Mastering the team approach our-march2019edit

Fine-Tuning The Team-1
3/6/2019 www.AboveorBeyondJM.com 1

Fine-Tuning The Team-2

Dr. Leahcim Semaj
6 March 2019 www.AboveorBeyondJM.com 3

AN ORGANIZATION IS A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions
3/6/2019 www.ABOVEorBEYONDjm.com 4

Burn Your Boats

All Working Hard, But Not As A Team

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when
he took off his garment and
washed their feet
–His answer was simple,
• “I am doing this to set an
example for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

The Outcome
3/6/2019
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3

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3
Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively

Communication is
• a huge umbrella that covers and affects all that goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

This happens without words
• We plug into
thousands of
preconscious
cues

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
24

This happens without words
We plug into
thousands of
preconscious cues.
253/6/2019 www.AboveorBeyondJM.com

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 26

3/6/2019 www.AboveorBandJM.com 27
Eye Communication
• Your #1 skill
• BELIEVABILITY
–verbal - 7%
–vocal - 38%
–visual - 55%
• connects mind to mind

The benefits of
Good Eye Communication...
• Connects First Brain to First Brain
• Use involvement in business/social
–5 to 7 seconds of eye contact

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST

Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying

HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating

COMMUNICATION IN A TEAM
• There can’t be collaboration
and support without
communication among the
people in a group

COMMUNICATING IN A TEAM
• The way people communicate with one
another-in both words and nonverbal clues-
•Reflects how they feel about working
with one another
•Builds (or detracts from) the team's
effectiveness

Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation

Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Rule # 3A:
The Basic Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

Rule # 3B: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or Labelling
• Dominating
• Yes-butting
• Naysaying

COMMUNICATION
How do you rate your team?
A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
6 March 2019
WWW.ABOVEORBEYONDJM.COM 50

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business purpose
that requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are assembled
with the intent of being fashionable
• Teams need specific problems to solve or they
flounder

Remember:
A Committee is Not a Team
What is a committee?
•picked from the unfit
•to do the unnecessary
• Richard Harkness
A group of the unwilling

Some Say
“There is No
‘I’ in Team”
3/6/2019
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Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will require
greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
–as a source of human
energy, information, trust,
creativity and influence

The rest of the journey
will require greater
development of
Our specie has probably gone
as far as we can based on
cognitive Intelligence alone

What is Emotional Intelligence?

Leading With Emotional Intelligence in The
Workplace

63

64

The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species
3/6/2019 66www.AboveorBeyondJM.com

Generally Speaking:
• Emotions unite us
• Beliefs divide us
3/6/2019 67www.AboveorBeyondJM.com

Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

WWW.ABOVEORBEYONDJM.COM 693/6/2019

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
EMOTIONAL INTELLIGENCE
6 March 2019 WWW.ABOVEORBEYONDJM.COM 70

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the
same way.
Carson Tate, Harvard Business Review
April, 2015

Leverage Everyone’s
Strengths
• DATA
–Your logical, analytical
colleague is at her best
when she is processing
data and solving complex
problems.
–She will focus like a laser
on achieving any stated
goal or outcome and will
ensure that you stay on
budget.
3/6/2019 73

Leverage Everyone’s
Strengths
• DETAIL
–Your organized, detail
oriented colleague’s
strengths are in
establishing order,
structuring projects, and
accurately completing
tasks.
–He will ensure work is
completed on time.
3/6/2019 74

Leverage everyone’s
strengths
• EMOTIONAL
– Your supportive, expressive
colleague is most skilled at
building relationships,
facilitating team interaction,
and persuading or selling
ideas.
– She will keep all stakeholders
up to date on work and
effectively communicate ideas
through the organization.
3/6/2019 75

Leverage everyone’s
strengths
• IDEA
–Your big-picture, integrative
colleague can serve as a
catalyst for change,
brainstorming solutions to
problems and synthesizing
disparate thinking.
–He will drive innovation,
ensure variety in both
thought and execution and
keep you moving forward.
3/6/2019 76

Rule # 8: You Must Work Through The 5
Stages Of Team Development
Forming
Storming
TransformingNorming
Performing

Jamaica’s Greatest Team Achievement

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
SURVIVED & LEARNED FOR THE STORM

Rule # 9:
The Most Critical Team-Building Functions
•Trust
•Respect
•Confidentiality
•Accountability

Trust
3/6/2019www.LTSemaj.com 81

13 Behaviors of High-Trust Teams
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
3/6/2019 www.LTSemaj.com 83

The Four
Elements of
Trust – The
ABCD Model
Able,
Believable,
Connected,
Dependable

1 - Able
is about demonstrating competence.
Do team members know how to get the job done?
Are they able to produce results?
Do they have the skills to make things happen—including
knowing the organization and equipping people with the
resources and information they need to get their job done?

