Investing in Leadership

Investing in Leadership
Prework/Setup 1:1 Facet5 Individual Debriefs (1 hour each) Clearly align 3-4 key objectives from Leaders Perspective Run Team Scape/ Create Powerpoint Ensure Leader send out invitation explaining purpose of workshop and team members role on the day Debrief Leader on: Key themes/ hot points that might come out (based on review of Teamscape) Their role on the day (sharing of visions/ own Facet5 sharing, how to maximise their profile etc) Agree key takeaways for the day Leadership Workshop – Facet5/ Leader Assimilation/ Change (1 Day) March 2013

Appraisal & Development: Performance Alignment
Performance Mindset (Culture of Achievement, Shared “mindset” Santos Values in action) Performance Leadership (Coaching for Performance, Championing Change) Performance Focus (Role Clarity Defining Success Driving Accountability) Outputs = Focussed collaboration Clarity around what success looks like Shared understanding of supportive vs. non supportive behaviours (Values in action) Ongoing, frequent conversations with raise the bar on performance Leaders catalyse others towards exceptional performance through ongoing conversations – coaching for success….. © Santos Ltd (v240109)

Leader Assimilation: Dave Nolan
Who is Involved? Leader Direct reports and others who will have a significant working relationship Facilitator Process revolves around six questions: What do we know about “Dave” already? What do we want to know about “Dave” What is Dave doing that helps us reach our maximum potential as leaders? What would you like to see Dave do less of (i.e. what hinders)? What challenges will Dave be facing? What is missing in our team and if it was present, would make a difference?

Leader Assimilation: Dave Nolan
Feedback Quote to add here Dave opens session Team feedback with facilitator Facilitator presents data to Dave 1:1 Dave Leaves Team Leaves Team Reconvenes Dave responds to feedback and clarifies Dave Opening Comments Request open, candid feedback from the team – explain that a culture of open, feedback and is something he is passionate about and this is an opportunity for the team to provide some collective, specific feedback to Dave on how he can be most effective in leading the team to achievement in 2013 and beyond, AR – Brief Overview of Leadership Assimilation Process Focus in on feedback around Dave’s personal impact as a Leader (ie not about discussing/ debating business strategy etc) Reinforce confidentiality – individuals will not be personally identified (unless you choose to be) Purpose is to provide constructive specific feedback to assist Dave in leading the A & D team in the most effective manner At the conclusion Dave and the Team will explore the priority themes and agree an action plan moving forward Timing 10:00 – Dave opens then leaves 11:00 – Team Leaves/ Anna 1:1 Debrief with Dave – weave in Facet 5 profile/ SL preferences as appropriate 11:45 – Team Returns - Dave affirms feedback he has heard, clarifies anything . AR facilitates Team discussion around action plan going forward 12:45 - Lunch Action Plan Agreed

Q1. What do we know about Dave already?
Leader Assimilation Q1. What do we know about Dave already? Does the Team know when Dave is passionate about something? (Quite contained, low emotionality)

Q2. What do we want to know about Dave?
Leader Assimilation Q2. What do we want to know about Dave?

Leader Assimilation Q3.What is Dave doing that helps us reach our maximum potential as Leaders? How does Dave provide feedback? Do you get enough feedback or the right kind?

Q4. What would you like to see Dave do less of (What hinders) ?
Leader Assimilation Q4. What would you like to see Dave do less of (What hinders) ?

Q5. What challenges will Dave face?
Leader Assimilation Q5. What challenges will Dave face?

Leader Assimilation Q6. What is missing in our A & D Leadership team that if present would make a difference? Explore Dave's communication style – is it motivating? (Based on Facet 5 profile ie he is high will, low ish affection) Does he reward the team in a way that’s motivating? How does develop people – do they get enough input stretch/ development?

Leader Assimilation Action Plan Issue Action Responsible

Dave’s Nolan - Personal Vision
Dave setting the scene around Personal Values – core non negotiable for him in work and personal life Sharing Appraisal and Development Vision

Appraisal & Development Leadership
Teams to complete Jigsaw ( to manually build the vision) Informal “Camp fire” chat with Dave sharing….– (semi circle of chairs with team) Why he selected this image as representative of the qualities he aspires to and believes are critical to the A & D leadership team. Sharing one or two personal stories about his own experience of seeing these in action and how this has focussed his vision for the team and his own aspirational style of leadership (Facet 5 or otherwise) Team has opportunity to ask questions

Leadership Team: Facet 5
Flipchart – Road Map for next two days

Facet 5 Personality is: Emotional Intelligence (EQ) Facet 5 is:
The relatively stable, enduring combination of traits which makes an individual unique and at the same time produces consistent thought and behaviour. Personality is: The ability to identify, assess, & influence the emotions of oneself, of others, and of groups. Four Aspects: Self-awareness, Self Regulation, Social Skills, Empathy, Motivation (Daniel Goleman) Emotional Intelligence (EQ) Facet 5 is a tool to help you understand your personality and increase your Emotional Intelligence thoroughly consciously choosing your behaviour. Facet 5 is: Explain Concepts of Personality vs Emotional Intelligence Today's workshop is focussed on building your self awareness/ EQ around your natural preferences and how this impacts your effectiveness and how your interaction within our team. EQ Four Factors – based on Daniel Golemans research Four Factors: Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions. Self-regulation – involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances. Social skill – managing relationships to move people in the desired direction Empathy - considering other people's feelings especially when making decisions and Motivation - being driven to achieve for the sake of achievement Reinforce, we are using the Facet 5 tool to build individual and collective self awarness around how you can be a truly effective A & D Leadership Team.

