A Bigger You: Selling Your Ideas & Increasing Your Influence
Presented by Bill Treasurer
In this session, we’ll cover strategies to convey your thoughts and opinions to bolster your
Live on February 15, 2023 | 60 minutes
Igniting a culture of innovation and agility in today’s modern VUCA world requires us to develop our people, teams, and culture purposefully. Organizations of all types and sizes that have embraced and built an “innovation cultural fabric” to thrive in uncertain and volatile markets will constantly outpace their competitors.
Regardless of the size of the organization or work environment, adding to your strategy the need to build high-performing teams with a new and modern approach is critical. The approach is not something you can turn off and on but develop with intention and synergy.
Join us for our interactive session to learn more about how to build high-performing teams in our modern VUCA world and seize the challenging times as opportunities.
Attendees will learn
Dr. Judith Cardenas
Helping foster the culture of innovation needed to stay competitive in today’s modern, ever-changing market, the Strategies By Design Group applies innovative techniques and approaches to achieve immediate engagement and growth. And enhances the connection between behavior design and human-centric design.
Learn more at www. strategiesbydesigngroup.com
In this episode on the HRDQ-U In Review Podcast, we’ll explore how organizations of all sizes can build a culture of innovation and agility in the modern VUCA world. We’ll discuss the importance of developing high-performing teams with a new and modern approach, and why this is critical for organizations looking to thrive in uncertain and volatile markets.
Our interactive session will cover a range of topics, including the different types of innovative talent, how to quickly assess your culture’s response to our modern VUCA world, and the top four culture questions which can guide your design of high-performing teams.
Whether you’re a manager delivering training, an independent consultant, or a training and HR professional, this episode will provide valuable insights into building high-performing teams in our modern VUCA world and seizing challenging times as opportunities.
A Bigger You: Selling Your Ideas & Increasing Your Influence
Presented by Bill Treasurer
In this session, we’ll cover strategies to convey your thoughts and opinions to bolster your
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Watch the webinar video
Hi, everyone. And welcome to today’s webinar, Learn How to Build a High Performing Innovative Team During Challenging Times hosted by HRDQ-U, and presented by Dr. Judith Cardenas.
My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions or comments, please type them into the question area on your GoToWebinar control panel, and we’ll answer as many as we can during today’s session.
Today’s webinar is sponsored by Strategies by Design, helping foster the culture of Innovation Needed to stay Competitive in Today’s modern Ever Changing Market.
Strategies by design group applies innovative techniques and approaches to achieve immediate engagement and growth, and enhances the connection between behavior design and human centric design, learn more strategies by design group data.
Today’s Webinar is presented by Dr. Judith Cardenas, President CEO of Strategies by Design, A consulting firm helping organizations across The Globe to Innovate and design successful solutions and experiences for their clients. She has spent the last 12 plus years empowering leaders and organizations to execute their vision and reach their goals through, processes focused on innovation change, and co creation. Thank you so much for joining us today.
Thank you, thank you, Sarah, and thank you everyone for joining us. I’m looking forward to our webinar.
So, I wanted really to start off by saying, you know, can we really, you know, create can high performing innovative teams really be built internally, And that’s really right whereby struggle began working with leaders, as well as developing a design, our own internal team.
So, we wanted to kick it off by taking our first quick poll with all of you, and Sarah would love to have your help with this.
Yes. We have the poll launched now. It’s a yes or no question.
So, you can take a few seconds here and submit your vote, and then we’ll get those results up on the screen.
Thank you. So we’re really asking, you know, can you build a Hybrid form forming an innovative team internally.
What do you think? Yes or no?
Oh, we have a lot of responses streaming in here.
We will give you five more seconds to vote, if you have yet to do so.
OK, great, let’s get those results up on the screen.
We have an overwhelming 93% saying yes, if you see that. Awesome, that’s wonderful. Thank you. Thank you all for sharing your insights and your input here.
So, the short answer is yes. I love the fact that majority of us are really aligned with this particular topic, or particular question.
Let’s face it, most of us are hired into a position where the team is already in place.
Many of us don’t necessarily have the luxury of bringing in our own team members or hiring our own team members or even creating our own culture.
Or we’re hired into an organization with built-in structures, we’ve always done it this way, This is our way our workflow is, this is our, this is our culture, basically, is what they’re really telling people, as they are walking into an organization.
So we started getting a lot of questions from leaders that were brought in, mostly during Colbert and after Cov it and saying, we need to move faster.
We need to have our teams become high performing innovative teams. And here’s your team, by the way.
So it created a challenge for many people.
I think, I understand the, the elements of innovation, and I believe I understand what a high performing team looks like and feels like, and functions like a communicate site, but I’m given a team. And I need to figure all this out.
I’m keenly aware that many of us have already tried other kind of solutions that we’ve been part of maybe some team dynamics or workshops.
And I’m also keenly aware that, although I’m given a mandate, to create these innovative teams, I’m aware that I’m working inside of the culture and, in some ways, inside of really big ecosystem.
