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Demoralized to InspiredBuilding High-Performance Teams

CACEO Conference 2011

About Mike Jiles

• Bachelor’s Degree

– Business and Public Administration

• Currently in Master’s of Public Administration program

• 11- years as Technology and Public Policy Consultant

• 12-years law enforcement

• 7-years code enforcement

Reaching Me:

mikejilesconsulting@live.com

“We are most

effective as a team

when we

complement each

other without

embarrassment and

disagree without

fear.”

About this Class

• The Jerks, bullies, and other agitators

• The Hostile Work Environment

• Motivation vs. Morale

• High-Performance Teams

The Cost of Demoralization

• 27% of workers claim mistreatment by co-workers

• 36% report “persistent hostility” 20% of those stated they suffer adverse stress from

– Yelling, temper tantrums

–Put-downs, glaring

– Exclusion or blocking

–Gossip and rumors

–Physical violence (sexual and non-sexual)

The Cost of Demoralization

• 37% of workers report being bullied by co-workers

• A staggering 84% have witnessed bullying (and did nothing about it)

• 50 – 80% of workers report bullying directly from supervisors

• Bullying typically occurs from groups against one victim at a time

The Cost of Demoralization

• Employees do not “go out of the way” to help, to show up at work, or produce results

• Increased rate of employee theft, turn-over, and increased stress (medical leave)

• 25% of victims and 50% of witnesses quit after bullying incidents

• 73% of witnesses reported added stress at home

• 44% of witnesses develop paranoia of becoming the next victim

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Dollars and Sense

Organization of 1,000 people

Replacement cost is $20,000 per employee

25% of victims who quit:

Replacement cost $750,000

20% of witnesses who quit:

Replacement cost $1.2 million

Total cost: $1,950,000 per year

"Leadership is not magnetic personality, that can just as well be a glib tongue. It is not "making friends and influencing people", that is flattery. Leadership is

lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations."

— Peter F. Drucker

Part One:

Jerks -

Who they are and what they do

“People ask the difference between a leader and a boss. The leader

works in the open, and the boss in covert.“

- Theodore Roosevelt

Who is the Cause?

• Workplace Jerks (bullies) use repeated mistreatment of one or more fellow employees (targets)

• Jerks choose the Target, timing, location, and method of mistreatment

– To avoid being discovered, to cause the most harm, and to separate the target

– Jerks also use threats, humiliation, intimidation, work interference, and work sabotage

• Jerks gather associates through charisma, fear, control, and intimidation

How do they work?

• Use personal insults (cloaked and overt)

• Invade personal space (intimidation, fear)

• Uninvited touching (nice, naughty, mean)

• Threats and intimidation (verbally and nonverbally)

• Teasing, hurtful joking (normally in groups)

• E-mail, memos, etc (flaming, filled with lies, attempt to get Target in trouble, destroy reputation)

How do they work?

• Use (perceived or real) status to humiliate and degrade (“Probationer”, “senior officer”)

– Dirty looks, ignore people, verbal scoffs

• Interrupt rudely, dominate conversations (to control, berate, challenge and humiliate)

• Violate trust, betray - attack (two-faced people, pathological lying, false trust)

– Play the victim (to gain sympathy; and avoid trouble and work)

– Falsely accuse people of wrongdoing (projection and implication)

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The Basics

• Jerks manipulate through seduction

–Promises of friendship, acceptance, respect, advancement, money, (etc) but only when convenient for the Jerk

• Verbal aggression and control

–Uses explosive anger, threats of failure or punishment, guilt and shame to control

–Resistance equals arguments, and lessons equal public shaming

The Basics

• Political maneuvering - builds the power base, alliances, and constantly undermines (followers and others)

– Gathers information to damage Targets, demean through subtle attacks (“Officer Smith did not have a chance to perform the inspection” implying lacking priorities, laziness, etc)

• Evades detection

– The Jerk uses all skills to gain your trust, or respect to control by hiding their true self-serving intentions

