Dr. Barbara Walton, MCC, USA Diane Brennan, MCC, USA Anne Choquette, PCC, Canada

Is it rocket science or not? How NASA Builds Teams!

Introducing the team…

Dr. Barbara Walton,

MCC

Diane Brennan,

MCC

Anne Choquette,

PCC

Connecting 4-D to coaching • Provides a structure for the client to gain perspective and expand thinking • Reinforces the importance of the core competencies

– Establishing trust, Presence, Skillful listening, Direct communication, Feedback, Challenging the client, Creating awareness,

Co-creating action and methods of accountability with the client

The Origin of 4-D

Non-communication of a simple decision years earlier resulted in NASA’s 1990 Hubble Disaster

Guiding you through the 4-D Mission

The origin of 4-D and its relevance to you! An evidence-based approach measuring 8-

behaviors and benchmarking performance From NASA to local and global corporations 4-D assessments, workshops and coaching Shift the context and “stuckness” using

4-D’s Context Shifting Worksheet (CSW) Q&A

Reinforcing the need for 4-D

2003 and the Columbia Accident led NASA to launch APPEL with 4-D Systems becoming their most effective resource

What do they have in common?

Challenger Fukushima Hubble Space Telescope

Normalization of deviance Leadership failure

Lessons learned

Even the best elements cannot succeed in a toxic environment

You need to shift the context; clean it up!

Focusing on 8 behaviors

Expressing Authentic

Appreciation

Including Others

Appropriately

Clarifying Roles,

Accountability and Authority

(managing expectations)

Being Outcome

Committed

Creating Shared Interest

Keeping ALL your

Agreements

Expressing Reality-Based

Optimism

Resisting Blaming and Complaining

10

Behaviors Contexts

Willing & Energizing

Collaboration

Addressing Shared

Interests

Sustained, Effective Creativity

Expressing Reality-based

Optimism

Perceiving “Magical” Solutions

Being 100%

Committed

Outcome Focus with no Blamers

or Victims

Resisting Blaming &

Complaining

Clear and Achievable

Expectations

Clarifying Roles, Accountability

& Authority

Expressing Authentic

Appreciation

Mutual Respect &

Enjoyable Work

Appropriately Including

Others

Mutual Respect &

Enjoyable Work

Authenticity & Aligned,

Efficient Action

High Trustworthiness

& Efficiency

Keeping All Your

Agreements

A Survey …

A million employees 450 companies in 12 industries Identified high-performance Leading Indicators Productivity Profitability Employee retention Customer loyalty

Gallup found…

Often praised; Commitment to quality; Supervisor cares; Opportunities to grow.

Spoken with me about my progress; Been my best friend; Encouraged my development; My opinions matter.

Do what I do best every day; The vision/mission /purpose makes my job important.

I know what is expected of me; I have the resources to do my job right.

Cultivating

Including

Visioning

Directing

Measuring 8-behaviors and benchmarking performance

Power & Communication Systems Analysis Branch

Bottom Ave. Top >

Ave.<

Ave.

Apr-09, 73%

May-10, 85%

Your Team’s Average Score & Trend

“Seldom/Usually Meet” = 50%

“Fully Meet” = 100%

“Usually Meet” = 75%

15

Trends in Distribution of Perceptions

Power & Communication Systems Analysis Branch May-10

0

2

4 participants19Benchmarking of Perceptions of

0 0 1

49 5140

11

FullyUsuallySeldomNever

Power & Communication Systems Analysis Branch Apr-09

0

2

4 participants18Benchmarking of Perceptions of

1 015

41 382226

FullyUsuallySeldomNever

Relative Ranking of Behaviors May-10

Visioning Dimension Cultivating Dimension

Including Dimension Directing Dimension

Expressing Reality- based Optimism

Being Outcome Committed

Addressing Shared Interests

Expressing Authentic

Appreciation

Keeping All Agreements

Clarifying Roles, Accountability and

Authority

Resisting Blaming or Complaining

Appropriately Including Others

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

Bot

tom

< Av

e.

Aver

age

> Av

e.

Top

The 4-D Approach

Boosting individual and Team Performance

Team and Individual Coaching

Team Building

workshops Assessments every six months

CSW a key part of 4-D coaching

CSW: Structure to gain perspective and expand thinking

Individual and Team Coaching

19 #19

5: DIRECTING DIMENSION Any Drama-states you need to process? Any unclear Roles, Accountability, or Authority statements or processes?