The exact same time, our world continues to be quite chaotic.
All of us have heard of the term VOCA, which is really an acronym for volatility and uncertainty, and chaotic and ambiguous.
And it really does describe 2023, as much as I thought it started slow, there’s still uncertainty. There’s still some chaos, and there’s still some ambiguity, and lots of volatility, especially in the …
area of technology and digitalization.
But I am learning and appreciating more about glucose that I don’t necessarily need to control the volatility or uncertainty or the chaos, but it does give me a lens for understanding the challenges in today’s business world and even in our own personal world.
So Gartner in 20 22, late December, actually published something on a white paper around the realities of our workplace.
And this particular statement within the paper really hit me hard.
That people inside organizations get squeezed by competing leaders and employee expectations that even though they worked for one leader maybe that that one liter may be nuts, was not necessarily the one who had the influence, are the or was leading the initiative, or that they were on other project teams that had other leaders with in the organization leading that initiative.
And that may times even the CEO and the next couple of layers of leaders, they all had competing different types of expectations and those expectations.
Just squeezed an employee to a place where they did not feel that they could actually execute at a very high level.
We all have heard. There’s a talent we’re out there.
For every one person who’s looking for a job, there are two positions that are potentially open for them.
Not only is there a talent war.
Some people aren’t even staying in their own organization for a long period of time, and now we’re starting to experience some of the tech space, number of layoffs that are occurring because they hired so quickly, the last couple of years that they’re trying to level off and, you know, create a profit margin. So, we have talent war, but we have talent layoffs at the exact same time.
People are more than the skills they bring to the table.
And with that, that is where the shift in the discussion begins when we actually start working with teams And leaders said your people are more than just the skills.
They are people who are brilliant and bring values and they’re motivated differently and they have diversity. And there’s cognitive diversity. And there’s so many wonderful things that people bring to an organization and it’s just not always about the skills.
But uncertainty is still high and we don’t see that actually tapering off.
We see a global economy that continues to shift. We see changes in our supply chain continue to struggle. We have wars across the world.
Then we start, kind of like, you know, How’s the economy? Are we in a soft economy is the job growth? Whereas the job growth? and all these things are spinning around as leaders and organizations To try to identify how to move forward and move forward fast in an innovative manner.
So on top of everything, our workplaces are in the midst of what we know as digital transformation.
Yet, our reality is that we have multiple generations in the workplace, which could create opportunities and create challenges, and there’s an urgent need to innovate and be agile, But not every leader defines innovation and agility in the exact same way.
So we want to ask all of you to please share with us, What does that bring your approach to building high performing teams? So Sarah, it’s our second poll we’d love to open up.
Is a workplace culture is an organizational systems, is it people? Is it other?
What dampers your approach to building high performing teams in the organizations you work in?
Or if you’re a coach or consultant with the organizations you’re coaching and training with.
Again, we’ll give you some time here. I’ll give you NaN or so to submit your vote. I already see a lot of results streaming in here.
And 10 more seconds, and then we’ll get the results up on the screen.
I’m excited to hear and see the results, OK, great, let’s get those up there now. Do you see those on your side?
So we had 8% saying Workplace culture, 23% said Organizational systems.
5% said people, 63% said Oliver, and 1% said other.
Wow, OK. Thank you. Thank you for sharing that.
You can see the complexity of actually reading these high performing, its culture, its system.
It’s the way we do things, people, it’s how we create teams, how we break them up, it’s how we take on projects, and how we execute on them.
There’s no one, simple answer. And we realized there’s no one approach.
So, we like to call this, the perfect storm.
The perfect storm is very uncomfortable. I will not sit here and tell all of you that, you’re 10 things for me to do to make the perfect storm.
You said intolerable, because it’s just what it is.
Then we started running into literature saying, do we have this perfect storm and we have these cultures and peoples insist?
Now we need to think about digital dexterity. What is digital dexterity and digital dexterity? It’s been around for a number of years.
It has been recently we were actually starting to wrasse with the power, with digital dexterity.
So it’s really the ability for an individual route to adapt to new technologies.
two, that these technologies could be forward thinking that they need to be something that would actually increase efficiency in the workplace to drive better outcomes.
Now, we’ve all gone through, like, iterations of ERP, you know, new systems going to place into organization, on and on, and people are just roll their eyes going.
Like, oh, my God, Judith, another way that we have to adopt to some type of technology.
And what we’ll say is, yes.
But the digital world is actually taking over, how we transform our business.
And teams needs to be more creative and innovative, but they need to be open to new approaches to work using technology.
So we’ve seen a drastic shift in what change really means inside an organization, that it’s just not about people, but it’s also about the digital world.
And that in order for you to have transformation, you have to have transformation from a digital perspective, as well as the people perspective.
So look around us, our workplaces are filled with Zoom, Slack, goto Webinar, Microsoft Teams. You name it. Every person I started coaching, I started asking, how many tech elements do you use?
