BUILDING A CULTURE OF EXCELLENCEPRESENTED BY:

SPONSORED BY:

Facilitators:Linda F. DelaneyBrenda Jones

OVERVIEW

Striving for excellence is an important part of professionalism in any job. It involves trying to put quality into everything you do, and this behavior tends to separate the achievers, who make rapid strides in their career from others. • "Excellence is about stepping outside the comfort zone, training with a

spirit of endeavor, and accepting the inevitability of trials and tribulations. Progress is built, in effect, upon the foundations of necessary failure.

• This is the essential paradox of expert performance. When these conditions are in place, learning takes off, knowledge escalates, and performance soars. You are on the path to excellence."

GROUP INTRODUCTIONS

•Tell us:•Your name•Title•One adjective that describes YOU

GOALS

Discuss the functions of teamsConfer perspectives on change management Share practical leadership concepts/strategiesEquip participants to take on stronger leadership rolesProvide techniques for a stronger work/life balance

AGENDA – DAY 14:30-4:45pm Introductions

4:45-5:00pm Discuss Characteristics of Functioning and Dysfunctional Teams

5:00-5:20pm Review and Interpret Myers-Briggs Type Indicator (MBTI) Styles

5:20-5:55pm How to Use MBTI Assessment To Overcome Dysfunctions Part 1 Breakout Session/Team Discussion

5:55-6:00pm Wrap-Up and Team Assignment

AGENDA – DAY 28:00-8:45amHow to Use MBTI Assessment To Overcome Dysfunctions Part II

Breakout Session/Team Discussion8:45-9:55am Leadership Principles 9:55-10:15am Creating a Culture of Accountability – What is It?10:15-10:30am Break 10:30-10:50am Creating a Culture of Accountability – Setting Expectations10:50-11:50am Organizational Change Management (OCM)11:50-1:00pm Lunch1:00-1:40pmDiversity & Inclusion1:40-2:15pmEffective Workplace Communication2:15-2:30pmBreak2:30-3:15pmWork-life Balance3:15-4:00pmGroup Exercise, Evaluation and Wrap Up

WHAT WILL BE OUR…..

TEAM ANALYSES

SUCCESS IS BASED ON EFFECTIVE TEAMWORK. TEAM ANALYSIS CAN HELP DETECT RISKS AS WELL AS THE POTENTIALS FOR DEVELOPMENT.

APPRECIATIVE INQUIRY

• Think back to a successful project or activity that was particularly satisfying in terms of teamwork or a collective achievement. A moment or period where you felt you made a real difference because of the collaboration of the group. Describe that time.

LENCIONI’S 5 DYSFUNCTIONS OF A TEAM• Dysfunction 5: Inattention to

results• Dysfunction 4: Avoidance of

accountability• Dysfunction 3: Lack of

commitment• Dysfunction 2: Fear of conflict• Dysfunction 1: Absence of trust

PREFERENCE SCALES

•Extraversion -------------- Introversion•Sensing -------------- iNtuition•Thinking -------------- Feeling•Judging -------------- Perception

THE 16 PERSONALITY TYPES

E-I DICHOTOMYEXTRAVERSION (ACTION-ORIENTED)

• Attention focused outward people, things, action

• Using trial and errors with confidence

• Relaxed and confident• Scanning the environment

for stimulation• Seeks variety and action• Wants to be with others• Live it, then understand it

INTROVERSION (CONTEMPLATIVE)

• Attention focused inward: concepts, ideas, feelings

• Considering deeply before acting

• Reserved and questioning• Probing inwardly for

stimulation• Seeks quiet for

concentration• Wants time to be alone• Understand it before, live it

S-N DICHOTOMYSENSING (PRAGMATIC)

• Perceiving with the 5 senses• Reliance on experience and

actual data• Practical• In touch with physical realities• Attending to the present

moment• Live life as it is• Prefer using learned skills• Pay attention to details• Make few factual errors

INTUITION (VISIONARY)• Perceiving with memory and

association (6th sense)• Seeing patterns and meanings• Innovation• Seeing possibilities • Future achievement• Projecting possibilities for the

future• Change, rearrange life• Prefers adding new skills• Look at big picture• Identifies complex pattern

T-F DICHOTOMYTHINKING (LOGICAL)

• Decision based on the logic of the situation

• Uses cause and effect reasoning

• Strive for an objective standard of truth

• Can be tough-minded• Fair - want everyone treated

equally

FEELING (COMPASSIONATE)• Decisions based on

impact on people• Guided by personal

values• Strive for harmony and

positive interaction• May appear tender

hearted• Fair - want everyone

treated as an individual

J-P DICHOTOMY JUDGING (PLANFUL)

• Focuses on completing task• Deciding and planning• Organizing and scheduling• Controlling and regulating• Goal oriented• Wanting closure even when data are

incomplete• Wants only the essentials of the job

PERCEIVING (ADAPTABLE)

• Focuses on starting task• Taking in information• Adapting and changing• Curious and interested• Open minded• Resisting closure in order to obtain

more data• Wants to find out about the job

TRUST

•What is trust?•How do you build/earn it?