Facet 5 Stuff Four Dimensions One “Amplifier” 5.5 Mean (7000 Leaders)
68% sit within 3.5 and 7.5 No Good or Bad Move quickly through this especially if team has previously had a 1:1 Debriefs Four Dimensions: Will: Promotion and defence of own ideas. Focus on internal values and beliefs first and foremost – domain associated with Power. Energy: Excitement about doing things, your attentiveness and speed of interaction with the external environment Affection: Positivity about others and your preference to trust, work with and develops others Control: Sense of discipline and responsibility. Covers dependability, thoroughness, continuous improvement and perseverance. One overlay: Emotionality = Emotionality describes the level of permeability to the outside world ie how resilient and or reactive some is to external impacts. In this respect is Flattens or amplifies other factors. Higher emotionality makes the other scores less ‘predictable’. HIGH: Volatile, unpredictable, Easily Upset, Worry, Low self-confidence, Needs support & encouragement, Exciting, Charismatic LOW: Stable, Predictable, Not easily flustered, What you see is what you get! Facet Five Families Emphasise that the family concept is only to provide a quick reference and is no substitute for a full interpretation. It ignores sub-factors It ignores Emotionality It is handy for quick summaries of people in a group

Johari Window Area Blind Spot
Draw Johari Flipchart - Ask who knows anything about Johari Window? Explain: Johari Window is a tool that can be used to build our Self Awareness as Individuals and Teams Building Emotional Intelligence requires a willingness to expand our Open Area – What we Know about ourselves and What others know to be true of us. Teams that have a larger Open Pane, tend to have higher levels of trust and collaboration – they solve problems quickly are innovative and prepared to take risks. Walk through the 4 Panes briefly Ask: What Behaviours and Skills would support increasing a persons open Pane? Self Disclosure and Feedback are the two skills critical to increasing the Open Pane = Trust. (Write these on the Flipchart) – as we move through exploring our Facet Five we are going to have opportunities to practice these skills. Ask individuals to change over their watch or wedding ring – how does that feel? – Your moving out of autopilot and into learning opportunity. Acknowledge – Normalise Discomfort/ Learning Opportunity For some of us this will feel natural, for others, for others, especially those of us new to working together, it may feel slightly unnatural or uncomfortable – that’s ok – if your slightly uncomfortable it means your coming out of autopilot and this that signals an opportunity to learn/ to experience something new – so catch this feeling and be prepared to practice “Leaning” into the discomfort. Personal Leadership Plan As we move through todays workshop you will find you have information in all 4 Quadrants, the goal is to reduce you’re your Blind Spots/ Unknown area to expand your Open Area. Post todays workshop the plan is for Sam and Linda to continue working with you to develop a personal leadership plan (confirm this) Johari quadrant 1 - 'open self/area' or 'public area', describes the information about the person - behaviour, attitude, feelings, emotion, knowledge, known by the person ('the self') and known by the group ('others'). The aim in any group should always be to develop the 'open area' for every person, because when we work in this area with others we are at our most effective and productive, good communications and cooperation occur, free from distractions, mistrust, and misunderstanding. Established team members logically tend to have larger open areas than new team members. New team members start with relatively small open areas because relatively little knowledge about the new team member is shared. Johari quadrant 2 - 'blind self' or 'blind area' or 'blind spot' Johari region 2 is what is known about a person by others in the group, but is unknown by the person him/herself. By seeking or soliciting feedback from others, the aim should be to reduce this area to increase self-awareness. This blind area is not a productive space for individuals or groups. This blind area could also be referred to as ignorance about oneself. A blind area could also include issues that others are deliberately withholding from a person. We all know how difficult it is to work well when kept in the dark. Group members and managers can take some responsibility for helping an individual to reduce their blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure. Johari quadrant 3 - 'hidden self' or 'hidden area' or 'avoided self/area' or 'facade' Johari region 3 is what is known to ourselves but kept hidden from, and therefore unknown, to others. This hidden or avoided self represents information, feelings, fears, hidden agendas. Low on Energy or Emotionality might make this quadrant naturally a little bigger. Its natural for very personal feelings to remain hidden, indeed, certain information, feelings and experiences have no bearing on work, and so can and should remain hidden. However, typically, a lot of hidden information is not very personal, it is work- or performance-related, and so is better positioned in the open area. Most people fear judgement or vulnerability and therefore hold back hidden information and feelings, etc., that if moved into the open area, i.e. known by the group as well Johari quadrant 4 - 'unknown self' or 'area of unknown activity' or 'unknown area‘ – The Quadrant of Possibility Johari region 4 contains information, feelings, latent abilities, aptitudes, experiences etc., that are unknown to the person him/herself and unknown to others in the group. These unknown issues take a variety of forms: they can be feelings, behaviours, attitudes, capabilities, aptitudes, which can be quite close to the surface, and which can be positive and useful, or they can be deeper aspects of a person's personality, influencing his/her behaviour to various degrees. Large unknown areas would typically be expected in younger people, and people who lack experience or self-belief. E.g. an ability that is under-estimated or un-tried through lack of opportunity. Managers and leaders can help by creating an environment that encourages self-discovery, creating a culture, and expectation for self-discovery helps people to fulfil more of their potential and thereby to achieve more, and to contribute more to organizational performance.

Will Energy Control Affection Facet 5 Low Emotionality High
So before we leap into expanding our Open Pane through looking at our Team Facet5 profile - lets refresh our understanding of the 5 Dimensions of personality Briefly Walk Through the Wheel – One at time Will: Promotion and defence of own ideas. Focus on internal values and beliefs first and foremost – domain associated with Power. Energy: Excitement about doing things, your attentiveness and speed of interaction with the external environment Affection: Positivity about others and your preference to trust, work with and develops others Control: Sense of discipline and responsibility. Covers dependability, thoroughness, continuous improvement and perseverance. Emotionality – An amplifier, which modifies what you see. High emotionality sharpens / heightens strong preferences/ Low emotionality dulls. High emotionality harder you are your self, suffer more ups and downs, may be over anxious, ruminate (If they also have high control they will see H Emotionality as a weakness) Transition to Line Dancing: Using your individual profile on page 3 we are now going explore your natural style in relation to others in the team: Affection Low Emotionality High

Boot Scootin….

