD TEAMS Requests & Ground Rules We check our resistance at the door. (This is a resistance-free zone for exploration and discovery.) We each set an individual stretch goal.

4. 4 EFFECTIVE COMMUNICATION (A Model)

5. 5 BUILD & LEAD TEAMS THE ENNEAGRAM: Your Key to the Human Operating Systems [ Copyright, 2001, The Enneagram Institute All Rights Reserved] The Enneagram InstituteThe Enneagram Institute

6. 6 BUILD & LEAD TEAMS The Nine Human Operating Systems Personality types Lenses on the world / Ways of working, being, seeing Psycho-spiritual systems Default coping strategies / habit systems / energy patterns – Born full-spectrum human beings … and remain so – Narrow in on one HOS based on interaction of nature and nurture Enneagram Styles / HOS’s = Solutions to survival issues Not who we are, but how we think we need to be / operate to be ok – Development Path: Learn to re-access our full spectrum Awareness  Predictability & Choice re: Self & others REMINDER: This is NOT about labeling / pigeon-holing. SELF-awareness and choice are the keys.

7. 7 BUILD & LEAD TEAMS THE ENNEAGRAM: The Nine Human Operating Systems [ Copyright, 2001, The Enneagram Institute All Rights Reserved] The Enneagram InstituteThe Enneagram Institute

8. BUILD & LEAD TEAMS The Enneagram: Some Basics [Copyright, 2001, The Enneagram Institute All Rights Reserved] The Enneagram InstituteThe Enneagram Institute

9. 9 BUILD & LEAD TEAMS Exploring Your Style Based on today’s and recommended materials and your own self-knowledge: – Identify & embrace the defining characteristics of your HOS. – Clarify what motivates and demotivates you. – Acknowledge your communication, work & leadership styles. – Acknowledge & build on strengths your type brings to team. – Develop strategies to mitigate the downsides of your HOS.  Ability to understand your HOS (your conditioning) and consciously adjust your behavior accordingly

10. 10 BUILD & LEAD TEAMS Relating Across Styles Based on today’s and recommended materials and your own observations: – Study the other eight HOS’s. (Learn what makes THEM tick.) (Identify ways to adjust your style to theirs.) – Discuss your HOS with others and negotiate new behaviors.  Ability to interact functionally and with greater ease to achieve desired outcomes.

11. 11 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon Team Profile [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell]

12. 12 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Create a synergistic team by aligning roles & responsibilities with individual style focuses. TEAM FOCUS FIT FOR TYPE/S WHO? Group Relations / Commitment Correct Task Order / QC Power ~ Authority / Action Critical Thinking & Structuring Human Needs / Cust. Service Satisfaction / Innovation Agreement / Routine Services Indiv. Uniqueness / Product Image Outcomes / Competition

13. 13 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Create a synergistic team by aligning roles & responsibilities with individual style focuses. TEAM FOCUS FIT FOR TYPE/S WHO? Group Relations / Teamwork SIX Correct Task Order / QCONE Power ~ Authority / ActionEIGHT Critical Thinking & StructuringFIVE Human Needs / Cust. ServiceTWO Satisfaction / InnovationSEVEN Agreement / Routine ServicesNINE Indiv. Uniqueness / Product ImageFOUR Outcomes / CompetitionTHREE

14. 14 BUILD & LEAD TEAMS Creative Team Problem Solving Model [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell]

15. 15 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Optimize team problem solving by engaging individual strengths / focuses. PS STAGE ATTUNED HOSsWHO? FACTS POSSIBILITIES MEANINGS METHODS PEOPLE RESULTS

16. 16 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Optimize team problem solving by engaging individual strengths / focuses. PS STAGE ATTUNED HOSs WHO? FACTSONE, SIX, NINE POSSIBILITIESFOUR, SEVEN MEANINGSFIVE METHODSONE, FIVE PEOPLETWO, FOUR, NINE RESULTS THREE, EIGHT

17. 17 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Empower the team through participative leadership. Each type contributes to the leadership pool in its own way. TYPENATURAL LEADER ROLEWHO? ONE Reformer  TWO Helper  THREE Achiever  FOUR Individualist  FIVE Investigator  SIX Loyalist  SEVEN Enthusiast  EIGHT Challenger  NINEPeacemaker 

18. 18 BUILD & LEAD TEAMS Harness the HOS’s to the Team Wagon [From The Enneagram Personality Portraits: Enhancing Team Performance, Aspell & Aspell] Empower the team through participative leadership. Each type contributes to the leadership pool in its own way. TYPENATURAL LEADER ROLE WHO? ONE Reformer  STABILIZER TWO Helper  SUPPORTER THREE Achiever  MOTIVATOR FOUR Individualist  INDIVIDUALIST FIVE Investigator  SYSTEMATIZER SIX Loyalist  TEAMSTER SEVEN Enthusiast  CHEERLEADER EIGHT Challenger  DIRECTOR NINEPeacemaker  RECONCILER

19. 19 BUILD & LEAD TEAMS Profile of a Style-Savvy Team Based on assessments, today’s and recommended materials, and discussions with team members re: the team’s style profile: – Identify which styles are present, over- / under-represented, absent. – Identify the upsides and downsides of each person’s style. – Develop a resource / role allocation plan to optimize team functioning. - Based on strengths, what roles and responsibilities would each assume? - How would you mitigate the potential impacts of the downsides of the styles represented? - How would you compensate for the styles not represented in resource pool? – ID major issues to resolve to optimize team functioning  Ability to optimize allocation of team resources to achieve desired results.

20. BUILD & LEAD TEAMS Resource / Role Allocation Plan PERSON TYPE STRENGTH/S Rs & Rs DOWNSIDE/S MITIGATE ABSENT / UNDER-REPRESENTED STYLE/S: HOW TO ADDRESS: MAJOR ISSUE/S TO ADDRESS IN NEXT PHASES OF CHARTERING:

21. 21 BUILD & LEAD TEAMS Wrapping It Up What are your top take-aways? What are your follow-up commitments? – To build on today’s experience, I’ll … (1) (2) (3) Evaluation

22. 22 BUILD & LEAD TEAMS Next Steps Coaching Requests – Continue to study your own and other styles / HOSs. (See website for recommended resources.) – Communicate and report on your follow-up commitments by email. – Contact information: coach@sterling-results.com www.sterling-results.comcoach@sterling-results.comwww.sterling-results.com 520.529.5010