ABSENCE OF TRUST

Building trust is a result of:• shared experiences over time, • follow-through and credibility, and • understanding what makes each person on the team unique.

EXERCISE

• Please separate into two teams:• All “Sensing” personality types on one side• All “iNtuition” personality types on the opposite side

AGENDA – DAY 28:00-8:45amHow to Use MBTI Assessment To Overcome Dysfunctions Part II

Breakout Session/Team Discussion8:45-9:55am Leadership Principles 9:55-10:15am Creating a Culture of Accountability – What is It?10:15-10:30am Break 10:30-10:50am Creating a Culture of Accountability – Setting Expectations10:50-11:50am Organizational Change Management (OCM)11:50-1:00pm Lunch1:00-1:40pmDiversity & Inclusion1:40-2:15pmEffective Workplace Communication2:15-2:30pmBreak2:30-3:15pmWork-life Balance3:15-4:00pmGroup Exercise, Evaluation and Wrap Up

FEAR OF CONFLICT

• In order to master conflict, people first have to identify how they feel about it.

• Part of understanding how to move through conflict involves managing the discomfort and pushing one another to talk about and confront the elephant in the room.

• To move through the discomfort of a conflict on a team, it is important to recognize the conflict as an opportunity for productivity.

• Trust must be established, as described in Stage One, so that people will allow themselves to challenge and push one another in the moment.

• This includes staying in a difficult moment rather than retreating or avoiding it.

WHAT IS CONFLICT?

• Conflict resolution (aka reconciliation) is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution. Often, committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to the rest of the group and by engaging in collective negotiation.

Conflict refers to some form of friction, disagreement, or discord arising within a group when the beliefs or actions of one or more members of the group are either resisted by or unacceptable to one or more members of another group.

EXERCISE

• Please separate into two teams:• All “Thinking” personality types on one side• All “Feeling” personality types on the opposite side

TKI CONFLICT MODELD E M O N S T R AT E S T H AT D I F F E R E N T B E H AV I O R S A R E N E I T H E R G O O D N O R B A D B U T S I M P LY D I F F E R E N T W AY S O F D E A L I N G W I T H C O N F L I C T.

CONFLICT MANAGEMENT STYLES• Competing - “I value the point being made more than our relationship.” “It's them or me.” “I've

got to win this one!” “I'm sure they will see it my way if they just think about it.” “I know I'm right.” This is the “I win, you lose” position. A person whose actions are expressed this way is sometimes symbolized as a shark.

• Avoiding - “I will be quiet and listen.” “It's not that big a deal.” “I'd rather just forget it.” “It's not worth the trouble.” “What difference could I make anyway?” “I lose, you lose.” A turtle.

• Accommodating - “I value our relationship more than this point.” “Let's just get this over with so we can get on to other things.” “This tension is very uncomfortable. I'll just do what they want.” “Fine I give in, have it your way.” “I lose, you win.” A teddy bear.

• Collaborating - “I'm sure if we work together we can come up with a better answer than either of us individually.” “I'm not giving in yet, but I am willing to hear your opinion, and give you mine.” “I win, you win.” An owl.

• Compromising - “This isn't important enough to fight over.” “I don't want to be unreasonable.” “If I give her this, maybe she'll give me that.” “We could both live with that.” A fox.

WHAT’S YOUR CONFLICT STYLE?• Receive a free analysis of your conflict style at:• http://

academic.engr.arizona.edu/vjohnson/ConflictManagementQuestionnaire/ConflictManagementQuestionnaire.asp

LACK OF COMMITMENT

• This stage can be accomplished when people have the ability to defy a lack of team consensus. People want their ideas to be heard, understood, and considered, as discussed in Stage Two.

• It is imperative at Stage Three to clarify the action that will be taken by the team.

• By avoiding assumptions and ambiguity, teams will make more critical and sounder decisions.

