leading a team journal & workbook - barrett...

LEADING A TEAM

JOURNAL & WORKBOOK

EXAMPLES OF SOME

OF THE EXERCISES

The Learning System The New Leadership Paradigm

© Barrett Values Centre Page | 2

Introduction to the Leadership Development Learning System

From an evolutionary perspective, all learning has always been emergent and self-directed. One

could say that evolutionary learning has always been “on-job,” and “on-demand.” Entities

experienced events, reacted or responded to them, and then gauged the efficacy of their reactions

or responses based on whether they were able to enhance their ability to survive and thrive—to

improve or sustain their internal stability and external equilibrium in their framework of existence.

Reactions and responses that proved successful in meeting these requirements were recorded in

memory and used again when similar situations arose in the future. Responses that proved

unsuccessful were forgotten. This is how atoms evolved into molecules; molecules evolved into cells;

cells evolved into organisms; and organisms evolved into creatures. One of those creatures, Homo

sapiens, is now learning how to take evolution to the next level. We are learning how to adapt our

individual and collective behaviours so that we can live happily and peacefully (survive and thrive) in

a sustainable world.

This Journal and Workbook have been designed to facilitate this type of evolutionary learning by

providing you with a way of keeping an evolving record of your leadership journey.

Universal Principles

There are three universal principles that have guided the evolutionary process on planet Earth over

the past four billion years. First, individual entities had to learn how to become viable and

independent in their framework of existence, otherwise they would not have been able to survive.

Secondly, as their framework conditions became more complex and threatening, individual entities

had to learn how to bond together to form group structures that were more sustainable than each

individual entity could be on its own. Thirdly, as framework conditions became even yet more

complex and threatening, group structures had to learn how to cooperate with other group

structures to create a higher order entity that was more sustainable than each of the group

structures could be on their own. This is how atoms evolved into cells; how cells evolved into

creatures; and this is how Homo sapiens is developing high performing organisations and making

palpable the concept of humanity.

Evolutionary Characteristics

The most successful entities in this evolutionary process shared five common characteristics—they

were masters of adaptation; they never stopped learning; they developed their ability to bond; they

developed their ability to cooperate; and at each stage they became more adept at handling

complexity. Adaptation and continuous learning were the qualities that allowed individual entities to

become viable and independent. Learning how to bond allowed them to form group structures; and

learning how to cooperate allowed them to create a more sustainable higher order group entity.



Human Evolution

As far as Homo sapiens is concerned this three stage evolutionary process maps directly to the Seven

Levels of Consciousness model. Stage 1 of this process—becoming viable and independent—requires

an individual to master the first three levels of consciousness. Stage 2—bonding to form a group

structure—requires an individual to master levels 4 and 5. Stage 3—cooperating to form a higher

order entity—requires an individual to master levels 6 and 7.

The Learning System

The New Leadership Paradigm Leadership Development Learning System incorporates all these

evolutionary principles into its design.

It is based on the three universal principles of evolution.

It is emergent—you can search the Web site, your Leadership Journals and Workbooks for

information and resources to address issues you are currently facing and access your

previous learning.

It is self-directed—you can learn at your own pace, and you can dig deeper into any topic by

exploring the resource links that are provided.

It is evolutionary—you progress through the system by first learning to lead yourself, and

then learning to lead others. The Leading Yourself and Leading Others modules are

foundational. Once you have completed these modules you can either move to learning to

lead an organisation or learning to lead in society.

It is flexible—you can follow the learning system on your own or you can meet regularly in a

group and facilitate the process yourselves or have an external facilitator do the job for you.

It is customisable—you can add or remove exercises from the Workbook.

It involves the whole system. It uses the knowledge of everyone who is using the system to

constantly update the Web site and the learning system.

Learning Modules

There are four learning modules in the New Leadership Paradigm Leadership Development Learning

System.

Leading Self

Leading a Others (Team)

Leading an Organisation

Leading in Society

Leading Self



The purpose of the Leading Self component of the evolutionary leadership development programme

is to help you find personal fulfilment by uncovering, and exploring your authentic self, thereby

fulfilling your potential and becoming all you can become.

This requires you to establish an intimate understanding of who you are, how you operate, what is

important to you, and most importantly, what you need to do to find fulfilment in your life. The

Leading Self programme also develops your capacity to manage your internal stability and external

equilibrium by making decisions and choices that support you in meeting your needs; your ego’s

needs (deficiency needs), your soul’s needs (growth needs), and your body’s needs (physiological

needs). You will find personal fulfilment when you are able to meet all these needs.