Will High Control Energy Low Affection Benefits Flexible Adaptable
Accommodating Agreeable Determined Assertive Decisive Independent Risks Domineering Stubborn Argumentative Opinionated Unassertive Submissive Indecisive Timid High Low Control Energy Page 3 of your Personal Profile, page 5 to see the sub-factor breakdown Determination Assertiveness Independence Driving force Power HIGH: Dominant, Determined, Committed, Independent, Stubborn, Rigid LOW: Flexible, Open to change, Dependent Affection

Facet 5 – Team Comparison by Will
Low Will High Will Benefits Flexible Adaptable Accommodating Agreeable Determined Assertive Decisive Independent Risks Domineering Stubborn Argumentative Opinionated Unassertive Submissive Indecisive Timid

Energy Will High Control Energy Low Affection Benefits Quiet
Confidential Reserved Undemonstrative Energetic Enthusiastic Sociable Friendly Risks Distractible Disruptive Interfering Exhibitionist Aloof Indifferent Cool Unsociable High Low Will Energy Control Page 3 of your Personal Profile, page 6 to see the sub-factor breakdown HIGH: Enthusiasm, Sociability, Being involved, Fun-loving, Gregarious, Competitive, Optimistic, Can over commit LOW: Private, Shy, Distant, Cool, Aloof, Quiet Affection

Facet5 Team Comparison by Factor: Energy
Low Energy High Energy Benefits Quiet Confidential Reserved Undemonstrative Benefits Energetic Enthusiastic Sociable Friendly Risks Distractible Disruptive Interfering Exhibitionist Risks Aloof Indifferent Cool Unsociable Not based on a template/This slide is animated Line Dancing: Implementation (Energy) Ask : people to refer to the Individual Profile, Energy on Pg 6 and stand on the line that represents their overall score Debrief Questions: Sam – talk me through what High Energy Feels like in a team meeting to you? (Enthusiastic, vicarious in social situation –wants to bounce ideas off other and will share a view even if detail not available – easily distracted, want to get going) Is this similar or different for you Paul?) Louis – Scott, Lachlan – how do you prefer to discuss ideas in a team meeting? What's it like working with our H Energy Folk? (Prefer not to be put on the spot – like time to understand the issues/ background info – takes time to get to know and share at a personal level. Louis/ Leanne If you were surprised in a public forum with some recognition or a birthday celebration – how would that feel for you? (Not overtly social – may not enjoy being in limelight) Adrian, Chris, Daniel – how to you ideally like to approach/ plan and implement change (4) – prefer to full understand detail – adaptability may be lower.

Affection Will Low Energy Control High Affection Benefits Pragmatic
Astute Hard-nosed Shrewd Caring Helpful Kind Trusting Risks Naive Innocent Soft Gullible Self Centred Cynical Aggressive High Low Will Energy Affection Control Page 3 of your Personal Profile, page 7 to see the sub-factor breakdown HIGH: Open, Sincere, Caring, Warm, Responsive, Receptive LOW: Pragmatic, Business-like, Quick to seize opportunities and take decisions, Less prone to being confused by alternatives, Cynical, Unsympathetic

Facet5 Team Comparison by Factor: Affection
Low Affection High Affection Benefits Pragmatic Astute Hard-nosed Shrewd Caring Helpful Kind Trusting Risks Naive Innocent Soft Gullible Self Centred Cynical Aggressive

Control Will Low Energy Control High Affection Benefits Creative
Uninhibited Free Thinking Radical Planned Reliable Conscientious Responsible Risks Authoritarian Inhibited Intolerant Rigid Irresponsible Unreliable Unfocussed Unplanned High Low Will Energy Affection Control Page 3 of your Personal Profile, page 8 to see the sub-factor breakdown Self control, Constructive self-critic, Conservatism HIGH: Likes order, Structure, Planning, Duty, Responsibility, Frustrated by low control, Conscientious, Loyal, Ethical\Consistent LOW: Easy going, Laid back, Live for the moment, Liberal, Uncritical, Casual, Unplanned, Unreliable

Facet5 Team Comparison by Factor: Control
Low Control High Control Benefits Creative Uninhibited Free Thinking Radical Benefits Planned Reliable Conscientious Responsible Risks Irresponsible Unreliable Unfocussed Unplanned Line Dancing: Implementation (Control) Ask people to refer to the Individual Profile, Energy on Pg 8 and stand on the line that represents their overall score Lachlan and Leanne - What type of work do you most enjoy (analysis, detail, structure – defined process) – great at Risk Mgt/ Audit Adrian – who would it be like you needed to work as an Auditor (crossing the T;s and I’s) – why does that not appeal. Sam/ Scott when might low control be useful if the work you do? When might you need to be conscious of apply a more structured approach – what other tactics could you employee (drawing on team members strengths to double check approach esp if a high risk decision or project) Risks Authoritarian Inhibited Intolerant Rigid