• Clarity plus buy-in equals commitment.• Any decision is better than no decision.

EXERCISE

• Please separate into two teams:• All “Judging” personality types on one side• All “Perceiving” personality types on the opposite side

ACCOUNTABILITYAccountabi

lity

Accountability: “Clear commitments that – in the eyes of others – have been kept.”

What’s your commitment level? Write down a business commitment and a personal commitment that you believe is important to your success.

AVOIDANCE OF ACCOUNTABILITY• Being accountable means answering for things you have and have not done,

and explaining the outcome. • Peer pressure from teammates can be motivating. In fact, if people hold back

what they really feel from one another, it is a disservice to their teammates. • If people have to answer for their progress sooner rather than later, a project

can move along at a much faster and more efficient pace. Thus it is important that individuals overcome whatever hesitation they may have regarding providing critical feedback to other team members.

• This means leaning into that uncomfortable spot again and seeking the opportunity for development that lives there.

EXERCISE

• Please separate into two teams:• All “Extraversion” personality types on one side• All “Intraversion” personality types on the opposite side

INATTENTION TO RESULTS

• At this stage it is critical that people be able to see the team as a whole in addition to their individual contributions to it. When people solely pursue their individual interests, the team identity is lost and conflict reemerges as a challenge to the team’s outcomes and productivity.

• Understanding the roles people play and what they bring to the team is valuable, but putting individual needs aside for the greater good of the project is what makes a team exceptional.

• Once a team has completed a project, the public declaration of results is as important as results-based rewards. Otherwise, people carry their experience into the next project, and this in turn affects their ability to stay motivated.

POSITIVE PERFORMERS

• Give assistance to others. Respond positively to requests for help.

• Clarify the way forward for others.• Empower others: great people help

others to become great whereas weak individuals try to hold others back.

• Recognize that each person has a unique perspective.

• Have self confidence and inspire confidence in team members. Believe the team will be successful.

• Remain self-motivated even when things are going wrong.

• Recognize and draw attention to contributions from team members and give positive feedback

• Maintain networks of colleagues. Get to know as many people in your organization and industry as you can.

• Learn from your mistakes: they are just as useful as your successes

• Watch others who do their job really well and try to emulate what makes them successful.

NEGATIVE PERFORMERS

• Are content to leave performance at existing levels: how little interest in developing their skills further.

• Disown responsibility for their own tasks.• Distance themselves from

responsibility for the team's performance.• Give up in the face of obstacles and don’t

demonstrate a sense of personal responsibility for delivery.

• Take a narrow focus, taking decisions in the interest of their own team or self

• Are risk adverse: undermine confidence by focusing on difficulties, problems and obstacles.

• Act as if ‘knowledge is power’: reluctant to pass on their skills to others

• Don't involve team members where appropriate.

• React to symptoms rather than trying to understand the underlying causes.

• Avoid difficult conversations and confrontation.

• Are resistant to change

THE 17 INDISPUTABLE LAWS OF TEAMWORK• The Law of Significance: One Is Too Small a Number to Achieve Greatness• The Law of the Big Picture: The Goal is More Important Than the Role • The Law of the Niche: All Players Have a Place Where They Add the Most Value• The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates• The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link• The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen• The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence• The Law of the Bad Apple: Rotten Attitudes Ruin a Team• The Law of Countability: Teammates Must Be Able to Count on Each Other When It Counts• The Law of the Price Tag: The Team Fails to Reach Its Potential When It Fails to Pay the Price• The Law of the Scoreboard: The Team Can Make Adjustments When It Knows Where It Stands • The Law of the Bench: Great Teams Have Great Depth• The Law of Identity: Shared Values Define the Team• The Law of Communication: Interaction Fuels Action• The Law of the Edge: The Difference Between Two Equally Talented Teams Is Leadership• The Law of High Morale: When You're Winning, Nothing Hurts• The Law of Dividends: Investing in the Team Compounds Over Time

LEADERSHIP PRINCIPLES - WHAT IS LEADERSHIP?• Leadership is the roles and processes “that facilitate setting direction, creating

alignment, and maintaining commitment in groups of people who share common work.

• Leadership results in direction, alignment, and commitment. As a result, everyone engages in leadership at some point in time and, therefore, everyone has the potential to be a leader.

• Leadership is not produced by a person; it is something people create together. • Leaders may operate from formal leadership roles (for example, an Executive

Director of a nonprofit organization) or informal roles (for example, a community volunteer who is widely depended on for advice and support).

