PMI  Team  Development  How  to  get  people  to  do  stuff  on  your  project  

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April  2016  

The  Goals  of  Today  

Through  behavioral  discovery  understand,  develop  and  produc6vely  use  the  human  capital  in  your  business  for  

transforming  personal  and  business  performance      

1.  Understand  Behavior,  CommunicaCon  and  Learning  style  is  hard-­‐wired  but  can  be  “influenced”  

2.  Start  with  Self-­‐Awareness  and  what  AdaptaCon  you  can  do  to  get  more  results  from  your  teammates  

3.  Give  you  some  pracCcal  Cps  to  start  you  on  the  journey  of  becoming  a  “Leader”  who  gets  people  to  follow  you  

Communication Causes Relationship Performance Challenges

Sales Conversion

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Client Engagement

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Employee Retention & Productivity

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Operational Execution

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Business Performance

87% of measurable

business issues are

people related

Source: Harvard 2002

What  is  Business  Performance?  

The  Defini:on  of  Business  Performance  AcCng  with  high  levels  of  confidence    and  efficiency  to  achieve  improved    

business  results    through  understanding  the  personal  

 life,  career  and  business  moCvaCons  of  each    team  member  and  aligning  them    

to  the  team  and  clients  for  execuCon  of  the  business  plan.  

 

Challenges    Team  Performance  

1.  Understanding  why  different  team  members  naturally  do  things  differently.  

2.  Hiring  the  right  talent  to  perform  in  the  team.  

3.  Managing  team  members  uniquely  and  aligning  them  to  a  common  goal.  

4.  IdenCfying  and  unlocking  the  blockages  to  efficient  execuCon.  

5.  Building  open  communicaCon  within  the  team  and  allowing  creaCve  conflict.  

6.  Building  higher  levels  of  team  engagement  leading  to  longer  retenCon.  

7.  Matching  team  and  customers  for  improved  service  and  retenCon.  

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Closing  the  Behavior  Performance  Gap    for  Teams  

6  *2009  Gallup  Research  

+70%  Team  Produc:vity  Gains*  

 Team  Growth  Drivers:    

 OperaConal  Competence  

Team  Results  Team  Leadership  

 Team  CommunicaCon  Customer  Engagement  Supplier  Engagement  

 Team  Sustainability  

Drivers:      

Team  Trust    

Team  Values    

People  Skills  

     

EQ  =  EmoConal  Intelligence  DemysCfying  “EQ”  

Gain  AWARENESS   APPROPRIATELY  

EQ  =  EMOTIONAL  INTELLIGENCE  

SELF  

Respond  

&  OTHERS  

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“This  camel  never  sees  its  own  humps,    but  its  neighbor’s  hump  is    ever  before  its  eyes.”      

-­‐An  Arabian  proverb    

Self-­‐Awareness  You  can’t  “control”  others;  You  CAN  control  yourself  

Performance  Balance                                                                                                                                                  What  is  Your  Leadership  Performance  Balance?  

                   Leadership  Performance  

Results   RelaConships  

Business    DNA    

Natural  Behavior    Discovery  

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DNA  Behavioral  Style    What  Is  Your  DNA  Behavioral  Style  ?  

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•  Every  person  inherently  has  a  unique  DNA  Behavior  code  represen:ng  

their  natural  behavioral  style.      

A  person’s  natural  behavioral  style  is  shaped  into  their  overall  

personality  by  their  personal  environment  (history,  experiences),  values  

and  educa:on.    

•  This  will  impact  every  business,  career,  financial  and  life  decision  that  

the  person  makes.  

Amygdala: ‘fight or flight’ & emotional center of the brain

Triggered by perceptions of “threats”

How the Brain Reacts to Communication

Misaligned communication

Misunderstanding

Amygdala reacts

Negative emotions overwhelm frontal lobe

Irrational behavior

Triggers for Negative Responses:

Result:

Aligned communication

Understanding

Prefrontal Lobe Reacts

Positive emotions satisfies amygdala

Rational behavior

Adapted Communications

Result:

InsCncCve  Normal  “Go  To”  

Learned/  Modified    Behavior  

Learned/  Modified    Behavior  

Personal  Performance  PotenCal  

Personal  Performance    Impediments  

Natural  DNA  Behavior  –  

Unique  Natural  Talents  

Confidence  

Low  Self  Belief  

   

Skills    Knowledge  Experiences  Environments  

Behavioral  Centered  Approach    To  Performance  

   

Skills    Knowledge  Experiences  Environments  

Tradi:onal  Tool  Star:ng  Point  

Our  Unique  Star:ng  Point  

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Building Sound Relationships

To build a sound relationship you need to:

1. Follow the Platinum Rule of Relationships: Know how to adapt your communication to be on the other person’s terms. Empathetically demonstrate your understanding of them when communicating.

2. Be aware of how your strengths and struggles can impact the other person and be prepared to adapt your style.

3. Transparency builds trust. Be able to openly share of yourself to build trust: “knowing me-knowing you”. Openly admit your strengths and struggles.

    Do  You  Know  Who  You  Are  Working  With?  

