mike@create-learning.com call 1-716-629-3678

Increase the Trust within your organization, team, management.

Trust Happens on Purpose within Teams

…it is not an accidental property. People join organizations wanting to be trusted and trust that the team they are on + the leader they are accountable too is;

• Competent
• Accountable
• Honest
• Aligned with their skills, values and perceptions.

Leaders and teams develop folkloric constructs of “why they behave like they do”

Folkloric Construct = Shared stories within an organization / team / community, that are perceived as being true.

Trust reciprocates with the person, the team, the organization, the culture, the leader, and all of those explicit and implicit values and commitments to each other and themselves.

Outcomes:

• Increase your efficiency and profit
• Decrease the amount of time to make decisions
• Increase on-time completion of projects and work
• Decrease wasted time spent on duplicated processes
• Learn to differentiate Trust Attracting from Trust Rappelling Organizational & management systems
• Learn how to create a system that attracts and increases trust within your team, and management
• Determine your teams current  level of trust, and steps to increase the level trust
• Develop specific action steps to have trust happen on purpose within your team
• Determine metrics to measure increases and decreases in trust within your team

What others have to say;

“It was a pleasure spending the day with you…To say the program that you put together for us had impact would be a huge understatement. This was by far the BEST team building experience that we have ever had. I learned so much more about my team and what we are capable of. We all leave this experience confident that we can accomplish anything we collectively set our minds to. I want to sincerely Thank You for all of your time, patience, direction, and teamwork.”

Neuroscience
Abbott Laboratories

Contact

mike@create-learning.com call 1-716-629-3678

Increase the Trust within your organization, team, management.

Articles of Interest:

• 6 Trust Behaviors for Leaders, Individuals & Teams
• Charisma is NOT a replacement for Competence
• Trust Attracting vs. Trust Repelling Workplaces
• Trust Falls Make Me Hate You More
• The Team Develops and Utilizes Trust?
• 10 Misconceptions About People At Work

michael cardus is create-learning

image by Shockerz bugs

All of us and our companies are in constant change, and we know this. Different people need different levels of information and motivation for the change to happen. As a manager YOU NEED the wisdom and ability to manage the process and add value to peoples decisions and work.

Contact Mike to make your Organization, Team and Leaders – plan for change better.

Planning a Change

When planning for a change you need reflective and purposeful steps. This change may be personal and or professional.

By setting a model for you to place objective thoughts into. As a leader you will be better equipped to determine areas of success and which areas to proceed into next with planning and decisions.

• I don’t know the original source of this model.

Below are questions (by no means comprehensive) that will serve you in thinking through, planning, and making successful action steps for a change.

Planning a Change Question Sheet

Vision

• What is the purpose?
• Who will it affect? How?
• Why is it important to your team? The organization/business/community?
• What made you decide that this is important?
• Did you ask your team for input? If so how and what was their input? If not, why not?
• How will this change affect the staff? Those you serve (clients, customers, vendors, suppliers, supervisor(s), etc…)? You as a leader?
• Describe the ideal state…Describe the current state…How will you achieve the ideal state?

Skills

• In what ways might the staff and your existing skill set be useful for the change?
• What new skills will be needed?
• How will you accomplish training these new skills?
• Explain, in detail the necessary skill set for completion of change (if multiple people have/need multiple skills, list the key responsibilities of the change and the necessary skill sets for success)
• What skills will you as leader(s) need for implementation of the vision?
• How can the Leadership team partner with you to enable completion?

Incentives

 Explain your plan to move your team and yourself towards completion of this change

• Why should we work towards this change?
• How is this change relevant? Now? In the future?
• Identify the resistors to the change.
• Identify the champions of the change. 
• What will keep you, as the leader motivated?
• How will you continue to keep the team focused?
• How will you measure success and failure?
• What steps will you take to reward success and re-direct unmotivated team members?

Resources

Explain what you have and what you need

• What kind of budget will be available?
• How much time is needed?
• Explain how this change will be delegated to staff members.
• What will be the steps for follow-up and accountability?
• What resource do you currently have available (list everything from paperwork to people to machines to policies – the more explicit you are in what you have the better your completion will be)
• What resources will you need (list everything from paperwork to people to machines to policies – the more explicit you are in what you need the better your completion will be)
• In what ways may you secure these needs?