Leadership

LEADERSHIP PRINCIPLES - WHAT IS LEADERSHIP?• Leadership stems from influence, not necessarily authority of power• Leadership requires others, and that implies they don’t need to be “direct

reports”• Leadership doesn’t mention personality traits, attributes or even a title;

there are many styles, many paths, to effective leadership• Leadership includes a goal, not influence with no intended outcome• Leadership requires the “3 C’s” – confidence, competence and

committment

Leadership

SHADOW OF THE LEADERWhat we do is just as important or maybe more important than what we say. Effective leaders shape the culture of their organization through a powerful combination of both behaviors and messages. Through our behaviors and messages, we cast a powerful shadow that influences everyone around us: in the workplace, at home and in the community. The role of the leader requires modeling the desired behavior and letting others see the desired values in action. “To become effective leaders, we must become aware of our shadow and then learn to make our actions match our message.”

Leadership

EXERCISE – BEST AND WORST TRAITS OF LEADERS

Leadership

Working in small groups:

1)Discuss and make a list of 10 traits of the best leaders you know

2)Discuss and make a list of 10 traits of the worst leaders you know

WHO DO YOU INFLUENCE?VIDEO: THE LAW OF THE LID

Leadership

WHO BEFORE WHAT

• You are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going. You have to decide where you're going, how you're going to get there, and who's going with you.

Leadership

3 LEADERSHIP PRINCIPLES TO START WITH:When it comes to getting started, good-to-great leaders understand three simple truths. 1. If you begin with “who,” you can more easily adapt to a fast-changing world. If people get

on your bus because of where they think it’s going, you'll be in trouble when you get 10 miles down the road and discover that you need to change direction because the world has changed. But if people board the bus principally because of all the other great people on the bus, you’ll be much faster and smarter in responding to changing conditions.

2. If you have the right people on your bus, you don’t need to worry about motivating them. The right people are self-motivated: Nothing beats being part of a team that is expected to produce great results.

3. If you have the wrong people on the bus, nothing else matters. You may be headed in the right direction, but you still won’t achieve greatness. Great vision with mediocre people still produces mediocre results.

Leadership

HEDGEHOG CONCEPT

• Run it like a business• Run it like you own it• You’ll know that you’re getting closer to your Hedgehog Concept when you

align three intersecting circles that represent three pivotal questions: What can we be the best in the world at? (And equally important—what can we not be the best at?) What is the economic denominator that best drives our economic engine (profit or cash flow per “x”)? And what are our core people deeply passionate about? Answer those three questions honestly, facing the brutal facts without blinking, and you’ll begin to see your Hedgehog Concept emerge.  

Leadership

EMPLOYEE ENGAGEMENT

• Employee Engagement has been a growing area of focus for most organizations as leadership teams and OD professionals become increasingly aware of the great contribution of engaged employees (and the negative impact of low engagement).

• To be successful in meeting goals, no doubt organizations need effective leaders. Running isolated engagement efforts in the absence of leadership development will provide nothing but short-lived results. Conversely, an organization which focuses solely on leadership development may find they do not develop a more engaged workforce as a result.

Leadership

INDIVIDUAL ROLE

• Engagement is an individualized equation but can have a multiplying effect on the organization. The key is to ACT!!!

• Assess your skills, strengths, career goals and current priorities.• Communicate with your manager to ensure alignment and put together a

plan on how to address your personal engagement drivers to reach higher levels of contribution and satisfaction.

• Take action — with your manager’s support start to change those items you can and track your progress throughout the year.

Leadership

MANAGER’S ROLE: CARE

• Coach individuals toward maximum contribution and satisfaction.• Align and constantly realign individuals to the organization’s strategy,

mission, and values.• Recognize attitude, effort, and results.• Engage in dialogue about what’s important to both parties, while at the

same time engaging themselves.

Leadership

EXECUTIVE ROLE: BUILD THE CASE• Community for a sense of belonging and purpose• Authenticity as a basis for trust and inspiration• Significance to recognize individuals’ contribution• Excitement to constantly encourage — and raise the bar on — high

performance

Leadership

WHY A “CULTURE” OF ACCOUNTABILITY?Why is accountability such a “hot topic”? And why is it so important? A lack of accountability costs companies money which results from rework, unmet expectations, workplace conflicts and misunderstandings.

A lack of accountability leads to ineffective work practices, quality issues, poor customer-service experiences, differentials in work practices and leadership/supervisor practices and a loss of valuable employees due to disillusionment, discouragement and cynicism.