And it was not uncommon to be coaching someone who uses no 10, 10 different things are using for meetings. They have a slack channel. They may get just normal text messages, they have their e-mail. Or, you know, they work with this client use Microsoft teams and the list went on and on and on.
So that’s a reality, and now we’re in the blink of the eye.
An AI is really going to transform how we do business, AI will transform how the interactions will occur between technology and humans.
And AI is going to change the speed, the ability to increase efficiency and effectiveness in the workplace that we’ve never seen before.
Now, I’m not gonna go through all the AI elements. I think we’ve got a wonderful webinar coming up in April around Chat, TGT and AI and what is going to do to transform the workplace.
But for the sake of today’s webinar, I would love to just focus on the people part of people transformation.
Now, I often get asked, Will technology take over my job?
Will AI takeover my job imposition?
And I would say no, but someone who has the ability to slice of technology, we utilize AI, will outpace you 10 to one that I do believe.
So it’s more critical than ever today to build on people’s strengths.
And we have to find a different way to build on people’s strengths.
What we learned, after talking to a number of people, is that, in order for us to be innovative and agile, we had to have a people component in the calculation.
And what we found is that the more we worked with organizations, they had the people component almost siloed in a very different way.
And we’re going to talk just briefly about how this happens.
Now, according to H, H B, R, hover business should be, there are four just distinct types of innovators.
So we all know that innovation is critical.
What does that, really?
So, let’s think about it.
Think about the work, the teams you engage with collaborate.
You have generators, you have people who, really, our thinking, generating ideas, always think of a new way of doing things.
It’s almost like you never stop, They get excited. They see something new and shiny, and they kinda go go after.
Then, we have the conceptualizes people who read about a concept, want to dig into a little bit deeper and find ways to apply it.
Then we have the optimizers people who want to really optimize the experience.
They’re very focused on making sure people feel good and like a sense of community and engagement.
Then we have implementers, people who actually just get it down and implement the project.
Now, we get off and we need all poor, maybe indifferent percentages depending on the project itself.
But the thing that we kept running into is that change is difficult. Even if we brought in generators and optimizers and things of that nature.
When it came to actually creating digital transformation or building innovation inside our organization, Change is difficult. People bound change very, very difficult.
They did not, like the the feeling of uneasiness going back to our group, or our uncertainty.
So we had to find a way having the change help people thrive and not shrink.
And we knew that our ways of looking at change management also had to change.
So we used to all, I would say, the old tools or the toolbox that we have for change management, just wasn’t working anymore.
So, in the chat, if you can add, what’s your first step when you are faced with a team project, that you know, you need to move quickly and fast, and, you know, it’s going to have some change elements.
What is the very first thing that you think about actually doing as a leader, or as a coach, or the consultant, to actually grab hold of this project?
So, Sarah, do you can help me, as people type in, what would they type in an answer in regards to what would be their first step?
Yeah, so you can take that into the questions box on your control panel, and then I’ll share some of the risks or sponsors that we receive, up. So we have, and who said define the purpose.
OK, Barbara said, introducing the concepts and details with the team, Ned said to the team to find out what they need to execute.
Keon said, Meet the project stakeholder first to understand the scope or, and said, identify communication styles. Deseret said, mission statements, Marianne said communicates.
We also have understand the impacts of the purpose and the vision from chantel, gaining clarity the why, why now? What’s in it for me? and my team from Katherine, oh, if so many responses coming in here, over more research to make the make a plan.
Define a purpose first and timeline.
Those are awesome. First steps.
What I would say is, first of all, thanks, mister Berry, that those are just a major. I try to write down as many of them as possible here, and I would say, those are the majority.
I think those steps really can make an impact.
But let me tell you the thing that we’re finding in our research, that baby puts a little bit of a dabbler, not first step, is that when we talked to leaders and organizations, they’d say, Oh, we find our stake holder. We create our mission statement. We get clear, we don’t understand what the communication strategies are. That would be the starting point, and then many of them went on to the next phase.
Maybe we’ll have a workshop, they will bring the team together.
Maybe we’ll give them an assessment.
Uh, yeah, I like a disk assessment.
And maybe we’ll give them, you know, we’ll have someone come a kickoff, the project for us, especially if it’s a large-scale project.
So if I could ask, if you could add something into the question box, as well as how many of you would bring someone in and kick some kick, kick off the project by using an assessment or other tools, or maybe bring in someone to do some training with any you consider that as well.
Sarah, can you help me with who is answering?
Yeah, so you can type into that question, area, your response again.
I see, see Yeses coming in. I see a not for the initial kick off.
Yes, if the details are available, we have, I would bring someone in to help brainstorm.
though, bringing someone in as a delay, tactics that fill up, saying, yes, depending on the project, that’s coming in.
I’ll pause them, so as you can see from the, the beautiful diversity of our approaches because there’s all these diverse thinking and ideas of how you really start your project are, you know, create that dynamic internal team.
