How to Build an Effective Team - How to Get Your People to work TOGETHER! | Cayci Ellis | Skillshare

How to Build an Effective Team - How to Get Your People to work TOGETHER!

Cayci Ellis, Intuitive Business Coach

Play Speed
  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x
7 Lessons (1h 34m) View My Notes
    • 1. Introduction to "How to Build an Effective Team, Course Description, and Who This Will Help

      9:51
    • 2. What Dysfunctional and Functional Teams Look Like

      6:23
    • 3. Step 1 - Build Trust

      30:36
    • 4. Step 2 - Engage in Healthy Conflict

      12:48
    • 5. Step 3 - Commitment

      11:35
    • 6. Step 4 - Accountability

      9:32
    • 7. Step 5 - Focus on Results

      13:09

About This Class

ed1cf3c5

Business is not just about dollar signs and red lines; it’s about building mutually beneficial relationships and creating a community. It’s about inspiring your team members, employees, and customers with strong communication skills and effective direction.

When you’re a business leader, such as the owner of a small company or a MLM agent, you need to know how to build the right team for your needs.

Maybe you’ve already gotten your team put together but, if you’re going to be brutally honest with yourself, there is a bit of room for improvement.

Maybe you’re dealing with team members who lack motivation.

Maybe you can’t figure out how to get them all to play nicely together in the sandbox.

Maybe you have an OK team but you’re ready to expand your entrepreneurial adventures and want to onboard new members with a brand-new attitude to help reshape previous issues.

Expansion is only effective with people by your side that can work together, so stop wondering who you are looking for and who you should be and learn the secret to building an effective team today.

Whether you are building your downstream, reinvigorating your existing team mates, or are interested in hiring new employees for your small business, you’re going to learn and lot and you’re going to enjoy yourself while doing it.

With this presentation, you’ll walk away feeling more confident with your team building skills with the following takeaways:

Clearly identify your role as a Team Leader and understand what that means for you

Learn the five major points to create an effective, efficient, strong, and functional team

Familiarize yourself with the finer points of employee hiring, interviewing, and vetting

Develop your own set of Simple Action Sets to get your team in a prime position for success.

As with all my trainings, my presentations are backed by a BS in Organizational Leadership and extensive experience as a Quality Control Analyst, small business owner, and high school athletic coach. By the end of this presentation, you’ll be amazed by how comfortable you feel with evaluating potential hires and teammates and encouraging them how to reach their potential with you by their side.   