Accountability addresses both the organization’s expectation of the employee and the employee’s expectation of the organization

Accountability

THE “LINDA” MODEL FOR A CULTURE OF LEADERSHIP

ACCOUNTABILITYL – link performance expectations to organizational goals and strategiesI – involve others in strategy development, goal setting N- negotiate deadlines, deliverables, cost etc. where possibleD – dedicate your commitment to deliver the expectationsA – accept responsibility and accountability when things go wrong

Accountability

CREATING A CULTURE OF ACCOUNTABILITY

“Almost all conflict is a result of violated expectations” – Blaine Lee, Author of the Power Principle

A culture of accountability starts with clarifying expectations – shared vision and agreement

LeadershipEmployees

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Setting expectations is a two-way street

Accountability

SETTING EXPECTATIONS – A PRACTICAL APPROACH

Link expectations to the organization’s vision and strategic goals Prioritize between quality, speed and cost Engage and ask for the ideas and opinions of others Ask the “right” questions - communication is important and clarity is powerful Examples:

1. What have you understood from this conversation?2. What results do we want?3. As a result of this interaction, what do you see as your/my next steps?4. Who will own the project or deliverable?5. What is the deadline and progress check points?6. What does “goodness” look like or how do we know we accomplished our objectives?7. How will we measure success?8. Who owns this process or program for the long-term?

Create expectations that are SMART (Specific, Measurable, Achievable, Realistic and Timebound) Document all agreements, share with all parties Continuously communicate and monitor progress – Be Consistent Celebrate accomplishments

Accountability

ENVIRONMENTAL IMPACT OF EXPECTATIONS

When expectations are unclear and inconsistent

When expectations are established

Results/Behaviors: Little to no “proactive” documentation of expectations, lip service to expectations, lots of wasted time and effort, lack of trust and communication, poor performance, finger pointing and blame

Typical responses of communication from all levels: 1. “I thought you said.”2. “You wanted it when?”3. “What do you mean this wasn’t in our budget.”4. “Well, you never told me that.”5. “You didn’t do what you said you would do.”

Results/Behaviors: Specifics are clarified, negotiated and documented (i.e. deadlines, costs, expected results), individuals and teams collaborate freely, high organizational trust and performance

Typical responses of communication from all levels:1. “This is my understanding of what you expect

and what I will deliver. Have I missed anything?”

2. “I have a deadline in 3 days for an assessment, but I will need an additional day to ensure it’s comprehensive.”

3. “We will need to focus on delivering quality results and it will cost additional dollars to deliver at this level.”

4. “Is there anything else that we have not discussed that you believe I need to know before we start working on this project?”

5. “Based on the documented and agreed upon deliverables, this item was not included. We can look at making it part of a future project.”

Accountability

STEPS TO BUILDING A CULTURE OF ACCOUNTABILITY 1. To build culture of accountability explore your proactive and reactive responses

throughout the organization:2. Proactive – am I following up and periodically checking progress and understanding to

make sure that we are on track? Am I ignoring or addressing the obvious issues?3. Reactive – when things go wrong, do I blame or accuse others? Am I ignoring or

addressing the obvious issues?4. If yes the answer to #3 is yes…go to the next step5. Ask “how can I focus more on the needs of my team or individuals and look for things I

can do better”?6. Be honest and open and not blame or point fingers7. Look for root cause – ask the question WHY at least 5 times to uncover issues or

challenges that may not be easily recognizable8. Be consistent in holding everyone accountable, but start with yourself. Hold self, direct

reports or each other accountable for their actionsAccountabilit

y

ORGANIZATIONAL CHANGE MANAGEMENT (OCM)

Death is very likely the single best invention of Life. It is Life's change agent. It clears out

the old to make way for the new.

~Steve Jobs

Change Management

WHAT IS ORGANIZATIONAL CHANGE MANAGEMENT?• OCM is a structured approach in an organization to ensure that changes are

smoothly and successfully implemented, and that the lasting benefits of change are achieved.

• The level of structured or intentional change management in any organization determines

1. How change does NOT happen…2. How change DOES happen…

Change Management

ORGANIZATIONAL CHANGEIN ORDER TO SURVIVE,

ORGANIZATIONS AND THEIR CULTURES MUST CONTINUOUSLY EVOLVE AND CHANGE

WHAT CONDITIONS PROMPT CHANGE IN YOUR ORGANIZATION?