Now, we started off with the webinar, where you all said: Yes, you know, we can create an innovative internal team.
We know we can and most of the time, most projects stop high, high energy, and then something happens in the next phase. But we’ll start seeing this shift of energy that occurs.
And we see it from two different perspectives.
We see it from our people.
People will start reacting. They may not respond to the e-mails as bas. Maybe their deliverables don’t come towards as quickly as we think.
something starts happening with our people.
But then we also see our work environment. The other project comes in at the exact same time. There are multiple.
You know, there’s competing, you know, types of agendas that are occurring.
Oh, it’s going to be spring break. Let’s take that time off. You call these things that kind of meld into the work environment, also will play a role.
Now for the majority of our work, I would, well, I wouldn’t say, I would say more about 45% of our work.
We do help develop work environments, because unless the work environment makes it easy for the behavior to happen, that you want that, that employed to exhibit, you’re actually working against itself.
So the whole idea of one of the poles is to know.
Do the systems of work environments in your organization clash?
Do they clash with? You’re eager to want to kick off this project, be clear and have that mission understanding the stakeholder needs. How much is your work environment clashing with that?
And how much is it a people aspect?
What we would say is that in our work, we, we have both that you can either, it’s just not enough to focus on redesign your work environments, adding AI, adding apps, adding just you technology tools, without helping really embraced the skill sets, as well as the gifts and talents. Because it’s more than just a skill someone brings in of the person that makes up the team.
So, how can we pull together all this above information, and create an approach that was easy, fun and engaging?
So we went on the hunt, and we’re on the, we are a curious group of people as part of our company. And we’re always looking to see like, why? Why are some teams thriving and moving and shaking and others?
Drive a moment, shake at the beginning and then something kinda kinda melos down So our first step, it’s to know oneself to actually understand who we are as individuals and as we, as leaders, in regards to everything art.
Our instincts are drives our behaviors.
Motivators are energy as well then, to understand once T.
So, what we have come up with is that everything kind of meshes into how well, um, people know themselves.
Understand whether they fit in the culture, not understand the team dynamics.
Understand how the culture influences one’s behavior. Because it’s not, it’s the dynamic between the organization and the individual.
Now this particular stat really stunned me.
I’m gonna be honest with all of you on this call, I have researched this and about 50 different different ways to find out, is this true? Can this number be true?
So, as you know, in the second phase of most projects, people who may bring someone in, it may be a delay tactic, as someone shared, or they may want to, you know, assess their team to understand the strengths of the team.
And in this particular article, Leaders dot com stated that, there were over 80 million people complete a personality assessment each day, 80 M each year, 80 million.
In my career, and, in my lifetime, working inside of organizations, yep.
You know, I was given disco, given EQ.
I’ve been given tons of assessments that are out there, and I don’t know how many of you actually use assessments as part of your, your approach, but $80 million a year.
And I started asking the teams that we worked with, what happens after the assessment has been given?
And some people share.
We might have a little coaching session where you might share our results, That’ll be it, taking 80 million people, How many dollars are we spending on a yearly basis? And how many dollars are you spending inside your organization?
or with your clients in such a way that, it’s kind of like a one and done, it’s, you know, it’s a small piece of information.
And you kind of talk about it and talk about where everyone’s strings on and just move on.
And that is what really kind of pushed us to ask is that enough?
Is that enough to give a little assessment to be clear without projects, to communicate, to understand our stakeholder needs? What’s enough?
What gets teams to be innovative?
Our goal is agility and to move fast and to embrace that digital digital dexterity so that people feel like engaged and excited about the technologies that are coming out front of us.
So we decided to do a little bit of an experiment with the organizations you work with and we were able to hone down five elements which we believe are critical to the success of building and designing innovative and agile teams.
The first one is strength based approach.
Many people that we talked to felt that some of the personality test almost was presented to them in the negative, but there was something wrong there. We’re missing something that there was some element they need to build out.
But what if we focused our teams, and we worked on a strength based approach where we understand everyone’s strengths, and we build on them, and not on the negativity, or the, of what’s missing?
We also wanted to be Gary curious about people’s energy.
Noticed, sometimes, I wake up early in the morning, and I’m on my computer at about 6 30 AM.
And I’d have you balanced from chief ministers, have be thinking, today, not sleep, you know, what’s going on.
And I noticed that not everybody’s energy on the team is on the exact same time work, timeframe or time clock as mine.
So understanding people’s energy.
Culture, understanding what elements of the culture motivate you, or de motivate you.
Do you need more structure or less structure?
Do you need more reliance on some kind of hierarchy? Are you kinda free spirit? I’d like to try new things.
Are you motivated by getting the job done?
Are you are you motivated by really engaging with people throughout the process?
We’re all different.
And so understanding people’s strengths, their energy, and understanding how they interact with the culture along with your moral motivators and your thinking style.
We found that these five elements really will help us develop and design innovative and agile teams.