1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:________________________________________________________ • Outcome you are committed to realizing: _______________________________________________ • Your “Red” limiting Story-lines:_______________________________________________________ • Your “Green” empowering Story-lines: __________________________________________________ • Your experience & expression of emotions: ______________________________________________

Context Shifting Worksheet (“CSW”)

3: INCLUDING DIMENSION List everyone you need to Include to succeed:

What implicit or explicit agreements have you broken that you must now process?

2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? What do they want that you can want for them also?

4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? How Committed (in %) are you to realizing the above Outcome?

Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________

Ch. 11: Manage Emotions to Manage Team Energy

Ch. 12: People Need to Feel Appreciated by You

Ch. 13: Mine the Gold in Your Shared Interests

Ch. 14: People Need to Feel Included by You

Ch. 15: Building Trustworthy Contexts

Ch. 16: Reality-based Optimism

Ch. 17: Your Team Can’t Afford Drama

Ch. 18: Don’t Put Good People in Bad Places

Also, Ch. 17: Your Team Can’t Afford Drama

Ch. 16: 100% Commitment

Ch. 10: Green Story-lines Lift Performance Ch. 10: Red Story-lines Limit Performance

20 #20

5: DIRECTING DIMENSION Any Drama-states you need to process? Avoid Blame! Any unclear Roles, Accountability, or Authority statements or processes? The documentation is there with how to carry out communication. It may not be clear enough or there may not be awareness and understanding.

1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve: Director’s lack of communication and responsiveness • Outcome you are committed to realizing: Regular, reliable communication with Director and his staff • Your “Red” limiting Story-lines: I don’t have what I need to be prepared or to represent the organization. He doesn’t seem to care about what I need here. • Your “Green” empowering Story-lines: He has a lot of responsibility. He may not understand what I need and why I am asking now. • Your experience & expression of emotions: Mad – stressed. I feel the situation is unnecessary.

Context Shifting Worksheet www.nasateambuilding.com

3: INCLUDING DIMENSION List everyone you need to Include to succeed: VP, Director and maybe some of the staff within his section. What implicit or explicit agreements have you broken that you must now process? We have a handbook with details and requirements. Not sure this Director was exposed to this information the same as newer director’s.

2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? Director – He is very dedicated to the program. I’m sympathetic to the position he and the staff are in. They have a lot on their plate. What do they want that you can want for them also? He wants to do the job well.

4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? Open, honest communication and trust with each other.

How Committed (in %) are you to realizing the above Outcome? 100%

Specific Actions/Requests you will now take/make: 1) Use documentation as a reference for context; 2) Encourage open flow with communication; 3) Ask open-ended questions 4) Stay in the conversation – focused on the common goal and manage own reaction

#21

5: DIRECTING DIMENSION Any Drama-states you need to process? Any unclear Roles, Accountability, or Authority statements or processes?

1: DEFINE THE PROBLEM/SITUATION: • Situation you want to resolve:________________________________________________________ • Outcome you are committed to realizing: _______________________________________________ • Your “Red” limiting Story-lines:_______________________________________________________ • Your “Green” empowering Story-lines: __________________________________________________ • Your experience & expression of emotions: ______________________________________________

Context Shifting Worksheet (“CSW”) www.nasateambuilding.com

3: INCLUDING DIMENSION List everyone you need to Include to succeed:

What implicit or explicit agreements have you broken that you must now process?

2: CULTIVATING DIMENSION What can you authentically appreciate about the other party or the difficult situation? What do they want that you can want for them also?

4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want? How Committed (in %) are you to realizing the above Outcome?

Specific Actions/Requests you will now take/make: ______________________________________ _____________________________________________________________________________

The 12 Elements of Great Managing To identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds of organizations, at all levels, in most industries, and in many countries. These 12 statements – the Gallup Q12- emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance. 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person . 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow. 1- Never 2-Seldom 3- Undecided 4-Usually 5- Fully

Presenter contact information: Dr. Barbara Walton, MCC, barbara@loveconnoisseur.com +1 (816) 456-6380

Diane Brennan, MCC diane@coachdiane.com +1 (520) 797-6645 Anne Choquette, PCC, anne@annechoquette.com +1 (514) 578-7373

The ICF values your feedback. Please take a moment to complete an evaluation form and return it to the

room host located at the back of the room.