Change Management

CHANGE EXPERIMENT

GAME = Let’s change seats…

• How did you feel?• Was everyone’s experience with change the same?• What could the leader or sponsor of change do differently?• What could the change agents or executers of change do differently?• What did you already know that made this exercise harder or easier?• What was the outcome of the change?

Change Management

The goal of change management is to minimize disruption.

Change Management

CHANGE IS A JOURNEY THAT PEOPLE REACT TO DIFFERENTLY

Change Management

PERSONAL TRANSFORMATION CURVE -HOW INDIVIDUALS DEAL WITH CHANGE

• Anxiety• Happiness• Fear• Threat• Guilt• Denial• Depression• Disillusionment• Hostility• Gradual Acceptance• Moving Forward

An individual’s reaction(s) to change are based on past experiences, how they will be impacted, what they may lose and what they may gain from the change.

MOTIVATIONAL INTERVIEWING (MI)• A collaborative, person-centered form of guiding [a

conversation] to elicit and strengthen motivation for change by exploring and resolving ambivalence. (Miller and Rollnick)

• The spirit of MI is based on three key elements: Collaborative partnership to build trust and rapport Evoking or drawing out the person‘s own ideas

about change, and not imposing ideas Emphasizing the autonomy of the person

Change Management

GUIDELINES FOR MI

Open-Ended QuestionsAffirmReflectionSummaries

DesiresAbilityReason Need

Commitment (intention, decision)Activation (ready, prepared)Taking Steps

OCM TOOLSBusiness Case –

Trigger event driving project and

change

Burning Platform –

Why Change is required

Communications and Leadership –What’s Happening

and WIIFM

Education & Training –Provide new knowledge, skill and technology to

succeed

Recognition and Rewards – Anchor desired behaviors with recognition

Change Management

DIVERSITY

• Diversity is not a sometimes issue that only needs to be addressed sometimes. Diversity is an always issue that needs to be cultivated, supported and reinforced. By recognizing people’s similarities and differences, we can become better employees and stronger leaders. In order to strengthen the sense of teamwork in the workplace, it is vital that people have an understanding of diversity and to be able to communicate about it. In order to help people learn how to recognize and correct stereotypes, to find common ground and to be able to work with and celebrate difference within the team, open communication about diversity must be fostered.

YOUR THOUGHTS….

• What is workplace diversity?• What does it ideally look like?• Why Is Diversity in the Workplace Important to Employees?• How does the workplace achieve/exemplify respect for diversity?

WORKPLACE DIVERSITY

• A common misconception is that the phrase "workplace diversity" defines meeting certain quotas in employee race or gender categories. In fact, "diversity" as it relates to human resources is a way of thinking and operating that encourages an entirely new and positive outlook among coworkers. Diversity in the work environment promotes acceptance, respect and teamwork. Companies that overcome certain diversity issues often achieve greater productivity, profit and company morale.

• Workforce diversity and inclusion promotes employee productivity, retention, team collaboration and commitment, all of which ultimately add value to the services provided to clients.

FRAME OF REFERENCEWorkplace diversity refers to the variety of differences between people in an organization.

• That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more.

• Diversity not only involves how people perceive themselves, but how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change.

• Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now.

CHALLENGES OF DIVERSITY IN THE WORKPLACE

• Taking full advantage of the benefits of diversity in the workplace is not without its challenges. Some of those challenges are:• Communication • Resistance to change • Implementation of diversity in the workplace policies • Successful Management of Diversity in the Workplace

RECOMMENDED DIVERSITY IN THE WORKPLACE SOLUTIONS INCLUDE:Ward off change resistance with inclusion. Foster an attitude of openness in your organization. Promote diversity in leadership positions. Utilize diversity training. Launch a customizable employee satisfaction survey that provides

comprehensive reporting.

As the economy becomes increasingly global, our workforce becomes increasingly diverse. Organizational success and competitiveness will depend on the ability to manage diversity in the workplace effectively. Evaluate your organization’s diversity policies and plan for the future, starting today.

TOP 10 DIVERSITY ISSUES AT WORK• Respect In The Workplace• Conflict• Lifestyle Acceptance• Ethnic and Cultural Differences• Gender

• Harassment• Communication• Generation gaps• Disabilities• Consistency

INCLUSION ACTIVIT IES

• Groups sometimes present themselves as more homogeneous than they really are. That underneath there is usually a world of differences, and a group can benefit from recognizing those differences. This exercise helps us recognize some of the differences here in the group. We go about it in a special way because in the trainer's view the larger culture sometimes makes it difficult to acknowledge differences. By creating a structure for this exercise we support the objective.

