The document describes a transformational journey to build "Teams of Endearment" by addressing four business challenges: cultural transformation, leadership paradigm, engagement, and performance. It provides lessons learned from implementing processes focused on culture, engagement, and performance. The goal is to empower people at all levels of an organization through personal transformation experiences and action learning to create high-performing, values-driven teams.

1. Empowering people to build
“Teams of Endearment”
A transformational journey
eva gabriela
martínez Infer
By TA Team
héctor
infer

2. We provide innovative solutions to address four business
challenges in today's markets:
• Cultural Transformation : How to align our
culture with our business strategy, to create
competitive “experiential” advantages?
• Leadership Paradigm: How to renew the
leadership values of our management, to build
Teams of Endearment?
• Engagement: How to strengthen enthusiasm and
commitment of our people, to create “fan
employees”?
• Performance: How to implement a process of
continuous renewal of our business processes, to
create loyal and satisfied customer?
Some lessons we have learned implementing Process of
Transformation

3. Culture, Engagement and Performance.
MAKE A DIFFERENCE
PERFORMANCE
Innovate, to create satisfied and
loyal customers to assure
business sustainability Teams
ADD VALUE
EMPOWER Team
Innovate make an extra mile Leaders
to contribute to the common
interest of the
ACHIEVE organisation
MOTIVATE NT
TRANSFORM E ME
G AG
COMPLY ADAPT EN
COORDINATE
Team
Leaders
Achieve personal objectives,
CONTROL to satisfy self interest
Teams Acomplish tasks & budget, to
satisfy self interest
CULTURE
CONVENTIONAL GOOD TO GREAT FRIMS OF
COMPANIES COMPANIES ENDEARMENT

4. Corporate Values drives Firms Performance
Stockholders Return, Comparative Analisys ( 1996-2011)
Presented by Raj Sisodia in the CTT Global Conference, september 2012, Cape Town
Term 15 years 10 years 5 years 3 years
Stockholders Cumulative Annualized Cumulative Annualized Cumulative Annualized Cumulative Annualized
Return
Firms of
Endearment 1646.1% 21% 254.4% 13.5% 56.4% 9.4% 77.4% 21.1%
Companies
Good to Great 177.5% 7% 14.0% 1.3% -35.6% -8.4% -23.2% -8.4%
Companies in
Standard & Poor
157% 6.5% 30.7% 2.7% 15.6% 2.9% 10.3% 3.3%
500 Index

5. Lesson 1. Awakening the Sponsor Within
How to empower Top & Middle Managers to become
“Sponsors” of their Team’s Transformation Process?
 Personal Transformation Experiences
The “Action Learning Process” empowers the Sponsors
for influencing with integrity.

6. Practical Concioussnes. Experience 1.
1. Choose an “unfinished situation” in a real relation that
you would like to solve, but you “avoid coming to the
point”.
2. Fill the boxes in the matrix, answering the questions in
each cell with ONE statement (not a narrative).
3. Share yor answers with other participants, looking for
similarities and differences.

7. Fill the boxes
I want and I have… I don´t want and I
have…
In this
situation /
relation … I want and I don´t I don´t want and I
have… don´t have…

8. Let´s play with your situation map
Driving
I WANT Characters
YES NO
YES
KEEP IT THE WAY LET GO!
IT IS!
I HAVE
NO
GO FOR IT! AVOID RISKS!
Restraining
Characters

9. Seven Cultural Characters
LEVEL OF CONCIOUSSNESS CHARACTERS
SERVICE WISE
EXTERNAL COHESION INTEGRATOR
INTERNAL COHESION INSPIRED
TRANSFORMATION FACILITATOR
SELF ESTEEM EXPERT
BELONGING SOCIABLE
SURVIVAL PRACTICAL

