1. EXTRAORDINARY GROUPS: How Ordinary Teams Achieve Amazing Results A Workshop for Managers with Kathleen Ryan 1c. 2010, Bellman and Ryan

2. Who’s Here?  Name  Organization, Role  Why are you here? c. 2010, Bellman and Ryan2

3. Outcomes for Today  Awareness of your own experience with an extraordinary group  Understanding of the: Core concepts of EGs The role of designated group leaders  Ability to recognize the signs of an EG  Plans for what you can do to increase the ‘extraordinary-ness’ of one particular group  Ideas for your continuing development 3c. 2010, Bellman and Ryan

4. Flow of the Day  Your own experience with an EG  Core concepts from field study  Putting the core concepts to work  Lunch  More putting the concepts to work  Your continuing development  Close by 4:30 c. 2010, Bellman and Ryan4 Today’s agenda is designed to meet the Group Needs that you’ll learn about—as a way to create a great group experience for you!

5. Meet Geoff c. 2010, Bellman and Ryan5

6. Starting Questions  Why do some groups achieve amazing results while most others do not?  What do extraordinary groups have in common that sorts them from the rest?  How might we create these terrific results more often? 6c. 2010, Bellman and Ryan

7. What’s Your Experience? 1.When you join or are assigned to a group, what do you hope for? 2.Think of an amazing group experience you have had. Identify three things that enabled that experience to be so memorable. 3.What feelings do you associate with that experience? 7c. 2010, Bellman and Ryan

8. Our Field Study  Sixty groups of 2-20, incl. virtual  Work, volunteer, personal life  Self-identified as “amazing”  Interviews with 1-3 members  1.5 to 2 hour phone interviews  Open ended questions and stories 8c. 2010, Bellman and Ryan

9. The Core Concepts of Extraordinary Groups  Definition of an Extraordinary Group  8 Indicators of Extraordinary Groups  The Group Needs Model  Transformation in groups

10. An Extraordinary Group… Achieves outstanding results while members, individually or collectively experience a profound shift in how they see their world. 10c. 2010, Bellman and Ryan

11. Exercise  Find a partner  Briefly describe the essence of your experience (2-3 sentences)  Discuss, What factors enabled your experiences to be so outstanding? 11c. 2010, Bellman and Ryan

12. Eight Performance Indicators 1.Compelling Purpose 2.Shared Leadership 3.Just-Enough Structure 4.Full Engagement 5.Embracing Difference 6.Unexpected Learning 7.Strengthened Relationships 8.Great Results 12c. 2010, Bellman and Ryan

13. Impact of Amazing Group Experiences  70% had great tangible results  Of the groups that sought tangible results, 39% saved or made significant amounts of money  All but two declared great intangible results and being positively changed  Ten people declared the experience “life changing” 13c. 2010, Bellman and Ryan

14. Tangible Results  200 lives saved through reduction of medical errors  Award winning library built  Breakthrough software developed  Micro-credit extended to 100M of the world’s poorest families  Millions $$$ saved  Market share dominated  Championships won by teams of “not brilliant” players  WMD facilities dismantled and equipment safely moved across continents 14c. 2010, Bellman and Ryan

15. Intangible Results  Learned about one’s self  Gained or deepened knowledge/skills  Applied to other parts of life  Built new or strengthened relationships  Increased pride of accomplishment  Heightened self confidence  Greater sense of community 15c. 2010, Bellman and Ryan

16. Groups in Human History  Thousands of years of living in groups  Survive together, perish alone  Genetically, instinctively informed to group  It’s easy to relate to a group; it’s hard to relate to a large organization  Groups are the way to get things done 16c. 2010, Bellman and Ryan

17. Variables that Shape a Group  Purpose…task or support  Size…typically 2 to 20  Leadership…designated leader or facilitator or self-organized  Meeting…face to face or virtual  Sector…paid w ork, volunteer, personal life c. 2010, Bellman and Ryan17

18. Getting Below the Surface Why do we human beings group? What is it that motivates us to join with others? 18c. 2010, Bellman and Ryan

19. Six ‘Group Needs’…What We Humans Need from Groups  Accept one’s self while moving toward own Potential  Bond with others while pursuing common Purpose  Understand Reality of the world while making an Impact 19c. 2010, Bellman and Ryan

20. 20c. 2010, Bellman and Ryan

21. ACCEPTANCE: Knowing and appreciating myself for who I am. POTENTIAL: Sensing and growing into my fuller and better self. 21c. 2010, Bellman and Ryan

22. BOND: Connections among us that create a shared sense of identity and belonging. PURPOSE: The reason why we come together. 22c. 2010, Bellman and Ryan

23. REALITY: Understanding and accepting the world as it is and how it affects us. IMPACT: Our intention to make a difference and our readiness to act. 23c. 2010, Bellman and Ryan

24. Exercise With your partner…  Do you see the Group Needs reflected in your outstanding group experience?  Talk about the connection between the Group Needs with your answers to question #1. c. 2010, Bellman and Ryan24

25. We Need to Achieve and Grow ACHIEVEMENTGROWTH Making an IMPACTSelf ACCEPTANCE Accepting REALITYGrowing into POTENTIAL Joining in Common PURPOSE Creating a BOND with others

26. 26 Four Feelings at the Heart of Transformation Energized ! Connected ! Hopeful ! Changed ! c. 2010, Bellman and Ryan