– The real person/thoughts are self-centered, disrespectful, and deceptive based on back-stabbing and manipulation

– The external Image is one of strength, leadership, respectful-competent management

The Basics

• Mind games

– Distorts the knowledge (i.e. thoughts) of others, uses half-truths, lies, evasion, and intentional misstatements to evade, confuse, or deceive

– The intent is to have the “audience” arrive at a different conclusion than the truth (creating the Image)

– Or gives false information so that your actions “prove” your incompetence or unreliability

– The goal is to be the “best”, or irreplaceable, and to evade detection

Methods of Domination

• Normal people maintain respect with co-workers, the Jerk exploits people, and uses anger to intimidate, control, and threaten (creates fear to control)

• Ranting, yelling, or barking orders or “controlled” anger ready to explode

• May be emotionally off balance – physically violent (human or inanimate objects)

• They get angry when you cannot be controlled or you “break” the Image, then they blame the angry outburst on your actions

Threats

• The Jerk believes that anger is a proper expression of emotion, and it is never used to address the real issue

• Major Jerks fuel their anger, and do not clarify misunderstandings on purpose

• If they cannot coerce you, they unleash threats to force you to act

– May be subtle, a hint crafted to tell you the negative consequences, may joke about evaluations, etc

– Obvious threats can be a threat of punishment, or a direct challenge to your job

– They will act on the threats (i.e. highly critical evaluations, exclusion of assignments, etc) if you do not comply

Blackmail

• The Jerk uses manipulation and control as emotional blackmail (i.e. loss of friendship, acceptance, position, or status)

• Charismatic Jerks use guilt or implied threats “I thought we had a good thing going…”

• Major Jerks are overt by clearly stating “follow” their rules or suffer the consequences (“Either you get me a coffee or I will transfer you to sewers!”)

• And if you are the Target you are already suffering the consequences (so ignore them!)

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Intentional Harassment

• Questions your integrity, knowledge, or demeans your position, may insult, spread rumors, accuse or say you have emotional problems

• Uses “amusing” stories that highlight immaturity, naivety, and may use sarcastic tones, exaggerated mimicry, and many insincere compliments

• Pettiness in punishment, and micro-manages (sexual harassment is different)

• They repeat your words out of context to make you sound stupid or ill-informed, along with implications about indecisiveness, lacking intelligence, or mocks your feelings, fears, or discusses your “unhealthy” attitude or unstable character

Joking and Ridicule

• If you resist a Jerk the attacks begin, the goal is to destroy your willpower and over time the attacks drain you emotionally, can create paranoia, but reduces confidence to erode your resistance

• If you continue to resist, the Jerk begins to ridicule you (beyond harmless or mutual joking)

• The goal is to embarrass, humiliate, coerce, and punish you for resisting (if you are a threat the Jerk will damage your reputation to weaken your influence)

• When the Target is a source of amusement, the contempt, condescension, and “jokes” are designed to diminish your character, intelligence, status, and integrity (Jerk cannot hide it)

• The joking is easily denied, and perfect to hide the harsh attack and true intent!

Lesson in Blame

• When confronted with a Jerk’s “joking” they blame you, saying you are over-sensitive

• The blame/accusation further alienates the Target, diminishes confidence, and “supports” the negative image they have created for you

– “I’m sorry you can’t take a little joking?”

• The joking is normally always in public, the harsh punishment is always in private (or to Followers) to protect the Image, and not allow discovery!

