1. CULTURE WARRIOR Tribal Dynamics and Total Engagement

3. The Way of the Culture Warrior

4. Tribal Dynamics and Total Engagement Soccer Partner Video Here https://youtu.be/YCUaPa8cU6Q

5. 5 Leadership Library

6. Story Warrior – The Boom-A-Rang Measure Story Warrior – The Boom-A-Rang Measure Traditions Warrior – The Do-It Again Habit Traditions Warrior – The Do-It Again Habit Warrior Smarts - Warriors Know Who the Enemy is Warrior Smarts - Warriors Know Who the Enemy is Y Warriors - Warriors Know Why Y Warriors - Warriors Know Why Green Warriors – Grow Warrior Grow Green Warriors – Grow Warrior Grow Warrior Recognition - Rock Warrior & Duck Warrior Warrior Recognition - Rock Warrior & Duck Warrior Tribal Leadership – Tribal Warfare Winning with Words. Tribal Leadership – Tribal Warfare Winning with Words.

7. Clarity & Connectedness 7 Understand what their organization is trying to achieve and why Enthusiastic about their team’s/organization’s goals Have a clear line of sight between their tasks and their team’s/organization’s goals Feel their organization fully enables them to execute key goals Fully trust the organization they work for 63% 80% 85% Source: Stephen Covey, 8 th Habit 37% 20% 15%

8. Clarity & Connectedness 8 All but 2 players would, in some way, be competing against their own team members, rather than the opponent Only 2 would care Only 4 of 11 know which goal is theirs Only 2 know what position they play, and know exactly what they are supposed to do Source: Stephen Covey, 8 th Habit  Suppose a soccer team had these same scores:

9. 43% trust their boss Manager – Employee Relationship 9 57% trust a stranger65% would choose a better boss over a raise Source: Michael Segalla, Harvard Business Review, 2009; Michelle McQuaid, 2012; The Employee Engagement Group 35% would forgo a substantial pay raise to see their direct supervisor fired

10. The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee Engagement Index puts the current percentage of employees who are actively disengaged at 17%. That’s about 22.5 million US workers. Gallup defines actively disengaged as employees who are not just unhappy in their work, but who are busy acting out their unhappiness by undermining what their engaged co-workers accomplish. Each one of these angry and alienated workers is causing their employers roughly $13k in yearly productivity losses on average. Think this is bad? It gets worse. A majority of workers (54%) falls into the "not engaged" category. Not engaged workers are defined as “checked out,” putting in time but not energy or passion into their work. Look around you. Chances are every other person you see is on autopilot. Only 29% of workers are estimated by Gallup to be truly "engaged" – i.e., employees that “work with passion and who feel a profound connection to their company.” These first two numbers add up to a whopping seventy-one percent of workers that are in cruise control and active sabotage mode. Get Back in the Saddle!

11. Employee Engagement 29%54%17% EngagedDisengaged Actively Disengaged 11 Adapted from: The Employee Engagement Group http://employeeengagement.com/

12. Employee Engagement Adapted from: The Employee Engagement Group http://employeeengagement.com/ 3 people Busting their butts 5 people Watching the scenery 2 people Sinking the boat 12  Imagine on your crew team if:

13. 1.Do you know what is expected of you at work? 2.Do you have the materials and equipment you need to do your work right? 3.At work, do you have the opportunity to do what you do best every day? 4.In the last seven days, have you received recognition or praise for doing good work? 5.Does your supervisor, or someone at work, seem to care about you as a person? 6.Is there someone at work who encourages your development? 7.At work, do your opinions seem to count? 8.Does the mission/purpose of your company make you feel your job is important? 9.Are your associates (fellow employees) committed to doing quality work? 10.Do you have a best friend at work? 11.In the last six months, has someone at work talked to you about your progress? 12.In the last year, have you had opportunities at work to learn and grow? Gallup's +

14. 1.Do you know what is expected of you at work? 2.Do you have the materials and equipment you need to do your work right? 3.At work, do you have the opportunity to do what you do best every day? 4.In the last seven days, have you received recognition or praise for doing good work? 5.Does your supervisor, or someone at work, seem to care about you as a person? 6.Is there someone at work who encourages your development? 7.At work, do your opinions seem to count? 8.Does the mission/purpose of your company make you feel your job is important? 9.Are your associates (fellow employees) committed to doing quality work? 10.Do you have a best friend at work? 11.In the last six months, has someone at work talked to you about your progress? 12.In the last year, have you had opportunities at work to learn and grow?

15. The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know little about their lives, their aspirations and their interests. The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life – a customer, a co-worker, even a supervisor – in one way or another. The third sign is something I call immeasurement,. It's the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers, to gauge their progress or contribution.

16. My Focus

17. Tragic Facts …or Awesome Opportunity

20. “A key – perhaps the key – to leadership is the effective communication of a story.” Howard Gardner Leading Minds: An Anatomy of Leadership

22. Creating Culture in a Flash Actions Speak _____________. Abraham Lincoln did what?

23. TEAM BUILDING vs CULTURE BUILDING consistency

24. Getting 45 teen aged boys to say… the “L” word The Soul of a Sports Machine… (Google it) Fast Company

25. Schwan’s Delivers

26. Motivation Recognition Education Connection When Schwan’s Gathers

27. Recruitment Permission-to-Play Values are the price of entry into our culture.

28. Shared Learning & Common Language 28 The greatest organizations are ones that only employ self- motivated people that can fully embrace the Big, Hairy, Audacious Goal (BHAG). Tribal Leadership is not about changing ideas or gaining knowledge; it is about changing language and relationships. It’s not about intellectualizations; it’s about actions. A culture in which committable core values form the basis for hiring and firing – and real connections between people are promoted – creates an environment where creative ideas and productivity thrive. Build a cohesive leadership team, create clarity, over- communicate clarity, and reinforce clarity.

29. How do you recognize a Warrior?

30. Recognition and Ducks in a ROW

32. 32 6. Leadership Library

34. Can I really ask these? What will keep you here? What might entice you away? What is most energizing about your work? Are we fully utilizing your talents? What is inhibiting your success? What can I do differently to best assist you?

35. Whose to Blame Commercial Here LEON https://youtu.be/JYB6xteh5TA

38. Peanut Butter Cheerios Dad Commercial Here https://youtu.be/6GYxH2-WeZY

39. Stealing Your Joy..or Your Cookies… What’s holding you back…is you Peer Pressure, Rushing to Judgement Oh Miserable YOU! Losing your Focus, Your Friends, Your Temper, Your Perspective, and Your Mind…