27. Transformation A fundamental shift in individual perceptions that accelerates behavior change and personal vitality. c. 2010, Bellman and Ryan27

28. 28 Energized Connected Hopeful Changed c. 2010, Bellman and Ryan

29. Back with your Partner…  Discuss you answers to question #3.  What connection do you see in your own experiences and in the four feelings of transformation?  As you look back at your outstanding group experience, were you changed for the better because of it…in some large or small way? c. 2010, Bellman and Ryan29

30. Getting Below the Surface Eight Performance Indicators Four Feelings of Transformation 30c. 2010, Bellman and Ryan

31. Sometimes They Work…and… Sometimes They Don’t! Staff Meetings Reviews of Work Progress Group Problem Solving Visioning Planning Sessions Information Sharing and Updates Group Discussions Employee Engagement Team Development Collaborative Decision Making Conflict Management Brainstorming 31 c. 2010, Bellman and Ryan

32. Discussion  What organizational benefits would you anticipate from intentionally investing in the creation of more extraordinary groups at work?

33. Meeting Group Needs, or Not… Group NeedsResultsThe Group Experience Meet Group Needs (intentionally or not) Increases likelihood for great tangible and intangible results and personal transformation Amazing! Don’t meet Group Needs Group does the best it can when it comes to both task achievement and relationship development Some groups better than others Less-than-effective dynamics Ordinary Contradict Group Needs Individuals feel directly ‘dissed’: disrupted, disliked, disconnected, disrespected Destructive conflicts Ineffective to Awful c. 2010, Bellman and Ryan A group’s designated leader has the most power to influence the group’s ability to meet members Group Needs. 33

34. Putting the Core Concepts to Work  Seeing Group Needs  Pick a group to improve  The role of leaders  Planning what you will do  How you can continue your development

35. Exercise: Seeing Through the Lens of the Group Needs 1.By yourself, look through the behaviors that might indicate that Group Needs are being met; see how many of these you can visualize from your EG experience. 2.Form a trio. Together identify at least additional behavior signs for Group Needs pair you’ve been assigned 3.What occurs to you as a result of talking through this list? c. 2010, Bellman and Ryan35

36. Picking a Group Questions 1. Do you care about this group and the members in it? 2. Is this group’s effectiveness important to your success? 3. Is this group achieving its Purpose or desired Impact? 4. Do members seem energized at group meetings? 5. Do members seem connected at group meetings? 6. Do members seem hopeful at group meetings? 7. Are you energized by your group meetings? 8. Do you sense members would like the group experience to move toward extraordinary? c. 2010, Bellman and Ryan36 Think of two groups you lead, that you would like to help improve. For each group using a 1-5 scale (with 5 being high), to what degree…

37. Assess Your Group through the Group Needs 1.Think about the group you want to improve. Return to “Seeing Through the Lens of the Group Needs” handout. 2.In the column labeled “Assess,” indicate the degree to which each behavioral sign of an extraordinary group is present c. 2010, Bellman and Ryan37

38. LUNCH c. 2010, Bellman and Ryan38

39. Who’s at the Center of an Extraordinary Group? Why? c. 2010, Bellman and Ryan39 The Leader The Group Members The Leader OR

40. What Could You Do to Help Meet the Group Needs of Others in Your Group? 1.Return to ‘Seeing Through the Lens of the Group Needs’ 2.In the ‘Notes’ column, for items that you rated an L or an M, make a note about what you could do to encourage or support others behaving in this way. c. 2010, Bellman and Ryan40

41. 7 Strategies for Leaders (See Chapter 9) 1.Practice ‘facilitative leadership’ 2.Frame an inspiring Purpose 3.Lead with a light touch 4.Keep issues discussable 5.Manage the world around your group 6.Put the right team together 7.Design and facilitate meetings with the Group Needs in mind c. 2010, Bellman and Ryan41

42. Leadership Self Assessment 1.Think about your normal ways of leading the group you want to help improve. 2.Assess your comfort level with the 7 leadership strategies. 3.Take notes about why you see yourself in this way. 4.Among the 7 strategies, where do you want to grow? c. 2010, Bellman and Ryan42

43. Growing Into EG Leadership 1.Personal reflection: What specifically do you want to be able to do better? Why is that important to you? 2.Share your statements 3.Find and read the section of Chapter 9 that addresses the strategy you want to grow toward 4.Discuss generally 5.For each person, other group members ask clarifying/probing questions and offer ideas about how to grow in the desired direction 6.Rotate note-taking role 7.At the end: What did we experience with one another in this conversation? c. 2010, Bellman and Ryan43

44. Where Did the Group Needs Show Up in Today’s Design? 1.Think through today’s agenda and the activities connected to each topic 2.What happened here that addressed elements of Acceptance, Potential, Bond, Purpose, Reality, and/or Impact? c. 2010, Bellman and Ryan44

45. Designing a Meeting with the Group Needs in Mind TimeWhat (topic/activity)HowGroup Needs Who Leads Notes to Self c. 2010, Bellman and Ryan45 Group:Meeting Date/Time: Meeting Outcomes (think nouns, not verbs): Group Needs to Address:

46. 46 Life is too short to spend time in groups that do not fulfill their promise. Energized Connected Hopeful Changed c. 2010, Bellman and Ryan 46

47. www.extraordinarygroups.com/extras/ 47c. 2010, Bellman and Ryan