The Jerk’s Lackeys

• The Jerk develops followers through charm, fear, and manipulation, and every person is tested

• The Jerk begins with mild criticism, may invade personal space, or challenge your knowledge (to see if you avoid confrontation)

• They stalk your moods, and jump to gather personal information to use against you (to see if you are emotionally vulnerable)

• If you resist or “fail” the test you are considered a threat, and the discrediting begins to diminish your influence

The Perfect Lackey

• Good people who are cooperative, giving, sacrificing, they use your unselfish nature to meet their selfish needs

• Idealistic people who are self-sacrificing, strong belief in duty, eager to please (loyal, team-centered)

• Passive people non-confrontational, afraid to debate, easily interrupted/dominated, introverted and subservient

• Self-critical people who have a lack of self-respect, knowledge, or confidence (they accept blame, and believe the Jerk’s image)

• Fearful people who are easily intimidated, socially anxious (need friends), have nervous ticks, or are socially awkward

• Vulnerable people who are easily manipulated, have personal problems, severe character flaws, or even lacking intelligence, all easily exploited

The Failsafe

• Being the Target is okay, but never allow yourself to be the victim

• Always remain calm, in-control, and act confident

• Remember their goal is to control YOUR behavior

• Do not defend yourself, or give into their mind games

• When being bullied make an excuse to leave

– “Excuse me but I have to go to the bathroom, can we talk later?”

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Aggressive Tactics

• When you cannot leave the area there are two good methods to stop the bullying

• Make a vague statement:

– “Wow, that is interesting.” Then look at them confidently

– “Oh.” blink….blink…blink

• Tactfully challenge the statement (do not defend) listen carefully then respond with versions of why:

– “Why do you feel that way?”

– “I do not understand what you mean?”

Things to Remember

• Knowing how a Jerk acts is power, you may not change the behavior, or win the war

• But you can protect yourself by remaining emotionally disengaged from the Jerk’s tactics

• Remember a Target cannot prevent being fired on, but a Target can be a moving target

• It is not about YOU, it is about control and if you are the Target you are probably doing something right!!

“I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example.

Don't believe what I say. Believe what I do." — Carlos Ghosn, CEO of Renault-Nissan

Part Two:

The Hostile Workplace

“Do not follow where the path may lead. Go instead where there is

no path and leave a trail.”

- Harold R. McAlindon

Hostile Work Environments

• Hostile work environment as defined by law:

– Only applies to protected classes

– Harassment based on race, sex, gender, etc

• Hostile work environments as defined by us:

– Are organizations that allow Jerks to control targeted individuals;

– while undermining effectiveness, professionalism, and legitimate business goals;

– and replacing it with personal agendas, cliques, rampant deception, and crippling inefficiency

Hostile or Healthy?

• Does the agency ignore bullying, reward the Jerks, or allow the Jerk to win, is being a bully “normal” behavior? Are motivated employees targeted, excluded, or destroyed?

• Does the agency confront people about inappropriate behavior, discipline for rule violations, does it have rules, and investigate complaints? Are disengaged/hostile employees forced to change behavior or get out?

• So how do we identify a hostile workplace?

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Anger and Frustration

• Organizations with high concentrations of angry or frustrated employees

• Disengaged employees “create” disenchanted employees from constant harassment

• Little is done to correct the issues or improve morale, and problem employees are involved in “fixing” the problems

• Talented employees leave as soon as they can, motivated employees are attacked, and high performing employees are treated unfairly

Admiration and Blame

• The agency culture supports, admires, and enables the Jerks, and their Lackeys attack those opposed to the Jerk(s)

• The Target gets blamed, told to change or apologize – everyone blamed for actions of a few (may be weak manager too)

• The majority of employees blame the scapegoat, management perpetuates the grudge (creating enemies)

• Complaints from the jerks are investigated, genuine complaints are ignored or given lip service

Dysfunctional Process

• Processes, policy, and procedures are dysfunctional, confusing, and apply differently to employees

• Rules are not followed or enforced, micro-management of minor issues, documents that are unnecessary (logs, vehicle checks), rules change on a whim

• No expectations, vague objectives, lacking priorities, heavy and unnecessary workloads, no employee input, unrealistic deadlines, and arbitrary goals

• When the process is questioned the response is negative or a brush off, “The way we always have done it” or they ignore the question and blame you based on the previous response “What are you talking about?”

