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Semelhante a Five Behaviours Personal Develoment
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Five Behaviours Personal Develoment
- 1. The Five Behaviors™ Personal Development Gary Blissett Five Behaviours Authorised Partner
- 3. The Power of The Five Behaviors™ Addresses critical need Provides common language Creates high-performing teams Organizations
- 6. Network of Teams Shared values Transparent goals Informational flow
- 7. The Five Behaviors™ Personal Development
- 8. The Five Behaviors™ Personal Development Infuse organizations with a culture of teamwork by harnessing the power of Patrick Lencioni’s model, one team and one person at a time.
- 9. A Culture of Teams Empower individuals and teams Enable a culture focused on collaboration and results
- 10. The Five Behaviors™ Personal Development A New Playbook for Team Effectiveness
- 11. The Five Behaviors™ Personal Development Profile Sequence Introduce the Five Behaviors™ Model Explain your role in building a team Introduction Introduce each behavior How you play Recognize change needed Goal & action plan The Five Behaviors Provides a summary of learning Enables action planning to reinforce Summary & Action Provides rationale for building each behavior as a means to the next behavior Connector
- 12. 2 Introduce the Five Behaviors™ Model Explain your role in building a team Introduction
- 13. Personalization : true for you X : don’t fit you ? : surprise you Introduction 3 X X X ?
- 14. Trust
- 15. You and Trust Building Trust 4
- 16. You and Trust Being vulnerable Building Trust 5
- 17. You and Trust Being vulnerable Trust habits • Choose one • How will you put it into practice? • What benefits could it bring? Building Trust 6
- 18. Conflict
- 19. Connecting Trust & Conflict Mastering Conflict 7
- 20. Connecting Trust & Conflict You and Conflict Mastering Conflict 8
- 21. Connecting Trust & Conflict You and Conflict Conflict continua Mastering Conflict 9
- 22. Activity Calm debater Tends to use measured dialogue and remain largely unruffled Spirited debater Tends to be expressive and show conviction during debate How do you show disagreement? How do you typically feel when conflict gets tense?
- 23. Activity Calm debater Tends to use measured dialogue and remain largely unruffled Spirited debater Tends to be expressive and show conviction during debate Steadfast Holds firm to own opinions Receptive Stays open to the ideas of others
- 24. Connecting Trust & Conflict You and Conflict Conflict continua Conflict habits Mastering Conflict 10
- 25. Commitment
- 26. Connecting Conflict & Commitment You and Commitment Achieving Commitment 11
- 27. Connecting Conflict & Commitment You and Commitment Achieving Commitment 12
- 28. Connecting Conflict & Commitment You and Commitment Barriers to Commitment Achieving Commitment 13
- 29. “Go Get It” or “Get Over It”
- 30. Connecting Conflict & Commitment You and Commitment Barriers to Commitment Commitment habits Achieving Commitment 14
- 31. Accountability
- 32. Connecting Commitment & Accountability Embracing Accountability 15
- 33. Connecting Commitment & Accountability You and Accountability Embracing Accountability 16
- 34. Connecting Commitment & Accountability You and Accountability Accountability in action Embracing Accountability 17
- 35. What would you have done in Joetta’s situation?
- 36. Connecting Commitment & Accountability You and Accountability Accountability in action Accountability habits Embracing Accountability 18
- 37. Results
- 38. Connecting Accountability & Results Focusing on Results 19
- 39. Connecting Accountability & Results You and Results Focusing on Results 20
- 40. Connecting Accountability & Results You and Results Motivators Focusing on Results 21
- 41. Connecting Accountability & Results You and Results Motivators Results habits Focusing on Results 22
- 42. 23 Choose a behavior to focus on Turn to habit page Write what you’ll do to adopt the habit you select… • Tomorrow? • In the next two weeks? • In the next month? Summary & Action Trust Create space for people to admit mistakes and weaknesses During our team meeting, be sure to ask Wally about his thoughts about the project proposal Demonstrate empathy and thank teammates when they take a chance and are vulnerable Discuss with Susanna, my boss, my focus on trust and what I plan to do.
- 43. Product Differences The Five Behaviors™ Team Development The Five Behaviors™ Personal Development Identify tendencies & preferences related to each construct Overcome barriers related to each construct to be more successful on teams
- 44. Product Differences Creates team credo Specific team dysfunction Empowers one team Expands to organization Individual effect on team Empowers a collaborative organizational team culture The Five Behaviors™ Team Development The Five Behaviors ™ Personal Development
- 45. How Do You Position The Five Behaviors™?
