1 Managing Your “Fifth Force” Because (Team) Social Context… …Drives Behaviors, Performance, and Risk Fifth Force #1 – Introduction
Dec 03, 2014
Managing Your “Fifth Force”Because (Team) Social Context…
…Drives Behaviors, Performance, and RiskFifth Force #1 – Introduction
2
Manage Your Fifth Force to:
Enhance Your Team’s
Performance
Lower Your Team’s Risk
Develop Leaders Simultaneously
As the Fifth Force’s “field” drives
behaviors
The Fundamental Forces
Human’s Fifth ForceMother Nature’s Four
4
# 1 – The Gravity Force
5
1. GravityForce
Strength=1
Mother Nature’s Gravity
Range=∞
We unconsciously adapt to both gravity (and to the Fifth
Force)
6
# 2 –The Weak (Nuclear) Force
7
Mother Nature’s Weak Force
1. GravityForce
Strength=1
Range=∞
2. WeakForce
Strength~1025
Range~10–17M
You can freely ignore this force (unless you are a
physicist).
8
# 3 – The E-M Force
9
Mother Nature’s E-M Force
1. GravityForce
Strength=1
Range=∞
2. WeakForce
Strength~1025
Range~10–17M
3. E–MForce
Strength~1036
Range=∞
Many manifestations in ordinary life.
10
#4 – The Strong (Nuclear) Force
11
Mother Nature’s Strong Force
1. GravityForce
Strength=1
Range=∞
2. WeakForce
Strength~1025
Range~10–17M
3. E–MForce
Strength~1036
Range=∞
4. StrongForce
Strength~1038
Range~10–15M
You can ignore this,
too.
That’s everything
Mother Nature has!
12
Teams’ and Leaders’ Fifth Force
1. GravityForce
Strength=1
Range=∞
2. WeakForce
Strength~1025
Range~10–17M
3. E–MForce
Strength~1036
Range=∞
4. StrongForce
Strength~1038
Range~10–15M
Strength~∞
Range=Human
Interaction
5. SocialContext
Man-made
Observing the Fifth Force’s Potency
Fifth Force #2 – In Action
14
The Fifth Force: Risk and Performance
Bottom Ave. Top >
Ave.<
Ave.
Explosions, failures, crashes Success, profits, performance
Team Development (Assessment) Benchmarking
Scale
HNBTP. xix
STEREOP. 54
AvionicsSystemsDivision
15
Space Shuttle Challenger – Root Cause?
Jan. 28, 1986 – A Horrible
Explosion
The (common)
FaultAttribution
Error
Carrying a small satellite
Altered Perception:Team
unconsciously required an ever
stronger technical argument to delay
than proceed.
“It is unfortunate that…these forces are
invisible and unacknowledged
.”
Why?
Diane Vaughn
In today’s language:A flawed Team Social Context put “Good
People in a Bad Place”
Launch pressure = Fifth
Force “Normalization
of Deviance”
16
Recurrent Overruns NASA
Hostility= Fifth Force
Rationalized Test Results
Hubble’s Flawed Mirror – Root Cause?
“The root cause was
a leadership
failure”Never told
NASA
“Team Social Context” was
not in the vocabulary
Launch April 24,
1990
Mis–spaced
Measuring Device,
the“Null-
corrector”
17
Confucianism in cockpits
= Fifth Force Forbidden to correct or
criticize seniors
KAL Crashing at 17X Norms!
What erroneous
assumption caused this to
persist for years?
That individual
pilot’s abilities was the problem!
Cockpit Observers
Crew Resource Management (CRM) – Interpersonal abilities
over technical knowledge/skills Safe flight restored
19
Context Performance >75% of the Time
“Asch Experiment,
”One-Third answered incorrectly
Tokyo Train, 2005,106
Dead
Tenerife Island, 1977,
583 Dead
Bill Gates
IndustrialRevolution
Context (environment)
drives performance >70% of the
timeThroughout
history, context has driven
wealth (and fame)
20
Hubble Servicing Mission’s Context
Hubble has operated more than 20 years with 10,000 publications!
Bottom Ave. Top >
Ave.<
Ave.