Dysfunctional Solutions

• Solutions to problems are ineffective, lip service rather than action, employee input is discounted, and obstructionists get their way

• The real problems are avoided (the Jerks) a new morale scheme (VIP employees) becomes patronizing, used as leverage/shame

• Solutions are irrelevant competitions, forced team-ups, or CYA classes

• Lack of results are blamed on innocuous or unsolvable issues (time management, or inter-department communication)

Results of Solutions

“Solutions” are counterproductive because they do not address the real problem

– Sign pull challenge that changes enforcement patterns– Expressed but false morale causes performance decrease

Effective employees feel they are treated as children +

Enablers mimic the false premise+

Complainers have new ammunition=

Morale decreases further

Relationships Suffer

• Relationships are dysfunctional, employee’s struggle to communicate, misunderstandings are common, gossip, cliques, and criticism are normal behavior

• This leads to frustration, anger, and inefficiency. Cliques encourage favoritism, in-fighting, and stop honest communication (no teamwork)

• Open communication, employee support, and employee assistance/problem-solving are a parody of reality

• Resolution to relationship problems are non-existent, grudges last for years, and an “us against them” –superiority complex begins

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Dysfunctional Meetings

• Meetings are dysfunctional, dominated by a few with meaningless reports, information, and flattery

• Provides the Jerk a place to rant, manipulate, and attack Targets (effective and reasonable people are silent or put on defense)

• The Jerk uses innuendo, generalizations, and criticism to further their agenda (creates “enemy”)

• Topics are meaningless filled with false flattery, vague information, and deception/evasion rather than providing solutions or strategies (Main impact is wasted time for employees)

Hypocrisy Rules

• Jerks promote a false reality of the agency (“The best division ever…” shows false stats, etc)

• Focus on management fads, propaganda, aggressive promotion of distorted values, preaching on better practices without enforcement (open communication while deception is norm)

• Respecting others is preached, but violations are not addressed, teamwork is preached but in-fighting and competition is normal

• Disengaged or problem employees are supported or rewarded, even after continued violations, failures, or fraud

The Prison Camp

• Workplace is designed to dominate, dehumanize, and the policy/procedures are designed to micro-manage behavior

• Inequitable evaluations, policy, and procedures target employees – common sense is not a factor, nor is fairness

• Employee criticism is unfair (Jerks are ignored, high performers “can do more” and rules enforced on Targets not on everyone)

• Effective employees are criticized and punished for taking initiative (modifying or eliminating tasks)

• Process is irrational or forced on the employee (premise is employees are incapable of...) a healthy workplace has the employee’s job establish the policy (form versus function)

Incompetent Management

• Management is unable or unwilling to change the culture, they show an inability to respond to incidents, refuse to validate or give significance to complaints

• They blame or criticize the Target without understanding the situation (Target has to change to appease the Jerk)

• They treat the complaint as “mutual combat”, rationalize the situation, or blame it on “mood swings”

• The Target has to solve the problem, and if the behavior IS acknowledged, there is no follow-up or discipline (the goal is to pacify the complainer, not change the Jerk)

Less Talk – More Action

• Weak managers are manipulated by the Jerk, fail to investigate/document properly (deception versus fact), may fall for union tactics

• The Target can be treated as the cause of the problem or a chronic complainer, later attacks are ignored by HR or manager

• The Jerk may also be entrenched (upper management or long-term employee) which causes inaction by management

The Rise of the Empire

• Management encourages bullying (remote management), and managers who isolate, do not care, or are too short-sighted to deal with employees (selfish versus Jerk)

• A pervasive culture will hire/promote Jerks, the “Old Boy’s Club,” tactics are shared, admired, and promoted as “good” management

• Those who threaten the Jerk are “problems” they are exiled, terminated, or their career is destroyed (but Jerks ALWAYS turn on each other)

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"Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long term constructive

goals, in a participatory environment of mutual respect, compatible with personal values."

