EXTRAORDINARY GROUPS: How Ordinary Teams Achieve Amazing Results with Geoff Bellman 1

Our Starting Questions: Why do some groups achieve amazing results while most do not? What do extraordinary groups have in common that sorts them from others? How might we create these terrific results more often? Extraordinary Groups Bellman/Ryan © 2010 2

Today’s Design… INPUT ENGAGEMENT APPLICATION TEAM INTRO/OVERVIEW 8 INDICATORS 6 NEEDS 4 FEELINGS CLOSE Extraordinary Groups Bellman/Ryan © 2010

Keep these roles in mind… APPLICATION TEAM CONSULTANT COACH LEADER TRAINER MEMBER Extraordinary Groups Bellman/Ryan © 2010

The Field Study Sixty groups of 2-20 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 Extraordinary Groups Bellman/Ryan © 2010

Types of Groups (10 virtual groups coming from all sectors) Geoff Bellman Handout Types of Groups (10 virtual groups coming from all sectors) Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 6

An Extraordinary Group… Achieves outstanding results while members-- individually or collectively-- experience a profound shift in how they see their world. Extraordinary Groups Bellman/Ryan © 2010

Recall an great group experience you have had. What happened that made the experience so special? Extraordinary Groups Bellman/Ryan © 2010

Groups in Human History 200,000+ years of living in groups 5,000+ years of large organizations Survive together, perish alone Genetically informed to group Groups are our natural unit of work Extraordinary Groups Bellman/Ryan © 2010

Why Groups Are Important Today Individuals cannot relate to organizations Organizations cannot relate to individuals Individuals can relate to small groups Small groups are the way to get things done Extraordinary Groups Bellman/Ryan © 2010

Eight Performance Indicators Embracing Differences Unexpected Learning Strengthened Relationships Great Results Compelling Purpose Shared Leadership Just-Enough Structure Full Engagement Extraordinary Groups Bellman/Ryan © 2010 11

1. Compelling Purpose Bold, break-through, cutting-edge Geoff Bellman Handout 1. Compelling Purpose Bold, break-through, cutting-edge Linked to a noble cause Purpose guides action Knowing others are committed Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 12

2. Shared Leadership Members see selves as leaders Geoff Bellman Handout 2. Shared Leadership Members see selves as leaders Members initiate, don’t wait Designated leader sees group is led Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 13

3. Just-Enough Structure Geoff Bellman Handout 3. Just-Enough Structure Just enough and just in time Structure to fit outcomes needed More organic than mechanical Collaborative, adaptive, creative Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 14

4. Full Engagement Excitement and passion evident Geoff Bellman Handout 4. Full Engagement Excitement and passion evident Humor and fun are part of work Enjoy working hard together People give and then give more Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 15

5. Embracing Differences Geoff Bellman Handout 5. Embracing Differences Differences = opportunity Full & wide engagement = creativity Individual uniqueness respected Trusting, safe environment Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 16

6. Unexpected Learning Learning surprising and not linear Geoff Bellman Handout 6. Unexpected Learning Learning surprising and not linear A challenging, stretch environment Excitement created by learning together Life & team, not just task, learning Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 17

7. Strengthened Relationships Geoff Bellman Handout 7. Strengthened Relationships Intense work and risk connects people Great work leads to great partnerships Work + friendship = deep bonds Groups search for reasons to stay together Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 18

Geoff Bellman Handout 8. Great Results Tangible and intangible results both important to these groups Tangible = Destination important to the group and others outside the group Intangible = Journey important to the group Most excitement and best memories are about intangible results Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 19