10. The “Seven Characters” dealing with conflicts
INSPIRED, INTEGRATOR and WISE, invite you to "take advantage
of the opportunities” present in conflicts to create “win-win-win”
solutions.
You feel “trust driven” and willing to change the present and co-create
the future (entrepreneurial attitude)
FACILITATOR, invites you to detach from Level 1, 2 and 3 fears in
order to think “outside the box” of your “default” maps.
You feel courageos, with enough personal power, to transform the
problems into opportunities (innovative attitude)
PRACTICAL, SOCIABLE and EXPERT invite you to complain about
problems,“blame others” and “do not take chances”.
You feel “fear driven”, with lack of personal power to change your
present , then you try to restore the past (conservative attitude)

11. Let’s continue playing with your map…
“Self Coaching” Protocol
1. Identify the “ Cultural Characters” behind each statement.
2. Celebrate their presence and acknowledge their positive intention.
3. Create a conversation between the “Current Cast of Characters”.
4. Ask to yourself: this dialogue is inviting me to ….?
5. Invite another “Character”, to play a NEW Role in this conversation
6. Create a new conversation, between the “New Cast of Characters”
7. Ask again to yourself: this dialogue is inviting me to ….?
8. Check your level of empowerment to transform this situation…
9. If you feel enough power, close this process at this point.
10. If you do not feel enough power, restart this process from step 4.

12. Personal take aways
 A personal insight on…
 Better understanding of…
 New resources for …

13. Lesson 2. Awareness and Responsibility
How to empower a Management Team to identify
compelling reasons for improving Performance
through a Transformation Process

14. Transform Action MatriX
Desired
Results Required Sales
Performance
Improvement
n
tio
Ac
rm
fo
ns
Tra
Current
Results Current Sales
Performance
Cultural Change
Current Desired
Values Values

15. Evolution of Team’s Concioussness
MAKE A DIFFERENCE
PERFORMANCE
Innovate, to create satisfied and
loyal customers to assure
business sustainability Teams
ADD VALUE
EMPOWER Team
Innovate make an extra mile Leaders
to contribute to the common
interest of the
ACHIEVE organisation
MOTIVATE NT
TRANSFORM E ME
G AG
COMPLY ADAPT EN
COORDINATE
Team
Leaders
Achieve personal objectives,
CONTROL to satisfy self interest
Teams Acomplish tasks & budget, to
satisfy self interest
VALUES
CONVENTIONAL GOOD TO GREAT TEAM OF
TEAM TEAM ENDEARMENT

16. 15 Sales Teams (example)
MARCAR LA DIFERENCIA
RESULTADOS
Innovar, para fidelizar clientes
y asegurar la sostenibilidad
del negocio Equipos
APORTAR VALOR
INSPIRAR Directivos
Innovar, para crear clientes y Mandos
satisfechos y contribuir a
los resultados colectivos
LOGRAR
MOTIVAR
E NT
14 15EM
G
GA
EN
CUMPLIR COORDINAR
Directivos
10 12
REINVENTAR
y Mandos Lograr los objetivos
DIRIGIR individuales de ADAPTAR
gestión, calidad y 9 13
rentabilidad
Cumplir con los 5 11
Equipos procedimientos, las 3
normas y el 8
presupuesto
1
6
4 7
2
ORGANIZACIÓN
EQUIPOS
ORGANIZACIÓN EQUIPOS QUE EQUIPOS DE ALTO VALORES
CONVENCIONALES
CONVENCIONAL
CONVENCIONAL SOBRESALEN RENDIMIENTO

17. Lesson 3. Measurement Matters
How to empower a Management Team to calculate
the ROI of a Process of Transformation.
 Before, to create commitment & focus on results.
 After, to raise awareness & to keep going.

18. Sponsor’s Workshop
 Before the workshop, participants complete an Individual
Assessment focus in Key Results Areas of their team.
 During the workshop, participants learn how to use the main
findings of the CTT Assessment to develop “Transformation
Objectives“ (Cultural Changes to improve/achieve results)
 At the end of the workshop, each participant develops their
own Action Plans to implement “Transformation Objectives”
 After the workshop, participants implement their Personal
Action Plan supported by an internal sponsor.