— Mike Vance

Part Three:

Motivation and Morale

"If your actions inspire others to dream more, learn more, do

more and become more, you are a leader."

- John Quincy Adams

Motivation and Morale

• Motivation is an individual’s level of effort, persistence, and acceptance (of work functions)

– Effort involves the quantity of production

– Persistence involves the level of action that an employee exerts when faced with challenges, boredom, or negative environmental stimulus

– Acceptance is the level of engagement of an employee (engaged to disengaged)

• Morale is the emotional state of people, demonstrated by employee confidence, satisfaction, discipline, and willingness to perform duties

Three Forms of Motivation

• Positive Motivation

–Reward, recognition, respect (thank you during meetings)

• Neutral Motivation

–Fair rules, policies, procedures, processes, training (the time clock)

• Negative Motivation

–Enforcement of rules, counseling, and righteous threats (write-up for tardiness)

Types of Motivation

• Fear, intimidation, and control are negative motivators, destructive and short-term

• Intelligent delegation, coaching, training are positive, and provide long-term solutions

• Money is not an effective motivator, nor are promises of promotion, or flattery (public agency = no money)

– The key to motivation is finding out what motivates each person

– Recognition, praise, time off, promotions, opportunities for training, social events, constant challenges, perhaps even stability (contentment)

The Myth of Motivation

• In reality only employees can motivate themselves, management cannot really motivate

• The key is to foster a culture that is based on collaboration, free expression, employee support, and movement toward personal/work goals

– Supportive organizations VS. Hostile Workplaces?

• Material things (money, perks) may stabilize productivity, increase in short term (30 days?) but the loss or limitation of the “things” destroys motivation and “loyalty”

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The Myth of Motivation

• Selfish idealization (using fear or self motivations) does not ever work because people are individuals and want a voice in the workplace (stable job versus challenge)

• Satisfaction with a job never equals motivation to perform (goal alignment might be different, or “satisfaction” level might be lazy levels)

• Motivating employees is complicated, requires several fads or tricks, constant flattery, manipulation or control devices

Finding Motivation

• Emotions are like a virus, easy to catch, hard to destroy, and can take over when not controlled

• If you are upset, stressed, anxious, others will catch the virus, the opposite is true if you are energized, enthusiastic, and satisfied (if not happy) others will be too

• Motivation begins with yourself and also helps you to see others real emotional state

– Think about buying a new car, and every thought revolves around that car…

So what motivates you?

• I am motivated by challenges

• I feel recognized when I am asked to do more than my job description

• I am de-motivated by public recognition, and praise

• A simple thank you is enough for me, but supporting my efforts is essential

Ask, listen, and observe each employee to find out their real motivators

Goal Alignment

• Establish organizational goals that also align with employee goals, set expectations, enforce productivity goals, and recognize employees

• Goals must align both ways – production must match agency goals (priorities) and when possible match employee goals (additional training?)

– Priority: hazardous materials response team + Goal: additional training/certification = motivated employee

• Employee input is required, desired, and needed to arrange goals with priorities (evaluations)

Supporting Employees

• The first part in motivating employees is knowing what motivates employees

• The second part is supporting the motivation (work environment, employee goals, and ensuring expectations)

–Support is a process, rules must be enforced, problem employees retrained or removed

–Evolves over time (i.e. employee finishes school and wants more time with family)

Organizational Processes

• Functional processes (policies, procedures, communications) must be designed to empower the employee (the source of management’s real power)

– Strong interpersonal relationships are not enough to sustain motivation (you cannot rely on friendship during personal stress)

• Establish rules and enforce them, design educated performance evaluations, and always show employee support by avoiding hypocrisy

• Strong policies and stronger obedience ensures equal and fair treatment of employees, avoids favoritism, and ensures positive employee action/interaction

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Making Motivation

• Create a record of motivations and use them often (like the birthday list)

– Collaborate with each employee/supervisor to establish real employee goals

– Show genuine concern for employees, 1-to-1 meetings, make it a priority

• Learn employee’s skills, character for proper delegation (not based on job title but on ability)

– Delegate the work and let them do it (succeed or fail) with minimal interference (keep on track, correct, etc)

– Ask for feedback, opinions, “How are you?”