Action Plan

Explain in detail what you are going to do and how it will get done

• Re-visit your Vision – and break the change into steps.
• What are the steps for completion?
• Goal (Quality, Quantity, Time Frame, Resources) – What is the 1^st step for completion?
• Strategy – In what ways might you implement a strategy for completion of the 1^st step?
• Objective – How will you know that you have completed the 1^st step?
• Responsibility – Who’s going to accomplish the objective?
• Timeline – When is the implementer going to accomplish that objective?
• Feedback and Evaluation – Who and how is the implementer going to know if they accomplished good or bad work on their objective?

Final Thoughts:

• How do you plan for a change?
• What existing processes do you / team / organization have in place for reflective thought?
• Would this system work for plans outside of change? what would be different?
• Describe how this applies to your current practice / life?

Having the Model is Easy, Making Change Happen is NOT…

I have successfully led change and solution focused efforts for organizations, teams and managers of all sizes and structures. To make change happen CLICK THE BOX below, and be the reason that change is successful and people love the work they do.

michael cardus is create-learning

Working + Managing Across Generations:

From Traditionalist to Generation Y & Beyond…An Interactive Workshop

“I am finding it challenging aligning and getting the best out of my staff. My senior staff complains about these young kids not wanting to do anything, and the younger staff complains about how none on the senior staff want to hear their ideas.” 

Sound familiar? You are not alone, this is a direct quote from a CEO.
This workshop has been designed to STOP the nonsense and get people working.

Outcomes:

This session engages participants to:

• Enhance workplace productivity
• Develop Managerial Action plans to increase the Trust, Team-Work, Effectiveness and Productivity of Multi-Generational Work Teams
• Learn to recognize patterns that influence workplace attitudes and expectations
• Gain insight to understand and resolve generational misunderstandings in the workplace and avoid unnecessary conflict
• Explore generational diversity in the workplace today
• Identify and exchange perspectives and expectations informed by their generational identities
• To read more click here

Can be facilitated Anywhere;

• Face to Face with an audience of 5 – 5000
• Through a Webinar Format
• 1 on 1 in a Managerial-Coaching Process
• On Your Own – I send you the materials, power-point and Do-It-Yourself Activity + Facilitation Guide
• Contact Mike to discuss your team and options. 1-716-629-3678

CONTACT…

• mike@create-learning.com  1.716.629.3678

To have your team learn and apply the necessary skills and talents to

Work and Manage Across Generations: From Traditionalist to Generation Y and Beyond…

My job is to support you.
Please email me ( mike@create-learning.com ) share your ideas, questions and feedback.

“Great planning is done, you have your SWOT results, you created excellent QQT/R Goals for the next year with all of your subordinates. You know your goals for the next 18 months…how do we make it all work?”

“Well Mike, the goals are done and it should just happen, right?”

“Has that ever worked before, Just Happened, anywhere?”

She stares at the ceiling.

“Well no! But what else can I do, we established the goals and achieved agreement on them.”

“Remember the workshop on GRPI, Goals-Roles-Procedures-Interpersonal Relationships.”

“Yes, I got that chart right here on my desk. What about it?”

“We have to determine the Roles that people will fill in achieving those goals. How might you ensure that team members accept their roles, know exactly what other members expect of them, and know what they can expect from other members.”

“Ahhh…so I as the manager have to decide and clarify the Role Responsibilities and coordinate the time-frames for completion, now I see what that means.”

“Role-Responsibilities what’s that mean to you with these goals?”

“It means working with the team and each individual to create clear-lines of authority in how the work will get done. For example Sam and Anthony are both working on the Customer Service & Sales integration training BUT they both report to different departments and managers. I need to clarify in what way, when and how they can work together, what amount of time can be dedicated to this task in combination with their other tasks, and who can ask who to do what work and how they can agree, disagree, complain and make decisions as needed.”

“WOW that sounds like alot to do, is it worth the time?”

“YES! if this clarity and agreement upon Roles and Procedures is not established NOW…I will be dealing with it later when the team members are fighting. Then that will screw everything up.”

