Participants Guide Igniting Story & Building Teams
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Transcript of Participants Guide Igniting Story & Building Teams
Igniting Story | Building Teams
Participant GuideMark L. Mathia
Introduction
This work book is designed to emphasize the key points learned by attending, “Igniting Story and Building Teams.” This material is designed to help Ignite the story you are living and build great teams.
The goal is to work through the questions and reflect back to the main idea that is - everyone can learn to ignite their story and build great teams by implementing the four essential elements of a good story.
These elements are: Character, Purpose, Threat, and Enemy.
After completing this guide, it can serve as a helpful reference as you consider your responses as a leader/team member. It will also offer you some practical tools designed to allow you an easy launch into a larger story.
My hope is that you approach this work book with the knowledge that, upon completion, you now own the necessary skills that will allow you to thrive in business and life.
From all of us at Trident Coaching Systems, we wish you the best.
Let’s Connect: Linkedin, Twitter, Facebook or email me at - [email protected]
Contents:
Introduction Table of Contents Why Story Mark’s Organizational Commandment Implementing Story: Character Implementing Story: Purpose Implementing Story: Threat Implementing Story: Resolution Additional Resources Note Pages
Attachments:
• Environmental Assessment Worksheet• 12 Month Vision Communication Plan
Why Story?
“Story is the language of the heart.” - John Eldredge
• Story is how we Engage each other. • Story is Empowering. • Story offers us a Universal Language.
When you think about your career does your heart become fully alive? Why or Why Not? Explain.
If your job were a movie what would you do to the script to improve it?
Have you ever considered changing it? Explain.
Mark’s Organizational Commandment
“Thou Shalt Have a Story.”
The warning signs of a poor organizational story.
• The Silo Effect - Every department acts independently. •• Poor Communication - Communication is rarely complete and timely. •• Lack of Passion - Motivation decreases due to a lack of trust. •• Turnover - Employees seek and find other opportunities.
Review the above list and ask yourself if your organization suffers from any of the above warning signs. Take the time to think it through and write down your personal observations.
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Implementing Story: Character
A good story always has a compelling lead character that others can empathize with. Congratulations, in the story you are living - you are that lead character.
Important Ideas:
• It’s not about you. If you think it is -- you’re living a small story.• You must believe. Believe in the vision of the organization. • You must commit. Commit to Life-long learning.
The Starting Point to igniting your story is examining yourself first. Jim Collins, best selling author of the book, Good to Great suggests that all leaders should confront the brutal facts.
Challenge: Take a leadership survey. Remember, as the leader goes - so goes the team. By understanding your own shortfalls, you can effectively strengthen your team in areas that may have been overlooked.
Potential Surveys:
DISC Profile - I took the Work of Leaders Profile. (www.DiscProfile.com)
Building a High Performance Leadership Team. This can be downloaded free from the Building Champions Coaching Organization.
(www.buildingchampions.com.)
Implementing Story: Purpose
Good stories offer us a compelling lead character serving a great purpose. In business purpose equals vision. However, most organizations treat vision like a marketing piece and it fails to inspire.
Does the purpose you are serving make you want to jump out of bed and sprint to work? If not, shouldn’t it?
Challenge #1: Spend some time and write a vision for your organization worth living for. After your finished, read it out loud to someone else.
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Challenge #2: Read The 5 Dysfunctions of a Team by Patrick Lencioni. Then take the team assessment.
I love free stuff: Check out Patrick Lencioni’s, Advantage App - It’s Free and offers an organizational health assessment.
Implementing Story: Threats
The bigger your dreams, desires or purposes the larger the threats you will be forced to contend with. This is where things get hard. They get hard but not impossible.
Challenge: Conduct an environmental assessment.
I have included a worksheet to get you started. This document is called Environmental Assessment Worksheet. It’s basic, but powerful. Spend some time with your team going through this process.
In the blanks below fill out your organizations most pressing threats.
1. ____________________________
2. ____________________________
3. ____________________________
I only included three blanks for a reason. Anymore than this and you will get overwhelmed. Now remember this - The best leaders always focus the entire team on a common enemy. Don’t let your staff run off willy-nilly fighting different battles. Come together in unity and be creative.
Challenge: Create a unique team vision.