Rewarding Behavior

• Acknowledge positive behavior, especially behaviors for desired culture (remember reward based on performance with goals not on popularity)

• Reward quickly, often, and explain why (support by name and action) – discipline negative behavior even quicker!

• Celebrate accomplishments, solutions, success, and personal accomplishments

• Failure to reward/celebrate leaves out social rewards, makes employees frustrated, skeptical, cynical or even disloyal (never give the complainers and performers the same complaint!)

• Always pass on good reviews to the employee from “customers” or co-workers, managers, etc

Performance Management

• Implement performance management principles

• Identify goals, and standard measurements to determine progress/success – Be SMARTER

• Provide ongoing feedback, response, correction/re-direction

• Expectations: Clearly state often how desired employee behavior/production leads to accomplishing organizational goals

• Intent: Ensure each employee knows how important they are to that success, how they are making a difference

Be S.M.A.R.T.E.R.

• Specific – Goals must be clearly understood

• Measurable – Goals must have ability for success/failure

• Acceptable – Must match the organizational goals

• Realistic – Achievable goals, but not easy

• Timely – Typically during one evaluation year

• Extending – Must increase the employee’s skills, abilities, and character

• Rewarding – Reward success, and goals must inspire the employee

"A team based environment demands that you make responsible decisions;it requires you to take charge of your career. It requires you to develop excellent interpersonal skills because you have to interact at a much different level with

your team members. No longer is it just you and your job!" - Catherine Pulsifer, from Wings for Work

Part Four:

High Performance Teams

Recap

• If an organization is hostile, or ruled by a Jerk the agency cannot have high-performing teams

• High-Performance Teams require:

–Employee trust and collaboration

–Supportive organizational culture

–Clear priorities and organizational goals

–Strong leaders that foster team leadership

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Groups vs. Teams

• Groups – more than two, but individual performance

– Multiple people doing same or different jobs

– Can have mutual goals, but diverse methods

– Individually accountable for actions

– Individuals do not “have” to work together

• Teams – more than two working as one individual

– Multiple people doing tasks toward same goal

– Requires leadership/direction – controlled methods

– Team is accountable for actions

– Individuals must work together (trust, collaboration, and communication)

Group Dynamics

• Groups can grow or shrink by moving people in and out, communication centers on mass delivery

• Groups achieve goals independently (one officer 20 inspections, another officer gets 10 for goal of 30)

• Groups may be diverse in population, but diverse ideas are hindered (adherence to policy)

• Peer/management trust is not required in groups, instead trust is in systems (if fair distribution of work/reward – groups can cause a lack of trust)

• Recognition/Reward toward the individual not to the group (can be unfair or routine)

Team Dynamics

• Team members are carefully selected based on skills, experience, and attitude to accomplish major projects

• Team members cannot be moved without limiting results (mutual support)

• Three person team proactive inspections (200 in a day – 1 person does photos, 1 for paperwork, 1 for file generation)

• Team members each have a role or specialized task and are all accountable for results

Trust and Values

• Teams require high levels of trust, open communication, support, and argument/criticism to maximize quality of work

• Shared values are critical, but common understanding and accepting diverse values is required

– The core issue is that each member’s values are known and expressed

– Values are created, shared, and accepted together

– “I disagree because…” rather than “I disagree.”

Dynamic Teams

• Shared values (devotion to each other, the work, and the agency)

• Diverse experience, viewpoints, and ideas allow solid solutions (forecasting, modeling)

• Mutual trust (and reliance) creates a sense of “ownership” shared responsibility for results maximizes motivation, problem solving, and mutual effort

• Values, experience, and trust are what turns the team dynamic into a dynamic team!