- 46. Questions? Please contact us at info@discgb.co.uk 0208 133 9050 www.discgb.co.uk
Notas do Editor
- Creating a culture of teamwork is one of the greatest challenges organizations are facing. This program is based on Patrick Lencioni’s best-selling book, The Five Dysfunctions of a Team. The model in the book outlines the core behaviors —Trust, Conflict, Commitment, Accountability, and Results— of high-performing teams. So when we think of The Five Behaviors, we think, “it’s simple, right?” Trust, conflict, commitment, accountability, results. It’s a simple model—and that’s the power of it, but much harder to do.
- From conception, The Five Behaviors model has been a powerful force within the team development space because of Patrick Lencioni. As the founder of The Table Group, and a thought leader on team development, leadership, and organizational health, Patrick has authored numerous books that grace the best-seller lists. The Five Dysfunctions of a Team, which provides the framework for The Five Behaviors programs, has sold more than 3.3 million copies. When we think of the team space, Patrick’s model outlines the crucial behaviors that need to be attended to in order to develop high-performing teams. The true power of this model stems from its simplicity. The Five Behaviors model has power because it reminds people of what they already know…but may not do well. As Pat likes to say, “It’s simple, but it’s not easy to do.”
- When we think of the power of The Five Behaviors, we’re really providing organizations with a playbook to succeed. The Five Behaviors program [CLICK] addresses a critical need within organizations: helping teams—which are a driving force in today’s workplace—work effectively together. And it does this [CLICK] by providing teams with a common language of how to approach day-to-day work, [CLICK] by providing an understanding of the skills necessary to create high-performing teams. Team members better understand one another and, more importantly, the behavioral skills they need to attend to in order to drive results.
- As you know, The Five Behaviors Team Development has a particular focus and approach. [CLICK] There’s an intensity to the program. Overall, the program can be quite intense as it requires teams to go deep. As a result of this, it takes a lot of energy and work to go through the program. [CLICK] There also is a significant investment with the program. Of note, for organizations, there is both a financial and time investment. In regard to the latter, behavior doesn’t change overnight, so this program requires the team to invest time initially in understanding the program and working through key issues, but also continued time investment by mastering how to develop the behaviors needed to increase cohesiveness. Lastly, when we think of the [CLICK] impact, The Five Behaviors Team Development is focused on intact teams. This isn’t a program for individuals. With our Team Development program, we need entire teams to understand and embrace the behaviors together.
- Businesses are changing. In particular, disruptions and market turbulence are challenging established business models and, therefore, organizations need to launch frequent transformations in response.
- So, what impact is this having on teams? Well, we’re moving from teams that exist in skilled set silos to teams that are made-up of a combination of skill sets: cross-functional teams. So, in order to adapt to how organizations are changing, we’re seeing a need to help individuals and networks of teams. To work effectively, we need teams to share values and culture, have transparent goals and projects, and allow for lines of communication to make for a free flow of information and feedback.
- Enter a program that captures the power of the Lencioni model, addresses modern organizational needs, and has wider reach across the organization. This is a half-day program that begins with an assessment. There is a separate facilitation kit for this program, which includes completely new activities designed to help an individual embrace, understand, and overcome barriers to each of the behaviors.
- We can now infuse organizations with a culture of teamwork by harnessing the power of Patrick Lencioni’s model, one team and one person at a time.
- When we do this, we can more effectively develop a culture of teams within an organization. When we do this, we now empower both individuals and teams, which enables a culture focused on collaboration and results.
- Happy to introduce a new playbook for team effectiveness.
- Big picture overview of the different sections of the profile.
- Page 2 [CLICK] Introduces the concepts of teamwork and what makes a good team member [CLICK] Introduce the Five Behaviors Model
- Page 3 Explains your role on the team [CLICK]: Key facilitation activity is to personalize the page
- Explore the concept of vulnerability-based trust and why it matters Identify challenges you might have with this behavior and how you could begin to improve
- Page 4 Introduces concept of vulnerability-based trust Explores what behavioral tendencies make it easy for each person to build trust
- Page 5 Explores key barriers to establishing vulnerability-based trust
- Page 6 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring.