Transcripts

1. Introduction to "How to Build an Effective Team, Course Description, and Who This Will Help: everybody Welcome to the Webinar house. Build an effective team. Hashtag But we got addressed. So, um, I'm south side to this video. I love talking. Of course that leadership is You guys know if you've seen my other classes and this one is really about how to work with your team members, how to get them to where they need to be as well as that will help you get. You are need to be too. But this really is about how to serve your team the best. And when that happens, you will see amazing things work for you and get you in your company, or you need to be a swell. So let's go ahead and get started. I'm gonna share my screen here so or most one of my favorite close by Steve Jobs, who I'm a huge fan of, um, he's a great leader and just so inventive, it so inspiring. I will have my favorite book of him or of Hiss at that resource is page for my skill share team. Um, listeners. I'm not sure if you can click on that, so I'm probably put that in the notes section so you can get you a. But my favorite quote of his is great things in business are never done by one person. They're done by a team of people, that is for sure. You can do amazing things on your own, But if you really want to get to where you you know where your experience can really come out, where you're really fulfilling your talents and your abilities and your serving the most people, you really can get more done with the team. And if you think of some of the great leaders in our lifetime Martin Luther Key Um, even JFK Mother Teresa they always had a team of people helping them get to where they could have gotten. Now, could they have done amazing things on their own? Absolutely. But they wouldn't have had the reach to serve others if they didn't have this teeth. So that's why I love this quote from Steve Jobs. So we're gonna move on to Who is this four? Who's this webinar for? And the book that I mentioned before, like is that it pretty much follows kind of a corporate type of working with people? Yes, the audience that I I like just serve is typically working more online, maybe a little bit of in person stop, but I think it's a little bit more online. So that's why I'm going to kind of make this video a little, even though we're gonna follow so much of the book, it's really going to kind of be changed a little bit to help you do a lot of this from your small business store or from home. So network marketers. This is great for you and great for your team. If you're trying to build a team and we all know and network marketing for you to really make bank, you know you have to have people underneath you that you conserve. And this is also very do clickable system for you network. Parker's Anybody that is an employee, it doesn't matter. You wanna work better with your team. Maybe you're working with a manager that isn't the best at leading, but you and your team can get better bonuses or get more of the things that you need. It works that this is just great for you to work with your own teeth. Students of leadership, students of management, students of business leadership is the way to go. Management. Old timey management is gonna be gone probably in my generation. So, students, this is where you need to be right down when you get out of school. When you get out of college. If you have leadership skills, you're gonna be wanted by a lot of people. Any type of small business owner that could be a network marker. That consumptive could be some of the Hesburgh and mortar in the small business owner. This is for you employers of anything. It doesn't matter if you have people working underneath you. If it's one person, if it's 100 people, you need to know how to leave, how to build an effective team or there is that trust there. It doesn't matter how many people you got. Retail sales. This is huge. If you're working in retail or if you're even like a customer service manager of retail, having your team work together is awesome. Can you imagine going into a WalMart or the team is like on top of everything that you need ? They're helping each other just as much as they're helping her address for me goingto lows going to Home Depot, having one person be ableto work with the other members of the team where there's no issues between us. There's no drama going on. It's all focused on the customer because their teams to support it. Retail cells. You need this for sure. Any type of a supervisor or a manager. This is absolutely necessary and working with the team. But it's not just people that are underneath you. You're, you know, co employees around. You hear other members of your team or even of your executive teams. This works the exact same, and I'm gonna tell you it might be even more important for the higher ups to know how to do this. Then the people that are kind of on the front line. And the reason why is because little issues that happened up in top leadership are gigantic problems. When they get down to the front liners to the ones that are working with the customers based face, the ones that are working on the machine, the ones that are in production, it's huge. By the time you get sound of that, this is probably even more important. The higher up that you go of course, we talked about managers, customer service managers. This is huge. Customer service managers try to take on so much on their own. They feel like it's their responsibility to do everything for their team, to handle everything. For them to do all of the discipline, to do all of that stuff. And it's not. This has to be something that you can't engage your team members to do to comfort service ministers. You're taking it on your taking on so much that you're doing it all poorly. And I know that you have great instincts and that you really have care for your employees and care for your customers. I don't doubt that at all. But the the way that you're doing it needs to be refocused. You need the education to do it. If you had the knowledge to do it, you would have done better. That's for every stage of your life. The stupid stuff. We did his cans, we didn't kiss, probably really, really didn't know about it. We were just doing what we thought we could, too, or should dio you get older. You get to learn even more education. He do better, so I'm not dissing you customer service managers, but you need help. You need help so you can do your job better and serve people better. And so much of the stress and drama is going to be taken away as it should be. You know, deferral that team leaders. So even if you're not a customer service manager, But if you leave team or you're kind of a shock collar on the team, this is point of work for you. I was at Best Buy yesterday. I got me the new fancy Samsung phone. I love it and there waas. I'm extending. She was kind of a manager supervisor of the people that do a lot of the phone stop, and everyone was constantly coming to her to ask her questions, and she would leave her customer, go help them. And when I say help them, she just clipped the computer and walked off. She didn't show them where to go should really educate them on what to Dio. And then she would come back to her customer, kind of apologize and keep going. So she definitely, as the team leader needed toe work with her team to where her team Consejo. If I have this issue, yes, I need to ask somebody. But I always have to ask the manager. Maybe I could just ask on the other team members. So she was taking on all that responsibility to help be all of her teeth separately. So she was answering the same question. Probably 100 times a day, one of the employees said to her later are I think they asked or something about what her role is here. And he was kind of saying in a joking way. And she responded back. Her role was a cat herder. I think this is suitable. The customers and maybe the other customers don't know what I'm sitting there like. Bug, I'd like What did she just say? Hey, that's how she feels because, like I said, she's answering the same 100 questions a day. She's not really teaching them how to find their own answers or how to use their other team members to help them. She's taking on the entire role. Seems like I said with the customer service managers, so team leaders, this is really where you need to be to in order to learn how to effectively work with your teeth and get your job done effectively as well. Anybody that's in a brick and mortar. This is not just for online people. Any brick and mortar that you got an employee of it. You have a team that you're working with. This is for you. This is absolutely stuff that you need to know. And of course, if you are a CEO be here, start here because a nice I talked to for this book is freaking awesome. Read it three times. I'll probably keep reading it. It's written so well by Patrick, um, Lindsey owning. I hope. I'm always saying his last name, right. I should probably do well it, but he makes us very readable. It's kind of been like a stew, like a nonfiction story type format, and so you can get hurt real quick. I think I got the furnace and three days my only really, like an hour or two a night. So, um, this is great for the CEOs. But if you really want to start out simple, and if you don't have a tone of education, um, in leadership or in managed or how to working with teams perfect place to start for you right here 2. What Dysfunctional and Functional Teams Look Like: So the first thing we're going to start out is what does a dysfunctional team look like? I wish I could see your face It e I know you're gonna be sitting there on me like Yes, that's exactly how uh, I I wish I could see your face. So some things I can't comment on the video and kind of discuss that with everybody. Kind of some of the things that you went through. But not only that. Then I want you to say this is what should have been done better. So, yes, you can complain about your team and say, This is what I've learned. This is how it could do better. And this is what I'll do. Maybe the next time whenever I come into someone or contact like this, it's on my teeth. So the first thing lack of trust, Nobody trusts anybody. You can like everybody. I've worked on teams. I like the people that I work with. We were spread, but did I necessarily trust them in the work ice? Clearly. So this doesn't feel like I said. This doesn't mean that you're not. You don't like the people, but there is a lack of trust when it comes to a job. Second is a lack of commitment. They just they're not really committed to. It's just something trading hours for pay and just stops. They're not really committed to the team or to the overall goal or purpose or mission of a company. Fear of conflict, this one. This was a huge one for me. There was always issues going on whenever I was working with. Other teams are working with other team members always issues going on, but nobody really had the gumption to really get into a little bit of healthy conflict with each other. And it wasn't because they were scared that that could have been it. And it is usually. But it's not always that sometimes they don't know how to do it right, and they don't want to hurt anybody. Ceilings. And like I said, you guys are probably friends. You're probably friends of a lot of these people and you don't want to hurt any relationship. So fear of conflict is a huge part of a dysfunctional teeth, and then we're also dealing with teams members that avoid accountability, holding each other accountable for what they should be doing in order to get the team to where it needs to be a big part of dysfunctional teams. And lastly is the inattention to result. Now, I'm not saying individual results. A lot of us love paying attention to our own results, but to the results of the team. If you're not paying attention to the results of the team, it's going to, you're going to see a lot of low morale and a lot of high turnover typical of the dysfunctional team. So when we go to what a functional team looks like us and foremost, they trust each other, they dio. And the thing about trust is you