1. Collaboration Required? Kerry Plemmons

2. Agenda –
Servant Leadership
Team Dynamics
Locus of Control
Outdoor Fun

4. "You have not lived until you have done something for someone who can never repay you." 
~John Bunyan

5. Robert Greenleaf – The Servant as a Leader
Everything begins with the initiative of an individual
What are you trying to do?
Listening and understanding
Acceptance and empathy
Foresight: The central ethic of leadership
Awareness & perception

6. The Servant as Leader - James Autry
The Five Ways of Being
BE Authentic
BE Vulnerable
BE Accepting
BE Present
BE Useful

7. 1. Be Authentic One hat Genuine Bona Fide
The Five Ways of Being
1. Be Authentic
One hat
Genuine
Bona Fide
The same at work, at play & at home
Integrity even when painful
Based on spirituality from many philosophies and religions – Dr. Robert Greenleaf Center for Servant Leadership in Indiana.
A person of integrity does not have divided loyalties (duplicity).
They are not just pretending (hypocrisy).
They can be identified by single mindedness.
They have nothing to hide and nothing to fear.
Their lives are open books.
Service is the price we pay for citizenship
Requires courage and Self-confidence
Aristotle – Virtue, courage, temperance, prudence, moderation,
Teams are full of people with ½ an idea looking for the other ½
Managers concentrate on doing things right, leaders on doing the right thing
Tell me about a person who you see as being authentic – Doug Allen
Servant Leadership - James Autry

8. 2. Be Vulnerable Open Share yourself Show your passion
The Five Ways of Being
2. Be Vulnerable
Open
Share yourself
Show your passion
Show your courage
Be honest with your feelings
Who do you know that illustrates vulnerability – my parents – story of heroism
Diane Keaton
Servant Leadership - James Autry

9. 3. Be Accepting More than approval Sense of inclusiveness
The Five Ways of Being
3. Be Accepting
More than approval
Sense of inclusiveness
Don’t be derailed by irrelevant issues
Embrace creative conflict
Receive willingly
Who do you know that illustrates accepting?
Howard Shultz – Colin Powell - Ghandi
Servant Leadership - James Autry

10. The Five Ways of Being
4. Be Present
Doing two things at once is often being twice as inefficient at both
Listen actively
Be centered
Being efficient is not the same as being effective
Focused
Who do you know that is always present?
John Hickenlooper – Jim Donald – Launi Skinner
Servant Leadership - James Autry

11. 5. Be Useful Execute Be a resource to those around you Let go of Ego
The Five Ways of Being
5. Be Useful
Execute
Be a resource to those around you
Let go of Ego
Do it with love
Utility with purpose
Who is useful –
Thomas Edison set a goal of an invention every 10 days and a major one every 6 months – has 1093 US patents and 2000 foreign patents
When you need something done – look for the busiest person you know
Servant Leadership - James Autry

12. The Servant as Leader - Exercise
The Five Ways of Being
BE Authentic
BE Vulnerable
BE Accepting
BE Present
BE Useful
In your teams, please tell stories where you have seen one of the Servant Leadership Five Ways of Being in practice in your department. Each team will report back to the whole group.

13. Interview questions:
1. Do you think that most people want to do a good job? Yes – go to two No – end the interview 2. Do you think then, that most people will make every effort to do a good job if trusted to do a good job?

14. Martin Luther King Jr.
"If you want to be important -- wonderful. If you want to be recognized -- wonderful. If you want to be great -- wonderful. But, recognize that he who is greatest among you shall be your servant. That's a new definition of greatness."

15. What is a team?

16. Five Dynamics of Teamwork & Collaboration
“People with different views and perspectives coming together, putting aside their narrow self-interests, and discussing issues openly and supportively in an attempt to solve a larger problem or achieve a broader goal.”
Team Leadership
Team Member
Team Problem Solving
Team Relationships
Organization Environment
When Teams Work Best by Frank LaFasto and Carl Larson

17. The Story… Circle Your Answers (individually)
Consensus on Answer, as a team – no voting allowed
Number wrong
Team
Individually

18. The Answers Please ? F T
F or ?

19. Chances that the group score is worse than the team average: 1 in 500
The Data
Chances that the group score is worse than the team average: 1 in 500
Chance that any individual is better than the group: 1 in 9
Based on research on 6000 team members by Carl Larson and Frank LaFasto

20. Tuckman Team Performance Model
Talent wins games, teamwork wins championships.
Michael Jordan
Performing
Shared vision & independent
Focus on over- achieving goals
Make most decisions
Deal with issues internally
Norming
Commitment & unity strong
Roles & Resp. clear/accepted
Agreement on big decisions
Develop processes
Leader facilitates
Storming
Uncertainties on purpose persist
Team members vie for position
Power struggles
Decisions difficult
Leader coaches
Performance/ Productivity
Forming
Dependence on leader--directive
Little understanding of mission
Roles & Resp. unclear
No processes
Breakeven Point Whole = Σ Parts
Time

21. What Google Learned from It’s Quest to Build the Perfect Team
What Google Learned from It’s Quest to Build the Perfect Team. By Charles Duhigg New York Times, February 25, 2016

22. The Aristotle Project at Google
Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
Dependability: Can we count on each other to do high quality work on time?
Structure & clarity: Are goals, roles, and execution plans on our team clear?
Meaning of work: Are we working on something that is personally important for each of us?
Impact of work: Do we fundamentally believe that the work we’re doing matters?

