Recognizing and Leveraging Team Strengths for Peak Performance Successful team members don’t do the same thing at the same time. They do the right thing at the right time. And while team members work together toward a common goal, individuals still must play their separate parts in the process. As organizations rely more and more on teams to innovate, problem-solve, produce, and compete at the speed of change, understanding and capitalizing on individual approaches to group processes is the bottom line on creating high performance teams. In this session Emerging leaders will identify their most natural team role. This information shared about each role will help leaders understand and appreciate individual team member’s contribution. The five roles include Creator, Advancer, Refiner, Executor, and Flexer. Recognizing and Leveraging Team Strengths for Peak Performance BPI Emerging Leader Series

Tara Powers, MS Your Business Acceleration Expert Powers Resource Center, LLC Small Shifts…Fast Results www.PowersResourceCenter.com www.EmergingLeaderProgram.com Talk about my background, - Tara Powers of Powers Resource Center. We’ve been in business since 2001 and have worked around the globe developing teams and leaders to their fullest potential. Where we focus on small shits that are going to accelerate your results as quickly as possible. Our expertise is focused on working with Emerging Leaders and High Potential Teams. We also offer coaching programs for High Potential Executives. Our process of Assess, Align and Accelerate helps to ensure that we aren’t training for training’s sake but rather focusing on your specific business issues to create a customized solution that is aligned with your vision and values to address your everyday people, team and management development opportunities. You can visit us on the web at www.powersresourcecenter.com and as always we offer a complimentary consultation phone session to talk about what’s keeping you up at night and how we can help you sleep better. EMERGING LEADERS HIGH POTENTIAL TEAMS HIGH POTENTIAL EXECUTIVE COACHING To Be used only in conjunction with the Team Dimensions Profile 2.0 PRC, LLC Copyright 2012

Why EL Success Is Important Sustainability in business Investment cost Bench strength Mentoring opportunity Good retention tool for high performers Cite Article: Closer Than You Think by Herb Greenberg and Patrick Sweeney First appeared in Talent Management What would happen if a key member of the senior executive team left a company? Would the organization be recognizable a decade later? Or would someone with an entirely new agenda wipe out any memory of what the old senior executive team accomplished? Would those who step in after the old guard leaves be leaders who were personally selected and groomed for several years? Or would their replacements be people they had absolutely no input in selecting—from another company, perhaps another industry, maybe even another country? If you have key leaders retiring in less than 5 years these questions should be in the forefront of their thoughts and plans. If you have leaders retiring in three to five years, these questions should already be answered. PUT UP FIRST POLL  

Seminar Goals Identify individual approaches to innovative teamwork Match individual strengths with team roles Reinforce and appreciate the contributions of others Reduce team stress and conflict Foster trust and build mutual support Encourage team innovation and problem solving Reduce project cycle time and increase productivity

Poll: What is most frustrating about working on a team?

Teams Individuals are creative Teams are innovative

Approaches to Teamwork Conceptual Spontaneous Normative Methodical

Conceptual Approach Likes to come up with new ideas Is good at exploring alternatives and discussing concepts Is good at visualizing the master plan Prefers to focus on the future Develops theories, principles, and ideas Is good at recognizing alternatives

Spontaneous Approach Wants freedom from constraint Tends to move from one subject to another Focuses on many things at once Likes to have respect and influence Lets their feelings guide their decision-making

Normative Approach Prefers to put ideas into familiar context Relies on past experiences to guide them Likes to see consequences before acting Prefers to let others take the lead Tries to fit in with others

Methodical Approach Prefers order and rationality Tends to follow a step-by-step process Examines the details and thinks things through before acting Focuses on what they can prove to be true Likes to see things fit together

Team Roles Creator Advancer Executor Refiner

Creator Role Spontaneous Approach Conceptual Approach Normative Approach Methodical Approach

The Creator Has original ideas and fresh concepts Loves the process of creating Thinks outside the normal patterns and paradigms Don’t perceive risk as risky

Advancer Role Spontaneous Approach Conceptual Approach Normative Approach Methodical Approach

The Advancer Takes ideas and puts into a familiar context Proceed in a fairly safe manner as they move ideas forward Promote ideas with determination and careful planning Thrive on recognizing good ideas in their early stages

Refiner Role Spontaneous Approach Conceptual Approach Normative Approach Refiner Methodical Approach