don't have to like everybody. You know, we think that if we're really gonna trust someone that we really are going to like them and I'm gonna tell you it's more common to light people that you trust, but you don't necessarily have to. But as long as you can trust them, then you're going to be able to be much more functional. Functional teams also engage in healthy conflict. They are willing to do that with each other because they respect each other enough, and that's one huge thing for me that I have never understood. When I work with people that were my friends, I'm like, Don't you? Don't you trust me and respect me enough to be like a Casey? This isn't how it needs to be done or Casey do it this way. It's better, faster. It's gonna work out for everyone. I felt like if there was a mutual respect there that someone would have told me so engaging in to help the conflicts really showing respect thoroughly, a functional team, they're committed to the team. That is the key word there. They're not just committed to themselves. They're committed to the team, huge and a functional. This next. When they hold themselves, another's accountable, another part of the respect, just like with engaging in healthy conflict. Those two vote really well together. They're also focused on results not just their own results but the results of the team. And that's what's going to make them functional. So you might wonder. So kissy. How does this happen? You know, um, teams that don't exhibit like these really strong attributes are usually full of members, and you're probably gonna hear music. Several couple lives that haven't been in like productive and trustworthy teams before. So like I said, it's usually just kind of a lack of education. They haven't ever been in a team that really followed these functional type of things that we're gonna talk about. So all of us can kind of relate to that on some level to you. No, no, all of us. A bit of these huge, fabulous teams and some of us me included, have never been in a never So while I was listing off some of those, like weak team behaviors, you might have thought, Oh, I even do some of booze like I don't want to get into conflicts of anybody else and I'm usually a bit more focused on myself. Then I am the team results and that ISS so common, and it doesn't mean that you have about it about intentions at all. It's very, very common because if you don't trust your team members, then you're typically not going to really be involved in the results of the team you're not going to, especially if they don't pay off and there's a there's a whole other brief confined that so yeah, That doesn't mean our bad team are. It just usually means that you were just part of a weak tea and it happens. Everybody absolutely happens everybody. But this was a process because bad and I'm not Russian safe as weak teams don't happen overnight. Strong teams do not happen overnight. That's the thing. This is a process, but bad teams is a process that you probably just were brought into. So to get to where you don't want to be, which is on a pretty weak team to sumption lt to get into a strong, functional team, it is a multitude of moments, you know, a ton of little things that are consistently done and consistently followed through. 3. Step 1 - Build Trust: building trust. That's our first step and my favor. I'm gonna go over some quotes. Typically, when I do this, I love close. I'm a total quote person. So on this, Mr my 1st 1 is like Seth Godin, who I really like listening. Teoh. He is so just like on the cusp, it just seems like a great leadership, totally willing to put himself in difficult positions and totally willing to go against the grain. T really get better until learn more and developing self more. So follow him and he always cool glasses. So I like that one of my favorite quotes from him is untrusted. Earn trust, earn trust. Then you can worry about the rest. That is so true because if you earn trust, you have that strong foundation that anything can happen from there. If you were working without all this trust, it's just you're working so hard for getting very little. You have to have that foundation of trust, and it does not come naturally to anybody, if any. If anyone ever. You don't just walk into a relationship. At least most personalities don't just walk into a relationship and boom, you trust him that just doesn't happen very often. You have to build trust even with people that you like a metre. France with you still have to build trust when you come into a workplace. And that's another thing to friends and employees, co employees, team members, managers. Just because your friends and you trust each other doesn't mean it's gonna happen on the other end and that typically it. So you have to build trust with everybody, regardless of your personal relationships. Everybody you have to build trust with. And then, of course, Stephen, tell me who I love book nerd leadership up nerd Alert the seven habits of highly effective people. This is wonder all, and you will get so much great information out of this and talk about, um, it's not just individual, just what you do. You want to be a highly effective person. You've got to know how to work with people. So this is great for people trying to leave and and build teams up to. So I'll put this in. The resource is so the quote from him is trust is the glue of life. It is the most east central ingredients and effective communication if the foundational principle that hold our relationship preach Stephen. Right? So I'm gonna I'm gonna go back Teoh really wanting to talk about trust. And I could do in its higher webinar on this probably and still not everything that I want to do about it. But trust is the foundation of a cohesive team. If it is not solid, then it's just weak and it's going to fault. It will. And there's no opportunity for teamwork if you don't have the trust bills. And so what is trust? Well, first of all, that weren't along with a lot of words I'm going to say today are totally overhears or their underutilized. Sometimes you can overuse it outer, utilize it at same time and it's just growing around with care. Trust is just thrown around with care and when you especially parents, social media, did you say and you listen to like what people say they trust and what they don't trust? It's like some of the craziest things. It doesn't make any sense. So yes, I'm saying, is over utilized or overuse and under utilised perfect way to explain it. And the more like standard definition is really kind of reflective of past behavior. So, for example, like Mark will get his work done by three because he's always got his work done by free. So since we can predict it, weaken, trust it. But that is not enough. Um, not enough for a team it isn't. So. We need more than just predictability when we're talking about trust. And that's definitely something that, um, I know you can probably relate. Teoh is that, you know, I always gets it done. So we trust him. No, that's just that's not enough when you're working for a team. Because there. So the definition of trust is the belief in the confidence that is among team members, that each of their other team members intentions are good and that there's no reason to be . You know, Protective are really careful around the group. That's what trust is. They are confident in being vulnerable. Now I know you're probably thinking I've never been on a team like that. That's okay, because probably who you're working with, I haven't been on its email. I got either, so that is not uncommon. And again, it doesn't have anything to do with we're not friends. I don't like him. Or even if you are friends, you still may not have this trust again. Like I said, you have to build transmit everybody regardless of the relationship. Doesn't matter what your mom doesn't matter if your sister, when you're in a working environment, you have to build trust with everybody the same way. And so it really is, is that we need to know that our vulnerabilities are going to be used against us now. When do you really feel like that you can be totally vulnerable and it's not gonna be used against you? That's hard to do an intimate relationship. So imagine how how difficult that would do in a work relationship when there's a little bit of competition between you as well. So that's really hard. When your team is comfortable being truly exposed to each other, they will then act trustworthy. They won't have to protect themselves and or have strategies you know to use with one another. They're focused can be 100% on their tests. What, your trust pretty instead of their energy being like playing the game with each other, How exhausting is that lasting and you get you know where a huge waste time. We're gonna go through that later too. Now, this concept could be very easy to understand. Yes, we need to trust people. Yes, we need to build trust. People need to feel like it could be Verone vulnerable with us that we're not going use it against him. Sounds easy. Sounds conflict common sense, honestly. But it is so difficult to apply mainly because you're trained. But then, in order to 60 we must be vehemently competitive with each other, right? And we must protect our reputation and ourselves. We are trained for that. A lot of it was based on very unhealthy motivations, which is probably going to be my next webinar of how to properly motivate people. But we were just We were so competitive with each other. But that was the only focused. And so we learned to not trust each other because if you're in Mark are super competitive with each other and you share some of your weaknesses with Mark Mark, it's going to take that and totally attack you with that because it's all about him getting where he needs to be. I love competition. I'm a former athlete. Competition is awesome for us, but it can come at a cost if it's used incorrectly or dangerously, and we were taught to do that. So this is why trust? It's such a huge issue now. And you see this bleeding into everything everywhere, into religion, into politics, everywhere, this lack of trust. It's so dangerous. That's why it's so difficult to apply because we have been so trained to do the things. But that is not something that has to be done anymore. And just by you watching this class and watches the watching in and participating in this webinar is huge. You're changing the world by doing this, being trained and being so confident in competitive with each other. That then becomes our instinct, right. We assume that this is how it has to be everywhere because we're trailing especially little kids. So while that can be successful individually, sometimes when it comes to working with the team, it isn't. It is not at all. So now we're gonna go to what the cost of these types of actions are. Okay, So with the absence of trust, the first thing waste of time and energy because if you are focused all the time on these games, how to get one up, how to use someone? Um, you know, in this way to get what you need, how to use their weaknesses or their flaws to do what you need to do. Waste time, huge waste of cheese. Because the focus is on themselves. It's not on the group. Okay, these when there's an absence of trust, people are dreading team meeting. And this there's for a lot of reasons. So why would you go to a team meeting to work on your team? But you're not there for your team at all. So they dread team meetings are reluctant to spend time together. So third, there were left in to ask for any advice. They don't ask for help, and they won't give help either, because again, why you're gonna help someone that you're constantly trying to be outside? It doesn't make sense right now. I'm not kind of a mind set. Um, and the reason that they won't ask for help is they think you're gonna use it against us, and they typically just conceal their weaknesses in their mistakes. Don't share it with anybody. And if anyone, God forbid, were to mention it, you can imagine how they would act right. They won't offer help outside of their area of responsibility. So if they're not responsible