23. The most effective teams: not made up of members with high IQs, but members who are most sensitive to the thoughts and feelings of others

24. Most Important Attributes of a Successful Team
Trust
Openness
Friendship/Affinity/
Supportiveness/Affection

25. The Three Most Important Attributes of a Highly Successful Team
Trust
Openness
Affection
Based on research on 6000 team members by Carl Larson and Frank LaFasto

27. When everything needs approval, you create a kindergarten environment where all you are really saying is I don't trust you!

28. Francis Fukiyami on Trust
“If people who have to work together in an enterprise trust one another Doing business costs less. By contrast, people who do not trust one another will end up cooperating only under a system of formal rules and regulations which have to be negotiated, agreed to, litigated and enforced, sometimes by coercive means. This legal apparatus, serving as a substitute for trust, entails what economists call “transaction costs”. Widespread distrust in a society, in other words, imposes a kind of tax on all forms of economic activity, a tax that high-trust societies do not have to pay.”

29. The Speed of Trust
Simply put trust means confidence. The opposite of trust is suspicion. The difference between high- and low-trust relationships is palatable. Think about communication: In a high-trust relationship, you can say the wrong thing and people will still get your meaning. In a low-trust relationship you can be very measured, even precise and they’ll still misinterpret you.
Source: Covey, Stephen M.R., The Speed of Trust

30. Most Important Attributes of a Successful Team
TRUST
OPENNESS
AFFECTION
What does it mean to be OPEN?
Open-Minded: new ideas, new processes
Open Communications:
Self- Aware: personal openness
AVOID the “Passive Conspiracy” to avoid confronting the root cause of dysfunction -

31. Openess
“In a work setting where team members do not openly air their opinions, inferior decisions are the result.”—Patrick Lencioni
“Teams that engage in conflict . . .
Have lively and interesting meetings
Minimize politics
Put critical topics on the table for debate
Extract the ideas of all team members

32. Team Development Frameworks
“People with different views and perspectives coming together, putting aside their narrow self-interests, and discussing issues openly and supportively in an attempt to solve a larger problem or achieve a broader goal.”
Attention to Results
Embracing Accountability
Organization Environment
Team Leadership
Achieving Commitment
Team Problem Solving
Team Relationships
Mastering Conflict
Team Member
Building Trust
Adapted from: “When Teams Work Best”: Frank LaFasto and Carl Larson
Adapted From: “The Five Dysfunctions of a Team”: Patrick Lencioni
Copyright, DU/DCB, 2012

34. Functional Conflict Increases Performance
"When two (people) in business always agree, one of them is unnecessary."
William Wrigley, Jr.
Positive
Outcomes
Neutral
Too little conflict
Appropriate conflict
Too much conflict
Negative
Low
Moderate
High
Intensity

35. The Three Most Important Attributes of a Highly Successful Team
Trust
Openness
Affection
Based on research on 6000 team members by Carl Larson and Frank LaFasto

36. Oxytocin
Increasing trust and reducing fear. In a risky investment game, experimental subjects given nasally administered oxytocin displayed "the highest level of trust" twice as often as the control group. Subjects who were told that they were interacting with a computer showed no such reaction, leading to the conclusion that oxytocin was not merely affecting risk-aversion.[26] Nasally administered oxytocin has also been reported to reduce fear, possibly by inhibiting the amygdala (which is thought to be responsible for fear responses).[27] Rather than enhancing positive social emotions, it has been suggested that it has a general enhancing effect on all social emotions since intranasal administration of oxytocin also increases envy and schadenfreude.[28] Affecting generosity by increasing empathy during perspective taking. In a neuroeconomics experiment, intranasal oxytocin increased generosity in the Ultimatum Game by 80% but has no effect in the Dictator Game that measures altruism. Perspective-taking is not required in the Dictator Game, but the researchers in this experiment explicitly induced perspective-taking in the Ultimatum Game by not identifying to participants which role they would be in.[29]

37. Team Affection in the Olympics
Men’s Volleyball
94 touches including 17 group hugs; 56 low fives
Women’s Volleyball
83 touches
Women’s Gymnastics
55 hugs
Men’s Basketball
45 high fives
Women’s table tennis
No touch during single match
The gold medal for most on-camera displays of physical touch among US Olympic athletes goes to the men's volleyball team. The Wall Street Journal tallied up the number of high fives, group hugs, bum taps, and those one-armed "bro hugs" among US Olympic teams, and the results show men can be just as affectionate as women. Why would it matter? Researchers find teams that are touchy-feely in the beginning of their season, like the Boston Celtics, typically have more wins by the time the season ends.
Men's volleyball had 94 total touches during their match with Serbia, including 17 group hugs and 56 low fives. Other physically affectionate teams include women's volleyball (83 touches), women's gymnastics (55 hugs), and men's basketball (45 high fives). The least affectionate US team at this year's Games? Women's table tennis partners Erica Wu and Lily Zhang didn't touch at all during their single match – CLICK - which they lost to Japan.
NOT ABOUT PHYSICAL AFFECTION – but a genuine likability factor – People work better with people they like than people they don’t like.
LOST