Facet5: Proportionality
Low May be oblivious to importance of issues Can see blasé and unconcerned Under reacts to issues High Becomes intense, Takes things seriously Takes things to heart Worries Gets things out of proportion Proportionality = Proportionality shows the tendency within you and your team to keep cool when things become disputed or to get too deeply involved and concerned with the result. Explain: Some will under-react and others may over-react. Facet5 Emotionality scores indicate your Proportionality score. People with higher emotionality are prone to being easily distracted and tend to remember things in a less organised and sequential way. They take things quite seriously, set high standards for themselves and can be there own worst critic – People with lower emotionality are naturally more pragmatic in their approach and may come across as being blasé or hard to gauge a reaction from. Willingly to have a go as unrestrained by fear of failure. Ask people to refer to the Individual Profile, Energy on Pg 8 and stand on the line that represents their overall score What does this tell us about how we are impacted by outside factors ? (Act in a more emotional vs. rationale manner 7.5 and above/ Perfectionists – driven to deliver, ruminate feel anxious as events get closer) High the emotionality harder it may be to receive and process feedback. (Own worst critic) Brett, Rodolphe, Nicole, Huw – may have a lot of internal dialogue, take things to hear and be scan for risk, pre-empting problems Simone, Mandy Shalene, Time – don’t take things to heart – may seem overtly calm and hard for others to interpret. Those in the middle will find it easier to take things as the come, stay present with any changes or difficulties that present. Buddy Up – With someone at the opposite end of the specture – share your profile – what does it indicate about who your are impacted by outside events? How do you experience stress – Sleep/ Mind Racing/ Tension/ Re thinking? What impact does this have on those around you (At Home, Your Team, Your Peers etc) How would others know if you were concerned or impacted by Change – do you share this – what are the pro’s and cons. Ask: What strategies can you employ to externalize/ eleviate stress? The tendency to keep cool when things become disputed or to get too deeply involved and concerned with the result

Individual Reflection
Proportionality Individual Reflection How is your level of emotionality experienced by others (positives and negatives) How would someone know if you are impacted or stressed? What are your “signs” ? Can you identify any common triggers for stress in your work/ broader life? What strategies do you have for managing stress? Buddy up Share your F5 Emotionality Scores Share examples of how your Emotionality impacts you and others Identify 2-3 coping strategies for managing your Emotionality preference 5 Mins quiet reflection (Hand out Individual Reflection Sheet) 5-10 mins pair discussion with someone at the opposite end of the Emotionality Scale Group Debrief What resonated with you in your reflection or discussion with others? What insights does your emotionality provide you about how your work with others and or maximise your own sense of enjoyment and contribution? Resilience: Is the learned ability to bounce back from adversity, thrive on challenge, reach our full potential and have a positive impact on others .

Work Cycle Will Energy Control Affection
( H) Decide < > (L) Defer (H) Revolution < > Evolution (L) (H) Try it < > (L) Understand it Work Cycle – How the Team Problem Solves Teams form for various reasons – and whatever a team’s purpose – it spends time creating ideas, evaluating alternatives, making decisions and implementing them. It is possible to think of this as a circular process with 4 phases. To get the best decisions,. Each phase must be taken, preferably in sequence. Decisions without evaluation, or actions without looking at alternatives (ideas) are risky. The Work Cycle allows us to explore as a team: Your Natural predisposition – where you will gravitate to in the problem solving cycle. The way your contribution may be seen by the team (H) Possibilities < > (L) Practicalities

Work Cycle – Your Natural Predisposition
Larger Box = More likely you will gravitate to this element of problem solving first Your Natural Preference – the part of the work cycle you will gravitate to when solving problems Turn to page 4 to review your results A high Facet Five score will results in a large proportion of the box being filled. The larger the box the more likely you are to gravitate to this element of the work cycle first. The smaller the box the less preference you have to attend to this element first. High and Low scores are equally important, so small and large boxes are equally significant Your Contribution – highlights the talents you bring to the team decision making, also captures how your may be perceived by the group. Turn to page 5 to review how your preferences compare to others in the team. Smaller the box = Less likely you will gravitate to this element of problem solving first

Work Cycle – Team Snapshot
This Snapshot shows how individuals within the team compare to each other in personal style. The closer you are to another person the more alike you will be in your personal style. Dave Shalene Neil Brett Angela Huw Nicole Brett Mandy Mike Rodolphe Simone Tim Based on Master Slide Template: Team Snapshot/ Chart Pack image: Team\Team Snapsot.gif All teams have four elements to their work cycles “ Generating Ideas/ Evaluating/ Decision Making/ Implementation Closer to the center – more balanced and comfortable you are in working in all four parts of the work cycle. You more likely to apply the same amount of attention to each part of the work cycle. Further out on an axis - the more preference and attention you will pay to that element of the work cycle. Rudolph and Brett will look at ideas from an Precedence angle ie what we've done before/ evaluative/ critical eye/ process control/ low risk –and will will be more Adaptive in style) By contrast Huw/ Dave/ Mandy will approach decisions from a Innovative perspective – more open to risk, nothing ventured nothing gained attitudes , blue sky thinkers like the challenge of change. (much less concerned about precedent perspective – risk is they can enthusiastic change agents, but may need to be balanced by others who mitigate risks and ensure follow through of implementation) Neil, Angela, Mike Tim – will play useful roles in being able to champion new ideas, but balancing this out with a pragmatic view of risks/ sustainability/ structure to deliver change within (without getting bogged down in detail or restrained by protocol/ rules/ processes) We can overlay this with the Paradigm you will bring in each quadrant: This team is going to generating ideas at a more Innovate Level – they will produce innovative idea and be motivated by change and opportunities to try new and different ways of working but its in context of process improvement and lower risk approach. (High Energy with Lower Control) Q) What do you think the team needs to deliver our scorecard this year? What are the risks for the Leadership team (Lots of Ideas/ High Energy Will – who is following through to implement/ sustain and imbed the success?) Radical Ideas focus rather than incremental improvement may be a risk. (High Energy)

