Municipal Gas Authority of Georgia Leading Diverse Work Teams * Recognizing Talent * Maximizing Fit * Building Trust Gary O’Malley 2006 Annual Membership Meeting

4 Keys of Great Managers 1. Select for TALENT 2. Define the right outcomes 3. Focus on strengths 4. Find the right fit First Break All The Rules by Marcus Buckingham & Curt Coffman

Talent “talent” - a recurring pattern of behavior which can be productively applied Path 4 - X Ray Path 6 - MRI

Not Everything Is As It Appears Farm Kid

I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd what I was rdanieg. The phaonmneal pweor of the hmuan mnid Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can still raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh and I awlyas thought slpeling was ipmorantt. Not Eveyrhtnig Is As It Aappers

Behavior Behavior - Action, reaction or function under specified circumstances.

Path 6 Subfactors Assertive 45 Independent 36 Blunt 38 Enthusiastic 68 Social 57 Verbal 66 Sympathetic 55 Supportive 55 Tolerant 54 Precise 29 Organized 32 Achieving 45 Daring 40 Ambitious 56 Imaginative 56 Resourceful 70 DOMINANCE EXTROVERSION COMPASSION CONSCIENTIOUS- NESS ADVENTUROUS- NESS INNOVATION

Path 6 Subfactors Assertive 45 Independent 36 Blunt 38 Enthusiastic 68 Social 57 Verbal 66 Sympathetic 55 Supportive 55 Tolerant 54 Precise 29 Organized 32 Achieving 45 Daring 40 Ambitious 56 Imaginative 56 Resourceful 70 DOMINANCE EXTROVERSION COMPASSION CONSCIENTIOUS- NESS ADVENTUROUS- NESS INNOVATION

Maximizing Team Performance 1. Understand the Differences 2. Appreciate the Differences 3. Adapt to the Differences 4. Celebrate(Leverage) the Differences

3 Tools 1. RightPath Team Matrix 2. Coaching Cards 3. Personal Development Worksheet

Team Regent AccommodatingMid RangeDirecting ReservedMid RangeEngaging ChallengingMid RangeHarmonious SpontaneousMid RangeMethodical Melissa W. Dan C. Ralph M. John M. Bruce W. Dan C. Ralph M. John M. Melissa W. Bruce W. Dan C. Ralph M. Melissa W. John M. Bruce W. Ralph M. Dan C. Bruce W. John M. Melissa W.

Team Regent AccommodatingMid RangeDirecting ReservedMid RangeEngaging ChallengingMid RangeHarmonious SpontaneousMid RangeMethodical Melissa W. Dan C. Ralph M. John M. Bruce W. Dan C. Ralph M. John M. Melissa W. Bruce W. Dan C. Ralph M. Melissa W. John M. Bruce W. Ralph M. Dan C. Bruce W. John M. Melissa W.

My Team AccommodatingMid RangeDirecting ReservedMid RangeEngaging ChallengingMid RangeHarmonious SpontaneousMid RangeMethodical Handout

Adapted Behavior Attitudes Actions Feelings mind will * Effective people act their way into new ways of feeling; they do not feel their way into new ways of acting. * Personality profiles help explain your behavior; they do not justify your behavior. emotions

4 Keys of Great Managers 1. Select for talent 2. Define the right outcomes 3. Focus on strengths 4. Find the right FIT First Break All The Rules by Marcus Buckingham & Curt Coffman

Goals Action Steps One month: Three months: One year: Three years: Life History Achievements:    Childhood Mottos:    Behavior Profile Strengths    Struggles    Transferable Skills      Values     Passions    Life Purpose Career Objective PERSONAL DEVELOPMENT WORKSHEET © O’Malley Associates 2006 Gary J. O’Malley Tel ASSESSMENT ALIGNMENT ACTION STEPS Career Opportunities Personal: Professional:

Lou Holtz Leadership Formula “Your people want to know…” 1. Can I trust you? 2. Are you committed to the vision? 3. Do you care about me? 20

The Job of the Leader ResultsRelationships Trust

A function of… 1. Past history- consistency; doing what you say you will do 2. Positive intent- demonstrating your desire to help; a high regard for the other person’s best interests 3. Openness- honestly expressing your feelings, emotions and concerns Wilson Learning P. 7

“Four Question’ Trust Builder 1. What’s going right ?Build upon this. 2. What’s going wrong ?Change this. 3. What’s confusing ?Clarify this. 4. What’s missing ?Add this. Tom Patterson

“One Question” Trust Builder How are you ?

1. The need for face-to-face communication increases with the complexity of the issue. 2. Social capital is amassed over years of investing in building relationships. 3. Some things cannot be hurried - such as quality human relationships. The Leadership Challenge Posner and Koznes *

Municipal Gas Authority of Georgia 2006 Annual Membership Meeting Gary O’Malley O’Malley Associates Tel