38. The Leadership Challenge
Model the way
Clarify your personal values
Set the example
Inspire a shared vision
Envision the future
Enlist others
“MICEE”
Challenge the process
Search for opportunities
Experiment and take risks
Enable others to act
Foster collaboration
Strengthen others
Encourage the heart
Recognize individual contribution
Celebrate values and small victories

39. Anger dwells only in the bosom of fools.
Einstein
Anger dwells only in the bosom of fools.

40. Locus of Control

41. Count each answer as one point
Only count it if you selected these exact answers:
2a, 3b, 4b, 5b, 6a, 7a, 9a, 10a, 11b, 12b, 13b, 15b, 16a, 17a, 18a, 20a, 21a, 22b, 23a, 25a, 26b, 28b, 29a

42. Low = Internal Locus of Control, (less than 5)
Average = 8.29 with a STD of 3.57
Low = Internal Locus of Control, (less than 5)
High = External Locus of Control, (more than 12)
Copyright, DU/DCB, 2012

43. Locus of Control Take Action Blame Internal External Locus of Control
Capable of directing my own future
Goal focused; obstacles can be overcome or worked
Originator and cause of my own outcomes
Powerful actor; sense of control
Adaptive to change
Chance or fate directs my future
Excuse focus; reasons why obstacles are insurmountable
Passive acceptance of external events
Powerless pawn; lacking sense of control
Resistant to change
Locus of Control
Copyright, DU/DCB, 2012

44. Why do some folks succeed at whatever they choose?
I didn’t ask.
No one told me!

45. Personal Success Locus of Control
How a person perceives control over their situation.
Internal LOC
view their behavior is guided by their personal decisions and efforts and feel they have control over their response to life.
Goal focused; obstacles can be overcome or worked
Adaptive to change
Individuals who perceive reinforcements as being the direct consequence of their actions are said to have an "internal" locus of control, whereas individuals are said to have an "external" locus of control if they believe that reinforcements are generally independent of their behavior and instead controlled by external forces beyond their control.
External LOC
blame fate and forces such as destiny or society for controlling their lives and their response to life.
Excuse focus; reasons why obstacles are insurmountable
Passive acceptance of external events
Sources: Julian Rotter, 1954 and Lawrence Lefcourt, 1976.

46. What Do You Focus On?
“Everything has two handles, one by which it may be borne, another by which it cannot.”
–Epictetus, Enchiridion
Things
you can control
you can’t control
External
Locus of Control (ELOC)
Internal
Locus of Control (ILOC)
The “Pen dropping” story - What is your Intention?

47. Language and Perception
Internal LOC Language
I will ask him how he likes to be communicated with
Let’s look at more alternatives
I will take the first step.
I can control my own feelings
I can deliver the results
I’ll get input from diverse sources
External LOC Language
He just doesn’t listen to me
There’s nothing I can do
Someone should take the first step.
He makes me so mad
They won’t give me resources
They never like what we do or propose.
How we “frame it”

49. How you Frame it . . . 1. I never have enough time.
Reframe each statement to be Internal LOC:
1. I never have enough time.
Restatement:_____________________________________________
2. We are too busy to train our people properly.
3. The competitive environment makes it impossible to be fully staffed. Restatement:____________________________________________
4.Angry customers take up way too much of our time and energy.
5. If the instructor would communicate clearly I could understand the material. Restatement:_____________________________________________
Reframing (Double-Loop Learning) occurs by fundamentally reshaping the underlying patterns of our thinking and behavior so we're capable of doing different things. This level of learning often enfolds single-loop or incremental learning, but goes beyond it. This is the level of process analysis where people become observers of themselves: "What's going on here? What are the patterns?" We begin to see we're part of a system of interaction, and we can impact the system by our own behavior. We become aware of what Argyris calls our defensive routines, previously below our level of awareness, self-fulfilling, and self-defeating. In reshaping our thinking and behavior, we learn to be less defensive, more open, and increasingly self-aware. This is where the Enneagram can provide a powerful roadmap for what to observe at individual and interpersonal levels.

50. Assignment: Reframing
Observe yourself for at least 3 weeks.
Keep a “reframe log”
See what starts to happen!
Internal LOC
Internal LOC
Internal LOC
Internal LOC

51. Sample Reframe Log Date: Entry #: Situation External LOC Self-Talk
Entry #:
Situation
External LOC Self-Talk
Internal LOC Reframe
Date:
Entry #:
Situation
External LOC Self-Talk
Internal LOC Reframe

52. You will notice. . . how your thinking affects behavior.
when you're being internal and when you’re being external and the same thing in others.
yourself automatically responding with ILOC thoughts and talk.
you feel more competent
your external world will change
you feel more response-able.
To see the world anew!

53. LOC survey
It will provide a score
In-depth