Rela:onship  Orientated  

Results    

Orie

ntated

 

Fast  Paced  

Moves  Carefully  

Goal  Sebng    

Lifestyle  

 Stability  

 Informa:on  

Summary  of  Natural  DNA  Behavior  10  Unique  Styles  

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•  Strengths  -­‐    Behaviors  that  come  naturally  and  which  should  be  used.    Note:  Strengths  over  used  can  become  a  struggle.    

•  Struggles  –  Behaviors  that  can  be  managed  with            greater  awareness  of  your  natural  behaviors.  Struggles  not  

managed  can  become  a  weakness.    •  Mid-­‐Range  Scores  -­‐  Tend  to  be  more  flexible  in  these  factors.    

Easier  to  move  lem  or  right.  

Behavioral  Awareness    Strengths,  Struggles  and  Mid-­‐Range  

ObjecCve  behavioral  awareness  is  a  criCcal  starCng  point  to  your  workplace  performance  transformaCon.  Playing  to  your  strengths  consistently  will  maximize  your  potenCal.  Although,  

strengths  over-­‐played  can  become  blind-­‐spots.    

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Summary    4  Different  CommunicaCon  Styles    

Communica:on  Keys  for  Behaviorally  Smart  Conversa:ons  CommunicaCon  Style   Strengths     Struggles   What  They  Want  

Goal-­‐Sebng  (Allow  Them  to  Discuss  It)  

Speaks  Directly  and  Candidly  

Could  Be  Too  Forceful,  Abrupt,  InterrupCng  

Provide  OpCons,  Get  to  Borom  Line,  

Present  OpportuniCes  

Lifestyle                        (Allow  Them  to  See  It)  

Open  and  Engaging  

May  Be  Too  Transparent  and  Uninhibited  

Openly  Express  Views,  Verbalize  

Provide  Broad  Facts  

Stability                            (Allow  Them  to  Feel  It)  

Shows  Empathy  and  Warmth  

May  Compromise  Too  Much  and  Be  Too  DiplomaCc  

Keep  it  Relaxed,  Speak  Somly,  

Share  Your  Feelings  

Informa:on  (Allow  Them  to  Read  It)  

Provides  Specifics  and  Details  

May  Be  Too  Serious,  Modest,  Not  InteracCve  

Provide  Facts,  Provide  Specifics,  Demonstrate  Transparency  

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Communication Struggles of 4 Primary Styles

Goal-Setting Lifestyle

Information Stability

Communication Struggles: Could be too forceful, abrupt and interrupting

Learn when to soften up What will you do to draw people out in a more friendly way?

Fast Paced

Moves Carefully

Communication Struggles: May be too transparent and uninhibited

Learn to allow others to talk Who could you involve more in conversations?

Communication Struggles: May compromise too much and be too diplomatic Learn to speak up more How can you get to the bottom line more quickly in discussions?

Communication Struggles: May be too serious, modest, and not interactive enough

Learn when to be more flexible What will you do to show more enthusiasm in discussions ?

Res

ults

Orie

ntat

ed

Relationship O

rientated

Communication Keys and Learning Styles

Goal-Setting Lifestyle

Information Stability

Present them options, opportunities, get to bottom line

Learns by discussion

Allow them to discuss it

Provide Quick Fixes

Provide Procedures

Openly express your views, verbalize, provide broad facts

Intuitive learner

Allow them to see it

Keep it relaxed, soft, feelings based

Sensory learner

Allow them to feel it

Provide them facts, details, transparency

Learns if tangible

Allow them to read it

Left

Bra

in

Orie

ntat

ed R

ight Brain

Orientated

Acceptance,  Unity  and  Diversity  Different    

       •  Talents    

   •  MoCvaCons  

   •  Ideas/Interests  

     •  Needs    

     •  Styles    

     

Same            

•  Mission          

•  Commitment        

•  Corporate  Values        

•  Opportunity/Loyalty          

•  Policies/Discipline          

Necessary  Ingredients  of  a  Healthy  Team  

First Break All the Rules

Build Up Your Teammates - Key Points: 1.  Capitalize on differences (diversity) to build

strong teams 2.  By nature, differences divide 3.  We need each other:

•  Shared/complementary talents •  Teams need trust •  Trust leads to unity

1.  Understand self 2.  Understand others, and

  Accept   Respect & Appreciate   Align   Trust

3.  Seek to Meet Their Communication Style

Bottom line = Teamwork

Great managers would offer this advice:

Focus on each person’s strengths and manage around his weaknesses… Help each person become more of who he already is. This radical insight is

fueled by one simple insight: Each person is different.

What the world’s greatest managers do differently. By Marcus Buckingham and Curt Coffman, 1999 by Simon & Schuster

For  more  informaCon  about    Business  DNA:        Contact:                                                                                        DNA  Behavior  InternaConal  5901-­‐A  Peachtree  Dunwoody  Rd  Suite  375  Atlanta,  GA  30328  (866)  791-­‐8992    

 leon.morales@dnabehavior.com  www.businessdna.com            `  

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