Now, for those of you who were sent a link earlier, there was a reminder for the webinar, there was a link to an assessment, we want a gift, everybody, And that was the cultural assessment that we use as part of our approach of building Agile and innovative teams. And we’re going to talk a little bit about that in a few minutes.
So, these are the five elements that we believe are creepily successful.
So, we created a model of how to build innovative digital transformational teams.
We know that they’re going to have to be centimeters.
And by that, means, they work outside of their silos.
They make sense of the data that they’re looking at. They understand, maybe, common experiences that are across an organization.
They gather information, and they analyze it differently.
They just don’t look at it and necessarily take something for its face value.
We also believe that innovative and creative leadership is needed, people’s being, to be empathetic, some flexible, as well as digital, nimbleness, adaptedness, collaborative relationships, results driven, and open to X experience.
These are a framework of a new model that we’re creating now for innovative digital transformation of teams. And the reason we added digital into the mix is because of all the new AI that’s coming in the chat, GVT that are coming all these new elements.
It’s going to change our workplace, is that the the idea of being digitally transformational, and for someone to actually adopt and adapt digitalization.
It’s going to be a needed skill set.
So, I’m not focus for today’s presentation.
We’re going to focus more on our design, not necessarily the design of the model, but how do we get some action, and how do we get some results.
We also understand that all of you on this call have different work environments.
There are not any two environments that are the same, Whether you’re for-profit or not for-profit, government, small, large.
If you are solo entrepreneur, every environment is different, and every person inside your team, or the people that you work with, are different.
We really wanted to try to find an approach that would help us enhance these differences, enhance the strengths, and understand how culture is defined by them, understand their energy, and understand what their motivators and internal drivers are.
But we also learned an actual way of being developing teams.
We just did not want to give an assessment.
Have everybody read it, maybe share it, and then put it away. We needed something that was actionable, something that was visual.
So, we launched a digital transformation leadership program in collaboration with a company called Cloverleaf that would allow us to create a plan that could use our model, but also identify specific assessments, tools around motivation and workplace culture, as well as personality, to help us just get a better glimpse of the strengths of the people that we work with.
So on the call today, as I said, we shared with everyone a link.
If you have not had the opportunity to take the assessment, the linkous is going to be available to you, as well, where you actually could take one of our culture assessments.
And this is an assessment that we use to really identify and understand how someone interacts with the culture, their organizational culture.
So here’s an example up of a result of our culture assessments of an individual.
So we look at things as organizational control.
You know, how do you control the outcomes, do people actually embrace unpredictability or do they need?
No strict controls, and they need to mitigate risk. Stricter they are, they need things laid out one to D four pi. And the list.
Or they are there just a little bit more, you know, they embrace, you know, kind of like the looseness of a project in there.
For this particular person, they kind of, they’re not at all the way to the strict part, but they are not all the way to the loose part so they can take with like a little bit more predictability versus unpredictability. And so, how we approach someone with someone who interacts with our culture this way is very, very different For every different person and every different situation.
How does someone identify with the, Within the culture, within the groups, what makes you a group, for some people, it’s professionally focused.
For other people, it’s not more like we’re a community. You know, we serve our clients, where it’s a different type of group. Dynamic, group identity.
How do people inside your organizations, how do they identify themselves more from a professional title perspective, or more from who they serve?
Every organization is different.
We’ve worked with amazing organizations, but by their mission.
We’ve worked with others, driven by the title, where they fall within the organization.
Neither one is wrong.
They’re just two very different cultures, and they’re both trying to design, develop these innovation Agile teams, but it’s important for us to know, as leaders, coaches, and consultants on this call, How do you define yourself as an And I’m talking about you as the person that you’re coaching, or training you’re developing, or someone that you’re leading the team with.
How did they define themselves? Do they define those cells by that title?
The title of the project, the title of the team, knew that they’re working with, or are they identify themselves more by the group?
The mission of what the organization stands for?
This one is just, to me, pure gold.
This is really about how approachable or how guarded are you. In regards to personal questions or stories.
We’ve all been there, cocktail party, a Zoom call, you know, where you’re kind of uncomfortable, in the first few minutes, and people are asking them about personal stuff.
You will see some people just take the camera off. You’ll see other people, like share, maybe even oversharing.
You have some people who are very approachable, and want to share lots of good information about things.
You see someone who’s very, very guarded and just believes that the workplace.
It’s all about work, and that’s not necessarily about your, you know, your professional or your personal life.
I’ve worked in organizations where the leaders tolly on.
Side, with more on the guidance.
So, every time they tap kickoff sessions, it means it almost felt so uncomfortable that it just shut me down.
That shutting down actually did have an impact on how Agile was.
Then we look at culture from the management philosophy.
Are you looking for someone or someone in your team? How do they motivated to get the best results?
Do they like you to support them alongside inspire them, giving them high fives, or do they like to be motivated by performance?