This may also be a good time to create a team vision statement that ties into the corporate vision. Remember, you should focus on your specific role in the organization and how you can serve it fully. Also, don’t forget to write it in a way that makes you want to sprint to work. Make it meaningful for everyone on the team.
Implementing Story: Resolution
Resolution happens when a strong vision is in place. It’s the job of vision to remind people - where they have been, where they are at, and where they will be. This offers each member of your team a map to the end. It always changes but it makes the invisible objectives visible.
Vision sets the stage for resolution to occur.
Vision Offers Resolution by:
Allowing teams a place to mentally land when the moment is hard. Offers an organic, living model to build from.
Challenge: In order to keep vision alive we must address it monthly. I recommend using a 12-month vision rollout plan first introduced to me by the coaches at Building Champions. For a vision to stick we must make sure it is part of the daily conversations within the organization. I have included a model of the 12 month vision rollout plan we use for your review.
At the end of the day remember that story is contagious. As long as you build a good one and share it lavishly it will take on a life of it’s own. A leader’s job is to provide a bigger and better story for his or her teams to operate within.
As long as we take up the challenge to provide a story worth living for to our teams - our teams will believe in the story they are living.
Additional Recommendations
Let me share with you the sources that have inspired me as I have ignited my story and built some great teams. These recommendations are in no particular order. I offer them to you as a further step in accomplishing your goals.
Books:
9 Things a Leader Must Do, By Dr. Henry Cloud White Board | Red Couch, By Dr. Henry Coud Five Dysfunctions of a Team, By Patrick Lencioni Becoming A Coaching Leader, By Daniel Harkavy Confessions of a CEO, By Mark Mathia
Blogs:
www.markmathia.com www.michaelhyatt.com www.danielharkavy.com www.depantsingtheclones.com
Podcast:
Leadership Your Way, my podcast on leadership. Free on iTunes. This is Your Life, Michael Hyatt’s podcast. Free on iTunes.
Organizations and Conferences:
The Building Champions Experience http://experience.buildingchampions.com The SCORRE Conference for Communicators www.scorreconference.com
Notes:
Attachment #1 - Environmental Assessment
Igniting Story & Building Teams
Environmental Assessment Worksheet Strengths What are your strengths? This should be detailed and include personal and organizational attributes. Weaknesses List your personal and organizational weaknesses. Opportunities What opportunities do you see in the future for yourself and your organization? List them here.
Threats What threatens you and your organizations ability to perform?
Competition What is the current level of competition for your specific market? Constraints What are the barriers to entry? How hard is it for your organization to make change? Using the Environmental Assessment. Internal to the company is our strengths and weaknesses. How can we capitalize on our strengths and minimize or eliminate our weaknesses? External to the company are our opportunities and threats. How can we capitalize on our strengths and minimize or eliminate our weaknesses?
Attachment #2 - Vision Rollout Plan
CONSISTENT MESSAGES
Develop your 12 month Vision Communica7on Plan:Develop your 12 month Vision Communica7on Plan:Develop your 12 month Vision Communica7on Plan:
Pick out one aspect of your vision you will communicate to your team for the next twelve months. For one month, you could choose one convic7on. For another month, you could choose to talk about purpose. For another month you could chose one key area. For another month you could talk about a compelling ambi7on. Chose what you will speak about each month below.
Pick out one aspect of your vision you will communicate to your team for the next twelve months. For one month, you could choose one convic7on. For another month, you could choose to talk about purpose. For another month you could chose one key area. For another month you could talk about a compelling ambi7on. Chose what you will speak about each month below.
Pick out one aspect of your vision you will communicate to your team for the next twelve months. For one month, you could choose one convic7on. For another month, you could choose to talk about purpose. For another month you could chose one key area. For another month you could talk about a compelling ambi7on. Chose what you will speak about each month below.
January-‐13January-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
February-‐13February-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to?
What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
March-‐13March-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
April-‐13April-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
May-‐13May-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
June-‐13June-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
July-‐13July-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
August-‐13August-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
September-‐13September-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
October-‐13October-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
November-‐13November-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
December-‐13December-‐13 Key component to communicate:Key component to communicate:
Who will you communicate this to?Who will you communicate this to? What type of medium will you use to communicate this message?What type of medium will you use to communicate this message?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?
How will you recognize and reward behaviors that are in alignment with this aspect of your vision?