2 - Believable
Acting with integrity.
Honest in their dealings
with people.
Creating and following
fair processes.
People need to feel
that they are being
treated equitably.
Acting in a consistent,
values-driven manner
that reassures all that
they can rely on their
team members.

3 – Connected
Demonstrating care and
concern for other
people.
Focusing on people and
identifying their needs.
This is supported by
good communication
skills.
Share information about
the organization and
about self.
When people share a
little bit of information
about themselves, it
creates a sense of
connection.

4 - Dependable
• is about reliably
following through on
what the team say that
they are going to do.
– © 2010 The Ken Blanchard Companies
3/6/2019 88

Eight Things Your Organization Can Do
to Improve Trust
Demonstrating Trust—If you want to create a trusting work environment, you have to begin
by demonstrating trust.Demonstrating
Sharing Information—Information is power.Sharing
Telling It Straight—Study after study has indicated that the number one quality that people
want in a leader is integrity.Telling
Providing Opportunities for Everyone to Win—Do you want your people to work together or
to compete against each other?Providing

Eight Things Your Organization Can Do
to Improve Trust
5. Providing Feedback—Make sure leaders schedule and hold regular progress-check meetings with
their direct reports.
6. Resolving Concerns Head On—Resolve concerns head on by putting challenges on the table
and giving people an opportunity to influence the process.
7. Admitting Mistakes—An apology can be an effective way to correct a mistake and restore
the trust needed for a good relationship.
8. Walking the Talk—A leader, above all, has to be a walking example of the vision and values
of the organization.
© 2010 The Ken Blanchard Companies

How to Build a Culture of Trust:
Implementing the Strategy
Capability trust, or allowing people to make decisions, involving them
in discussions, and trusting that their opinions and input will be useful.
Contractual trust, or being consistent in terms of keeping agreements
and managing expectations.
Communication trust, or sharing information, providing constructive
feedback and speaking with good purpose about people.
Lou Dubois - http://www.inc.com/guides/2010/08/how-to-build-a-corporate-culture-of-trust.html

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
TRUST

Respect

RESPECT

RESPECT 3

RESPECT 2

RESPECT 4

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
RESPECT

Confidentiality

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
confidentiality

Accountability

Accountability Is Simple

7 Ways to Build An Accountable Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.

Mastering the team approach our-march2019edit

A. EXCELLENT
B. GOOD
C. FAIR
D. POOR
E. AWFUL
ACCOUNTABILITY

Rule # 10:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF
MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead
They don't manage
3/6/2019 117

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 120
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading

Teams
•No one is
smarter
than a
team
3/6/2019 124

Group Assignment
• What can we do to raise our scores in all critical areas?
– COMMUNICATION EMOTIONAL INTELLIGENCE
– TRUST RESPECT
– CONFIDENTIALITY ACCOUNTABILITY
• What are the 5 values that if we lived by would make us the
best team in OUR?

You Must Do Something
If you want to get
something you have
never had
You must be willing
to do something you
have never done

Colin Powell
“None of us can
change our
yesterdays,
but all of us can
change our
tomorrows”

New Neural Paths

What’s The
Alternative?

Stop Living In The Past
Never ask, “Oh, why
were things so much
better in the old days?”
It’s not an intelligent
question
Eccles 7:10

Stop Living In The Past
... the one thing I do,
however, is to forget
what is behind me and
do my best to reach
what is ahead
 Philippians 3:13

Dr. Leahcim Semaj
ABOVEorBEYONDJM.COM

“Fine-Tuning The Team for Optimal Productivity
and Job Satisfaction”

Dr. Leahcim Semaj
6 March 2019 www.AboveorBeyondJM.com 135

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