But the more that they get their goals met, and the performance goals driver, the more they resonate with Being app, being acknowledged through their performance. Some people like a lot of support, and others just want to be recognized for the outcomes they cheat.
And honestly, to be honest with everyone on the call, all of us have people who are made up of all these different types of supporter, or performance, or people who are open, or people who are close to having personal conversations.
Sharing information, and some people are very motivated by their titles and others are not.
So here I come to OER to go today.
This is a sample of one of our dashboards that we use with the client, which we actually talk to them about what each person inside that team, they’re trying to design and develop an innovation agile team, and each person will take a number of different assessments.
For us, we have five distinct assessments that we use that are connected to our, our model and these assessments that are actually put onto a platform and they actually can be shared with everybody on the team.
We can actually send daily Cochin tips, we know people’s rhythms.
Now we understand, oh, this is what drives them. Oh, now we understand just what motivates them and we start understanding how they relate to the culture.
We use this kind of mechanism because it does a couple of things.
First of all, it prevents us from actually giving a bunch of assessments and then never really using them.
It has a higher ROI for us.
Second of all, it really helps us as a leader, look at the team, and look at the different aspects and strengths of the team to understand how we can communicate with them, communicate the need, and the urgency of the project, as well as to understand what will motivate them or de motivate them.
And thirdly, we’re finding teams using this platform to look for other team members who have a strength in an area that they just don’t have, and they don’t necessarily want to develop.
And, again, it goes back to, really, I’ve focused on strength base, who don’t necessarily want to spend a year trying to develop you in this space. It’s just not comfortable for you.
And if you can find someone on your team who has the ability to motivate differently, or connect differently, or to be motivated to the mission differently, then we start creating that cognitive diversity among our teams.
So this is what a basic platform looks like for us. We will get, you know, we will give weekly tips or maybe daily coaching tips to, like, build up your strength and to also understand where your biases come from.
The system does use a machine learning algorithm that actually creates chip’s specifically for the individual.
So I can have five people on the team, and they’ll all get five different types of tips building themselves with the goal of helping building the team.
So it’s not like a one size fits all. It’s really a very individualized, very customized approach to actually developing agile and innovative teams.
The daily coaching dozes people love them.
They’d like to be reminded, oh, I should be careful of my bias here or let me try this.
You know, this particular system also can connect to my calendar and so if I have someone that I’m meeting with the action is inside the platform.
It will say Judith, you’re meeting with Sarah today, and she loves to be motivated by this, and she loves to get information this way.
It just shifts how I approach every meeting with. Once I understand and know how someone actually gets motivated and loves to be connected.
We also started to come up with questions for everyday team members, you know.
Every day, team member will look at their platform and start asking, OK, where am I today? Do I need to connect with someone else in the project? Let me look.
see in the platform that there’s someone who has a different skill set that I just don’t have or don’t have the tendency to build. Or someone has left my team to fill it with somebody who has this particular skill set.
Who do I need to talk to you and how do I adjust the gap and my warmest goal?
I’m motivated this way, but I can’t seem to get from point A to point C Is there someone that can help me with point B?
What are the two steps I need to take to shift my performance?
So, we’ve actually killing an entire ecosystem around this cloverleaf system to actually do this agile and high performing team.
The results have been phenomenal thus far.
We have growth in team performance, and, most importantly, positive dynamics.
People understand other people’s drinks, without feeling, oh, actually by just honoring them and understand how they want to be communicated with.
We are starting to see resiliency, where people understand that they may have a strength, and they grow in one way, or they communicate in one way, or they’re motivated one way.
And we are able to design teams in a very different way.
Sometimes, when we work on innovation, and we actually assess people for different things, like maybe desk or energy or culture dynamics, and we’ll find that the top leaders all, like all fall within one particular segment.
For example: we’re working with the team, we gave them the disk, they were all high seas, they all needed, lots and lots of data before they ever made a decision.
So the agility of the team, the agility of the teams, is moving well, but by that time that information got up to the C suite, they need just so much information, that there was no movement.
So to understand how people take data, How they analyze it, how they are they, are they OK? Just making mistakes and getting up and moving, moving on, or are they not?
Understand that is that the golden nugget per liter or coach or consultant because it actually helps you redesign and based on that, that type of different content that will help them build on their strengths and understand the power of innovative thinking and personality attributes. Not everybody sees innovation in the same way.
one person may see innovation as something very small, Another person may see innovation as something quite different in quite the way it’s dynamic, where people are very different.
This particular result has been probably, very, I think, mind changing for our team, is to understand that we use terms like innovation. It’s like using terms like I love puppies.
Yeah. Everybody, let’s puppies, variable looks, cats, or whatever it may be, and soft.
No, I actually, Google’s innovation, and I cannot even tell you how many definition, I mean, thousands of definitions, the word innovation, so understanding what innovation means to each person.
And what it takes for someone to actually jump and make movement, or shift, and create an action, is much more important to us than trying to use big terms, that it may be different for everybody inside the team.