for you, even though they may know how to help your they've done their job before, they're probably not going to help you want that? Now we're gonna go to jumping to conclusions about the intentions of other team members. They will jump to conclusions about anything, and it's never nothing. That's typically what the absence of trust kind of breathes. And, um, they have the failure to recognize other skills and experiences. Now they may notice because they're probably trying to waste that energy on keeping tabs of everybody, but they won't recognize it in order to help. They won't say. You know Campbell, you know, she's really good with images, you know, she really can create these beautiful pictures to share on our Facebook, and they get a lot of engagement because people really respond to him. We need to learn how to do this like she does it. She needs to be put in a position where she can teach us that in the absence of trust that it's never gonna happen makes sense that it should. But it won't. And lastly, they hold grudges. Oh, my word about everything. And again, you're dealing with low morale, high turnover, no good. So now let's go, Teoh the payoff. What is the pay off? So members of trusting teams, they're willing to give others the benefit of the doubt before making these assumptions about them. And this might be hard cause their first reaction in their mind. Bigby like what are they trying to do too, but with more trust. It doesn't mean that you can necessarily stop that initial reaction, but you can kind of take a step back and you were more willing to give them the benefit of the doubt. You are also going to be seeing members that are willing to kind of admit their faults or their weaknesses or their mistakes, cause they know people aren't just gonna attack there a pro, right, and hold it against them. So they're not, you know, that's a much easier thing for them to dio. They're gonna ask for help, and they're going to offer help because they care about the team and they trust their members. They're gonna accept questions and inputs on their own rules because again they want to get better. And they trust you that you're telling them that any positive and helpful way because you respect them and you care about them enough that they know how to do their job well, so getting you know someone would give you information on how to do your job better or ask you questions and inputs about their own rules. That's because there is trust there. Then they identify in news, other skills and talents. As you heard me talking about a number four with a really good gift of making these great pictures and images long Facebook, they identify that number one, which you can identify it to if there's no trust. The second part of this, though, is that they use there's other people, skills and talents to move their team along. That's a team that trusts him because no one's going to say, Oh, well, um, why didn't you do this? Well, that's not your skill. Remember, Still, that's not a problem that they have to worry about. That's why they're quick to identify abuse. Other still from talents. They also spend their time and energy focusing on important issues about politics. How often would that be focusing on what's really and what is important, which is saving time. They're willing to apologize when needed, and they could accept apologies as well. Willing to apologize would need. It is a huge thing, but being able to accept apologies from other people and not hold those ridges, that's difficult. But when you're working with a team you trust, it's much easier to do that. And lastly, they look forward to opportunities to work as a group. Maybe they look forward to the team meeting. Can you imagine that? How often that would be? So then how does this happen? So teams that don't exhibit the strong attributes are usually full of members that haven't been involved in productive team or trust for the teams before that typically, why this has kind of come to where it is now. You can meet some of the most amazing, beautiful people that are horrible and teeth because they don't trust because they've never been in it. They don't expect it, so it's not like they're trying to get a trust for the team they don't expect. It never even happened, so they're not really even trying. So that's usually why you see a lot of this before and all of this can relate it. On some level, we know we can't. So while I was listing off some of the hate up behaviors up the week behaviors, you might have thought I I know some of that, too, and this doesn't mean that your bats, he remembered. It just means you were part of a weak team. And that happens. Everybody. I can guarantee you there's probably no enough doctor that doesn't understand in some way or some concepts the type of weak teams. But this was a process weak and strong. Teams don't form overnight, and they're both made of a lot of multiple moments with consistent, followed rules there follow through. So that is how you can really get to where you're going. So now we're going to talk about what are some of the tools to help you build trust these air. Your action steps on how to do this personal past of the book. Also refers to this is the personal exercises or personal histories exercise. So with us really is is that you take go with your team members and you answer some short, not overly sensitive questions about themselves. So some easy ones air. Where you from? How many siblings do you have? And you're doing this in a team? Sent it. Um, What was your first job? What was your worst job? Uh, what are you know, some of your favorite foods, and then you get 12 That's a little bit more sensitive, not overly sensitive. But maybe some of their challenges that they had is a child. Is there some of the childhood challenges? Maybe some were dealt with some illnesses. Or, you know, maybe we're bullied. This is kind of where we get to create a little bit of trust because we're being It's very open. And we there's no judgment, of course. And everyone is just kind of being a little, um, open with themselves, you know? And this is going to help. You kind of build that group so much. The number two here. Sorry. Uh, this can be done also, like on the team webinar. So if you're not in person, which in person is great, but you can do kind of like a meeting like, uh, like Zoom. You can find a lot of different platforms, but Zoom, you can get people on the computer. You can all kind of come into a meeting, and each person can have their own little time to talk. This would be great to do it with your team, and you can do this in about 30 minutes. So the 2nd 1 is the team effectiveness exercise. But I like to call the contribution exercise. So this is really where team members identify each other's most important contribution, and then one that they need to improve or eliminate. So this exercise is probably one of the most report must do, but this against his building trust. And it needs to be done carefully. ASUs. Well, but they what they really do is members have to kind of report their responses that focus on one person at a time, and this should begin with the team leader to So this exercise is your imagine can be quite daunting. It can. There must first really be some trust established, and a lot of constructive and positive information could come with this with a little bit of tension in person. I would love to do this kind of in a round table on, and if you're doing it in a webinar, you want to deal with everybody spaces. This boldness can take you probably an hour, but your team is going to kind of have to know where they all stand and what their jobs are you. And if you're a network marketing, everybody's job might be kind of similar. So at the team, though, they are going to need to be able to kind of follow the other person. So if they're doing this solely online, if you say all right, you need to get on Facebook and you need to post four times a day. Lifestyle posts. You need to have the other team members also looking at their pages and seeing Are they doing this? What are they doing right about it? Are the times they're posting good times? Are they putting these great images that are getting a lot of information? Is it positive? Does it come off? It's positive, and that's a big thing. You may have wonderful intentions, but your post may come off very negative. So having your other members being active and everyone else's roles, even if they're the same roles that's going to help you with the contribution exercise. So third, we're going to move to the personality behavior test. These are wildly underutilized. If you were a leader of manager, get your team to do this. It is huge, and you can make such great changes and really understand each other so much better. When you take these tents, there are a small investment, and if you want your team member to to pay for, then you're gonna need to put that in some way that it sounds like it's a really good idea . You better be dedicated to your team if you're gonna make your team members pay for this and some of them do. And there are some teens that you have built up so well that people would pay this to get in on your team. So it is very, very important. And what I like to do is the NBT. Eye tests have done it myself, and what this is going to do is the purpose is to get scientific behavioral descriptions of your team members. This helps explain the different ways. They think that they speak that they act. This helps to kind of explain that. And it helps you greatly because it also helps them to be kind of validated on why they do what they do. And it also helps the other team members Warren empathy and better resolution skills on how to interact with them in the most effective play. These tests, they're very nonjudgmental. I love them. There's no right or wrong answer. They typically take you 10 to 20 minutes to do. They're not. They're not just pronounced, but they should be used. Um, I don't want to say they have to be used with a licensed practitioner to avoid misuse. Um, but if you have someone there that was a little bit more informative on these types of tests, if it could be a therapist that could maybe donate an hour or two someone that you know that then kind of a role like yes, that would be great. To help explain this, you can get a lot of information just by reading it yourself. But you have to be extremely nonjudgmental, and you have to have a little bit of education on how to teach others kind of about this. But you can still just from a very basic perspective, help them take it, have them read about it, haven't been do the print off and and really read about it and then come back with you in a meaning and discuss some of these things on there. When I took this test, I for it blew my mind right. Like I was the advocate personality type, which is a pretty rare personality type. And I also learned that I was about half and half extroverted, too introverted and watching me on a webinar. You would never think that I was introverted ever. But I didn't understand why I acted so different. The people that were a 1,000,000 times extra hurted and then people that were just completely introverted I didn't know there was 1/2 a nap. This test helped me so much and it helped me understand that I am extroverted. When I'm in a position where I have something that can help somebody else just like a webinar. I feel like I'm educated and that I could help you and I conserve you. So I'm extroverted. I'm also extroverted in situations where I feel like I have something to learn. So if I go to, you know, a meeting or if I go to 10 some convention and I feel like there's really something I can learn, I'm raising my hand. I'm sitting in the front row. So those are my extroverted times, my introverted times when I don't feel that if I'm going to the grocery, start getting groceries, I'm not talking to everybody. That's passing me. I'm not making small talk with everyone. I don't have anything to share, and I don't have anything to learn. I'm there to get my list and go. Now. Whenever I go to like the cashier and I have