See Handout Extraordinary Groups Bellman/Ryan © 2010 Extraordinary Groups at Work Extraordinary Groups achieve outstanding results and members—individually or collectively—experience a profound shift in how they see their world. But in the fast paced world of groups and teams, how can you tell when a group is becoming extraordinary? What are the signs that indicate such peak performance? This list of eight performance Indicators lists examples of behaviors typical of extraordinary groups. Compelling Purpose: Inspiring members, stretching them as they make the group's work the priority. As a result, members: Stretch themselves to contribute Are confident in each other’s intentions and actions Use purpose to guide individual and group decisions Know that each other will follow-through Shared Leadership: Demonstrating members' mutual responsibility for initiating toward group success. Members willingly facilitate, structure, suggest and do all manner of things traditionally assigned to one leader Move leadership from person to person, depending on the needs of the moment A designated leader, when present, assures that the group is led rather than being the one constant leader Just-Enough-Structure, moving the group forward together without becoming fixed or burdensome. These structures: Focus on group purpose and outcomes, not role and procedure Enhance adaptation, flexibility, and creativity Are seen as a last, rather than first, resort Full Engagement, showing everyone's readiness to dive in with focus, enthusiasm, and passion--often chaotically. Members: Readily contribute their knowledge, skills, talents, and ideas Work hard and intensely Are passionate about and attentive to the group’s work Show good humor and playful energy Embracing Differences, resulting in a widened group perspective, creativity, and more options for action.  Members: Are intrigued with the range of information, perspectives, and backgrounds within the group Value the options opened through their diverse perspectives Challenge each other, push boundaries, and work through differences and sensitive issues Feel appreciated for their individual contribution Share a sense of trust and safety within the group Unexpected Learning, going beyond the immediate task, useful in other work, groups, and life.  Members: Stretch themselves beyond current capability Increase personal confidence in the process Support each other’s learning Intentionally learn together and are surprised at what they gain Strengthened Relationships, revealed in the trust, interdependence, and friendships within the group. Members: Deepen already existing relationships Build new bonds by working together, facing challenges, and realizing accomplishments Acknowledge respecting and caring for each other Sense their unique group identity and bond Great Results, including the tangible outcomes organizations value and the intangible outcomes treasured by group members. Tangible goals are regularly met or exceeded Intangible results--learning, confidence, relationships, pride, community, etc.—though predictable often surprise the group Internal assessment of results is at least as compelling as external assessment See Handout Extraordinary Groups Bellman/Ryan © 2010

See Handout Extraordinary Groups Bellman/Ryan 2010 EIGHT PERFORMANCE INDICATORS IN EXTRAORDINARY GROUPS During our interviews with members of sixty extraordinary groups, we heard repeatedly about what made them so highly successful. Analysis of their comments revealed eight patterns that we are calling performance indicators. Consider each of these indicators with this question in mind: How often does this indicator fit with my team’s intent and behavior? Answer by choosing among these ratings: 5 = Almost always fits 4 = Fits more than half the time 3 = Fits about half the time 2 = Fits less than half the time 1 = Seldom or never fits Write your answer to each question on the line beside it. Compelling Purpose, inspiring members, stretching them as they make the group's work the priority. Shared Leadership, demonstrating members' mutual responsibility for initiating toward group success. Just-Enough-Structure, moving the group forward together without becoming fixed or burdensome. Full Engagement, showing everyone's readiness to dive in with focus, enthusiasm, and passion--often chaotically. Embracing Differences, resulting in a widened group perspective, creativity, and more options for action.  Unexpected Learning, going beyond the immediate task, useful in other work, groups, and life.  Strengthened Relationships, revealed in the trust, interdependence, and friendships within the group. Great Results, including the tangible outcomes organizations value and the intangible outcomes treasured by group members. ____ TOTAL See Handout Extraordinary Groups Bellman/Ryan 2010

Exercise Consider the behaviors that allowed your groups to be extraordinary Why were those behaviors important to group members? And, why was that important? (Pursue what motivates behavior) Extraordinary Groups Bellman/Ryan © 2010

Six Group Needs Accept one’s self while moving toward own Potential Bond with others pursuing common Purpose Understand Reality of the world making an Impact Extraordinary Groups Bellman/Ryan © 2010 23

SELF: Acceptance Potential GROUP: Bond Purpose WORLD: Reality Impact Geoff Bellman Handout SELF: Acceptance Potential GROUP: Bond Purpose WORLD: Reality Impact Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 24

Extraordinary Groups Bellman/Ryan © 2010 25

ACCEPTANCE: Knowing and appreciating myself for who I am. Geoff Bellman Handout ACCEPTANCE: Knowing and appreciating myself for who I am. I know who I am and what I bring—strengths and weaknesses. I can express who I am to myself and others. I accept myself for who I am right now. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 26

POTENTIAL: Sensing and growing into my fuller and better self. Geoff Bellman Handout POTENTIAL: Sensing and growing into my fuller and better self. I sense that I could be more. I am drawn to my possibilities. I want to learn and grow. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 27

Geoff Bellman Handout BOND: Connections among us that create a shared sense of identity and belonging. We create a safe space for each other. We know who we are together. We each play our parts. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 28