Team Preference vs. Perspective
Preference: Decides quickly, promotes ideas confidently Perspective of Others: Confident ,Dominant, overrides other ideas 3. Preference: Action response, possibilities & results before process , do what ever it takes Perspective of Others: Impulsive, not thinking ahead Preference: Traditional, process over content Review precedent, analyses detail Perspective of Others: Can be seen as consertive, slow to adapt Dave Shalene Neil 2. Brett Angela Huw Nicole Brett Mandy Mike Rodolphe Simone Tim 4.. Explain: Lets now explore the Team Preferences, relative to each other and the 4 components of the Work Cycle. Closer to the centre – more balanced and comfortable you are in working in all four parts of the work cycle. You more likely to apply the same amount of attention to each part of the work cycle. Further out on an axis - the more preference and attention you will pay to that element of the work cycle. (Ie Brett will look at ideas from an Precedence angle he will look at what we've done before/ evaluative/ critical eye/ process control/ low risk – we will be more Adaptive) – by contrast Huw/ Dave/ Mandys approach it from a Possibility perspective – more open to risk, nothing ventured nothing gained. (not worried about Precedent perspective) Animated Slide: Explore each phase with the team: Within Idea Generation (Phase 1) who would contribute Practical Pragmatic ideas (low Affection + High Control) = Brett Within Idea Generation (Phase 1) – who would contribute more blue sky thinking (High Affection, Low – Mid Control – Huw, Dave, Mandy Within Evaluation (Phase 2) – who will analyse the details and interpret risk (Brett, Ropdulphe–Mike, Nicole, Angela, Neil and Tim can also contribute here) Within Evaluation (Phase 2) – who might need to be conscious of overlooking details, and not following through – Sam & Scott Within Decision Making (Phase 3) who is likely to most decisive (Linda, Sam, Adrian, Chris and Willie) Within Implementation (Phase 4) who will be most likely to act talk and freely share their views =Sam, Linda, Paul, Greg and Willie Exercise: Ask people to refer to page 5 of their workbook Ask people to choose their dominant contribution to the working cycle i.e. their largest quadrant Pg 4 (allocate people evenly between the 4 cycles if poss) Preference: Allocate each group a White T Shirt (per cycle stage) and on the Front Write H Affection (Ideas) ask the group to come up with an image/ word or slogan that represents their Preference (5 mins) Perspective: Then ask each group to come up with how this may be perceived by other who have a lower score (Perspective) Each team to share their T- Shirt. Team Analysis: 1) What are the teams collective strengths? Implementation(Energy) and Decision Making ( 2) Given the 2013 Agenda for A & D– do you see any risks in this Work Cycle Team Profile? Fewer people in Evaluation Ideas/ Risk Mgt quadrant (only Brett/ Rodulpe) – Tim, Mike, Nicole can work confortable in all quadrants Higher propensity for Revolutionary approach/ Making Decisions (majority of team! ) = may be reactive and make snap decisions without considering all angles and engaging other fully Risk that Decision Making and Implementation could fast which may make it difficult for others to engage and buy into change 1. Preference: Collective orientation/broad blue sky ideas, tangential Perspective of Others: Creative but idealistic/ too people focussed

Work Cycle: Team Comparison
The chart shows how this team approaches work and where they will focus their attention. Each chart represents one of the Work Cycle Phases. People with similar scores are grouped together on the line. The further apart people are in a row, the more dissimilar they are in their approach to work. The shaded box shows where you naturally fit in compared to others in the team, based on your Facet5 profile.

Individual Challenge: Prisoner in the Tower
Individually solve the problem provided on piece of paper Close proximity = Left Brain = Rationale Thinking Distant proximity = Right Brain = Abstract Thinking Widen The View – create diverse discussion groups Find a Problem Swapping partner Disassociate yourself – create psychological space imagine your giving advise to a client in your predicament Handout Option 1 and 2 scenarios to each person. They cannot collaborate or talk to other person in any way. Brief Option 1 people. Then Brief Option 2 reinforcing they are to imagine the prisoner as someone else. Option One –You are a prisoner in a tower who desperately wants to escape. Its dark, cold and you have been trapped in there for weeks with little food. One day you discover a rope in your cell. Trouble is the rope is only half the length necessary to allow you to reach the ground safely. You divide the rope in half, tie the two parts together and escape to your freedom. How did you accomplished this feat? Option Two. Imagine there is a prisoner who desperately wants to escape. Its dark, cold and he has been trapped in there for over weeks with little food. One day he discovers a rope in his cell. Trouble is, the rope is only half the length necessary to allow him to reach the ground safely. Yet he divides the rope in half, ties the two parts together and escapes to his freedom. How did the prisoner accomplish this feat? Research: Evan Polman of New York University and Kyle Emics of Cornell University posed this question to research subjects. They asked half the participants to image themselves as a the prisoner. (only half figured out the problem) They asked the other half to imagine someone else as the prisoner. (66% came up with the solution) Not an isolated result – what the research has shown is that “people are faster and more creative when they tackled the problem on behalf of others rather than for themselves. So when we think of situations or individuals which are distant, in space, time or social connection – we think of them abstractedly. (Right brain - abstract) But when we think of things close, near us physically, about to happen or standing beside us we think more concretely (Left Brain rationale) This isn’t just the creative power of altruism. The results strengthen an the theory that when we think of the situations we are in, we tend to think more concretely and can struggle to generate new ideas, whereas when we think about the situations others are in, especially situations distant from our own reality, we tend to widen our perspective and generate ideas that are a little more abstract – more like the creative ideas we might need. Abstract thinking = greater creativity Ask: So to be more creative someone's we need to be distant – in real life do we do this when a problem is pressing?/? NO – we often intensify our focus, get down into the detail – when what we really need to do is WIDEN OUR VIEW by stepping back. “Decisions we make for others are more creative than decisions we make for ourselves” NB: Of course, there are plenty of times when getting the job done calls for concrete thinking and a close focus. But those hammers shouldn't be the only tools in our toolbox. Answer to prisoner predicament: He split the rope lengthwise, tied the two halves together and shimmied to his freedom. People are faster and more creative when tackling a problem on behalf of others rather than for themselves.