something, you know, a question about something, and of course I'm gonna be more herbal and friendly. But other than that, I'm just kind of in my own little world. So this taught me this validated that that's just how I am, and that's absolutely OK. And it also helps people know how they can interact with me a little bit better to to get their outcome. So if I'm dealing with someone, that is a completely different um, personality type and me that has different behavioral, um, ways that they act. Then I'm gonna know also how to get a little bit further with them, too. So this is huge again, Extremely under utilized. Should never be under you life. But it is. This is wonderful. This takes more time, it takes more time to do it. And then if you want to have a one on one about it, it's going to just take some time. I would not do this all in today. They need to kind of research it and go over it on their own before they come and meet with you about it. Um, lastly, unpopulated itself, Um, 360 degree feedback. And this one is probably the most controversial exercise. And then it can be very easily manipulated and abused. And I know whatever I say this people like Yep, I won't do it, and it's usually done incorrectly anyway, So this has ever been done with you is probably not done the right way. Getting like but 360 feedback halls for appears to make specific judgments and provide one another with constructive criticism. It must be completely separate from compensation and formal performance evaluations. It has to be completely suffered than that. That has nothing to do with those. This is a developmental tool that allows employees to identify strengths and weaknesses without any repercussions. This has to be practiced, and it has to be done well. But its huge it is it's absolutely huge. And again you are building trust. If you can do this, and if you can do this right with your team. So lastly is the teamwork exercises. Most of those physical activities, they kind of had a hard time directly relating to work. You have to do some education and do some research is on some experiments team exercises that you can deal with your team because they are such viable tools for supporting and for enhancing teamwork as long as they're just layered upon like a more fund event. Fundamental, relevant process. So dependent kind of on what it is your, um, you know what your job is, what your business is depending on, You know, the level of activity to what you do with preschool or what you would do with the dole. What you do with maybe someone that has a disability is gonna be very different, but do some research because this is really going to be huge. Um, doing that as well. So to follow up with this, honestly, none of it's gonna matter if it's not followed up. You can sit and talk and talk and talk. That's great. But if there is not action, then this isn't going to happen. And you could be breed even more distrust like, Okay, so he wants us to, um, you know, give good feedback to everybody and to accept feedback. But he never follows up on that. He never does it. You're just breeding mistrust, saying one thing and doing nothing. So and we all have been in situations like that. You or maybe we tried to implement some change, but we didn't. You didn't know how to follow up on it properly, so it just wasn't done. So this isn't just people not trying to do it. People have done it and they have failed. So I totally get that, Um because follow up is a form of trust, and it has to be consistent. Remember? Ah, lot of little things don't on a very consistent basis, because consistent actions are not just a time but of behavior, too. So your role is the leader is you have to be vulnerable first. You were the one that has to kind of set that stage for everybody else. And this. The risk of this is losing face in front of your team. This is the risk going to have to face in. You might. You might feel like you are losing face where other people are like, Wow, you know, he's being vulnerable with us And if he is being vulnerable, ball with us, then I feel like I can do that to you know, if the leader of the all of this is doing this, then I feel a little bit of empathy. Feel a little bit of relevance, and I feel like I could be supported and doing it as well. So you have to be the 1st 1 to do this, and you have to. It just it just it's important to being vulnerable. You have to create an environment for them that a safe and it won't punish their vulnerability. That's why Mitchell before now that this could be related to any type of, um employees. You know meanings to where their pay has anything to do with it. Bonuses? No, you're not creating a safe environment by doing it that way. So well, intention teams can discourage trust to by chastising or joking even with one another about their weaknesses. Air failed. So that means to also be said, like, I'm sure you know, you guys just want to joke around with with each other and stuff, But in this meeting, we're not We're not joking. We're not chastising. We're not making funny little comments at all to each other. So, you know, just a And I'm not saying that you would do that to be hurtful anyway, But this is a kind of a sensitive time, so I don't want to hear any type of these remarks. And again, I know you guys have a good heart, but you have to understand this is sensitive. So we got a kind of tread lightly and just kind of set the stage for that. And then you say, OK, now I'm going to start. So you know, you want to kind of joke about yourself a little bit. Surely you can, but no one's going to do that to you, and no one's gonna do that to the other team members. So you have to call the shots on that first and also the vulnerabilities that you're sharing. It has to be genuine. If you do want to say something that is very lighthearted, that it might sound very lighthearted. Other people, then you need to share why it was difficult for you. What was your challenge? Does that make sense? So it's not. You have share super heavy things, but you do need to share what the heavy response was that you took on because of fig. Vulnerability is one of the quickest ways to lose trust, um, team members and is usually done to manipulate others. Emotions, too, in some way shape perform. There's usually a little bit of discord that people are doing it to manipulate each other's emotions. So fake vulnerability. Uh, I'm probably speaking to more women that I am in here, but if you watch mean girls, there is a point where all the girls air in a gym and they're all kind of saying something that they need to be forgiven for, and some people get up there and they say things that are so fake and they're not being vulnerable and no one responds to it because they know that. So that's the quickest way to lose trust. 4. Step 2 - Engage in Healthy Conflict: Okay, Welcome back. So now Step two is engaging in conflict. When I go to these different steps, you have to know that until you have completed the first step do not move to the second step yet or it's just not going to work for you. So take your time on the first step when you read the book. Um ah, The story that they're using is like corporations going on like trips, you know, little getaways to where they can work for, like, a couple days at a time that they go through all this and this is in person. You can usually get a little further in person, too. So if it types takes big corporations going away and spending time every couple weeks or definitely every quarter, um, for a couple days at a time, where there probably in the office for, like, 12 hours a day, or at least like you know, at the retreat for 12 hours a day. Imagine this is gonna take a little bit longer if you're doing something on minus. The sheep are not always in person, so take your time going through the steps. This is nothing that should ever be rushed. Take your time going through it. So OK, engaging in conflict here some of my favorite quotes about that. So peace is not the absence of conflict. It is the ability to handle conflict by peaceful means. Great crow quote by Ronald Reagan and my second favorite quote is the aim of arguments. End of discussion should not be victory but progress. We're not in this to win and lose with each other. That just is going to breed distress. We're in it to make progress, to get better and to be better. So overall conflict. It's a must. We have to do it. Great relationships of all kinds marriage, business, friends, parents they were pretty require productive conflict to grow. And unfortunately, conflict is commonly avoided in many business situations. And it seems like the higher up that you go in, man it in the management chain, the more time expense avoiding conflict of their when that is exactly what is needed. Now conflict is not a one size fits all. Okay, conflict can be good. Conflict can be bad, so ideological conflict focuses more on like concepts and ideas. The why that you're doing something um however, this conflict usually gets emotional, which isn't avam thing. Emotions are great. It's what separates us from a robot. Emotions are wonderful, Um, but it gets it gets emotional, and but it's based more on beliefs, usually, so it can kind of be mistaken for a fire for an attack, especially by outside people, to when you're dealing when you're have his ideological conflict. To get an ideological is the key word. There were destructive. Constant conflict is really when you're dealing more with like personality issues. Mean spirited attacks, um, usually comes from talking behind people's back all sorts of drama like that. So teams that engage in productive conflict, they know that it's all for one outcome, and that outcome is to get better as soon as possible, is quickly as possible. And the usually process through issues faster and more completely than other teams that don't trust each other at all. Now teams that engage in healthy conflict, they don't carry grudges about it. The great thing about that, too, is that they're ready to take on the next issue. They're not carrying those gadgets, and it may even ignite their passion a little bit more to because it's because the more productive this conflict is that really can show the team members that they care about them . They occupy a valid spot on the team that there needed that they're useful. It also shows them that they're expected to perform, that they're not here just filling an empty sea. They could care less that they're here. Not honestly, that's all what this is, that they have a place at the table. They're expected to do well because they can do well. They're not on the team because they don't have gifts and talents there, all the team, because they can do it. They're not just expected to just sit there and take up space. They have to commit. They have to perform, and expectations are a form of respect. Mentioned this before they're an investment in the person. Here are some of the reasons that teams avoid conflict and they do it because there's all sorts of issues and typically they don't want their feelings to be her, and they don't want to hurt anybody's feelings. This is a valid concern. We don't want to hurt people that we work with us, you know that we love and care for. We, you know, we don't want to do no. We don't want to hurt anybody's feelings. Teams also avoided because I believe they think that it just takes up too much time. But it takes up time because nothing comes from nothing gets done and they don't want to deal with that. And again, nothing good will come out of it because nothing happens just all talking. This is really in the name of efficiency. It's just a waste of time. Now. This is This can be said literal waste of time or it's a waste of time. Kids won't amount to anything, and it's just gonna hurt someone's feelings, gonna mess up the little thing that we even have going here. No one's going to do anything about it anyway. That type of thinking is harmful now. Refusing to engage in healthy conflict because of efficiency is really actually ironic, because healthy conflict is a huge time saver when it comes to progress