Crystal Motors

Anthony Belcher

Dawn Carson

Catherine Daisher

Geoff Fairbanks

ADCG Consulting

To transcend Chrystal Motors into a service industry leader that provides a foundation of integrity, trust, and ethics. Influencing a future of strong character based morals and providing a gift of absolute truth and compassion from us…to you

Five Dysfunctions of a Team

Absence of Trust Fear of conflict Lack of Commitment Avoidance of

Accountability Inattention to results

Trust The Foundation

Elements of Trust: Follow Through Validation--Entering into another person’s reality, validating

it and treating it with respect builds confidence--Cloud (2008) Invalidation is the opposite.  Destroys trust.

To trust means to be careless--Cloud (2008.)  Benefits example from Cloud Text.  They had no representation on the other side, and their interests were still looked out for by the other party, not by themselves.—Cloud (2008)

Vulnerability: Not enough power and we can’t entrust things of value to that person, too much power and we can’t feel they could ever understand or relate to our own vulnerability. –Cloud (2008

Fear of Conflict Fear of Conflict and integration of character. Detachment from

others feelings while displaying empathy As well as aiding in establishing trust, creating vulnerability can

reduce the natural fear people have towards conflict and confrontation

People may be motivated to experience even unpleasant emotions when they might be useful for goal attainment. –Tamir, M., Ford, Brett (2009)

Avoidance Motivation and Approach Motivation Avoidance Motivation: Avoid things that are generally

unpleasant Approach Motivation: When a certain behavior or reaction is

rewarded or results in a positive/desirable outcome. Reflected in the personalized power motive.

Lack of Commitment

Commitment: A desire for continued relationships and an effort to ensure its continuance. Wilson, D.T. (1995)

Goal Theory: Be open and clear about the mission, principles and goals of your organization.

Be a model of commitment: Lead by example—Be a transformational leader.

Build a culture of respect—also helps overcome communication barriers (Fear of Conflict.) --Dubrin (2010).

Listen, Listen, and Listen Celebrate—Small wins need recognition

--All Bullet points above excerpted from Wadud, E (2013)

Avoidance of Accountability Blame is the parking brake for improvement.—Cloud (2008) Unclear responsibilities and the lack of initiating structure.

Initiating structure: Organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members. –Dubrin (2010)

No Follow up: Creates resentment and the “If they don’t care, why should we” attitude

Management behavior: An imbalance on the leadership grid towards task orientation and less on concern for people

Dishonest Tactics: Machiavellianism/Undue Pressure

Inattention to results Lack of mentorship—lack of orientation towards

increase Unrealistic goals. Lack of acceptance to those

goals No Goals. Only top management knows the

direction the team is heading. The first four failures also cause inattention to

results to manifest itself.

3 C’S OF EFFECTIVE

LEADERSHIP:

COACHING, COMMUNICATION

AND CONFLICT RESOLUTION

Coaching Techniques

Clear expectations – standard performances which are judged on

Give feedback in area for improvementGood ListenerHelp remove obstaclesGain commitment to changeApplaud good results

Communication Formats

Verbal Communication Be credible

Trustworthy Intelligent Knowledgeable 

Gear message to listener Talking to customer Worker – relevant to their

job/production/concerns Sell group on Suggestions

Done slowly Not for crisis situations Benefit of teamwork – better

customer satisfaction Minimize language errors and slang

Produce professionalism Will be received as

knowledgeable in job  Crisp clean memo’s, reports, ect

Easy to read Well organized

Communication Formats Continued…

Non – Verbal CommunicationGood postureSmile frequentlyEye contactSpeak at a good rateDress wellProperly groomed

CONFLICT MANAGEMENT STYLES Competitive Style

Achieve one’s own goal at expense of others Dominate

Accommodative Appease others in spite of own concerns Generous, self sacrificing

Sharing Split difference attitude Nobody wins – meet in middle

Collaborative Satisfy desires of both parties Win – Win concept Both sides gain some value

Avoidant Lacks cooperation and assertiveness Indifferent with concerns of either party

Coaching TechniquesSUGGESTING

Problem focused Solution focused

CONFRONTING SUPPORTING

Insight focused Person focused

EXPLORING

What Type of Leader Are You?

What Type of Leader Do You Want to Be?

Transformationalvs.Transactional

Democraticvs. Autocratic

Transformational vs. Transactional Leadership A transformational leader serves to change the status

quo by articulating to the followers the problems in the current system and a compelling vision of what a new organization could be.

A transactional leader seeks to maintain stability within an organization through regular economic and social exchanges that achieve specific goals for both the leader and the followers.

Leadership Style Autocratic-

Democratic-

How Does Your Team View You as a Leader?

Creating an Ethical, Organized Culture

Reinvesting in the community/Society: Investing in the community in which your corporation resides, helps to solidify the loyalty of the people, and the future of your business.

Understanding the needs of the community and investing in the solution.

Advocating for a more diverse society, workforce, and household. Become an Organizational Role Model: Work towards open communication and transparency on every level. Setting the ethical tone from the top to the bottom. Caring about the wellbeing of your staff and the community shows

everyone that there is more to the company than just making money.

Creating an Ethical, Organized Culture

Changing perceptions and expectations: View the public as potential stakeholders that have personal

interest in the organization. Code of Conduct that expresses the moral and ethical

expectations of the organization. Create an instrumental ethical climate by minimizing egotism. Utilize encouragement and a positive climate.

Society’s desperate need for an ethical culture is every organization’s opportunity to influence social culture through the institution of shared ethical core values.

ReferencesBrimmer, S. (2015). The Role of Ethics in 21st Century Organizations. In Leadership Advance Online/ Regent University. Retrieved February 22, 2015.Cloud, H. (2008). Integrity: The courage to meet the demands of RealityCorporate Social Responsibility, (2015). CSR. In Reference of Business. Retrieved February 22, 2015.De Haan, E. (2011). Relational coaching: Journeys towards mastering one-to-one learning. John Wiley & Sons. Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2011). The handbook of conflict resolution: Theory and practice. John Wiley & Sons. Pg 14Dubrin, A, (2010) Leadership: Research, Findings, Practice, and Skill.Lencioni, P. (2002). The Five Dysfunctions of a TeamLombardo, J. (2015). Organizational Ethical Climate: Definition, Issues & Improvement. In Education Portal. Retrieved February 22, 2015.Lussier, R., & Achua, C. (2010). Leadership: Theory, application, skill development (4th ed.). Australia: SouthWestern/Cengage Learning.Meinert, D. (2014, April 1). Creating an Ethical Workplace. In Society for Human Resource Management. Retrieved February 22, 2015.Nguyen, S. (2011, February 14). Creating an Ethical Organizational Culture. In Workplace Psychology. Retrieved February 22, 2015.Tamir, M., Ford, B. (2009) Preferences for fear as a function of goal pursuit. Emotions 9.4 (August, 2009). P488-497.Wadud, E. (2013). Community toolboxWilson, D.T. (1995). An integrated model of buyer seller relationships. Journal of the Academy of Marketing Science. Vol 23 no 4. pp. 335-45