Leading Others (Team)

Leading a Team or any group of people with a common goal or purpose is obviously not the same as

leading yourself. It requires significantly more skills and capabilities.

Just as you learned to create the conditions for your own fulfilment in the leading-self module of the

leadership development programme, you are now going to learn how to create the conditions for a

group of people to find their individual and their collective fulfilment by becoming a high performing

team. Ultimately, it‘s all about excellence, performance, getting results and being the best you can

be individually and collectively.

Who you are as an individual and the level of progress you have made on leading yourself will

significantly influence your ability to be an effective team leader.

Leading an Organisation

Leading an organisation is infinitely more complex than leading a team, a division or a business unit,

and it is not something you can do on your own. You need to surround yourself with a leadership

team. You need the best team you can get; but more than that, you need a team that you can trust;

a team that trusts each other; and a team that trusts you.

When you lead an organisation, you need to be able to create the conditions that allow you, your

leadership team, and all your employees to find fulfilment, and also meet all your stakeholder’s

needs—investors, customers, partners, the local communities where you operate, and society in

general.

Leading in Society

There are many ways that you can become a leader in a societal context. You can be a local or

national politician; you can be advocate or activist for social change or you can set up or run a

charity, an association, a sports team, or some other type of interest group. The possibilities are

endless.

This module goes beyond the first three modules by helping you to develop a deep understanding of

community and societal motivations, and what you as a leader need to know and understand to be

effective in leading your community, your nation or a cause that improves the human condition or

the sustainability of our natural environment.



Learning System Components

There are four components to the New Leadership Paradigm Leadership Development Learning

System:

The New Leadership Paradigm Web site.

The New Leadership Paradigm book.

A downloadable Journal for each of the four learning modules—your own

personalised record of your leadership journey.

A downloadable Workbook associated with each Leadership Journal containing

exercises and feedback/performance materials that can be self-administered or

facilitated by a third party.

The Leading a Team Journal

The Leading a Team Journal has five Sections.

Section 1: The Journey section explores the past to the present. Where your team has been and

where the team is now.

Section 2: The Potential section explores possibilities for the future—what the team can become,

and where you want to go.

Section 3: The Challenges section explores the reality of where the team is now, and the hurdles the

team has to overcome.

Section 4: The Mastery section explores the way you manage your team’s day-to-day reality so you

can get the outcomes you need to get to where you want the team to go.

Section 5: The Evolution section explores the team’s evolutionary progress—your latest

feedback/performance measures, and your commitments to continued growth and learning.

The Leading a Team Workbook

The Workbook exercises associated with each section and subsection of the Leading a Team

Journal are listed below. Some of the exercises can be self-administered, and some of the

exercises involving your team may require a facilitator. Instructions on how to facilitate each

exercise can be found in the Workbook. Wherever the Workbook requires surveys or feedback, an

indication of the type of feedback/survey and an order of magnitude cost is provided.

My Leading a Team Journey

Explores the past to the present—where your team has been and where the team is now.

My leadership story

My team’s leadership story



My Team’s Potential

Explores possibilities for the future—what the team can become, and where you want to go.

My team’s in-flow days

Understanding each other

My team’s strengths/unique abilities

My team’s values/beliefs/behaviours

My team’s core business

My team’s mission/vision

My team’s espoused values

My team’s workplace alignment

My Team’s Challenges

Explores the reality of where the team is now, and the hurdles the team has to overcome.

My team’s out of flow days

My team’s stress points

My team’s level of entropy

My Team Mastery

Explores the way you manage the team’s day-to-day reality so you can get the outcomes you need to get to where you want the team to go.

My team’s types of mind

My task allocation matrix

My team’s business mastery skills

My team’s customer feedback

My team’s strategy/performance scorecard

My team’s performance improvement actions

My Team’s Evolution

Explores your team’s evolutionary progress—your latest feedback/performance measures, and your commitments to continued growth and learning.

My team’s alignment

My team’s fulfilment/engagement

My team’s evolution commitments

My leadership feedback

My coaching feedback

My leadership evolution commitments



My Team’s Coaching

Supports the evolutionary progress of the team by identifying the coaching that each member of your team needs.

