1. The TEAM Thing …trying to get weird people to function together … Presented by Steve Thomas December 2, 2015 [session six] RETHINK!

2. Characteristics of the effective team

3. Session five… What would make us ineffective? (or get us stuck?) Effective teams are introspective and look for ways to improve by eliminating barriers.

4. Possible causes of STUCK Success 1. Be aware of Success > Effectiveness Chaos 2. Don’t allow Chaos > Order Fringe 3. Fringe > Core can be devastating Fatigue 4. It is easy for Fatigue > Energy Busy 5. The trap is when Busy > Purpose

5. Characteristics of the effective team What do you think they would be?

6. Common purpose: they know their “why” and constantly revisit it Comfortable climate: they have fun, care, and create family Trust and trustworthiness: the foundation is clear Help each other succeed: they give of themselves to make others better Constant improvement: they use team and personal introspection to better Eliminate barriers: they identify obstacles and solve problems Open communication: they listen and contribute; are tactful and honest Non-exclusive: they move past “silos” Strengths and roles are valued: they know where they and others fit Mutual understanding: they take time to be wise and know each other Unmistakable comradery: “we are in this together no matter what” Undeniable belief: “I am way better with you than without you” Unswerving core values: they embody and fanatically protect them Characteristics of Effective Teams What makes these work?

7. The Molecular Structure of Effective Teams The Deeper Issues of Effective Teams

8. For example… TRUST

9. Trust is not a behavior [cooperation], a choice [taking a risk], or a feeling [confidence]. Rather, it is a state of mind [willingness to be vulnerable] that can result in being cooperative, taking risks and feeling confident. Karsan and Kruse – We: Increasing Performance and Profits through Full Engagement TRUST : behavior, feeling or action

10. Tiny elements of teamwork that makes “team” work The Molecular Structure of Effective Teams

11. Social Connectedness Social Intelligence Social Cause Social Responsibility Social Benevolence

12. Social Connectedness The higher the level of connection, the higher the level of everything else. Social Capital Interdependence

13. FOUNDATIONS… Trust Understanding Acceptance Encouragement Authenticity Accountability What is the thread that runs through all of this?

14. INTERDEPENDANCE: Mutually dependent (not independent or dependent) Sharing a common set of principles with One of the results of connection is…

15. Interdependence matters in… Nature… sun, plants, animals, etc. Economy… consumers, producers, etc. Cars… engine parts, tires, key, etc. The difference is our WILL/WANT TO.

16. What is the most important part of a bridge?

18. Meeting needs Social Benevolence Enable others to succeed or at least do not impede their progress

19. Basic Human Needs Remember Maslow…from the 40s? Self actualization/Improve Esteem/Appreciated Social/Belong Safety and Security Physiological

20. Each one takes ownership in what they do and who they are Social Responsibility The “I” in team Selflessness

22. The Rare Responsible Person [from Netflix culture code] Self-motivated Aware Disciplined Improving Acts like a leader Doesn’t wait to be told what to do Picks up trash lying on the floor

23. A CANDIDATE FOR THE CORE VALUES: “We habitually express appreciation for one another’s efforts—because we do in fact consciously appreciate everyone’s ‘ordinary,’ ‘daily’ contributions, let alone the extraordinary ones.”

24. “The deepest human need is the need to be appreciated.” William James

25. Diverse objectives, roles and personalities must be linked to a common purpose Social Cause Common purpose Vision

26. Lou Holtz “I don’t care whether you’re talking about your marriage, your business, or you as an individual. You need four things in your life or you have a tremendous void. Everybody needs something to do. Everybody needs someone to love. Everybody needs someone to believe in. But, everybody needs something to hope for…” Wall Street Journal interview – November 24, 2015

27. Answer these questions… Why do we exist? Why do we do what we do? What do we believe in? What do we want to accomplish? What greater good will we effect? What do we want to make better? [city, country, world?]

28. “Business has to give people enriching, rewarding lives… or it's simply not worth doing.” Richard Branson

29. The capacity to effectively navigate through the complexities of human weirdness and social environments Social Intelligence Other People Exist

30. Social Awareness… Empathy Active Listening Understanding Social Cognition Relationship Management… Non-Verbal Communication Stewarding Influence Care and Concern Self-Presentation

31. “Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.” Edie Seashore

33. Social Connectedness Social Intelligence Social Cause Social Responsibility Social Benevolence The Laminin of Teams

34. A connective tissue that bonds cells together. The glue that holds each cell to one another.

35. Laminins are a family of glycoproteins that are an integral part of the structural scaffolding in almost every tissue of an organism. It is vital for the maintenance and survival of tissues. Defective laminins can cause muscles to form improperly, leading to a form of muscular dystrophy, lethal skin blistering disease, and defects of the kidney filter. Laminin

36. Social Connectedness Social Intelligence Social Cause Social Responsibility Social Benevolence The Laminin of Teams People Skills

37. People skills are a family of traits that are an integral part of the structural scaffolding in every part of an organization. People skills are vital for the maintenance and survival of teams. Defective people skills can cause cultures to form improperly, leading to a form of leadership dystrophy, lethal cultural disease, and defects of the overall purpose and growth of the organization. People Skills For example… LISTENING

38. [An obsession with] Listening is...the ultimate mark of Listening is... the heart and soul of Engagement Listening is... the heart and soul of Kindness Listening is... the heart and soul of Thoughtfulness Listening is... the basis for true Collaboration Listening is... the basis for true Partnership Listening is... a Team Sport Listening is... a Developable Individual Skill (Women are far better at it than men.) Listening is... the basis for Community Listening is... the key to making the Sale Listening is... the key to Keeping the Customer’s Business Listening is... Service Listening is... Learning Listening is... Strategy Listening is... Differentiator #1 Listening is... Profitable (The ROI is higher from listening than from any other single activity.) Courtesy of Tom Peters, www.tompeters.com Respect

39. A CANDIDATE FOR THE CORE VALUES: “We are Effective Listeners; we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Team Culture.”

40. Social Connectedness Social Intelligence Social Cause Social Responsibility Social Benevolence People Skills

41. What now? some simple ideas… 1.Review the TEAM Thing series with your team. 2. Evaluate the team on the 5 elements we just discussed. 3. Build in accountability with the team for the ARE and core values. - Where does each team member need to grow? 4. Find ways to create connection. 5. How can we intentionally make each other better? 6. Answer the social cause questions. 7. To increase social intelligence as a team, start with the book Emotional Intelligence 2.0 by Travis Bradbury.

42. Thank you… Have a GREAT holiday season!

43. The TEAM Thing Webinar Series + Today’s webinar recording will be available on the homepage of the MSCA website at www.msca.org within 24- 48 hours. The PowerPoint and handout are now available. + To view past recordings of the series, visit the MSCA homepage at www.msca.org. Accompanying PowerPoints and handouts are also posted. + Questions about today’s presentation? Contact Steve Thomas at SteveThomas3030@hotmail.com.