The Refiner Plays the role of devil’s advocate Forces team to clarify points and face up to certain realities others overlook Insist that people think a concept through more thoroughly Challenges concepts and points out weak spots Improve the process by which ideas are implemented

Executor Role Spontaneous Approach Conceptual Approach Normative Approach Executor Methodical Approach

The Executor Turn concepts into reality Pay attention to details and focus on ensuring implementation proceeds in an orderly manner Love to finish the job Excel at completing the job as smoothly as possible

Flexer Role Spontaneous Approach Conceptual Approach Creator Advancer Conceptual Approach Normative Approach Executor Refiner Methodical Approach

POLL What role do you play on your team?

Distribution of Patterns Other Combos Creators 27% 33% Advancers 5% 2 Patterns Executors Refiners 5% 11% 18%

P.E.P. Cycle Elation Panic Panic “What a good idea!” “I really look stupid with this idea.” “I’ll never have a good idea.” Panic Panic

Creator P.E.P. Cycle Panic Elation Panic Short-lived stage. Gets an idea. Panic “What if they don’t like it?”

Advancer P.E.P. Cycle Panic Elation Panic Doesn’t have any ideas. “I hear one I like. I have some experience with a similar idea.” Panic People poke holes in the ideas and raise objections to them.

Refiner P.E.P. Cycle Panic Elation Panic No ideas. Advancer brings ideas. Elation Clarifies objections, pokes new holes in ideas, makes them better. Panic “What if they can’t handle the requirements?”

Executor P.E.P. Cycle Panic Elation Panic “Oh, you’re going to change?” Elation “Now I have the information I need and can implement the plan/idea.” Panic Afraid it won’t work.

Flexer P.E.P. Cycle Panic Elation Panic “We have nothing.” Plays role of dealmaker — providing team balance Panic “What if they don’t buy it?”

The Z-Process Possibilities Analysis Interaction Realities

The Z-Process WHAT IS THE Z-PROCESS? The Z-process describes the stages through which projects or ideas often progress in an organization Stage 1: Creating Stage 2: Advancing Stage 3: Refining Stage 4: Executing Each individual has areas within this Z-process that are more natural for him or her than others The goal is to identify these natural strengths and help co-workers develop a dialogue around them

Z The Creating Stage Generate as many new ideas as possible. See things from a new angle and perhaps break some traditional rules. Should start with an open brainstorming No ideas are rejected as unrealistic or impossible. Possibilities Creating Z Analysis Interaction Realities

The Advancing Stage The team moves the idea forward and starts to give it some shape. They consider the practical issues and begin to Put together a broad plan to turn this idea into reality. Communication is key as the team attends to the "human" part of the project. Team members need to know What's going on What role they might play Why it's important The team needs to maintain energy and optimism around the idea. Possibilities Z Analysis Interaction Advancing Realities

The Refining Stage The team evaluates the idea to see what's realistic. They examine project ideas for holes or flaws. They scrutinize and analyze plans to determine if they will work in the real world. The team puts together a more specific plan for implementation. This plan considers what could go wrong. What could be more efficient How communication will flow. Possibilities Z Analysis Interaction Refining Realities

Z The Executing Stage The team sets its plan into full swing. This stage requires considerable dedication, organization, and scheduling. Team members need to have the patience to follow through on routine or repetitive tasks. Possibilities Z Analysis Interaction Executing Realities

The P.E.P. Cycle Executor Performance Refiner Flexer Advancer Creator Time

World Record for the Outdoor 400 Meter Dash: 43.18 Seconds World Record for the 400 Meter Relay: 37.4 Seconds

Understand, respect, appreciate, and value the contributions of each member on the work team.

A Balanced Team Advancers move things forward. Creators develop new concepts. Advancers move things forward. Flexers can monitor the process and step in to fill gaps on the team. Refiners examine details. Executors follow through on implementation.

Together, We’re Better!

Seminar Highlights We all have natural strengths that enable us to perform certain roles comfortably. Our individual tendencies toward change make us less effective alone than when we are part of a team. We need to balance our strengths as team members. Being aware of the P.E.P. Cycle can help us understand the team process better.

Seminar Highlights The Z process identifies a model of role interactions that demonstrate how each team member’s strengths can be used most effectively. We need to understand, respect, appreciate, and value the contributions of all team members.

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