Team Challenge Eggie Business
The Egg Game Summary: Brainstorm, plan, and protect your eggs from being smashed. Goal: Protect the egg from being cracked or broken. Observers: Tara and Anna – looking for evidence of Decision Making Preferences in Action & Tactics (Win Win – Win – Lose, Lose Win, and Lose – Lose) Materials (for each team): 1 egg (not boiled!) 1 roll masking tape 1 piece newspaper 6 drinking straws 1 plastic Bag 5 Cotton wool balls Coloured pens Coloured dots Instructions: Each of the eggs in the room will be dropped from head height onto the ground. Your challenge is to protect the egg from being cracked or broken. Work within teams, using the materials provided to protect your egg! Stage 1: Don’t talk to others. Don’t touch the materials yet. Individually develop your own plan/ideas for how the egg could be dropped without breaking. Jot your ideas down in your notebook – 2 mins Stage 2: Now, work in teams to brainstorm, plan and protect your eggs from being smashed. You have 10minutes to get your eggs ready for the big drop! - 10 mins. Facilitator note: Place materials on a table up front where everyone can see the “resources” , but don’t assign or specify teams. Groups may choose to work independently or together to share resources/ ideas to develop a better outcome (synergise) Stage 3: Facilitator spreads garbage bag on the floor and asks tallest person in room to drop eggs. The eggs that don’t break are the ‘winners’ – 5 mins Debrief Decision Making Style: What Decision Making style did people default to Who generated ideas Who was concerned with risks – ie what might go wrong What wanted to leap in and just try ideas (High Energy) Was there debate over the Right way (High Will) Who was focussed on gaining consensus (Affection) Debrief Tactics (Observers to share their observations) Did any one focus on the rules of the game? (High Control) Who was focussed on idea generation (High Energy) How did emotionality/ proportionality play out for you in your group? Who directed/ made key decisions in your group (Will) Did anyone just want to continue independently pursuing their idea (Rule Free – High Will. High Independence) Which teams came up with particularly revolution ways of solving the challenge? Did they have high energy/ low control?

Group Orientation Reaching Accord
Assertive people: Focus on their needs, desired outcomes and agenda Win- Lose Win- Win Lose - Lose Lose- Win Based on Master Slide Template: Reaching Agreement Overview/ Chart Pack image: Team\Facet5scores.gif Animated Slide for Cooperative vs Assertive + Covey Paradigms Explain: This slides show the orientation the team will most likely adopt if faced with conflict and disagreement. People have a natural Orientation based on Assertiveness – (what I want) Vs Cooperativeness – (what you want) Will is aligned to assertiveness and Affection is aligned to cooperative. TeamScape maps individuals to the model based on the intersection of these scores Each of us is capable of using all five conflict-handling modes. None of us can be characterized as having a single style of dealing with conflict. But certain people use some modes better than others and, therefore, tend to rely on those modes more heavily than others. Your conflict behavior in the workplace is therefore a result of both your personal predispositions and the requirements of the situation in which you find yourself. The influence of preferred tactics and proportionality will influence how people may respond differently within the same mode. Provide example through role play if possible: One person might avoid a conflict by expressing himself this way: “I’ve had enough of this nonsense! I’m not going to waste any more of my time. I’m out of here.” Another person may take this approach: “I’ve just realized that I need more time to think about this topic and to discuss these issues with my colleagues. It’s starting to overwhelm me. Let’s set up another meeting for next week. By then, I’ll be ready to address the matter.” In the first instance of avoiding, the person would probably come across as insensitive, condescending, and even demeaning. Because of the manner in which he left the situation, the other people involved might feel rejected or abandoned. In the second instance, the person shows regard for the other people in the conflict situation. Although he is still withdrawing, it’s more likely that everyone concerned will have an easier time understanding and accepting his avoiding behavior because the reasons for it have been explained to them. Reinforce: Essentially, (1) what conflict mode you choose and (2) how you then use it are two very different things! Discuss Competing prior to moving to next slide. What do people in this orientation do when reaching agreement, or resolving disputes – ask participants in this zone first and invite others to comment. Move to the next slide to summaries their input. Explain paradigm driving each approach (Link to Covey’s Synergize Habit) Win - Lose – I will win at all costs (my agenda is paramount) Win – Win – we both can benefit from each other ideas/ talents Lose – Lose avoid, If I'm going down, your going down with me. Or non disclosure so both lose as not exploring mutual possibilities Lose – Win – your agenda is more important than mine – I will concede to your need above my own Cooperative people: Focus on others needs and mutual relationships

Group Orientation Reaching Accord
Neil Brett Dave Angela Mandy Shalene Nicole Tim Mike Huw Simone Tactics Reaching Accord Competing High Will – Low Affection– argue case strong, focus on goals and needs, will go it alone if required Dave, Neil, Brett Ask – can you think of an example when this would be required? Useful when decisive quick actions are required When unpopular courses of action are required On vital issues when you know your right Top protect being taking advantage of Collaborating (High Will + Affection) – discusses issues directly shares opinions with others, concerned about satisfying everyone and resolving difference, seek others help Ask – when is this style useful? When concerns are too important to compromise When you want to learn from others or synergise Gaining community involvement and buy in Accommodating (Low will with High Affection) -Tries to preserver relationships, will sacrifice on views, focuses on things where they agree – keeping the peace Ask – when is this style effective As a goodwill gesture When the outcome is more important to others than your When persevering harmony is important Avoiding (Low Will, Low Affection) – Simone. Ignoring differences of opinion, avoiding argument, lets others take responsibility – defers to by time Useful when: Issue is trivial You want people to cool down and regain perspective When more information is required When others can resolve it more effectively Compromising – Average Will and Affection – Happy to give a little to get a little, propose middle ground, prepared to trade off Huw, Nicole, Shalene, Mike, Tim Simone Useful when Goals are not worth the disruption caused by being assertive You want to achieve temporary settlements You need a quick expedient solution Proportionality