“There are no great men – just great challenges that ordinary men, out of necessity, are forced by
circumstances to meet.”– Admiral Bill Halsey
“Seeing” Invisible Fields
First, we need to make this “Invisible” Field visible.
Diane Vaughan (Challenger), “It is unfortunate…that these forces are invisible
and unacknowledged.”
Fifth Force #3 – Behaviors & Contexts
22
Contexts BehaviorsWould you modify your behaviors in each of these
contexts:
Giving / receiving a marriage proposal?
Fiancé's family
dinner?
Bachelor / bachelorette party?
Hijacked on honeymoon
?
23
Making Invisible Force Fields Visible
How might you measure
invisible Social Contexts?
Measure Team’s and Individual’s Behaviors
Observe the field w/tracer
particles
How might you observe invisible magnetic fields?
Social context’s invisible fields drive behaviors
(Previous slide)
24
Alignment & Leadership Development
To efficiently align ferromagnetic particles, would you?
Or
Use tweezers? Use a field?
The parallels to leader development are surely obvious.
Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common
behavioral norms.
25
Which Behaviors to Measure?
Intuited
Emotional Logical
Sensed
DecidingInformation
“The right coordinate system turns an impossible problem into two
really hard ones.” – Undergraduate physics.
Dilbert
26
Universal human needs underlie every 4–D process.
4–D dashboards are operating in 75 countries.
“Visioning” – We all
need hopeful futures
“Cultivating” – We all
need to feel appreciated
“Directing” – We all need the ability to succeed
“Including” – We all need to feel that we belong
The Four “Dimensions” ≡ Human Needs
Intuited
Emotional Logical
Sensed
London France Malaysia SOEs-China
27
Physiological Needs:Air, water, sleep, food, warmth
Emotional Need #1:Feeling safe
Emotional Need #2:Feeling valued
Emotional Need #3:Feeling Included
Logical Need #1:Realistic, Hopeful Future
Logical Need #2:Meet Accountability Expectations
Human Needs Hierarchy
Self-ActualizationRealizing One’s Potential in Work and Life
28
4 (of 8) Behaviors Contexts
“Magical”SolutionsAppear
100% Commitmentto Outcome
Clear and Achievable
Expectations
Clarifying Roles, Accountability
& Authority
ExpressingAuthentic
Appreciation
MutualRespect w/OpenCommunications
Authenticityand Efficiency, Absent Anger
AppropriatelyIncluding
Others
29
Alignment & Leadership Development
To efficiently align ferromagnetic particles, would you?
Or
Use tweezers? Use a field?
The parallels to leader development are surely obvious.
Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common
behavioral norms.
Team Development (Assessments)
Enhance the Fifth ForceMeasure (Benchmark) Performance
Fifth Force #4 – Assessments & How They Work
31
Average Performance Enhancement/TDA
BottomQuintile
< Ave.Quintile
AverageQuintile
> Ave.Quintile
TopQuintile
53% 66% 70% 75%
66% 71% 76% 80%
72% 75% 79% 83%
77% 81%
84% 90%
All 198 teams with multiple assessments (2008)
~4% Enhancement / TDA cycle
+7%/TDA
+5%/TDA
+4%/TDA
+2%/TDA
+2%/TDA
How Team Development (Assessments) Work
33
On–line Segment
Behavioral Norms
Rationale for Your Choices
Why Each Behavior Matters
Numerical Scores
The“Standard”(Criterion)
CaseStudies
What “good”Looks like
34
TDA Report – Team Self-Development
Team Leaders discuss report with members and direct three actions: 1. Schedule re-assessment2. Decide workshop or
modules3. Assign behavior-specific
actions
Responsible Action Due
Smith, John Develop andImplement our Appreciation Enhancement
System
6/28/2012
Bottom Ave. Top >
Ave.<
Ave.
57%
68%
72%
81%
6/07
9/07
4/08
6/09
Real “ABC” Team DataIndividual’s Perceptions
Relatively low scoring behaviors are candidates for action items
Addressing Shared Interests Being Outcome Committed
Appropriately Including Others
Keeping All Agreements
Resisting Blaming or Complaining
Clarifying Roles, Accountability and Authority
Most Recent Previous Assessment Current Assessment
Expressing Authentic Appreciation Expressing Reality -based Optimism
35
Some (Typical) Case Studies
We “saved” Teams, just-in-timeDiving Catches?