- Understand that conflict is necessary and get more comfortable with the idea of engaging in it Consider how different conflict tendencies may affect others and what you can do about it
- Page 7 Video shown of Pat describing behavior(s) and reviewed on page 7
- Page 8 Introduces concept of productive conflict Explores what behavioral tendencies make it easy for each person to master conflict and what may hold be stressful
- Page 9 Where do you fall on conflict continua and what implications does this have in conflict
- Facilitation Activity Now that you’ve learned about your locations on both Conflict continua, let’s see how you compare to others. To do that, we’re going to build the continua together. Let’s look at the first continuum. Imagine that wall (point) represents the Spirited Debater end of the continuum and that wall (point) represents the Calm Debater end of the continuum. Referring to page 9 of your profile, line up across the room according to where your dot falls on the continuum. Let’s start with those on the Calm Debater half of the continuum: If you disagree with someone’s ideas, how do you let them know? How do you typically feel when conflict gets tense? Now let’s hear from people on the Spirited Debater half of the continuum. (same questions) So, what are some of the key differences we’ve seen between people at different places on the continuum?
- Repeat Activity
- Page 10 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
- Learn what is necessary for teams to truly commit to decisions Identify things that could stand in the way of commitment and consider how to address them
- Page 11 Video shown of Pat describing behavior(s) and reviewed on page 11
- Page 12 Introduces concept of commitment Explores what behavioral tendencies make it easy for each person to master clarity and buy-in
- Page 14 Factors that might keep you personally from seeking clarity and buying in to team decisions
- Facilitation Activity As we’ve seen, in order to commit to your team’s decisions, you need clarity and buy-in. But you don’t necessarily need certainty about what the outcome of the decision will be, or consensus across the whole team about whether the decision is right. So how does this play out in everyday life? Let’s do an activity to find out. Imagine that your team has just decided on the direction of its next project. We’re going to look at a series of possible concerns that you might have about the decision. For each one, determine whether you should speak up in order to “go get” whatever you’re missing, or whether you simply need to “get over” what is hold you back and commit to the group’s decision. Hold up the sign with your chosen response. Suppose your team is beginning the initiative, but you’re not sure who is responsible for moving the project forward. Is this something you need to “go get” information about, or do you need to “get over” your uncertainty? Go ahead, call out your votes, and hold up your signs. In this case, the answer is “go get it.” It’s essential that all team members have an understanding of the assignments that come out of any team decision. You should speak up to make sure there is clarity on your team. Other questions to help pull out idea.
- Page 14 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
- Understand why giving and receiving feedback is essential and what these behaviors should look like Discover your Accountability tendencies, and consider what you may need to improve
- Page 15 Video shown of Pat describing behavior(s) and reviewed on page 15
- Page 16 Introduces concept of accountability Explores how behavioral tendencies affect how you handle feedback
- Page 17 The top one speaks to how comfortable you may be with addressing problems on your team and the bottom one addresses how you might handle accountability conversations – whether you’re more focused on logic or on feelings. You have been plotted on both continua based on your assessment results. Take a few minutes to personalize. Turn to the person next to you. With your partner, share your location on both continua, and what you see as the advantages and disadvantages of your results. After that, talk about a time when you should have held a peer or teammate accountable, but didn’t. What problems did this cause?
- Facilitation Activity Series of videos to highlight peer-to-peer accountability and how a person’s behavioral tendencies may have played into the situations depicted
- Page 18 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
- Understand collective results and how individual priorities can threaten them Consider how you can channel your personal motivations toward helping the team achieve results
- Page 19 Video shown of Pat describing behavior(s) and reviewed on page 19
- Page 20 Introduces concept of collective results Explores personal motivators and stressors for achieving collective results
- Page 21, Four motivators from the previous page. Beneath each one is a paragraph that explains how you can harness that motivator to focus on your team’s collective results. Take a few minutes to read the page. Now, choose the one motivator in your list that resonates most with you. Take a minute to brainstorm how you could use that motivator to help a real-life team you’re on achieve collective results. Turn to a partner and share your ideas. Partners, feel free to add additional suggestions as well.
- Page 22 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
- Page 23 Provides summary and action plan Pick one behavior to focus on Turn to that “habit” page Identify what you will do… Tomorrow In the next 2 weeks In the next month
- Team Development Trying to change team behavior…move the needle on objective data Personal Development Identify tendencies and preferences related to each construct Overcome barriers related to each construct to be more successful on teams