Each of our team members brings skills, talents, and unique gifts to our organizations.

Some of these talents are well known while others are undiscovered, unvoiced, and

unrecognized. In this session, we'll discuss the benefits of creating an emotional con-

nection to work and the people who do work and life together. We will review Patrick

Lencioni's Five Behavioral Principles for building cohesive teams to move us past the

differences we share as individuals and into the collective velocity that can be

achieved as a unified team. Learn how to tap into hidden talents to give team mem-

bers a greater passion and commitment for the work they do. Strategies for creating

cross-functional teams, communicating clear expectations, and empowering team

members with access to top decision makers will be shared.

"A Culture of Collective Creativity"

Presentation Outline

OUTLINE

WHY THE WHY MATTERS: A CULTURE OF COLLECTIVE CREATIVITY

The primary reason organizations fail is

they have no STRATEGY:

90% who have a written plan fail to

execute it.

Simon Sinek’s Golden Circle Model

“Why” is defined and demonstrated through

organizational culture

The collective attitudes, beliefs, com-mon experiences, procedures, and val-ues prevalent in an organization.

Culture can be one of the most im-portant factors in whether and organiza-tion fails or succeeds.

Lenciioni’s Trust Pyramid

YOUR TAKE AWAYS:

THE ADVANTAGE

WHY ORGANIZATIONAL HEALTH TRUMPS EVERYTHING ELSE IN BUSINESS

1. Why do we exist?

2. How do we behave?

3. What do we do?

4. How will we succeed?

5. What is most important, right now?

6. Who must do what?

6 CRITICAL QUESTIONS

THREE BIASES KEEPING LEADERS FROM

EMBRACING ORGANIZATIONAL HEALTH

The Sophistication Bias: it is so simple that

leaders have a hard time recognizing it as a

real opportunity for advantage.

The Adrenaline Bias: Leaders are focused on

the day –to-day tasks and can’t embrace the

“you must slow down in order to go fast”

race-car drivers’ axiom.

The Quantification Bias: the benefits are hard

to measure and quantify.

Discipline 1: Build a cohesive leadership team.

Build Trust

Master Conflict

Achieve Commitment

Embrace Accountability

Focus on Results

Discipline 2: Create clarity.

Team leaders must answer the six critical questions to provide clarity to their team.

Discipline 3: Overcommunicate clarity.

Message consistency from one leader to another.

Timeliness of delivery.

Live, real-time communication

Discipline 4: Reinforce clarity.

The best human systems are often the simplest and least sophisticated ones.

THE FOUR DISCIPLINES MODEL

The single greatest advantage any

company can achieve is organizational

health. Yet it is ignored by most leaders

even though it is simple, free, and available

to anyone who wants it.

- Patrick Lencioni

THE ADVANTAGE

WHY ORGANIZATIONAL HEALTH TRUMPS EVERYTHING ELSE IN BUSINESS

DISCUSSION QUESTIONS

The Four Disciplines Model

1. Is your organization concerned with organizational health? Should they be?

2. Does your leadership team practice the Four Disciplines Model?

3. How do you build trust among your work group?

4. Does anyone have trust at the lower levels of the organization, but it doesn’t exist at the top? If so, how

does it impact the overall organizational health?

5. How does your team manage conflict? Is it viewed positively?

6. How do you hold your team members accountable?

Six Critical Questions

1. Can you answer the six critical questions for your

organization? Would your answers match those of your

leadership team?

2. Would everyone in your organization be able to answer

those six questions?

3. Lencioni distinguishes core values from aspirational values (wish to have), accidental values (traits that

have developed unintentionally and don’t necessarily serve the good of the organization), and permission

-to-play values (minimal behavioral standards required in an organization). Does your organization have

defined “core” values that really belong in the aspirational or permission-to-play category?

1. Why do we exist?

2. How do we behave?

3. What do we do?

4. How will we succeed?

5. What is most important, right now?

6. Who must do what?

OUTLINE

WHY THE WHY MATTERS: A CULTURE OF COLLECTIVE CREATIVITY

Major Influences On Human Personality and Behavior Throughout the Lifespan:

Psychodynamic

Genetic

Environmental

Cultural

Humanistic

Narrative

SIX Primary Classes of Emotion:

1

2

3

4

5

The Secret to Great Teams

Structure Matters The Evolution of Chain of Cimmand

Build a Cross Functional Team

Personality Style Inventory

Extraversion-----------Introversion

Sensing----------------iNtuition

Thinking----------------Feeling

Judging-----------------Perceiving

What Is Your Predominate Style?

Cross Functional TeamTK Conflict Mode

Competing

Avoiding

Compromising

Collaborating

AccomodatingLow

A

sse

rtiv

en

ess

Hi

Low Cooperativeness Hi

OUTLINE

WHY THE WHY MATTERS: A CULTURE OF COLLECTIVE CREATIVITY

The primary reason organizations fail is

they have no STRATEGY:

90% who have a written plan fail to

execute it.

High Performing Teams

Manage the day to day operations

Identify and solve real problems

Enforce core values

Hold each other accountable

YOUR TAKE AWAYS:

KNOW and are KNOWN

SERVE and are SERVED

LOVE and are LOVED

CELEBRATE and MOURN together

NOTES:

WHY ORGANIZATIONAL HEALTH TRUMPS EVERYTHING ELSE IN BUSINESS