So, with that, I’m going to turn it over and Sarah.
Let’s see if anyone has any questions or any questions about how we’re using the platform or our model, or whatever it may be, we’d love to hear what your thoughts are about this.
Thanks, Judith. Yes, if you have any questions, please type them into the question area on your control panel, and we’ll be able to get through some of those for you today.
And let’s see, We have our first question here from Amy, who asks, What shifted your focus from? individual coaching to team coaching?
Oh, yes, that was a big shift for us.
So we found that individual coaching, although it’s quite powerful.
It didn’t not give us enough synergy or energy to actually move the team forward.
The leader could be coached in a particular way, but unless the team understood the dynamics and collaboration among themselves, there was not enough significant movement. The other thing that we came up with is that teams is where all the work gets done.
And even when you work in very small teams of robots, remote teams, where you bring in contractors, the work gets done with, among between the interaction between the individuals and not necessarily one person making all the decision.
So moving from individual to team was a game changer for us. It’s a sweet spot for us.
We do still focus on some individual leadership coaching, But unless the team is understanding the dynamics, and the gifts, and talents, and the energy and the synergy among them, the amount of work that could get accomplished was actually downward. So we went from individual to teams.
Great. And we have another question here.
From an … says, she says the tests assessment and cabinet, see your personality, and your opinion should be done before and in place is starting to work.
So, I would say, And that’s a hard question, and thanks for asking it, because it does push me a little bit.
So I know there are a lot of organizations give personality tests in order to see whether there’s a match.
What I’m finding is that that personality in and of itself, when is danced by itself, is not enough.
So we can give you know, 16 personalities or anagram or disco, but, you know, EQ.
Well, whenever these personality tests may be given, giving out, But unless I understand what motivates someone, or understand how they react and relaid culturally, then I’m going to miss that gap.
And that gap is what I believe is going to make something highly successful, or someone who’s not going to be a good connection to the, the organization.
Personality can only get you so far, and to create an agile and innovative teams course. Now, these are pursuing assessments are great.
Cognitive assessments are great, but for us, we really believe that it is the motivators, the intrinsic drivers, the energy that someone brings to the team, along with the personality and the culture.
We believe those five components really can make or break the speed in this fast lucca world. And that’s what we’re focused: focusing on as if I had to pick five things, could I? should I, and how?
And then, what platform could we use in such a way that these five elements can come together?
So, I can kind of see a holistic picture of not only the person, but how they would fit with the team.
We also found that leaders tend to hire a lot of people that kind of think like them.
I click them, I have similar experiences that they have, and, oftentimes.
customers that we’re serving are so diverse, that the more diverse your teams are, from a cognitive perspective, the more likely your success rate would be.
I hope that I answered that question.
Great. And we have another question here from Phil who asks, When you talk about culture, what exactly are you looking for?
So, I’m really looking for how someone actually defines their own persona inside the norms of an organization. So, I define, if I’m someone who defines myself, and I’m highly motivated by titles. And I work in an organization that flat, and there are no titles, it’s going to feel like everyone’s in charge and no one’s in charge, and so I’m going to, there’s going to be a gap of culture.
So, I look at things like the house, someone sees themselves in regards to being strictly controlled and being very loose.
We’ve worked with people inside the government agency, especially the younger generation, they don’t do well with norms and strict rules and regulations, and they’re working in one of them.
Hi. As art.
Hierarchical organizations that we’ve ever worked with.
They’re very loose. They like to be very agile, and make mistakes and try a new thing.
So oftentimes, when it comes to their review at the end of the year, they’re not perceived to be part of the team, and they are very much part of the team.
They, they define culture, very then, maybe that’s individual.
So, I define culture more of how you interact, how you see yourself.
Meeting norms, rules and regulations, versus organization more loosely known and structure.
How professional, in regards to how distance organization define itself, define itself by roles and responsibilities.
And titles versus mission driven, are mission driven.
And I’m in an organization where I’m in level 7, 8, 9, 10, I will feel I disconnect almost automatically.
So, we look at those kind of elements, and the culture assessment that we shared with everyone wanted to give everyone a sample about our culture assessment, looks like, to have an understanding of, Oh, That’s how I work, And that’s how I defined myself inside an organization.
Then, we have another question here from James who asks, What’s your biggest aha moment as you apply this new model and approach?
Teams are dynamic.
There is, uh, I think, building based on strengths, and not focusing on, trying to make someone something, or **** from a behavioral or a personality assessment perspective.
What’s the big ahah And understand how the culture of an organization can actually influence your personality influence your approach to work versus you trying to fit into a culture. So one of the biggest aha’s was seeing the dynamics between the culture and the people.
I also had a huge Aha when it came to the energy assessment.
I never thought that I’m a pacer, so basically I like to pace myself during the day And that I hit a point late afternoon, early evening and I’m done.
And I’ve noticed that if we start working with clients overseas or we work with clients 5, seven hour time difference, that shifts how I can actually, I need to learn how to shift my energy in a different way.