My team’s personal evolution coaching plan

My team’s professional evolution coaching plan

My team’s performance coaching plan

Getting the Most from this Experience

To get the most from this learning experience you should:

Be open and willing to receive feedback

Operate in “Dialogue” mode when working with others

Use the concept of “Circle Time” to stimulate thinking

Make a copy of the original Journal/Workbook after you have downloaded it; and, as you move through the exercises save your journal with a file name that includes the date

Choose the exercises that correspond to your needs and resonate with you the most

Receiving Feedback

Be open and willing to receive feedback from others no matter what that feedback is. Recognize that how others experience you can be a support or a hindrance to your growth and development as a leader. Be grateful for all the feedback you receive. Thank the people who have taken the time to give you the feedback, and where appropriate indicate to them what actions you will be taking based on the feedback. If you find yourself reacting to feedback, then use this as a learning experience by referring to the eight step personal mastery process in Section 4 of the Leading Self Journal/Work.

Dialogue

When you are doing exercises with others move into a dialogue mode as quickly as possible. William Isaacs, a proponent of the use of dialogue, says the goal of dialogue is to reach a shared understanding by exposing our beliefs and assumptions to other people and having them expose theirs to us. The main advantage of dialogue is that it activates the collective creativity of the group, thereby resulting in better decisions. There are three conditions that must be met for dialogue to possess the capacity to facilitate changes of understanding:

Participants must suspend their assumptions so they are able to fully hear what other people are saying. Questions are asked solely for the purpose of seeking clarification.

Participants must be willing to see each other as colleagues—there has to be a sense of equality in the exchanges.

Someone should take on the role of facilitator to monitor the process and intervene if the dialogue degenerates into a debate.

Nancy Klein suggests ten conditions for stimulating thinking either in groups or on one-on-one coaching sessions. These conditions are similar to the principles for promoting dialogue. The most essential conditions for creating a thinking environment are:

Equality: Everyone gets an equal amount of time to put forward their ideas and expose their assumptions. While people are talking, no one interrupts. Questions can be asked for the



sake of clarity when the person has finished speaking. Depending on the size of the group, everyone should be heard at least twice.

Attention: Listen, listen and listen. Especially in a one-on-one discussion, ask over and over again, “What else do you think about this?” “What else is on your mind?” What other ideas do you have?” The purpose here is to have the person think so deeply that they tap into their intuition. It is important to recognise that you cannot listen at this deep level if you are thinking about your own agenda. Therefore, you must park your ideas for the moment. Since you know you will get your turn to speak, you can put your ideas on hold until your turn arrives.

Questions: The purpose of questioning is to remove limiting assumptions. Questions should be open-ended and freeing. For example, “If you were to assume for a moment that there are no budget constraints, what would you do to tackle this issue?” or “If you could choose anyone at all in the company to work with you on this, whom would you choose?” The purpose is to uncover the individual and group assumptions that are limiting the ability to think. Very often the perceived obstacles are assumptions that may or may not be real.

Feelings: It is important to recognise that when people are passionate about something they are expressing their positive energy. When passion encounters what is perceived as an obstacle, frustration and emotion bubble up. The ensuing upset stops people thinking. Therefore, it is important to allow feelings to be expressed. As soon as they are expressed, thinking starts again. So allowing feelings to be expressed is an essential pre-requisite for a thinking environment.

Ultimately, the purpose of dialogue is to enhance meaning-making, thereby reaching a more informed decision.

Based on the above, you can see how important it is to differentiate between dialogue time, and debate time. Dialogue time opens up the conversation to everyone so together they can explore diverse options. Debate time closes the conversation down by trying to narrow the options to one.

Circle Time

One way of metaphorically distinguishing between dialogue time and debate time is to refer to dialogue time as “circle” time, and debate time as “triangle” time.

It works in the following way. At the start of any discussion, there is a conscious choice made to begin with circle time and then move into triangle time. The rules for circle time are as follows:

Every person in the group is given as much time as they need to speak to the issue on the table, without interruption from other members.

The dialogue proceeds clockwise around the table. When one person finishes the next person begins.

There is no discussion except for questions concerning points of clarity.

Everyone, having listened to everyone else, and had their say, then gets a second chance to speak. They can modify their position based on what they have heard or they can make additional points.

Depending on progress towards a conclusion, a third round of dialogue can be undertaken.

At the end of the second or third round the person facilitating the discussion or the leader of the group will check to see if people are ready to move into triangle time. If necessary, after debate, the group can move back into circle time.



Making this distinction at the beginning of a group conversation allows people to find a space during “circle” time where they can detach from their position or the outcome they want, and stay open up to other possibilities. It allows constructive listening, rather than destructive listening.

Once the switch is made from “circle” time to “triangle” time the rules change. People are encouraged to advocate for the position they think is best using the points that have been made. If necessary, the group can return to “circle” time before making a decision. Before, during and after the discussion frequent reminders should be made as to how the espoused values of the organisation relate to the topic being discussed.