Exercise: “Walking Across the Room”

VIDEO: RESPECT AND INCLUSION

TIPS• Recognition • Fairness• Focus on yourself• Employee Assessments• Encourage Interaction• Exit Interviews

To deal well with diversity, you must start with examining yourself.

EFFECTIVE WORKPLACE COMMUNICATIONIn any aspect of your life, communication is key. Think of how many times miscommunication negatively impacted your day, whether with your spouse, kids, friends, or at work.  Proper communication ensures everyone is on the same page and things flow a little easier. That’s why you want to make sure you are getting your message across as clearly as possible.

Communication

EFFECTIVE COMMUNICATION IN THE WORKPLACE

• The ability to effectively communicate with others is one of the most powerful tools for personal and/or professional success.

• Most people are challenged by the many day-to-day interactions with co-workers, family,

and friends. • Emotion, communication and conflict are present in all human interactions and affects

each of us in different ways.

• Everyone manages emotion, communication and conflict from habit – patterns and styles developed early in life and over time.

• 80% of problems in the workplace are communication related

• One of the quickest ways to alienate yourself from other people is to communicate unsuccessfully.

• Effective communication empowers you to influence others.

• Your capacity to communicate is often seen as an indicator of your ability and intelligence.

OBTAINING A TRUE UNDERSTANDING OF OTHERS INVOLVES MORE THAN JUST LISTENING TO WORDS.

Sounds

30%

Words10%

Body Language

60%

Communication

LISTENERS UTILIZE THE 4 TYPICAL LEVELS OF LISTENING WHERE THE FOCUS IS THEIR PERSONAL FRAME OF REFERENCE.

Level 1Ignoring – not really listening at all

4 Typical Levels of Listening

Communication/

Listening

THE 4 TYPICAL LEVELS OF LISTENING USUALLY RESULT IN A SELF-CENTERED RESPONSE – AKA “AUTOBIOGRAPHICAL” LISTENING. • Attributes of an autobiographical listener

1) Evaluate to agree or disagree2) Probe and ask questions based on our personal frame of reference3) Advise and provide counsel based on our personal experiences4) Interpret and figure out people’s motives based on our own behaviors

Communication/

Listening

5 CRITICAL COMMUNICATION SKILLS

• Listen• Pay attention to what you are saying without saying it• Know your audience• Remember the message sent is not always the message received• Get to the point

Communication

THE DESIRED LEVEL OF LISTENING IS EMPATHIC – LISTENING TO UNDERSTAND.

Level 5 Empathic Listening

Communication/

Listening

EMPATHIC LISTENING IS A COMBINATION OF FOUR DEEPLY INTERCONNECTED STAGES.

Empathic Listening

Communication/

Listening

EXERCISE: CONDUCTED STORY• In this exercise, your team will cooperate in order to narrate a made-up

story together.

WORK LIFE BALANCE

• Explain the benefits of work life balance.• Recognize the signs of an unbalanced life.• Identify employer resources for a balanced lifestyle.  • Improve time management and goal setting.  • Use the most effective work methods for you.• Create balance at work and at home.• Manage stress

Work Life Balance

WORK LIFE BALANCE

• Work–life balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle"(Health, pleasure, leisure, family and spiritual development/meditation).

Work to live; don’t live to work!!!

Work Life Balance

FROM MYTH TO REALITY

W ORK L I F E BA L A N CE M E A N S S PE N DI N G 5 0 % O F YOUR T IM E AT WOR K A N D 5 0 % OF YOU R T IM E AT H OM E

REALITY

Work life balance occurs when individuals with a finite amount of mental, physical and emotional resources allocate those resources in a way that corresponds their personal and/or professional goals.

Work Life Balance

IMPORTANCE OF W/L BALANCERISKS• Poor health: Working long hours without

taking time to relax will take its toll on health. • Unresolved conflict: A lack of balance can

create conflicts at work and at home. • Poor performance: Taking on too much

responsibility will lead to exhaustion and cause performance to suffer.

• Financial loss: The impact on health and productivity takes a financial toll on both individual employees and organizations.

BENEFITS• Fulfillment: People who successfully implement

work life balance improve their sense of fulfillment at work and at home.

• Health: A healthy work life balance decreases the risk of heart disease and other health problems.  

• Greater productivity: Being relaxed and well rested increases productivity and improves work performance.

• Stronger relationships: Personal and professional relationships are strengthened and conflicts are avoided when there is work life balance.