and by following the proper steps. This is really how relationships are built from. This is how progress is made. So without doing this, the issues have to be addressed again and again and again. You're wasting time and even versus asking the team members to address it on their own, which rarely happens in a positive manner anyway. And it's brought up again at the next meeting, constantly revisiting. So here is what teams that do fear conflict. This is the issues. They have boring meetings because no one's really not engaged in what's going on anyway, because I'm just gonna happen. So why the attention? Second it is. It creates a very dangerous environment where backstabbing politics and personal attacks those things just thrive and ignore controversial topics that are valid to team success. They failed to listen to opinions and perspectives of all team members. This is what teams do that cannot engage in good conflict, which raft, you know, leads to constantly worrying about their own image and risk. And again, they're wasting time and energy. I'm constantly worrying about that. So how do you resolve this sphere? Conflict and the role of the leader is really you have to first acknowledge that conflict is good and it is productive. You have to believe that because even if one team member believes that conflict in necessary then conflict won't occur. And not only that, but it's gonna breathed out in the rest of the team to. So here are some productive methods for making conflict just more common and more productive. So the 1st 1 is called the Minor of Conflict. Now mining is where a team member who perverse to avoid conduct really is given the role of a minor of conflict. And they have to identify kind of these buried disagreements that are kind of causing this discord with the team, and they have to bring it to life now. This means this member must have the confidence and courage to call out these sensitive issues and kind of forced the members to acknowledge them and to work through those issues . So this person must be objective and commit to staying with the conflict. Until its result. You may want to sign a team member this responsibility during, like meetings or discussions. The minor conflict. It's not so much. Are they outgoing? Are they introverted? That doesn't matter. They have to just have the confidence encouraged to call out sensitive issues. Sometimes very quiet. People are great for this role. So if not just Are they loud? Are they quiet? Can they demand attention? That's not what this is about. You have to give someone who's really trustworthy. So the 2nd 1 is called positive coaching. I mean, that's really just kind of explains what it is, right? This is where the literal act of coaching and supporting team members during conflict, especially when it's a sign that those engaged overcoming more, you know, kind of care. They're very uncomfortable with the level of discord that's going on in meeting him. It's important to remind everyone this process is there necessary. This is what the positive coaching desert supporting with. It's a very simple tool and very effective for just draining the tension from a difficult situation and against the participants confidence to continue. It also helps them to kind of refocus themselves. And at the end of the discussion when the meeting has ended, remind everyone again. You know that the conflict is that just engagement is good for the team, and it's not something that needs to be avoided in the future. And the other tools, you know, we talked about the Myers Briggs indicator test and my BT test him, uh, the previous lesson and how that kind assistance was working each other with each other. Another told that really directly correlates to the conflict is the Thomas Children Conflict Mode Instrument, the T K I. This has helps people to understand natural tendencies and inclinations around conflict and their own endeavor, and this could help them make better choices in the way that they approach these situations . So that is another one. That would be a great investment. And I think, um, the last time I researched this, they may even have people. Do you want to do like it on a Skype or something, or even come help you talk about this? So do some research feeding with your applying to see if they've done anything like this before. So now we're going to talk about the rule of the leader. Now we we discussed a little bit before, but one of us difficult challenge on a leader faces, while trying to promote healthy conflict is to protect the other members from harm like you don't want. Anyone feeling is getting her. You don't want them harmed, right, And when one is trying to protect another, it tends a kind of interject pretty unnecessarily or prematurely into these disagreements, which in turn leaves issue unresolved and most harmful. It deprives the participants of the opportunity, truly developed these conflict management skills. It's very similar to parents who kind of over protect their Children from fighting with their simply. The issue doesn't get resolved in. The kids were just starving for this resolution that never occurs. So it's very vital that the leaders were strained themselves and they allow this conflict toe happen naturally, even though it is wildly uncomfortable, right? This may fail, which it usually does, kind of like you're losing control of the team by letting it happen on its own. But that just shows to that we don't trust them head to. We don't trust him to maneuver safely. I don't really trust them to do it right, right. So the goal is to be mediate when necessary and let the participant kind of create their own lines. And lastly to because in this dysfunction, as simple as it sounds, the leader must show their ability to personally model what it's like by using the appropriate conflict behavior. Okay, so because if the leader can do this, then it undermines the entire process. Dysfunction will thrive by engaging in productive conflict in tapping kind of end of the team members perspectives in their opinions. There's no much bigger, great opportunity for more progress in it, so that is absolutely how you can engage in healthy conflict. 5. Step 3 - Commitment: number three. It is all about commitment, and the lack of commitment is really the issue here. So commitment is really where I think there's a huge disconnect that people don't really understand until you haven't put the finger on the pulse of it. Really? So some of my favorite clothes here is wh Murray. Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Commitment is the function of two things. Clarity and by in, if you follow any marketing than this is really going to kind of speak to you when you're marketing to someone, they're not going to commit to a purchase unless that it's clear and they have a bye into the product, right? So what this means is that effective team makes clear, concise and timely decisions and moves forward with complete buy it from every team member , so even the ones that voted against it. So let's talk about the desire for consensus. This is really one of the biggest causes, or lack of commitment is the desire for instances Consensus. Surprisingly, this could be a pretty double it short here because and great teams know this, too, because there when there's a consensus, there is a very high probability. The people are just kind of keeping their mouth shuts to be agreeable. And by now you know that's dangerous and also in complete agreement he's made. That doesn't mean everyone's buying into it again. They're probably just trying to be pretty agreeable, right? So now let's let's move on to certainty. As adults we know, not everyone has to get their own way right in order, Teoh degree to agree or just important decisions. We don't always have to get on away. At least reasonable don't get that right. So, however, as long as their opinions heard and considered, they don't have to be in full agreement. They don't have to have that complete by, you know, and I think that you can stay. You can obvious, obviously still get a consensus were also on the same page. Well, know that we're going to do this stuff even if not everyone believes in it wholeheartedly reasonable. It'll do that so great teams, you know, they just make sure that everyone's ideas are genuinely considered. Everybody has room to speak, and that supports everyone really in being able to kind of rally around the decision. Even if they're not 100% but un into it, they can still rally around the decision. And if for some reason there isn't 100% consensus, then the team leader has to be the ones who ultimately make the call. Okay, so now we're gonna move on to the need for certainty. So there's not always a guarantee that the decision is always going to be the right decision, right? We know that, but great teams were able to kind of unite behind decisions and commit to clear courses of action, regardless of the guarantee that it's gonna be the best decision. Okay. And this is because they agreed. They know that agreeing to make a decision is better than not making your decision right? So dysfunctional teams, they try to kind of hold off or the delay making important decisions because they don't feel secure enough really, in that they're making the right decision, so they may seem responsible, but it could be very dangerous because it stagnates kind of the entire process. And it just breathe the lack of confidence in the team. So having issues with willingness to commit without perfection. Our perfect information means that there is a conflict typically somewhere else. So the only way to really move past this is to get everybody's opinions. Everybody's perspectives on the table have an unfiltered debate. Really, Let him talk it out. And then your team can commit to a decision with confidence that knowing everyone has been hurt. It's so probably one of the most dangerous issues, isn't it? Is an executive team not being able to make decisions? We trying to talk about it that beginning in the webinar, when you have issues up here with the top guys, even tiny little issues King create huge, huge fallouts when you get to the frontline members, right? So when an executive team can't get a buy in from all their team members, that creates discord everywhere, especially the subordinate that are trying to interpret, you know, these poorly defined orders that are not clearly lined with other orders. So then that makes them just say OK, well, if I do this, this is gonna this is gonna mishap, and not everyone's willing to do that. Just the fault on the big guys. You really think they're going to take responsibility for subordinates. Poor decisions, even if its own fault? Probably not. This is again. They're trying to protect themselves, both sides. So the book uses this example, and I quoted it because I really liked it like a vortex. Small gaps between executives high up in an organization become major discrepancies by the time they reached employees below. So this is a huge issue, such a huge issue. This is a team that is not committing right. Everything's open to consideration directions, priorities totally open to consideration and which that means the opportunities have lost because death lies past. So there, you know this unnecessary, delayed. I need more information. There's not enough data, you know. That is why this happens, and that breathes this lack of confidence in this fear of constant failure. And it's you're wasting time because you're having to revisit these old issues, and now you're having to deal with the consequences of not making the decision in the first place. Continual revisiting of poorly discussed decisions, it's just over and over again and lastly encourages second guessing, which is just the fault of so many issues with teams, is constantly second guessing between team members. So that's what it looks like when a team doesn't commit. So when a team does, they have, they are able to clear by decisions and priorities clear, easy to follow. Easy to understand. In the lines, team members around the objective, your giving that buy in from