Copy the Original and Save Your Journal after Each Working Session

You should keep a copy of the original Journal/Workbook in case you make a mistake. To make sure you don’t lose your work always save your Journal/Workbook with a new file name that includes the date. If you do make a mistake, you can then retrieve the most recent version of the document.

Choose the Exercises

Although the Journals and Workbooks have been designed in a logical progressive manner to facilitate your learning, you should feel free to pick and choose which exercises you wish to do and if necessary change the order. You can even add or substitute exercises as you wish.

Having completed a particular Journal/Workbook, we would ask you to send us your feedback, so that we can continually improve the learning system.

My Leading a Team

Journal

Leading a Team Journal The New Leadership Paradigm


Section 1: My Team’s Leadership Journey

Explores the past to the present—where your team has been and where the team is now.

My Leadership Story (Insert Text: Exercise 1.1)

My Team’s Leadership Story (Insert Text: Exercise 1.2)

Workbook Exercises

Exercise 1.1: My Leadership Story Exercise 1.2: My Team’s Leadership Story



Section 2: My Team’s Potential

Explores possibilities for the future—what the team can become, and where you want to go.

My Team’s In-Flow Days (Insert Text: Exercise 2.1)

Understanding Each Other (Insert Text: Exercise 2.2)

My Team’s Strengths/Unique Abilities (Insert Text: Exercise 2.3)

My Team’s Values/Beliefs/Behaviours (Insert Text: Exercise 2.4)

My Team’s Core Business (Insert Text: Exercise 2.5)

My Team’s Mission/Vision (Insert Text: Exercise 2.6)

My Team’s Espoused Values/Behaviours (Insert Text: Exercise 2.7)

My Team’s Workplace Alignment (Survey) (Insert Text: Exercise 2.8)

Workbook Exercises

Exercise 2.1: My Team’s In-Flow Days Exercise 2.2: Understanding Each Other (Survey) Exercise 2.3: My Team’s Strengths/Unique Abilities (Survey) Exercise 2.4: My Team’s Values/Beliefs/Behaviours

Exercise 2.5: My Team’s Core Business Exercise 2.6: My Team’s Mission/Vision



Exercise 2.7: My Team’s Espoused Values/Behaviours Exercise 2.8: My Team’s Workplace Alignment (Survey)

Leading a Team Journal New Leadership Paradigm

Section 3: My Team’s Challenges

Explores the reality of where the team is now, and the hurdles the team has to overcome.

My Team’s Out of Flow Days (Insert Text: 3.1)

My Team’s Stress Points (Insert Text: 3.2)

My Team’s Level of Entropy (Insert Text: 3.3)

Workbook Exercises

Exercise 3.1: My Team’s Out of Flow Days

Exercise 3:2: My Team’s Stress Points Exercise 3.3: My Team’s Level of Entropy


Section 4: My Team’s Mastery/Performance

Explores the way you manage the team’s day-to-day reality so you can get the outcomes you need to get to where you want the team to go.

My Team’s Types of Mind (Insert Text 4.1)

My Team’s Task Allocation Matrix (Insert Text 4.2)

My Team’s Business Mastery Skills (Insert Text: 4.3)

My Team’s Customer Feedback (Insert Text 4.4)

My Team’s Strategy/Performance Scorecard (Insert Text: 4.5)

My Team’s Performance Improvement Actions

(Insert Text: 4.6)

Workbook Exercises

Exercise 4.1: My Team’s Types of Mind Exercise 4.2: My Team’s Task Allocation Matrix Exercise 4.3: My Team’s Business Mastery Skills Exercise 4.4: My Team’s Customer Feedback (Survey) Exercise 4.5: My Team’s Strategy/Performance Scorecard Exercise 4.6: My Team’s Performance Improvement Actions


Section 5: My Team’s Evolution

Explores your team’s evolutionary progress—your latest feedback/performance measures, and your commitments to continued growth and learning.

My Team’s Alignment (Survey) (Insert Text 5.1)

My Team’s Fulfilment/Engagement (Survey) (Insert Text: 5.2)

My Team’s Evolution Commitments (Insert Text: 5.3)

My Leadership Feedback (Survey) (Insert Text: 5.4)

My Coaching Feedback (Survey) (Insert Text 5.5)

My Leadership Evolution Commitments (Insert Text: 5.6)

Workbook Exercises

Exercise 5.1: My Team’s Alignment (Survey) Exercise 5.2: My Team’s Fulfilment/Engagement (Survey) Exercise 5.3: My Team’s Evolution Commitments Exercise 5.4: My Leadership Feedback (Survey) Exercise 5.5: My Coaching Feedback (Survey) Exercise 5.6: My Leadership Evolution Commitments


Section 6: My Team’s Coaching Needs

Supports the evolutionary progress of the team by identifying the coaching that each member of your team needs.