So energy assessments were like a big game changer for us. They helped us also assign the right people.
Uh, there were some people who just loved to be on the computer at 8 or 9 o’clock at night.
And so, it was, it was easier to give them assignments or tasks that were related to engaging with our clients who are in different time zones. or, you know, who watch gentlemanly. So the energy assessment must also a big game changer for not only myself, but for my team.
Great, and we have another question from Sally here, who has asked me if you could elaborate on energy and why does, why does it matter?
So, that, that’s a great question. So, really, energy is?
It really is defined by how the rhythm of how you like to do work. You know, So are you and what you hear this morning person? Or your afternoon person thinks of that nature.
Reason it matters for a couple of reasons. biologically. We know that there are certain times in the brain in certain times, biologically, in your system, where you are more apt to be more creative. More innovative. So, for example, 11 0 AM is known as a time, being highly creative.
And also, people get a spark of energy, usually about 5, 36 o’clock, which is just a biological phenomenon.
But what we notice is that there are some people who will get up very early in the morning and our team, and they will just get everything done.
Well, there were some others who just, did it, do that.
They were like, they loved the evening hours, until there was a disconnect. And there wasn’t a communication, disconnect, is an energy disconnect.
So, to understand, everyone’s Rythm understand everyone’s energy, helped us really create the right work teams on specific projects or specific tasks.
And we ended up getting things done faster, more efficiently.
I think, also, energy tueni, I love to talk about managing your energy and not managing your time.
There are, there’s some times, I believe, additional such thing as time management. I have seen some of my clients, calendars, and they’re just dealt with meeting after meeting after meeting after meeting. Can they manage that?
It’s not, it’s no, they’re not in control of that.
But they need to understand how to manage their own energy when they’re high, when they like to get certain tasks done. I love to get all my e-mails done early in the morning. Do I still e-mail during the day?
Yes, but in the morning, I’m more clear, more articulate.
My energy is higher, and so I’ve actually used my own energy assessment to actually redesign what work I should get done during the day.
So those tasks that are most important to me, I get them done, even though the hardest times I get them done first thing in the morning. And then I move on to something else.
I used to be the opposite of about six months ago.
I used to get the little task done, delver easier in the morning, found out by the time I got to the bigger cast, I didn’t have any energy because I was not a late afternoon, early evening person.
So, that whole understanding people’s energy or natural rhythm, I think, is really important. It also honors, you know, people for where they’re at.
Energy shifts. These assessments, inside our system, we have the ability to we take them.
Because we had mothers who’ve had newborns and of course their energy shifted drastically. It wasn’t the same.
We’ve had people who moved had different time zone changes and their energy change.
So what are the the great parts of the tool that we use and the assessment tool that we use is that you can continuously take them over and over again, you’re not charged for them.
You just can constantly take them over again as things in situations change.
So, that’s, I believe, that energy does make a big difference.
Great, And we have another question here from Ken, who asks, and the five elements that are credit critical to success, what are good strength based assessments that I can use?
So, you could use a strength binder.
You could use, I believe, there’s one constant intrinsic drivers.
that is, you’re, like, how do you, what drives you? What’s your, what’s your instinct about? You know, how do you naturally move toward solution?
I think those two are, are the best. I do, like, the disk to understand people’s thinking patterns, Understanding how people gather information to make decisions. But, I do think strength binders and instinctive drivers is good. And those are also inside the platform. As well, if anybody wants to try out the platform, or, you know, please feel free to continue to use the link that we send you with the cultural assessment as well.
But, I think those are the ones that I would, I would focus on.
Great, and I think at the last question, tech include our Q&A session today and that’s it from … asks, how can I contact you offline to learn more about her program?
Great question. So, here we are.
You can actually, They put me on LinkedIn.
There’s my LinkedIn, I have Strategists by design or just cartoonists at LinkedIn, you can connect to me there and I believe that there’s a story that’s done after this webinar. Is that correct, Sarah, and I believe if you state, that you want to be connected, we can go ahead and connect with you there, you can leave your e-mail, we can e-mail you there as well.
You can, so that’s the best way or you can just e-mail me at Judith at strategies by design group dot com.
Yes, and all Judith’s LinkedIn profiles, and all of those, and website is all link back on her web or on the event page as well, and where you registered for today’s event.
Thank you. Thank you sir, and thank you everyone for joining. Those are awesome questions, thank you.
Yes, thank you so much for such an informative session today, and thank you all for participating in today’s webinar.
I look forward to seeing you next week, same day, same time, and as a reminder, today’s event is qualified for sure, recertification provider credits. And, you know, if you hung around for the entire session today, you will receive a follow-up messaging on how you can receive your activity IDF ID for your PDC.
And make sure that you join me next week for our webinar Leading hybrid teams. I look forward to seeing you all next week and thanks. Thanks. Thanks, you for today.
Thank you. Thank you so much.
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