FRIENDS

WORKFAMILY

SELF

Defining Work- life balance….Meaningful daily achievement and enjoyment in each of the four life quadrants:

Work Life Balance

Personal resource supplyTime

Energymoney

Demands on our

resourcesWork

demandsNon work demands

Resource allocationChoice of allocation to work

Choice of allocation

to non work

Intervention points

Work life balance is resource allocation

Work Life Balance

MASLOW’S HIERARCHY OF NEEDS

Work Life Balance

SIGNS OF IMBALANCE• Imbalance promotes poor health. Over time, this can lead to devastating, and

possibly life changing consequences.   • Effects on Health (Obesity, Exhaustion, Emotional problems)• Absenteeism (costs to employer: sick pay, loss of productivity)• Burnout (Loss of interest, lack of emotion, loss of motivation, possible

depression)• Stress (Overemotional, Lethargy, Restlessness, Anxiety) More companies are taking an interest in the health and fitness of their employees. It is now in an organization’s best interest to do so. Healthy employees are productive, absent less, and their health care costs less.  

Work Life Balance

TIME MGMT: EMPLOYEES

• The Important/Urgent Matrix• Learn to say “No”• 80/20 Rule• Stay Flexible

VIDEO: MINDSHIFT

CONCLUSION• It's not that successful teams do one big thing right that everyone else is missing. It's

that they do dozens of little things right on a daily basis - this is the real secret of success for employees, managers, leaders, and teams. I It's not the big things that get you (elephants don’t bite), it's always the little things (like mosquitos and bees) that have a much bigger bite. Take a look at yourself and your program...

• Are you focused on doing the critical little things that will eventually lead to big results? • Do you let your team members know how much you appreciate them? It's a little thing

that makes a big difference. • Do you stand by your word? • Are you looking to get better? • Do you truly listen to others? • All of these little things accumulate over time and help you ultimately develop the team

environment where people develop, excel, and recruit others to. Or, by not doing these things, you can create an environment where people stagnate, regress, and look to escape. Value and trust in the process, and the outcome will eventually take care of itself.

REFERENCES:• Conflict Management and the TKI - https://www.youtube.com/watch?v=rUuRmCpLj4g • A Summary of The 17 Indisputable Laws of Teamwork by John Maxwell -

http://www.excellerate.co.nz/blog/team_coach_17_indistiputable_laws_teamwork.html• Thomas-Kilmann Conflict Mode Instrument (TKI) -

https://www.cpp.com/products/tki/index.aspx• Using the Myers-Briggs® Instrument with Lencioni’s 5 Dysfunctions of a Team Model

- https://www.cpp.com/pdfs/mbti-lencioni-guide.pdf• Top 10 Diversity Issues at Work - http://

smallbusiness.chron.com/top-10-diversity-issues-work-24939.html• 5 Strategies for Dealing With Diversity in the Workplace - http://

smallbusiness.chron.com/5-strategies-dealing-diversity-workplace-18106.html• Training for Change - https://www.trainingforchange.org/tools/walking-across-room• Work/Life Balance - http://www.mvc.edu/files/ep-work-life-balance.pdf• Leadership development vs Employee Engagement -

http://blessingwhite.com/article/2013/06/20/leadership-development-vs-employee-engagement/

REFERENCES:• Emerging Leadership in Nonprofit Organizations: Myths, Meaning and Motivations –

American Express Leadership Academy, Center for Creative Leadership, https://www.ccl.org

• Fleas and the Lid - http://www.youtube.com/watch?v=bjmfaZyNvDg&sns=em• Fisher Transition Curve http://www.businessballs.com/freepdfmaterials/fisher-transition-

curve-2012bb.pdf• Fundamentals of Organizational Change Management –

https://slideshare.net/mobile/dangelow/fundamentals-of-organizational-change-management

• Organizational Culture and Change Management – http://www.slideshare.net/wicaksana/change-management-and-organization-culture

• The 7 Habits of Highly Effective People, Stephen R. Covey, Simon & Shuster, 2004.• The Speed of Trust: The One Thing That Changes Everything, Stephen M.R. Covey,

FreePress, 2006.• Leadership 101, John C. Maxwell, Thomas Nelson Publishers, 2002.• Winning Teams, Winning Cultures, Larry Senn and Jim Hart, Senn-Delaney Leadership

Consulting Group, 2010.• The Human Operating System, Senn-Delaney, 2012.• The Best Managers Always Set Clear Expectations – www.forbes.com