.

My Team’s Personal Evolution Coaching Plan (Insert Text: 6.1)

My Team’s Professional Evolution Coaching Plan (Insert Text: 6.2)

My Team’s Performance Coaching Plan (Insert Text: 6.3)

Workbook Exercises

Exercise 6.1: My Team’s Personal Evolution Coaching Plan Exercise 6.2: My Team’s Professional Evolution Coaching Plan Exercise 6.3: My Team’s Performance Coaching Plan


My Leading an Organisation

Workbook

EXAMPLES OF SOME

OF THE EXERCISES

Leading a Team Workbook New Leadership Paradigm


My Team’s Leadership Journey

Exercise 1.1: My Leadership Story

Purpose: To develop your leadership story.

Objective: To review where you are on your leadership story and how you can grow and

develop as a leader of your team..

Background: In the Leading Self module of the New Leadership Paradigm Leadership

Development Learning System you participated in a series of exercises that allowed

you to create your leadership story. These included Exercises 1.1, 1.2, 1.3 & 1.4. It is

now time to revisit Exercise 1.4 in respect of your current leadership position and

the type of leadership style you want to adopt in the immediate future.

Instructions:

1. Review the results of Exercise 1.4 in your Leading Self Journal.

2. How have I grown as a manager/leader?

3. What is the difference between a manager and a leader in my experience?

4. How are you showing up as a leader now?

5. How would you like to show up as a manager/leader in the immediate future?

6. Read the resource document before starting this exercise.

7. Complete the worksheet.

Resources:

1. Chapter 7: The New Leadership Paradigm. Leadership Consciousness

WORKSHEET My Leadership Story

The Past: My Career Development Draw a timeline of your development as manager/leader from the day you were responsible for managing other people. Mark out the key events and milestones on this timeline. What was your key learning at each milestone? How have your past experiences shaped your present management/leadership style? Have you ever had feedback suggesting that you use fear to manage other people? If Yes, how did you use fear (intentionally or unintentionally)?



The Present: The Leader I am now What is it about your current leadership role that excites you and makes you want to get up in the morning? What is it about your current leadership role that saps your energy and depresses you? When do your moments of greatest anxiety occur? What underlying fears do you have about your leadership role? What are you doing to overcome these fears?

The Future: The Leader I want to become What leadership style would you like to adopt in the immediate future? What do you need to let go of to become the leader you want to be?

What I have learned about myself and what has become clear to me:

When you have finished this exercise, copy what you written in the shaded section of the worksheet, click Text 1.1, and paste into your journal.

Facilitator Notes:

If you are facilitating a group of people who are doing this exercise, they should do the preparatory

work beforehand. Split the group up in pairs or triads and ask them to share their stories with each

other (Allow them 10-15 minutes per person). After they have finished sharing, give the group about

10 minutes to complete the worksheet, and transfer the worksheet contents to their Leadership

Journals.



Exercise 1.2: My Team’s Leadership Story

Purpose: To uncover and understand the events of the past that have influenced and formed

my team.

Objective: To determine what is important for the team now, and into the future.

Background: Rarely do we get the opportunity to build a team from scratch. Most often, the team

we have been asked to manage has a history that has influenced how the team

currently operates. It is important to understand that history if you are going to

influence the future composition, growth and development of the team. You should

do this exercise even if you have been leading your team for a significant amount of

time.

Instructions:

1. Conduct a series of interviews with existing and past team members to understand, a) how

the team came about—what was its original purpose, b) how that purpose has changed over

the years, c) what people believe is the current purpose of the team.

2. Find out about the history of team member turnover, and the dynamics that played out

between people in the team. Identify the high and low moments of the team.

3. Your survey should also include questions about previous leaders of the team, a) who they

were, b) the influence they had on the team and its success/performance, and c) the legacy

each leader left.

4. Summarise what you have learned about the team. Based on what you learned about the

team, determine, a) the leadership approach you will adopt, b) when and how you will

communicate this approach to the team.


