Culturetopia High Performance. High Performance Low Fulfillment. High Fulfillment. Low Performance Low Fulfillment. Low Performance.

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3 High Performance Low Fulfillment Culturetopia High Performance High Fulfillment Low Performance Low Fulfillment Low Performance High Fulfillment

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5 What Drives Performance?

6 Relational Coordination

7 Relational Coordination Task Tension People Tension

8 Relational Coordination Task Tension People Tension

9 Building Relational Coordination What you show the outside world, your talents, gifts and preferences. What s underneath, the mistakes you have made and the skills that are less developed. Things that you do not feel comfortable showing the outside world.

10 Appreciating Differences Analyze GATHER & DECIDE Gut Reaction Whatever WORK STYLE Routine Just Do It DETAILS High Attention Internal ENERGY External

11 What Drives Performance?

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13 Culture Cycles A Change Culture New/Fresh Grow Mature Learn Change Startup Culture Risk-Taking Innovation Culture Learning Growth Heated Culture Culture Competition Let s not Building New lose products? our edge! New strategy? Can we Recruiting learn What s our next? way to the next level? Managing

14 Culture Change Comfort Zone/ Equilibrium Renewal Denial/ Resistance Confusion, Trial & Error Change is inconvenient even when it s for the better.

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16 What Drives Performance?

17 Southwest Airlines Vision The vision of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

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19 The Relationship Trap Perception Behaviors Intentions Values

20 What People Notice The 4 Minute Sell - Research by Janet Elsea Appearance Facial Expression Eye Contact Body Movement Personal Space Touch

21 Sending & Receiving Emotions Albert Mehrabian - Professor Emeritus of Psychology, UCLA Gestures Tone Words % 55 % 38 % 7

22 An added reality Relational Coordination + Generational Coordination Generational differences: The New Teamwork Diversity

23 Four generations in the workplace Traditionalists Baby Boomers Generation X Millennials GENERATIONS

24 The Traditionalists Born between million Respect for authority, disciplined, loyal, hierarchical, self-sacrifice, patriotic Influences: Great Depression, World War II, Cold War Nearing retirement but don t necessarily want to stop working GENERATIONS

25 Baby Boomers Born between million Idealistic, competitive, personal gratification, driven, buy now-pay later Influences: Vietnam, Rock n Roll, 1960s, suburbia, Kennedys and MLK assassinations May be in management, like being GENERATIONS the decision maker, many are wealthy and nearing retirement

26 Generation X Born between million Skeptical, fun, informal, cynical, defy authority, reality driven Influences: Watergate, Berlin wall collapse, energy crisis, corporate layoffs, stock market decline, personal computer Middle management or business GENERATIONS owners

27 The Millennials Born between , 92 million Realistic, confident, social, extreme fun Influences: helicopter parents, 9/11, social media, Google, diversity, school shootings, environmental awareness Entering the workplace in an GENERATIONS unprecedented way

28 So what s a team member to do? It s no longer a one-size-fits-all management and communication style.

29 Clash Points! Try merging this Traditional Work Environment Bureaucracy Straight lines One size fits all Tenured leaders Yearly reviews Security, privacy New Work Expectations Ease and speed Web-like Can be customized Competent, trustworthy leaders Weekly, even daily feedback Open flow of information

30 Generational Coordination and the High Performing Teams Traditionalists Experience Loyalty Work Ethic Boomers Competition Drive Collaboration Team Performance Generation X Balance Fun Pragmatic Millennials Innovation Social Tech Savvy

31 Team Engagement Research by Marcus Buckingham 19% 55% 26% Desired Behavior

32 Teamwork Best Practices Clearly define what is expected of each team member. Provide the tool and training to ensure team success. Get team members using their talents and strengths.

33 Soar with your Strengths by Don Clifton 90 wpm 300 wpm 6 week speed reading course 130 wpm 1500 wpm

34 Teamwork Best Practices Clearly define what is expected of each team member. Provide the tool and training to ensure team success. Get team members using their talents and strengths. Give frequent recognition and praise for individuals and teams. Show care and concern for all team members. Encourage continuous learning and development.

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36 Accountability Responsibility 0% 100% Empowerment/Influence 0% 100% Victim/Blame

37 Victim Mentality at Work

38 Accountability Responsibility 0% 100% Empowerment/Influence 0% 100% Victim/Blame Owner/Control Freedom/Success

39 TEAM Model rust (Rely on) xpertise (Strengths & Abilities) lignment (Commitment) easurement (Accountability)

40 Team Motivation Team Motivation Motivation Measurement Accountability Buy-in Alignment Commitment Relationship Expertise Task Trust People

41 Team Alignment

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