Source: Kotter – Accelerating Change
(Leadership) (Management) Many more people behaving as leaders makes the difference between successful and failed change efforts. Those who choose to participate in and lead change are far more likely to be successful than those whose participation is forced. Leaders exist at every organizational level, not just the C-suite; finding and empowering those leaders is critical to success. It’s essential for leaders to model the change and the behaviors desired from the rest of the organization, not to push the change upon others Key Point Even if Transformational Change is not your natural disposition, it doesn’t mean you cant do it, it just means it will take more personal energy and you will need to make more conscious decisions to invest in this leadership space. Source: Kotter – Accelerating Change

Transformational Leadership
Score s 52.4 to We are fairly similar in how we act as Transformational Leaders. Score in our Team Some disparity in how we cat as Transactional Leaders TRANSFORMATIONAL How quickly do I accept new challenges? Can I be flexible and adaptive when I need to? Am I TOO flexible/ easily convinced?! Do I tend to go my own way – do I spend enough time consulting with and adapting to others? Am I a team player? Do I show interest in others ideas and work? Do I show enough enthusiastic acceptance? Am I too task-oriented, do I make sure that I am thinking of others (KFCD)? What do I go out of my way to do to show I am a part of a team? Do I find myself working though things myself vs. involving others in my thinking? TRANSACTIONAL How good am I at thinking independently? Do I have a long term focus? I am too permissive – do I seek evidence of performance and standards? Am I good at planning ahead? Do I hold back and consider information before acting? Am I too hasty? Am I too self-critical? Do I interfere with or interrupt people’s work? Am I able to maintain focus and not get distracted? I’m imaginative – but does this detract me from using a structured approach to problem-solving? Do I get bored easily? More work to do on this session

Facet 5 – Individual / Team Takeaways
Create a reflection handout sheet What have you learnt about your primary contribution to decision making within the A & D team? Who in the A & D Leadership team could compliment/challenge your decision making preferences? What areas of leadership development have you identified which will be critical for you to focus on in delivering your 2013 agenda? 15 mins Individual Reflection time using the handout and their own 2013 KPI Scorecard Transition to

Activity: Partnering for Performance
Start in the centre/ horizontals It gives your brain more visual space to spread out Use a Image or Picture for your central concepts Helps you focus as the images stimulates your brain Use colours throughout Colour adds vibrancy and energy = creativity Connect your main concept – with branches Our brain likes to make connections – you will see patterns/ improve recall Curve your branches Straight lines under stimulate the brain One key word per line Summaries/ Affirms Use images throughout One image = 10,000 words or notes Mind Mapping - Enhance your problem solving: mind mapping is one strategy for “distancing yourself” and “exploring connections” It harnesses the full range of cortical skills – word, image, number, logic, rhythm, colour and spatial awareness – in a single, uniquely powerful manner. In so doing, it gives you the freedom to roam the infinite expanses of your brain. The Mind Map can be applied to every aspect of life where improved learning and clearer thinking will enhance human performance. Explain the 7 steps (animated) Activity – Partnering for Performance (30 mins – If time permits) Identify a key KPI challenge this year – critical relationship/ performance issue/ etc etc Create a Mind Map to capture the “problem” and your possible leadership tactics to overcome (using your knowledge of your Facet 5 strengths) Buddy up with a colleague, consider who can compliment/ challenge your thought process – share your Management Challenge (5 mins each) Go back to your Mind Map – add any additional thoughts or ideas that emerged from your pair chat - Debrief How did you experience that activity? What additional insight/ ideas were you able to generate by including a diverse perspective

is CHANGE HARD 70% of Change Efforts Fail
Nearly every company has a history of failed change efforts. Ours is no different. But now more than ever, organizations like ours need to know how to change. If you look at the data, it’s clear that the rate of change across most industries and sectors has been speeding up for some time. Stakes are higher for maneuvering quickly and smartly. Looking at this chart, you can also see that this increase in change is exponential, not linear. Windows of Opportuity: The good news is that with all of this change, windows of opportunity are opening much more frequently. If we can master change, we’ll be able to jump through those windows before they close. Here are the kinds of questions we need to ask ourselves: What external changes are we seeing that impact our organization? What will happen if we’re not able to move fast enough to seize the resulting opportunities or dodge the hazards? What could we accomplish if we were able to successfully tackle change? We going to spend some time exploring what makes change successful, what makes it stick and how this relates to 1.Your E & R Work Agenda – what “windows of opportunity are there to jump through” 2.Your Leadership Preference

Its time to get over our change fatigue and learn about proven processes.
Step 1 … Choose Yourself! You’ve likely heard of Kotter’s 8-step process for leading change. The steps are based on more than fifteen years of observation and analysis of successful—and failed—change initiatives. Many thousands of organizations have used this process with great results. For more information read: Leading Change, 17–31 “Accelerate!”