WORKSHEET My Team’s Leadership Story

Original purpose of the team: Current purpose of the team: Past team dynamics and turnovers: Current team dynamics and underlying tensions: Stories about the team (heroes/villains):



Team motivators and fears: Influence of previous leaders on the team: Legacy of past leaders: Your leadership approach: When and how you will communicate your approach to the team:

What I have learned about my team’ leadership story:

What I have learned about my team that would cause me to change the leadership style I was proposing to adopt based on Exercise 1.1: Make appropriate changes to your Leading a Team Journal.

When you have finished this exercise, copy what you have written in the shaded section of the worksheet, click Text 1.2, and paste into your journal.

Facilitator Notes:

This exercise requires preparation and should be finished before facilitating the results. If you are

facilitating a group of team leaders, you should allow about 30-45 minutes for people to share the

results of their findings in groups of 3 or 4. Give the group about 10 minutes to transfer the

worksheet contents to their Leadership Journals.



My Team’s Potential

Exercise 2.1: My Team’s In-Flow Days

Purpose: To find out what is happening when your team is at its best.

Objective: To deepen your understanding of what motivates the team.

Background: When your team is in-the-flow and performing well, you and everyone else in the

team feel a sense of pride and personal fulfilment. If you understand the

contributing causes to such a situation, then you can create more of them in the

future. This will make your team more effective and increase your team’s level of

performance.

Instructions:

1. If your team members have completed the Leading Self component of the New Leadership

Paradigm Leadership Development Learning System, they can use the results of “At Work”

part of Exercise 2.1: My Authentic In-Flow Days at Work, as a resource document for this

exercise.

2. Meet with your team and ask each person to complete the survey in the worksheet.

3. Have each team member read the resource document before doing the survey.


Resources:

1. Chapter 13: The New Leadership Paradigm. Team Consciousness.

WORKSHEET My Team’s In-Flow Days

Have each team member complete the in-flow Survey Form. When they have finished, seek out answers from the team to the following questions:

a) What are the conditions that contribute to team members having a good day at work?

b) What makes this a good day for them?

c) How are the team feeling when they are having a good day?



d) What support do team members need in order to have a good day at work?

e) What needs do team members need to satisfy to have a good day at work? Identify the specific words that represent team member needs, indicating the number of times these words were mentioned:

Level 1: Survival—Security/safety/money/protection/survival

Level 2: Relationship—Friendship/attention/connection/love/belonging

Level 3: Self-Esteem—Achievement/recognition/power/status/professional growth

Level 4: Transformation—Accountability/freedom/adventure/challenges/ personal growth

Level 5: Internal Cohesion—Meaning/purpose/creativity/enthusiasm/passion

Level 6: Making a difference—Making a difference/coaching/mentoring

Level 7: Service—Serving humanity/planet/future generations

What I have learned about my team’s in-flow days.


Facilitator Notes:

Allow about 90 minutes for this exercise. Record the findings on flip charts. If you are working with a

large team, spit them up into groups of 5 or 6 and have them answer the questions on the

worksheet. When the groups have finished their work, bring them back together and ask for

feedback from each group.



Section 3: My Team’s Challenges

Exercise 3.1: My Team’s Out-of-Flow Days

Purpose: To find out how your team is when it is not at its best.

Objective: To deepen your understanding of your team’s underlying issues.

Background: When a group of people are out of alignment with their full potential—when they

feel energetically challenged and lack enthusiasm and commitment—you know that

there are pockets of fear in your team which will show up as anxiety, resistance,

impatience, frustration, anger or conflict. Whenever this happens, you know that in

some way the team member’s needs are not being met.

Instructions:

1. If your team members have completed the Leading Self component of the New Leadership

Paradigm Leadership Development Learning System, they can use the results of “At Work”

part of Exercise 3.1: My Inauthentic Out-of-Flow Days at Work, as a resource document for

this exercise.

2. Meet with your team and ask each person to complete the survey in the worksheet.

3. It is important that you show genuine concern and interest in finding out about what

constitutes a bad day for your team members, even if it means receiving personal criticism. If

you suspect that your behaviours may be contributing to people’s bad days, or that people are

afraid to speak up then it would be best to have this exercise facilitated.

4. Have each team member read the resource document before doing the survey.


Resources:

1. Chapter 13: The New Leadership Paradigm. Team Consciousness.

WORKSHEET My Team’s Out-of-Flow Days

Have each team member complete the Out-of-Flow day Survey Form. Team members should save this completed survey form since it will be used as part of Exercise 6.1: My Team’s Personal Evolution Coaching Plan.