PURPOSE: The reason why we come together. Geoff Bellman Handout PURPOSE: The reason why we come together. We are committed to a common purpose. We influence each other. We count on each other. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 29

Geoff Bellman Handout REALITY: Understanding and accepting the world as it is and how it affects us. We are alert to the world around us. We are intrigued with our world. We accept our reality. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 30

IMPACT: Our intention to make a difference and our readiness to act. Geoff Bellman Handout IMPACT: Our intention to make a difference and our readiness to act. We want to make our world better. We need each other to make a difference. We are powerful together. Extraordinary Groups Bellman/Ryan 2010 Permission to reprint granted. 31

Reconsider your pursuit of the “why’s” beneath behaviors Discuss how the Group Needs fit with your “why’s” Extraordinary Groups Bellman/Ryan © 2010

Examples of where you experienced or observed this in a group SIX GROUP NEEDS - EXAMPLES Six Group Needs Examples of where you experienced or observed this in a group SELF: The Need for Acceptance Your self-acceptance, or behaviors that allowed you or others feel accepted. SELF: The Need to Stretch Toward Potential Your reach toward potential, or behaviors that allowed you or others to reach toward potential. GROUP: The Need to Bond Behaviors that joined group members together. GROUP: The Need for Purpose Behaviors moved the group toward a shared purpose. WORLD: The Need to face Reality Behaviors that show group attempts to understand the world outside itself. WORLD: The Need to Impact Behaviors that show the intention to change the world outside itself. See Handout Extraordinary Groups Bellman/Ryan © 2010

See Handout Extraordinary Groups Bellman/Ryan © 2010 Six Group Needs Questions you could ask: Actions you could take: SELF: The Need for Acceptance Your self-acceptance, or behaviors that allowed you or others feel accepted. SELF: The Need to Stretch Toward Potential Your reach toward potential, or behaviors that allowed you or others to reach toward potential. GROUP: The Need to Bond Behaviors that joined group members together. GROUP: The Need for Purpose Behaviors moved the group toward a shared purpose. WORLD: The Need to face Reality Behaviors that show group attempts to understand the world outside itself. WORLD: The Need to Impact Behaviors that show the intention to change the world outside itself. See Handout Extraordinary Groups Bellman/Ryan © 2010

Beauty: Wonder, Healthy, Vibrant, Sweet, Rare, Lovely Geoff Bellman Handout Beauty: Wonder, Healthy, Vibrant, Sweet, Rare, Lovely Discovery: Innovative, Rare, Audacious, Daring to Dream Possibility: Positive, Hope, New, Pushing to Limits, Magical Power: Enabling, Empowering, Confidence Self: Natural, Worth, Awareness, Best, Higher, Alive Challenge: Difficult, Problems, Irritating, Hard Work, Intense Rewarding: Appreciation, Recognition, Fulfilling, Results, Win Fun: Hilarious, Crazy, Good Time, Play, Happy, Laughter Bond: Community, Tribe, Social, Unifying, Joined, Welcome Energy: Amazing, Incredible, Juiced, Exhilarating, Charged, Wow Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 35

Four Feelings at the Heart of Transformation Energized ! Connected ! Hopeful ! Changed ! 36 Extraordinary Groups Bellman/Ryan © 2010 36

Energized Connected Hopeful Changed Extraordinary Groups Bellman/Ryan © 2010 37

Did this experience energize you or your group? Geoff Bellman Handout Did this experience energize you or your group? Do you feel more connected to your group, purpose, self, or the world? Energized Connected Hopeful Changed Are you more hopeful about yourself, your group, or your world? Do you feel changed by this group experience? Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 38

in individual perception that accelerates behavior change Geoff Bellman Handout Transformation: a fundamental shift in individual perception that accelerates behavior change and personal vitality. Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 39

Transformation in… --how people see each other Geoff Bellman Handout Transformation in… --how people see each other --how they interact with each other --their commitment to each other --the results they achieve and… --their collective approach to work is positively, profoundly different Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 40

Transformation… Is a Heart-felt Experience Geoff Bellman Handout Transformation… Is a Heart-felt Experience Happens One Person at a Time Seldom Happens Simultaneously to an Entire Group Is Personal Is Not Guaranteed Can Be Encouraged Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 41

