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The Five Behaviors™
Personal Development
Gary Blissett
Five Behaviours Authorised Partner
Five Behaviours Personal Develoment
The Power
of The Five
Behaviors™
Addresses critical need
Provides common language
Creates high-performing teams
Organizations
Investment Impact
Intensity
Five Behaviours Personal Develoment
Network of Teams
Shared values
Transparent goals
Informational flow
The Five Behaviors™
Personal Development
The Five Behaviors™
Personal Development
Infuse organizations with a culture of teamwork
by harnessing the power of Patrick Lencioni’s
model, one team and one person at a time.
A Culture of Teams
Empower individuals and teams
Enable a culture focused on
collaboration and results
The Five Behaviors™
Personal Development
A New Playbook for Team Effectiveness
The Five Behaviors™ Personal Development
Profile Sequence
Introduce the Five
Behaviors™ Model
Explain your role in
building a team
Introduction
Introduce each
behavior
How you play
Recognize change
needed
Goal & action plan
The Five Behaviors
Provides a summary of
learning
Enables action
planning to reinforce
Summary & Action
Provides rationale for
building each behavior
as a means to the next
behavior
Connector
2
Introduce the Five
Behaviors™ Model
Explain your role in
building a team
Introduction
Personalization
 : true for you
X : don’t fit you
? : surprise you
Introduction
3

X



X
X
?
Trust
You and Trust
Building Trust
4
You and Trust
Being vulnerable
Building Trust
5
You and Trust
Being vulnerable
Trust habits
• Choose one
• How will you put it
into practice?
• What benefits could
it bring?
Building Trust
6
Conflict
Connecting Trust &
Conflict
Mastering Conflict
7
Connecting Trust &
Conflict
You and Conflict
Mastering Conflict
8
Connecting Trust &
Conflict
You and Conflict
Conflict continua
Mastering Conflict
9
Activity
Calm debater
Tends to use
measured
dialogue and
remain largely
unruffled
Spirited
debater
Tends to be
expressive and
show conviction
during debate
 How do you show disagreement?
 How do you typically feel when conflict gets tense?
Activity
Calm debater
Tends to use
measured
dialogue and
remain largely
unruffled
Spirited
debater
Tends to be
expressive and
show conviction
during debate
Steadfast
Holds firm to
own opinions
Receptive
Stays open to
the ideas of
others
Connecting Trust &
Conflict
You and Conflict
Conflict continua
Conflict habits
Mastering Conflict
10
Commitment
Connecting Conflict &
Commitment
You and Commitment
Achieving Commitment
11
Connecting Conflict &
Commitment
You and Commitment
Achieving Commitment
12
Connecting Conflict &
Commitment
You and Commitment
Barriers to Commitment
Achieving Commitment
13
“Go Get It”
or
“Get Over It”
Connecting Conflict &
Commitment
You and Commitment
Barriers to Commitment
Commitment habits
Achieving Commitment
14
Accountability
Connecting Commitment &
Accountability
Embracing Accountability
15
Connecting Commitment &
Accountability
You and Accountability
Embracing Accountability
16
Connecting Commitment &
Accountability
You and Accountability
Accountability in action
Embracing Accountability
17
What would you have done in Joetta’s situation?
Connecting Commitment &
Accountability
You and Accountability
Accountability in action
Accountability habits
Embracing Accountability
18
Results
Connecting
Accountability & Results
Focusing on Results
19
Connecting
Accountability & Results
You and Results
Focusing on Results
20
Connecting
Accountability & Results
You and Results
Motivators
Focusing on Results
21
Connecting
Accountability & Results
You and Results
Motivators
Results habits
Focusing on Results
22
23
Choose a behavior to
focus on
Turn to habit page
Write what you’ll do to
adopt the habit you
select…
• Tomorrow?
• In the next two
weeks?
• In the next month?
Summary & Action
Trust
Create space for people to admit mistakes
and weaknesses
During our team meeting, be sure to ask Wally
about his thoughts about the project proposal
Demonstrate empathy and thank teammates when they
take a chance and are vulnerable
Discuss with Susanna, my boss, my focus on trust and
what I plan to do.
Product Differences
The Five Behaviors™
Team Development
The Five Behaviors™
Personal Development
Identify
tendencies &
preferences
related to each
construct
Overcome
barriers related
to each construct
to be more
successful on
teams
Product Differences
Creates team credo
Specific team dysfunction
Empowers one team
Expands to organization
Individual effect on team
Empowers a collaborative
organizational team culture
The Five Behaviors™
Team Development
The Five Behaviors ™
Personal Development
How Do You Position The Five Behaviors™?
Questions?
Please contact us at
info@discgb.co.uk
0208 133 9050
www.discgb.co.uk