When they have finished, seek out answers from the team to the following questions:

a) What are the conditions that contribute to team members having a bad day at work?

b) What makes this a bad day for them?

c) How are the team feeling when they are having a bad day?

d) What support do team members need in order to undo the effect of a bad day at work?

e) Identify the specific words about what is lacking when team members are having an Out-of-Flow day, indicating the number of times that particular words were mentioned:




Level 4: Transformation—Accountability/freedom/adventure/challenges/personal growth




What you have learned about your team.


Facilitator Notes:

Allow about 90 minutes for this exercise. Record the findings on flip charts. If you are working with a

large team, spit them up into groups of 5 or 6 and have them answer the questions on the

worksheet. When the groups have finished their work, bring them back together and ask for

feedback from each group.



Section 4: My Team’s Mastery/Performance

Exercise 4.3: My Team’s Business Mastery Skills

Purpose: To evaluate the basic business skills of your team.

Objective: To improve the performance of your team.

Background: In order to achieve high performance, every team needs to be master the basic skills

of business. This exercise allows you to evaluate what skills are missing and what

skills need to be improved.

Instructions:

1. Read the resource document before starting this exercise.

2. Go to the worksheet and complete the instructions.

Resources:

1. Chapter 13: The New Leadership Paradigm. Seven Levels of Team Consciousness—Levels 1, 2,

& 3.

2. Chapter 14: The New Leadership Paradigm. Measuring Performance—Table 14.2.

WORKSHEET My Team’s Business Mastery Skills

Step 1: Assess your/your team’s current level of competency at performing the following tasks.

Task

Not Applicable

Not Done

Competency

Low Medium High

Level 1: Survival

Identify and track costs

Identify and track income

Prepare annual budget

Measure performance of costs and income against budget

Prioritise expenditures



Open book management—all employees are aware of financial performance

Ensure all staff have equipment, technology and furniture they need to perform their work

Ensure working environment operates to appropriate health and safety standards

Ensure team members are adequately compensated and have appropriate benefits

Level 2: Relationships

Ensure there are procedures for dealing in place for resolving internal conflicts

Ensure open communications at practiced at all times

Establish sense of belonging, loyalty and respect among team members

All team members have access to personal evolution training/ coaching

Employee and customer satisfaction/fulfilment are monitored and measured

Level 3: Self-Esteem

Measure performance against set of causal, outcome, and output indicators for individuals, team, and team leader(s) (TNLP: Table 14. 2).

Establish annual objectives for each person in the team. Review performance against objectives



regularly

Develop/review annual strategy along with annual budget

Review team performance against objectives and strategy at least six times per year

Establish and manage staff training budget

Ensure every person has access to the training they want/need (professional or personal growth)

All team members have access to professional coaching

All team members have access to performance coaching

Establish policies, procedures, for team member performance management and review.

Ensure every team member gets feedback on their performance at least every three/six months

What I have learned about my team’s business mastery:


Facilitator Notes:

This is not an exercise that can be facilitated in a group situation. This is work that the team leader

has to do on his or her own, or with a small group of senior team members.



Section 5: My Team’s Evolution

Exercise 5.1: My Team’s Alignment

Survey: Small Group Assessment (SGA), US$ 750 (up to 15 people),

Cultural Values Assessment (CVA), US$ 2300. (Costs may change or vary and may

include local taxes.)

Return to: Exercise 4.5

Purpose: To measure the degree of alignment between your team’s personal values, current

culture values and desired culture values.

Objective: To identify the changes you need to make to improve your team’s performance and

consciously evolve as a team.

Background: The SGA and CVA provide you with a comprehensive diagnostic of the culture of

your team by asking just three simple questions that take around 15 minutes to

complete.

Instructions:

1. Read the resource documents.

2. You will need to find a Part 1 accredited user of the Cultural Transformation Tools if you use

the normal CVA (with a full written report) or a Part 2 accredited user if you use the SGA.

3. If you do not know an accredited Part 1 or Part 2 user of the Cultural Transformation Tools,

contact the Barrett Values Centre, tell them you are following the New Leadership Paradigm

Leadership Development Learning System, and we will put you in touch with a local

consultant/facilitator who can help you. You will need to negotiate with the facilitator

regarding their fees. Complete the survey and meet with the facilitator to disseminate and

evaluate the results and then draw up a plan of actions.

4. This survey provides you with the information you need for Exercise 3.3: My Team’s Entropy

and for an additional cost of US$ 25 per team member you can also have Individual Values

Assessments for your team members to measure their workplace alignment (Exercise 2.8).