“Great, lets talk about how to go about clarifying and Roles and establishing procedures for getting your goals done.”

michael cardus is create-learning

image by by alshepmcr

I have written, given speeches and shared a video of this before and I feel like sharing just the slide deck without the video. Plus adding the tenth Team Dynamic.

Team dynamics defined as the motivating and driving forces that propel a team toward its goal and mission.

1. Identify a Leader - a common mistake teams make is the failure to recognize that any team endeavor a leader must either be identified or emerge. Teams must have leadership. Two key leader roles are required for a project team. One is the strategic leader and the other is the team leader.

2. Establish roles & responsibilities + discuss what each person ‘brings to the table’ – Understanding the various roles and responsibilities of the team is critical to success. Additionally taking time to know expertise and special interests of team members will all people to me matched to their capacity to complete the project tasks, as they are assigned.

3. Establish a set of goals & objectives – in any team recognition and understanding of the goal is paramount. All organizations have long term goals, project teams must set technical and process goals as part of their work.

4. Establish an agenda for managing time to complete the task/meeting – Teams that do better at managing their time achieve better results. The concept of agendas is critical to better time management, whether the application of the concept is focused on project team work or meetings in general.

5. Establish a method to determine how they will reach agreement – Everyday people make decisions quickly from what to wear to what to have for breakfast, individuals use rational (and sometimes irrational) methods to make a decision. However when two or more people (any team, committee) attempt to make the simplest decision, chaos results.

6. Establish ground rules for their meetings – “An ounce of prevention is worth a pound of cure.” As it relates to teams, no truer words apply. When teams meet, there should be a set of standards that establish how team members will behave toward one another. This is not just a way to ensure courtesy to one another, but also that the team’s time together ends up being used effectively and efficiently.

7. Proper & timely use of quality tools – Teams must all have knowledge and accessibility to utilize and comprehend the quality tools that teams’ need for project success.

8. Maladaptive behaviors are properly dealt with immediately and have consequences – No matter how well a team prepares for maladaptive behavior and attempts to prevent it, such behavior will occur. This is especially true to teams! When these maladaptive behaviors are ignored and left to fester, they are like a dead body left to rot in the living room. It looks gross, it stinks, and no one wants to deal with it.

9. Ability to get started on task/project quickly – Teams waste a lot of time before the actual work gets done. Higher results in project teams can come in the initial phase when the project teams have expertise in project management skills.

10. Ability to state what is working and how to improve – Teams need an Understanding that problems DON’T equal solutions; Solutions = Solutions. Teams must quickly acknowledge that a problem exists then work to determine what will take the place of the problem, how the solution will function and work. Teams that can quickly create ‘what they want’ as opposed to ‘what they don’t want’ get work done and implement this process into the team Skilled-Knowledge.

Now Your Turn;

You have worked on a team, what worked? What dynamics were successful in getting the work done? How? Share let us know.

michael cardus is create-learning

Referenced:

• Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George; Wiley: 2003

1. Respect for the Past we all have one, so do teams and companies.

2. Acknowledging the Present right here, right now; let’s look at what we have right now and what can be done with it, how can it be changed, what stays the same.

3. Developing Solution Steps for the Future the reason for planning, once number 1 and 2 are agreed upon and shared. Support and commitment to the plan happens.

Below are some planning ideas, methods, questions, stuff that may help;

It’s Planning TIME!

• As far as you are concerned, what does NOT have to change because it is already going well enough?

Internal Benchmarking;

• Where are you now?
• Where do you want to be?
• What is the first step you can take to get there?

How Complex and at What level should the planning be done;

• How big are the problems?
  What needs to be done to overcome them?
  How complex are they?
  What resources will be necessary?

PDCA Cycle

• Plan
• Do
• Check
• Act

Accountability is tough and works

   

Goal	Strategy	Objective	Responsibility	Time Line	Feedback & Evaluation
1- Goal #1	1.1 – First strategy to reach goal #1	1.1.1 – First objective to reach while implementing strategy #1.1	Who’s going to accomplish that objective?	When the implementer is going to accomplish that objective	What system for communication and feedback will be utilized for completion of objective

michael cardus is create-learning