See Handout Transformative Feelings Extraordinary Groups Recall a most extraordinary group experience. List feelings (words and short phrases) you experienced during that group’s best moments: When we asked a similar question of 60+ people in extraordinary groups, their responses totaled over 400 exclamations. We sorted through their feelings and found four patterns, four feelings, we associate with an extraordinary group experience: ENERGIZED! CONNECTED! HOPEFUL! CHANGED! 3. Which of those four feelings fit with the group experience you recalled in #1 above? Circle those feelings. 4. We see those feelings as the result of needs being met. When our six group needs are met—Individually or together—our response is to feel good about it. And, more specifically, to feel … Energized by what we have just done, what has happened for us Connected to our work, ourselves, the world, and others around us Hopeful about outcomes from our work together, our lives, and the world around us Changed in the way we see the world and our options for action 5. Compare your answers to others: What were their feelings listed in #1? Which of the four feelings in #2 fit for others? Discuss the idea that feelings flow from meeting needs—as described in #4. 6. Discuss how these four feelings link to the six group needs? ENERGIZED! CONNECTED! HOPEFUL! CHANGED! SELF: ACCEPTANCE & POTENTIAL GROUP: BOND & PURPOSE WORLD: REALITY & IMPACT See Handout Extraordinary Groups Bellman/Ryan © 2010

Geoff Bellman Handout An Exercise: Imagine your small group planned to keep working together. Based on what we’ve been discussing, What could be done to make a transformative group experience more likely? Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 43

See Handout Extraordinary Groups Bellman/Ryan © 2010

FOUR TRANSFORMATIVE FEELINGS EIGHT PERFORMANCE INDICATORS Geoff Bellman Handout EXCEPTIONAL RESULTS FOUR TRANSFORMATIVE FEELINGS EIGHT PERFORMANCE INDICATORS SIX GROUP NEEDS INSTINCTIVE DRIVES Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 45

High Performance Behaviors and Techniques • Meeting Management • Leadership Strategies • Group Dynamics • Employee Engagement • Team Development • Collaborative Decision Making • Conflict Management • Brainstorming • Dialogue • Problem-Solving Extraordinary Groups Bellman/Ryan © 2010

Use Model to… Design a meeting or event Debrief a group experience Frame questions Pursue transformation Define motivating behavior Clarify individual needs Observe a group at work Extraordinary Groups Bellman/Ryan © 2010

Use Model to… Shape group purpose Explore an individual’s motivation Delve into deeper meaning of group work Assess group leadership needs Foundation for change project Highlight the value of relationships Support creative disagreement Extraordinary Groups Bellman/Ryan © 2010

Use Model to… Draw out individual and group aspirations Geoff Bellman Handout Use Model to… Draw out individual and group aspirations Coach others in work and life Introduce new concepts and language Clarify the array of outcomes possible Diagnose an organization Create a compelling place to work Maintain focus in your work and life Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 49

Extraordinary Groups Bellman/Ryan © 2010 Energized Connected Hopeful Changed Extraordinary Groups Bellman/Ryan © 2010 50

What could be done to nurture an extraordinary group experience? Geoff Bellman Handout What could be done to nurture an extraordinary group experience? What behaviors could be encouraged? What needs could be met? What feelings could be produced? How? Extraordinary Groups Bellman/Ryan © 2010 Permission to reprint granted. 51

www.extraordinarygroups.com/extras/ Extraordinary Groups Bellman/Ryan © 2010

Geoff Bellman’s Books… Extraordinary Groups. (w/K. Ryan) Jossey-Bass. 2009. The Consultant’s Calling. (2nd ed.) Jossey-Bass. 2002. Getting Things Done When You Are Not in Charge. (2nd ed.) Berrett-Koehler. 2001. The Beauty of the Beast. Berrett-Koehler. 2000. Your Signature Path. Berrett-Koehler. 1996. The Quest for Staff Leadership. Scott-Foresman. 1986. Extraordinary Groups Bellman/Ryan © 2010 53

Kathleen Ryan’s Books… Extraordinary Groups. (w/G. Bellman) Jossey-Bass. 2009. The Courageous Messenger. (w/Oestreich & Orr) Jossey-Bass. 1996. Driving Fear Out of the Workplace. (w/Oestreich) Jossey-Bass. 1991. Extraordinary Groups Bellman/Ryan © 2010 54 54

Kathleen Ryan & Geoff Bellman Extraordinary Groups Bellman/Ryan © 2010