Resources:

1. Chapter 17: The New Leadership Paradigm. Measuring the Culture of Your Team.

2. Small Group Assessment.

3. Cultural Values Assessment.

WORKSHEET

http://web1.valuescentre.com/trainings__events/?sec=ctt_part_1_training

http://web1.valuescentre.com/trainings__events/?sec=ctt_part_2_training

http://www.valuescentre.com/products__services/?sec=small_group_assessment_%28sga%29

http://www.valuescentre.com/products__services/?sec=cultural_values_assessment_%28cva%29



My Team’s Alignment

Based on the results of the SGA or CVA, complete the following statements:

a) The team has the following matching personal and current culture values:

b) The team has the following matching current and desired culture values:

c) The team identified the following potentially limiting values:

d) The team has a level of cultural entropy of:

e) The most important Value Jumps—the values that customers want to see more of are:

These are the values that scored more highly in the Desired Culture than in the Current Culture.

f) Based on the results of this survey we identified the following actions to improve the team’s performance:

Actions Description Alignment Goal

No. 1

No. 2

No. 3

The goals should be SMART—Specific, Measurable, Agreed, Realistic, Time-Phased.

What I have learned about the improvements I need to make to improve the values alignment of my team:


Facilitator Notes:

The facilitator will need to be an accredited user of the Cultural Transformation Tools to deliver the

feedback from this exercise. Allow 2-3 hours for the facilitation of this feedback.



My Team’s Coaching Needs

Exercise 6.1: My Team’s Personal Evolution Coaching Plan

Purpose: To determine your team’s personal evolution coaching needs.

Objective: To identify how you can support your team in their personal evolution.

Background: In order to improve the overall performance of your team you will need to

determine the personal evolution needs of each of your team members. Discuss with

each team member the results of the survey they did as part of Exercise 3.1: My

Team’s Out of Flow Days, and Exercise 3.2: My Team’s Stress Points, and identify

their personal evolution coaching needs. If your team members have completed The

Leading Self Module of the New Leadership Paradigm Learning System, they should

consult the results of Exercise 3.6: My Fears/Needs Inventory Work/Home and

Exercise 4:11: My Goals/Actions.

Instructions:

1. Read the resource documents before starting this exercise.

Resources:

1. Chapter 8. The New Leadership Paradigm: Personal Consciousness.

2. Chapter 9. The New Leadership Paradigm: Personal Mastery.

3. Chapter 10: The New Leadership Paradigm: Internal Cohesion.

4. Chapter 11: The New Leadership Paradigm: External Cohesion.

5. Chapter 17. The New Leadership Paradigm: Table 17.2

WORKSHEET

My Team’s Personal Evolution Coaching Plan

Based on the results of previous exercises and one-on-one interviews determine your team’s personal evolution coaching needs. Personal Evolution Coaching (PEC) Needs

Team Member Personal Evolution Coaching Needs

Name 1

Name 2

Name 3



When you have completed this exercise, determine the consolidated needs of your team and to what extent these needs can be facilitated by common programmes in team workshops with internal or external facilitators. The Consolidated Personal Evolution needs of my team are:

Priority PEC Need Description Actions When

No. 1

No. 2

No. 3

What I have learned about my team’s Personal Evolution Needs:


Facilitator Notes:

This exercise is something the leader should do with each member of his or her team. The length of

this exercise will depend on the size of your team.


My Leading a Team

Workbook Resources

Resources The New Leadership Paradigm


My Team’s In-Flow Days

Survey Form


Name:

What is happening when you have a really good day at work?

What makes this a good day?

How are you feeling?

Who are you with?

What are you doing?

What needs are you meeting? Identify the specific words that represent your needs and either

highlight/underline/embolden them:




Level 4: Transformation—Accountability/freedom/adventure/challenges/personal growth




Describe in your own words how people would recognise you are having a good day at work:

What do you need from other people to support you in having a good day at work?

Resources The New Leadership Paradigm


My Team’s Values/Beliefs/Behaviours

Survey Form

Values At Work


Please choose 3 vales that are important in your work

life (one for each row).

What are your beliefs about why this value is important?

What behaviour(s) do you exhibit relative to this value?

1)

2)

3)

Possible Values—Feel free to use values not on this list

Accountability Achievement

Balance (home/work) Challenges

Commitment Compassion

Continuous learning Cooperation

Courage Creativity

Enthusiasm Efficiency

Ethics

Excellence Fairness Family

Financial gain Friendships

Future generations Health

Honesty Humour/fun

Independence Integrity Initiative Intuition

Making a difference Open communication

Openness Personal fulfilment

Personal growth Power

Professional growth Respect

Responsibility Self-discipline

Success Trust

Wisdom

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