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Five Behaviours Personal Develoment

Notas del editor

  1. Creating a culture of teamwork is one of the greatest challenges organizations are facing. This program is based on Patrick Lencioni’s best-selling book, The Five Dysfunctions of a Team. The model in the book outlines the core behaviors —Trust, Conflict, Commitment, Accountability, and Results— of high-performing teams. So when we think of The Five Behaviors, we think, “it’s simple, right?” Trust, conflict, commitment, accountability, results. It’s a simple model—and that’s the power of it, but much harder to do.
  2. From conception, The Five Behaviors model has been a powerful force within the team development space because of Patrick Lencioni. As the founder of The Table Group, and a thought leader on team development, leadership, and organizational health, Patrick has authored numerous books that grace the best-seller lists. The Five Dysfunctions of a Team, which provides the framework for The Five Behaviors programs, has sold more than 3.3 million copies. When we think of the team space, Patrick’s model outlines the crucial behaviors that need to be attended to in order to develop high-performing teams. The true power of this model stems from its simplicity. The Five Behaviors model has power because it reminds people of what they already know…but may not do well. As Pat likes to say, “It’s simple, but it’s not easy to do.”
  3. When we think of the power of The Five Behaviors, we’re really providing organizations with a playbook to succeed. The Five Behaviors program [CLICK] addresses a critical need within organizations: helping teams—which are a driving force in today’s workplace—work effectively together. And it does this [CLICK] by providing teams with a common language of how to approach day-to-day work, [CLICK] by providing an understanding of the skills necessary to create high-performing teams. Team members better understand one another and, more importantly, the behavioral skills they need to attend to in order to drive results.
  4. As you know, The Five Behaviors Team Development has a particular focus and approach. [CLICK] There’s an intensity to the program. Overall, the program can be quite intense as it requires teams to go deep. As a result of this, it takes a lot of energy and work to go through the program. [CLICK] There also is a significant investment with the program. Of note, for organizations, there is both a financial and time investment. In regard to the latter, behavior doesn’t change overnight, so this program requires the team to invest time initially in understanding the program and working through key issues, but also continued time investment by mastering how to develop the behaviors needed to increase cohesiveness. Lastly, when we think of the [CLICK] impact, The Five Behaviors Team Development is focused on intact teams. This isn’t a program for individuals. With our Team Development program, we need entire teams to understand and embrace the behaviors together.
  5. Businesses are changing. In particular, disruptions and market turbulence are challenging established business models and, therefore, organizations need to launch frequent transformations in response.
  6. So, what impact is this having on teams? Well, we’re moving from teams that exist in skilled set silos to teams that are made-up of a combination of skill sets: cross-functional teams. So, in order to adapt to how organizations are changing, we’re seeing a need to help individuals and networks of teams. To work effectively, we need teams to share values and culture, have transparent goals and projects, and allow for lines of communication to make for a free flow of information and feedback.
  7. Enter a program that captures the power of the Lencioni model, addresses modern organizational needs, and has wider reach across the organization. This is a half-day program that begins with an assessment. There is a separate facilitation kit for this program, which includes completely new activities designed to help an individual embrace, understand, and overcome barriers to each of the behaviors.
  8. We can now infuse organizations with a culture of teamwork by harnessing the power of Patrick Lencioni’s model, one team and one person at a time.
  9. When we do this, we can more effectively develop a culture of teams within an organization. When we do this, we now empower both individuals and teams, which enables a culture focused on collaboration and results.
  10. Happy to introduce a new playbook for team effectiveness.
  11. Big picture overview of the different sections of the profile.
  12. Page 2 [CLICK] Introduces the concepts of teamwork and what makes a good team member [CLICK] Introduce the Five Behaviors Model
  13. Page 3 Explains your role on the team [CLICK]: Key facilitation activity is to personalize the page
  14. Explore the concept of vulnerability-based trust and why it matters Identify challenges you might have with this behavior and how you could begin to improve
  15. Page 4 Introduces concept of vulnerability-based trust Explores what behavioral tendencies make it easy for each person to build trust
  16. Page 5 Explores key barriers to establishing vulnerability-based trust
  17. Page 6 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring.
  18. Understand that conflict is necessary and get more comfortable with the idea of engaging in it Consider how different conflict tendencies may affect others and what you can do about it
  19. Page 7 Video shown of Pat describing behavior(s) and reviewed on page 7
  20. Page 8 Introduces concept of productive conflict Explores what behavioral tendencies make it easy for each person to master conflict and what may hold be stressful