People need to believe it,” The way we do things around here”
A & D Do we promote the right behaviour Maintain focus, keep momentum, eliminate work – create “to Stop list” A & D What takes away from our focus? Communicate compelling evidence, celebrate success? A & D How do we celebrate success? Identify & remove barriers A & D What is the mindset shift, what are supporting vs non supporting Constant, authentic, not tell but show A & D: What are the stories we tell? –Naysayers – do we invite them in? Bold, Futuristic Specific, Connects to Heart ie WIIFM A & D Can we explain in 60 sec? True urgency is a key principle for leading change. It is rooted in leadership throughout our organization Successful change is about feeling, not just thinking. Heart and head, not just head, is another of Kotter’s key principles for successful change. People change when they see a truth that influences their feelings, a vivid picture of the opportunities ahead that connect to the head and the heart. Less when they read analysis that shifts their thinking. 2. Focused externally on important issues Alert, fast-moving Relentless Continuously purging irrelevant activities to make time for important ones, and to prevent burnout 2. Guiding coalition is a group powerful enough to lead a big change. Numbers 1 and 2 are givens for all teams: They need a common goal to work toward. They need to trust each other. And everyone else in the organization needs to trust that they can do this job. Change occurs when powered by passion and intrinsic motivation and is sustained when people volunteer to help. People who want to and feel as if they get to be involved in the change—not that they have to—have much more impact.= Daniel Pinks work around intrinsic motivation, people are hardwired to search out Autonomy (Im in control) Purpose, (higher goal beyond self, connected to values) Mastery (just outside current skills) 3. Change Vision. We need a vision that paints a picture of success with enough information and direction so that everyone can make decisions—without seeking permission at every turn or otherwise slowing down the process. Our vision should never elicit eye rolling or glazed-over looks. It needs to be authentic, understandable, and compelling. 4.Communication: Remember when we talked about See-Feel-Change being more effective than Analyze-Think-Change? Communication is not simply telling people what direction we’re taking the organization in. We need to show them so they’re inspired to act on and make decisions that align with our vision, even when it’s inconvenient or difficult. Be a broken record – communicate about it every day – team meetings, town halls, 1:1s Naysayers inevitably challenge ideas in front of others. So we need to invite the lions in: Don’t get defensive. Let them attack. Then we can respectfully respond to the naysayers’ attacks with simple, clear, and commonsense answers—we’ll prepare these responses in advance. This will win the hearts and minds of the rest of our audience—those who need to be most invested in the change. 5. Remove Obstacles: It’s the job of the guiding coalition to identify and address obstacles that stand in the way of our change vision. Common barriers Mindset: People don’t believe change is possible. Systems: Formal structures (e.g., information sharing, performance management) make it difficult to act. Bosses: Key players discourage employees from behaving differently. Project Management and key articulation of goals and measures for success is critical. 6. Everyone must see that the change is working. We need to create short-term wins that are: Visible – Everyone can see for themselves that the result is real, not just hype. Unambiguous – There can be no argument over whether or not it’s a win. Relevant – It’s clearly related to the change effort. Celebrated – This ratchets up the level of urgency and engagement. 7. Maintain focus and keep up momentum. (Low control, high energy – watch out here as may get bored!) Don’t declare victory prematurely Keep urgency up Eliminate unnecessary, demoralizing work Continue learning from experience 8. Imbed Culture For the change to become embedded in our organization, part of our DNA, everyone needs to believe in it. This means that some people who haven’t bought into the change will leave. That’s OK. It also means that we need to be disciplined about promoting the right people: those who fully believe in and support the change. If we promote people who don’t behave consistently with the new way of doing things, we’re saying that the change isn’t important. We’re leaving the door open for the old culture to return. Short-term wins can achieve multiple objectives simultaneously—and be cause for unique celebration. Shared Objective, Trust, Right People. “Want to” not “Have to”. A & D :Is our coalition powerful? Heats & Minds, not logic and facts Eliminating Complacency A & D What we Urgent About?

Team Activity 3 Teams Each identify a window of Opportunity within our 2013 Objectives Create a Mind map on Flipchart Appoint a Group Spokesperson to share Transformation Skills and Change required (10 mins) Team Activity –Change project an analyse In Debrief – ask them to consider their Facet 5 profiles and what this tells them about their approach to change – Transformational Leaderhsip: Control Low – Revolutionary (need to translate, make it practical for people) High = Evolutionary need to connect to heart and minds not facts Energy – Adaptability scores – openness to change – how they will want to interpret it Affection – Low = Less likely to trust may be a Naysayer – High – want to bring people along on the journey = slower, and might need to be of not avoid confrontation around non supporting behaviors to the change process Will – Low Will/ Energy may not have a “care factor” unless they are involved in change/ or “discipline area” – High Energy – want to get going, need to identify risks and not get bored and unfocussed during implementation Some possible Debrief Questions First Four Stages We’ve reached an important mid-point in Kotter’s 8-step process. Before we move on to Step 5, we need to ask ourselves: Step 1: Urgency – What are we seeing and hearing that demonstrates the level of urgency our people are feeling, that our need for change feels undeniable to lots of people? How do we know our people believe the status quo is unacceptable? What have we done to battle complacency? Step 2: Guiding Coalition – Do the people leading the change feel they get to be involved rather than have to? Step 3: Vision – What are we seeing and hearing about the effectiveness of our change vision? Have people understood—and felt it—when we shared it? What feedback are we getting on the vision and the goals we set for achieving it? Step 4: Buy-In – What are we seeing and hearing about whether our employees understand and believe in our vision? In what new ways are they behaving that demonstrate they believe in it? What do we need to adjust before we move on?

Next Steps - Transformational Leadership
Management, Set Direction Align People Motivate & Energising (coping with change, giving focus, energy & direction) = Engagement . . . Performance Conversations Plans/ Budgets Controlling & Problem Solving Risk Mgt (coping with complexity, giving order and predictability) Kotter model - Kotter penned the differences between leadership and management. Both are essential, and at different stages organisational change different levels of Leadership or Management is rqd. Its important to understand we often have a personal, unconscious preference in terms of our own balance of leadership vs management behaviours (give personal example) – Refer to Facet 5 During times of change/ or intense workload we need to be mindful not to revert to our preference of Task (Management Activities) over People (Leadership) or vica versa During the early stages of changes team typically need a greater levels of Leadership input e.g. frequent, timely communication around: What (EA Strategy), Why (Benefits, WIIFM – individual Level), How (Role Clarity, Team Alignment, Team Behaviours, PMDP plans) During later stages they need performance standards, frequent feedback on performance and opportunity to share and ideas and improvements Engagement: = balance of Leadership and Management activities Know your People Focus your People Care about your People Development your People ** Hold up the Santos Engagement Guide – reinforce it has practical questions, conversational starters and ideas which leaders can use within their roles as Leaders and Managers. Source: J. Kotter (2001) “What Leaders Really Do” Harvard Business Review: Dec 2001

My Leadership Plan Activity: Create your 2013 Leadership Plan using the template provided. Leadership Template – Facet 5 Handout

Investing in Leadership

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