people, right. And they were able to learn from their mistakes. So if they saw that maybe they did make this the wrong decision. Well, they learned from that. I'm now going forward. It's not gonna be nearly is difficult in order to know kind of how to make a better one. They're also able to move forward without hesitation. They don't have to have. Of course, they need information that they, you know, data. But it doesn't have to be to the point where it is perfect, which is probably never gonna be anyway, right, Um and lastly, they changed directions without hesitation or guilt. So if they're going down a path and no, this may not be where we need to go, they can try something else, and they're not gonna hesitate, and they're not gonna have guilt for doing it. This is a team that's willing to commit to really overcome this lack of commitment in the first way that we can do it. Is this kind of a calf getting message? This is where decisions were reviewed at the end of a meeting, and it kind of brings out the disconnect and assures that everybody is on the same page. Totally helps, right? Deadlines. Um, when we talk about deadlines to, this is a huge deal because it's really those in. This seems so simple that whenever I talked about it, one of the biggest tools to ensure that others will be and stay committed is to make deadlines that are very clear and to stick with them. OK, The biggest threat to a team that is susceptible to not committing to a deadline of the first place is this ambiguity. Nothing's clear. There's too much interpretation. Clear, concise. Stick to it. The level of importance of the task is really irrelevant to doesn't matter. Huge Task group. It's just these little things That's not the importance. Relevant big, small, high, low deadlines all across the board need to be clear, and they need to be followed great discipline, and this also kind of goes back to the cascading message because it assures that whatever decisions are made their confidential and that they should be sure. And these deadlines didn't, of course, need to be stuck with that, too. Because when everyone has these clearly defined actions and clearly defined deadlines, this sends a powerful message from the leaders to the employees that are used to not getting hardly anything done and working with poorly hurts. It's huge. So third, we're going to out contingency and worst case scenario. This is really where you make a game plan of the worst case scenario that could happen. I love this because it can help people reduce their fears of having a game plan inmate in the cost of making a decision. That was wrong. And by doing this, having the worst case scenario, they're gonna be able to see that it's still a survivable. Even if we make about a decision, we can still survive it, and we can still go on from there, and it's usually non. It is damaging if they think that it was gonna be the first life. The lastly is low risk therapy. You put your team in a very low risk situation where they have to make its decision how to make it. But it's very low risk when teams were forced to make a decision and have a good discussion , but they don't have a lot of evidence or data putting them in this situation usually end up making a better quality decision than they even thought they would, which is great. This is where you're kind of proving your point. So this teaches them that the decisions can be made well. They probably would have been much different if they had tons of information or extensive discussions. So this isn't saying that research and data and complex information is necessary or useful . It just shows that teams that have issues with commitment usually just put too much value on them. Now we're gonna go to with the role of the leader is First Informa's. You have to be comfortable with the possibility of a poor decision being made, and when you have trust from your team, they're not gonna expect you to make the perfect decision all the time. What the leader cannot do this place too high of a premium, uncertainty or consensus. That's a quote from the book. I loved it. So you have to be diligent with find enclosures on issues sticking to death line and not putting a premium on certainty or consent. 6. Step 4 - Accountability: Okay, Welcome back, everybody. So now we're going to go over the fourth dysfunction, which is the avoidance of accountability. We need to be accountable and having clearly defined expectations like we talked about four that everyone buys into this is really what's going to make your team members hold each other accountable. So, unfortunately, accountability, along with trust, empowerment, quality leadership that has also lost, um, so much of its effectiveness. It's also kind of become, ah, buzzword. You know, the meaning is kind of gone. It's so overused. And but in regards to team or it's I have a count with me if you, um in regards to teamwork. So it is specifically the willingness of team members to call their peers on their performance or their behaviors that are upholding to the standards set by the team and some of my favorite quotes. When we go around this again, I'm going to go over up Steven Covey, of course, one of my favorites, he says. Accountability breathes response ability. You can see that's a little bit different, but what he's really meeting with this is accountability means that people are going to be more willing to respond to issues because they have the ability to do it now and then. I like this quote from Pat Summitt, which you might not necessarily recognize the name. But the quote is, responsibility equals accountability equals ownership, and the sense of ownership is the most important weapon a team organization to have. Yes, how powerful is that? So again, it is the willingness of team members to call their peers on their performance or behaviors that aren't upholding to the standards that have been set by the team. Even those members that do have solid relationships with, you know, there are other team members. They still have a difficult time holding one another accountable because again they don't want to jeopardize the relationship right. They don't want to get into that conflict, which, ironically, is exactly what needs to happen right, because when we ignore or avoid palatability, that's what apples and with this Boyden shows is just a lack of respect to the person and to the team as well, So holding each other accountable is a sign of respect, and there is a standard for performance that everyone should be held. Teoh. So what are some of the issues that it causes right first and foremost resentful nous. Because it creates resentment among team members that have different standards. There becomes a resentment there, and it also creates mediocrity. That's a big doing or not holding somebody accountable. You just get Medio or work, and it encourages it is to. Then you have people start to miss deadlines cause they're not held accountable to the time and one of the things I've mentioned before a couple times, especially when we talk about because resource managers and team leaders it puts all the discipline onto the team leader. Now here is the issue. Why, with that, the real issue with this is because one of us effective ways to really old people accountable and some may see this is pretty ironic. But it's peer pressure, and the fear of letting your teammates down really motivates members to improve their their performance. But this also reduces the need for excessive performance management and corrective actions by the team leader. So when you're having your team members avoid accountability or you avoid accountability, all the discipline goes to the team leader and none of the team members. Air health accountable by each other. So that's it. That's aerobic issue. So this is what happens when teens do hold each other accountable. So first present, the pressure to improve pure pressure and pressure gets a really bad wrap. But really, it is a great way for them to be accountable to each other, to respect each other, just like you're looking at. Like an athletic team. They have pressure on themselves to perform for the other members of their team because they know how bad the other members wanted, how much they've worked hard. They've worked to do it. So we need to really do this in a healthy way. Of course. Is that peer pressure? Um, and then they identify problems by questioning them. They're the trust is there. That commitment is there, so they feel more like they can ask. Questions endure that. Next is the respect among team members with the same standard. So you're going to see these Tim. These team members really kind of have their own little respect thing going on when others have seen standards of them. This might create a little bit of pure pressure with your other not performing well, members do. I want to be in the group where there's this respect because they're working their butts off, and that's something that accountable teams up. And another thing, too, is in avoids excessive discipline. I kind of mentioned this core, but excessive decisions, rules, procedures around performance management and corrective action. It's not like when people are held accountable. You don't have to nickel and dime a point here a point there, so teams hold each other accountable. They couldn't avoid that, which is wonderful. So some of the exercise tools that you can do to help your team become more accountable. Number one is a public declaration hand. This is a good way of making it a little easier for team members told each other. Accountable is to publicly clarify exactly what the team needs to achieve. Who needs to do what? Um, that's why I say it's state. The left. The who, but how clearly in the open, who needs to do what? How everyone must behave in order to succeed? Give it out there, make it clear, put it on a board, put it up somewhere pin in your Facebook group. Remember, the enemy of accountability is ambiguity. That's what it ISS. So even when the team is committed to a plan or to a set of standards, it's vital to keep those agreements out in the open so no one can. In order. That's accountability. Number two is the consistent reviews, and this can, and this is like a progress review this stand, and it should be done regularly with your team anyway. Providing structure helps people continue to continue their Parker their progression when they might be a little inclined to straight You keep up with, um, you know, kind of keep him on track. That helps them to form a more humble and giving people feedback on their behaviour and performance regularly. Not this once a year stuff, you know, that seems so normal that it should be much more than that, relying on members to do this on their own without structure. It just breathed avoidance. I cal ability. So I think every quarter it should be. This should be done. So they were going to talk about team rewards, rewarding the team over the individual, So this doesn't mean the individual her or rewards are necessary because they are but more of the focus on the team helps to be a little bit more active when appear is not pulling their weight. It's not a me versus you. It's together. Which leaves the Nieto. One of my favorite quotes from the Avengers sits in the age of Ultron and Tony Stark. Iron Man is talking to Captain America. It's the Rogers in, Tony, Stark says. Well, how are you guys planning on beating it? Because Old Shrine was like the thing you know, he was controlling everything and really getting to him. And so when Tony Stark aus out of Americans. But are you guys planning on beating him? And Captain America says together and Tony Stark said, We'll lose And Captain America says, Well, we'll do that together, too. That is one of my favorite favorite quotes when it comes to leadership and team, is that everyone you know it's us working together and team or is rewarding the team over. The individual can help that, too. Now we're gonna move on to what is the role of the leader. It really is to relinquish trust to the team unless them hold each other accountable. This is not easy, because again, you're probably going to feel that you're losing control and it's tough, especially for strong leaders, because they have to let that go, and the team has to have and hold themselves accountable their their own accountability mechanism. So the team needs to primarily be the ones doing that, and if they believe it's up to the leader to be the only one to discipline them, they're much more likely to just let things go and not hold each other accountable because you're the one is going to do right, and they'll just wait for the leader to take care of it. And then when you don't there is going to be a lot of mistrust there. So the overall goal is to help the team take this share responsibility and the leader will just step in as needed. 