19. Individual “Performance & Values” assessment
1 Identify current and desired results of your team in
the following Key Result Areas: 4
REQUIRED
PERFORMANCE
2 Select the values & behaviors that better reflect you Desired
results
working with this Team
Select the values & behaviors that better reflect
ON
how your Team work to achieve the Current Results TI
AC
you have identified in step 1 1 RM
FO
NS
RA
3 Select the values & behaviors that better reflect how
T
Current CURRENT
your Team should work to achieve the Desired Results results PERFORMANCE
you have idenfied in step 1
4 In the “Sponsor’s Development Workshop” you will
learn how to use the main findings of the CTT
values assessment, to develop “Transformation
2 3
Objectives“ (Cultural changes to improve/achieve Current Desired
results) Values Values

20. Global Transformation Objective (example)
Key Success Factors for
Growing in 2013
Back on
Budget
SALES 24.38 M€
BENEFIT 10.19 M€ (41,8%)
SALES = -18%
BENEFITS = 42%
YTD
ABRIL 2012

21. Personal Action Plan
TRANSFORM ACTION OBJECTIVE
Name Department Date
Situation nº :
Results (vertical axis) Values and behaviors (horizontal axis)
Improve: Achieve: Mantain Activate Deactivate
Commitments
Things to do By means of?
With whom? What for?
When?

22. Lesson 4: The Power of Cascading Sponsorship
How to empower team members involved in the
implementation of Transformation Objectives,
through their natural leaders

23. Empowerement of Team Members
Transformation
Goal
P
E
evolución del resultado
R Personal
Action
F Plans
O Personal
Objectives
R
M
A
N
C
E
1. FEEDBACK
fase 1 fase 2
2. LEARNING fase 3
3. EMPOWERMENT

24. Cascading Sponsorship process (Example)
E
X
RENDIMIENTO DIRECTOR DPV
COMERCIAL
Emplea un Cuadro de Mando para ◄ El Director de la DPV consolida un
C el Seguimiento y la Mejora Continua
E de la Efectividad Comercial y los Rendimiento Comercial Excelente
Resultados de Gerentes , los JRs y
L los Comerciales
mediante acciones dirigidas a mejorar
E la Efectividad y los Resultados de los
N Puntos de Venta y Servicio
T GERENTES TERRITORIALES
E Emplean un Protocolo Corporativo para liderar a los
Mandos de sus equipos comerciales y para impulsar
la mejora continua de la Efectividad y los ◄ Los Gerentes Territoriales contribuyen a
Resultados sus Mandos y sus equipos comerciales
S consolidar un Rendimiento Comercial Excelente,
U mediante la mejora continua de la Eficiencia
P
JEFES REGIONALES Comercial y la Influencia Interpersonal sus
E
Y TUTORES INTERNOS Equipos Comerciales
R
Emplean un Protocolo Corporativo para liderar a
I sus equipos comerciales y para impulsar la
O mejora continua de la Efectividad Comercial y los
R resultados de sus Equipos.
◄ Los Jefes Regionales contribuyen a afianzar
una Rendimiento Comercial Superior de sus
C VENDEDORES comerciales, mediante la mejora continua del la
O Emplean un Protocolo Corporativo para
Eficiencia Comercial y la Influencia Interpersonal
N planificar y realizar contactos comerciales
S y de Servicio con los clientes de sus comerciales
I
S ◄ Los Protocolos están alineados con la Estrategia Competitiva de la empresa y
T aportan indicadores de Eficiencia, Influencia y Resultados Individuales.
E ◄ Los Protocolos permiten alcanzar un Rendimiento Comercial Consistente y una
N
gestión de clientes alineada con la Estrategia Competitiva de la empresa
T
E
TIEMPO
INSTALAR Y ALINEAR AFIANZAR CONSOLIDAR

25. www.transform-action.net
How You Can Contact Us
héctor
hinfer@transform-action.net
gabriela
gabriela@transform-action.net
eva
emartinez@transform-action.net