The High-Performance Culture

• To have a High-Performance Culture (HPC) the organization must be devoted to bringing out the best in each person

• Through various motivational techniques, support for employees, and eliminating bad behavior, high-performance teams produce sustainable results

• The goal is not to lower agency expectations to meet performance levels, but to increase agency performance to meet challenging expectations

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People are VITAL!

• The HPC values each employee, does not treat them as liabilities, harshly, or devalue their efforts

• The HPC maximizes employees by collaborating on tools to improve performance, contributes on solutions, and respects/encourages integrity, diversity, innovation, and value

• Training, education, and personal/professional goals are developed, expected, assisted, met, and recognized

• High-Performance Cultures require and promote continual improvement with strong, defined results

Maximizes Processes

• The HPC values using technology to make the job easier, and improve productivity (tech is not designed strictly as management tool –automated processes, eliminates mundane)

• Employees are involved in process development, policies, procedures, and innovative strategies

• Equal input fosters better managerial decisions, and inspires equal “status” when goals are aligned with the organization (department first, all contributions are valued)

Maximizes People

• Since people are vital, the HPC encourages success through training, objectives, and employee support

• Employees who are given tasks (that require them to innovate) or allowed to grow in their professional qualifications (training) tend to excel more, and have better performance

• The HPC sets challenging goals, the intent is to grow the employee in confidence, ability, and responsibility (through agency vision and shared values)

Develop the Character

• Acceptance/adherence to basic policies (need strong policy, strong response to rule violation)

• Develop trust by being trustworthy, and dealing with trust breakers

• Each role must have meaningful responsibility, commitment, and high quality standards

• Confront the Jerks, inadequate behavior (laziness), reward “right” behaviors, and recognize exceptional performance (not all performance)

Control the Controllable

• Management affects morale (can kill easier than improve)

• Observe employees, see good and bad, recognize (and deal with) both

• Do not talk at people, engage them (listen, uplift, support, and encourage)

• Practice showing appreciation, rewarding, and involving people (individuals and teams)

• Discipline, re-train, or terminate problem employees

Be Prepared Before You Begin

• Team Building requires a defined (important) purpose (special task groups?)

• Stated outcomes (goals), every employee has a defined meaningful role

• Overcome resistance to change (culture, collaboration for buy-in)

• Repair and increase communication (verbal, face-to-face)

• Involve management, supervisors, seniors, officers, clerks, etc (everyone has a role!)

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ALWAYS Include People

• Remember exclusion is a Jerk tactic, management should bring out the best in each employee

• Intimidation, fear, or lack of honesty will limit feedback and results (Say it when you don’t know)

• Include people and “allow” them to succeed (encourage if they fail, coach to correct)

• Employees are the producers, they know what to do so encourage the debate

– Include in strategic planning, budgeting, methods, and procedures

• Practice positive conflict resolution methods

Hold People Accountable

• Keep people accountable for results, success, failures, (including yourself)

• Offer solutions, do not blame problems on unsolvable nothingness

• Do not avoid fixing things, eradicate useless processes, and innovate

• Train yourself/people to listen, respond, and be the best at what they do

• Hold yourself accountable (do not act self-serving, give false flattery, or minimize praise)

The Golden Rule

• Remember treat employees, peers – people the way you want to be treated AND how you want them to treat the community and each other (if you bully – they bully)

• Empowerment begins with the employees, they do (or do NOT do) the work

• Leadership involves delegating and letting go (control comes from devotion to organization)

• You must trust, be genuine, and encourage people to succeed (talk success, not problems)

“Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading

yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers."

- Dee Hock Founder and CEO Emeritus, Visa

Part Five:

Things to Remember

Things to Remember

• It is okay to be the Target, do not let yourself be the victim

• Hostile environments kill production, motivation, and employee innovation

• Motivation requires supportive environment, encouragement, and self-motivation

• Know yourself, and your fellow employees focus on the vision and the goals!

• High Performance Teams require a High Performance Culture!

Any Questions?