7. Step 5 - Focus on Results: Okay, so our final dysfunction is the inattention to results. It is all about results. Now my two favorite quotes here. One is from Anthony Hopkins. You most know him. He's hurt famous actor, and he says, My philosophy is it's none of my business. What people say of me and sink of me. It is about the results. And then my next quarter's by Chuck Yeager. You know, concentrate on risks. You concentrate on results. How easy is it for you to just get wound up in the risk and not focus on those results? It is so easy. This is a great quote, and I really encourage you to use it with your team. I think it's it's just wonderful. So, really, the ultimate dysfunction of a team is when members focus on themselves over the team goals right, and in order to have a team to perform well, there has to be. There must be specific objectives and clearly defined outcomes for them. So when we speak of results, it's important, you know. But it's not purely financial, but more of the goals of the executive and the team to achieve. So the book called that quote near term or controllable goals. When the focus on those goals or when the focus is on those both over money ultimately leave. That's what's gonna produce a profit. So again, it cannot be just a focus on money. That's that's going to come because of what you're doing working with your team. So how does this really happen? And we're gonna go over the reasons of the result dysfunction. The reasons for this is team status. Now. Some people are absolutely satisfied just by being a part of a team, just that. So while they may care about the results, it's usually not enough to, like, really make them sacrifice much. This can happen frequently and higher and higher, and we're more popular organizations then you really might expect and sometimes been like the noble causes enough to satisfy them. You can see this in like nonprofit political groups, schools in their departments and like other prestigious companies. Some members see success justice by being associated with these organizations, and this is the team status and this is why you can have this results based dysfunction and the next one is individual status, which is this is kind of in relation to the tendency of people to focus on themselves and on their own position in their own future. This is natural. I mean, it's humans. We want to sell preserve right. Therefore, the team must be on the consensus that the results of the group are more important, teach individual than his Rogel. So that is what the individual statuses. So I know that this seems really obvious, like, Well, of course, Casey, we should just focus on the team objectives instead of our own. But the truth of the matter is, that's usually how it most people goto work just to survive. But in the hours for the day, you know, a trade time for money, and that's that their existing they're not thriving on a team. And when you do hear about that, like people actually jumping out about him in Monday morning, you gotta work with their teammates like they can't help it like that. That's very odd, and you don't get that very much. I mean, if you even look on social media all the time, it's the soul feel. It's Monday. I don't wanna go. This is already looking Monday mornings. I can't deal with it. We see that all the time. Now. It's not like this is always gonna happen with a team like you can't wait to go see him and you can't wait to get into your team meeting like I'm not going to say that's always going to happen with the team. But as we discussed before, it can be hard being on as it can be. Hard building trust or calling the channel Nicola calling each other on all the quality artwork that difficult. But it's necessary. When people are involved in the team that does these things, they know they're trusted. You're helpful there, supported, they're held accountable. And can you imagine being in a team like that that wants you there that hold you accountable, that respects you, that needs your opinion, wants it and isn't going to judge you or anything that you have halted? Or maybe fill that reimagining reality might imagine the results on our society if everyone worked in an environment like that. I mean, it's life change, and it would absolutely change the world and front of groups to now see her. I'm using a group versus teamwork for the groups that are only there for themselves. No amount of trust or healthy conflict, commitment or accountability can compensate for a lack of desire to win. And that is what happens if they're not focused on results. They have a lack of desire to win, and you have. This can happen in a ton of different organizations, some people that are like in a very prestigious school, like, you know, Harvard or whatever, that can happen there, too. They really don't have the desire to win their set with their status, and they're good for it. That is not focusing on results, and it can happen anywhere. Decide. So you have to find out what motivates people, and it takes work and it takes homework, and it's best to find motivation. That's not about other people, which means it's not solely based on hope or beating somebody else. It has to be much more personal than that. And my next webinar is most most likely going to be about patient. What does it look like doing all this? So not focusing on results. No growth. Your behind your competitors, most likely your chief oriented people are gonna leave There are gonna be there, and it encourages other team members to focus on themselves because they kind of have a better shot to succeed anyway is right and there there, usually distracted. So the first thing is a team focus on results. So this is where your team put your team player stay and your individual focus behavior is much less so. This enjoys both the success and failure intensely. You know, they both dio when I say that intensely, they enjoy those success and failure, failure. They still are like, OK, we can learn so much from them. You can learn more from failure than you can from progress at the time were six best. So this is huge. This is a big deal. The second thing is the public declaration making a public statement regarding like your intended success, like what you want to get done. This could be very helpful for some teams, and because teams that are willing to publicly commit to a goal there's just more likely to reach it because they they're just more passionate, typically about it. And they sometimes did even like desperate because they don't want to let you know anyone down so This is where, on the personal level, I disagree. There has been some scientific proof that the public voicing of your goal kind of creates a false sense of satisfaction that you want to feel, um, when you actually do a 60. So when you do a sixties, you get this feeling when you publicly voiced it and you get all this feedback from people . Oh, that's great. Congratulations. You're gonna do it. You get that same feeling that when you actually did it and this can actually stagnate people because they've already gotten the feeling But they wanted to get out of it. So I go through the work to do it. So this can kind of impede you moving forward and by doing that actual work because you also you already just felt that social satisfaction. So this is actually you can watch this in a Ted talk, um, by Derek Sievers and I put that in. The resource is on this, too. It's great. So But anyway, when it comes to a team, the public declaration within the team, it can be very, very helpful. So now we're gonna go to results based records. This is really tying the rewards to the team results. And this is really just kind of to ensure that team members focused on their attention, focus their attention to the results. The and it ties their reward to the achievements of the team too. So this isn't popularly used with compensation now getting a bonus for hitting the goal. This shouldn't be the sole reward system because the goal isn't all financial motivation. Like we talked before, letting someone get a bonus for trying hard even in the absence of results. That sends a message that achieving the whole isn't really that important because we're gonna get you're gonna reward in this way, we cannot set the standard that just because you try hard, you're gonna get rewarded with a bonus. No, that's not how that goes. You have to focus on results and you're working with a team. You have to focus on that. So now we're gonna move on to what the role of the leader is and really with any more than the other dysfunctions, the leader must set the tone for the focus on results here. They have to do that. They have to do that in all of it. But in this one it is. I think it's the most important reason why is because the team members were ill will near the leaders of the leaders focus on anything other in results. Then the team that's their permission did not have to focus on it either. Um, so the team leaders must be selfless, and they must be very objective. I think that's very important. That's not always easy to Dio. And the only word that you know goes to those who make the rial contribution to the group goals. Those are the ones that get rewarded, not just fortunate participating. It's those that really make those riel contributions. So you might be asking. Okay, well, then how does this happen? Right, So it's really what we talked about before being consistent, practicing the set of principle principles over and over again, you will sometimes fail, and something that's very important and failing is if you watched my leadership point of one class my free class. I mentioned this. If you mess up, you vocalize that you bring it to the attention because everyone else already knows I already know it. So if you come up and said I messed up. I should have done this and this is what I did. Instead, we're gonna work on it. You have to be consistent even in saying I didn't do what I really should have been. So being consistent, practicing set of principles over and over again and also and now I'm gonna share one of my Derek Willis. It's room Patrick Lindsey only for who wrote the book. Success is not a matter of mastering subtle, sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence. The last part of line gets me it's practicing. Common sense is really when you listen all this stuff, you're thinking that like Casey, this is common sense, right? And it is. But you are following these common sense things with uncommon levels of discipline in persistent. We think that if it's common sense gonna be easy, it's not. You have to be disciplined, and you have to be persistent in the whole process. I absolutely love that team pin. Successful teams are that way because they are able to acknowledge their flaws and their failures, and then they overcome them. In all of these different little processes. So that is the end of the webinar. Thank you so much for listening to it. This is going to change the way that your team works. And I think that you will see some amazing things happen. Um, when your results in intervals. So my whole reason to do this I love to inspire I love to lead and I love to serve. So follow me on skill shirt Always be on my Facebook page I put the link here on Twitter. My website is Kaycee Ellis dot com Thank you guys so much and I will see you in the next webinar by