  21. Page 9 Where do you fall on conflict continua and what implications does this have in conflict
  22. Facilitation Activity Now that you’ve learned about your locations on both Conflict continua, let’s see how you compare to others. To do that, we’re going to build the continua together. Let’s look at the first continuum. Imagine that wall (point) represents the Spirited Debater end of the continuum and that wall (point) represents the Calm Debater end of the continuum. Referring to page 9 of your profile, line up across the room according to where your dot falls on the continuum. Let’s start with those on the Calm Debater half of the continuum: If you disagree with someone’s ideas, how do you let them know? How do you typically feel when conflict gets tense? Now let’s hear from people on the Spirited Debater half of the continuum. (same questions) So, what are some of the key differences we’ve seen between people at different places on the continuum?
  23. Repeat Activity
  24. Page 10 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
  25. Learn what is necessary for teams to truly commit to decisions Identify things that could stand in the way of commitment and consider how to address them
  26. Page 11 Video shown of Pat describing behavior(s) and reviewed on page 11
  27. Page 12 Introduces concept of commitment Explores what behavioral tendencies make it easy for each person to master clarity and buy-in
  28. Page 14 Factors that might keep you personally from seeking clarity and buying in to team decisions
  29. Facilitation Activity As we’ve seen, in order to commit to your team’s decisions, you need clarity and buy-in. But you don’t necessarily need certainty about what the outcome of the decision will be, or consensus across the whole team about whether the decision is right. So how does this play out in everyday life? Let’s do an activity to find out. Imagine that your team has just decided on the direction of its next project. We’re going to look at a series of possible concerns that you might have about the decision. For each one, determine whether you should speak up in order to “go get” whatever you’re missing, or whether you simply need to “get over” what is hold you back and commit to the group’s decision. Hold up the sign with your chosen response. Suppose your team is beginning the initiative, but you’re not sure who is responsible for moving the project forward. Is this something you need to “go get” information about, or do you need to “get over” your uncertainty? Go ahead, call out your votes, and hold up your signs. In this case, the answer is “go get it.” It’s essential that all team members have an understanding of the assignments that come out of any team decision. You should speak up to make sure there is clarity on your team. Other questions to help pull out idea.
  30. Page 14 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
  31. Understand why giving and receiving feedback is essential and what these behaviors should look like Discover your Accountability tendencies, and consider what you may need to improve
  32. Page 15 Video shown of Pat describing behavior(s) and reviewed on page 15
  33. Page 16 Introduces concept of accountability Explores how behavioral tendencies affect how you handle feedback
  34. Page 17 The top one speaks to how comfortable you may be with addressing problems on your team and the bottom one addresses how you might handle accountability conversations – whether you’re more focused on logic or on feelings. You have been plotted on both continua based on your assessment results. Take a few minutes to personalize. Turn to the person next to you. With your partner, share your location on both continua, and what you see as the advantages and disadvantages of your results. After that, talk about a time when you should have held a peer or teammate accountable, but didn’t. What problems did this cause?
  35. Facilitation Activity Series of videos to highlight peer-to-peer accountability and how a person’s behavioral tendencies may have played into the situations depicted
  36. Page 18 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
  37. Understand collective results and how individual priorities can threaten them Consider how you can channel your personal motivations toward helping the team achieve results
  38. Page 19 Video shown of Pat describing behavior(s) and reviewed on page 19
  39. Page 20 Introduces concept of collective results Explores personal motivators and stressors for achieving collective results
  40. Page 21, Four motivators from the previous page. Beneath each one is a paragraph that explains how you can harness that motivator to focus on your team’s collective results. Take a few minutes to read the page. Now, choose the one motivator in your list that resonates most with you. Take a minute to brainstorm how you could use that motivator to help a real-life team you’re on achieve collective results. Turn to a partner and share your ideas. Partners, feel free to add additional suggestions as well.
  41. Page 22 Select one habit that you will focus on Use bottom portion of page to explain how you will put it into practice and what benefits it could bring
  42. Page 23 Provides summary and action plan Pick one behavior to focus on Turn to that “habit” page Identify what you will do… Tomorrow In the next 2 weeks In the next month
  43. Team Development Trying to change team behavior…move the needle on objective data Personal Development Identify tendencies and preferences related to each construct Overcome barriers related to each construct to be more successful on teams