Fifth Force #5 – Case Studies
HNBTP. xix
STEREOP. 54
AvionicsSystemsDivision
36
You (+ charge)
# 1 – Context-shifting Restored Profit
My customer relationshi
p is broken
Charlie, I am in real trouble
We need a 4-D
Workshop, but they
won’t attend
## - This isn’t
about changing
them
Rather, you
changing you!
Them (+ charge)
37
You Them
Charlie, I am in real trouble
My customer relationshi
p is broken
We need a 4-D
Workshop, but they
won’t attend
## - This isn’t
about changing
them
Rather, you
changing you!
Change yourself from a
“proton” to a “neutron”
# 1 – Context-shifting Restored Profit
38
Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave.
Context-shifting Restored Profit
1. Team Developmen
t (Assessment), as always
2. Three-day
Workshop (~24
participants)
Good to Go
Shift Story-lines Manage Emotions
Express Appreciation
Shared Interests
3. CSW & Re-Team
Development
(Assessment)
What you can Authentically Appreciateabout the other party, or your mutual (difficult) Situation?
Which Emotions (and group) are you experiencing?
What Shared Interests can youidentify by asking, “What do they
want that I can want for them also?”
Reaching broadly, whom (person or organization) should you Include to
garner support and avoid stimulating anger.
What explicit or implicit Agreementshave you broken that could affect others’
perception of your trustworthiness?
What Unpleasant Reality must youacknowledge and what Optimistic
Outcomecan you now imagine realizing?
How Committed are you to realizing your Outcome– if less than 100%,how can you enhance your commitment?
How can you reduce Victims’ helplessness;Rescuers’ weariness, Rationalizers’ anxiety, or Blamers’ (deadly) anger?
Have you clarified and communicated your Roles, Accountability, and
Authority to all involved?
What Green Story–linessupport behaviorsthat take you to your Outcome? (Response–able)
What Red Story–lines support behaviorsthat take you away from Outcome? (Blamer, Victim)
What Outcome are you 100% Committed to realizing? (Think expansively)
What Situation do you want to resolve – involving people, performance, competition, etc.?
Actions & 4–D Requestsyou will now take/make and are these sufficient?
Which Emotions (and group) must you now express?
39
Context-shifting Restored Profit
Bottom Ave. Top >
Ave.<
Ave.
Then, recurrent TDAs sustained performance & profit for years
Takeaways: Aligned 4-D Processes (Assessments,
Workshop & CSW) restored profit and saved the Program Manager’s
job.
40
# 2 – STEREO Project
Charlie, “Stereo” is in real trouble
Conflict across the
two implementing organizations
HQ is threating cancellation of
this $500M Project
1. Team Developmen
t (Assessments) for each
org.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
NASA/Goddard JHU/APL
“Sins” = Inexperienced Leadership; Broken RAAs;…
41
STEREO Performance Moves to Top
2. Three-day
Workshop (~12
leaders each side)
Shift Story-lines Manage Emotions
Express Appreciation
Shared Interests
+ 0.5 years+ 1.0 years+ 1.5 years+ 2.0 years+ 2.5 years+ 3.0 years
+ 3.5 years (and beyond)
Bottom Ave. Top >
Ave.<
Ave.Bottom Ave. Top >
Ave.<
Ave.
JHU/APLNASA/Goddard
3. Dual Team Development (Assessments) every ~6 months
42
STEREO Becomes a Model Project
The Stereo Project Manager: “We went from being the butt of ugly jokes to being a model of managerial excellence
thanks to the 4-D System.”
The Stereo Deputy Project Manager: “It was amazing, to watch our performance, and our customer’s perspective, track right
along with our 4-D assessment scores.”
43
# 3 – Avionics Systems Division
About 150 people
organized into 10 teams
We must perform to save the program
TopLeaders (2)
8 People 16 People
18 People 13 People 9 People 14 People
11 People 15 People 13 People 16 People
1. Formed a
“Leadership Team”
Top leaders plus the
leaders of all the sub-teams
They understood that
people mimic their leaders’
behaviors
44
4- D Processes Applied
Shift Story-lines Manage Emotions
Express Appreciation
Shared Interests
- Leadership team shared all their TDA Results
- All shared TDA actions - Many were the same
2. TDAs for “lead” &
10 working teams
~24 Person “Leadership Team” Bottom Ave. Top
> Ave.
<Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
. . .
. . .
10 TeamsAll
‘teams” Scored in
lower quintiles
They met every 6 months to
discuss issues and TDA
results/actions
3. Three-day
“leadership team”
Workshop
45
Long-term Performance Enhancement
All team scores (like Stereo) moved up together. After two- years, all teams were in the top-quintile.Years later, they continue periodic TDAs to
maintain top-quintile performance.
~24 Person “Leadership Team” Bottom Ave. Top
> Ave.
<Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave. Bottom Ave. Top >
Ave.<
Ave.
. . .
.
10 Teams
Fifth Force #6 – Common Assessment Mistakes
Common TDA Structural Errors
47
Top Leaders (2)
8 People 16 People
Mistake – TDA Crosses Multiple Teams
Mixed Results No Action Focus Blaming Others?
A single Multi-team
TDA
48
Top Leaders (2)
8 People 16 People
The Best Method – Three TDAs
Segregated Results Action Focus No Blaming
TDAs for each Team
TDA for pseudo
“leadership team”
Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave.
Bottom Ave. Top >
Ave.<
Ave.
49
Mistake – TDAs
“I want a TDA to
improve teamwork.
”“New 4-D provider
set’s up and briefs TDA
report.”
They were not a “team; they were geographically diverse entrepreneurs w/
little contact
Instead, (coordinated) IDAs for
allInvite all
knowledgeable colleagues
to participate All share resulting
ideas/actions
Share their benchmarks with
trusted others
Better – IDAs
50
Now, Proceed with your TDA?
With your team members’ e-mail addresses in the
dashboard, we launch your TDA
Educate
Bottom Ave. Top >
Ave.<
Ave.
Benchmark
?
Boost
~15 Minutes on-line
~90 Minutes to process the TDA Report
Fifth Force #7 – Closure
Closure
Never doubt that a small group of thoughtful, committed citizens can
change the world.Indeed, it’s the only thing that ever has.
– Margaret Mead, Anthropologist
Visit www.NASATeambuilding.com for resources
System4-D
Three-day Workshops
Fifth Force #8 – Workshops
Diagnostics/processes teams can only do as a group
53
4-D Processes Plus Your Content
4–D Systems Processe
s
Your (Expertise) Content
+
High-Performance Context
54
InnatePersonality Culture Project Mindset
Three Team-Level Fifth Force Diagnostics
4–D Systems Processe
s
Your (Expertise) Content
3 Diagnostics
55
4–D Systems Processe
s
Your (Expertise) Content
3 Diagnostics
Story-lines
Emotions
The Core of Leadership
Mindset (Attitude)
56
4–D Systems Processe
s
Your (Expertise) Content
3 Diagnostics
Eight Behavior
s
Story-lines
Emotions
Eight Behaviors
Eight Context-setting Behaviors
57
4–D Systems Processe
s
Your (Expertise) Content
3 Diagnostics
Eight Behavior
s Context Shifting
Worksheet
Story-lines
Emotions
Processing your Fifth Force Elephants
58
4–D Systems Processe
s
Your (Expertise) Content
3 Diagnostics
Eight Behavior
s
Habitual Story-lines
Story-lines
Emotions
Missed Opportunity
Spending Your Time Wisely
Return on Investment (ROI)
Fifth Force #9 – ROI
60
What ROI Would you Want?E.G., for your savings?
110% per year? – 10% interest on your money?
200% per year? – Double your money every year?
Can you imagine a return of thousands of percent?
61
A ~240 Person Model Program
Top Leaders (2)
20 People 20 People 20 People 20 People
20 People 20 People 20 People 20 People
20 People 20 People 20 People 20 People
62
Optimal Deployment of 4-D Processes
5: DIRECTING DIMENSION Any Drama-states you need to process and exit?
Any unclear Roles, Accountability, or Authority statements or processes?
1: DEFINE THE PROBLEM/SITUATION:•Situation you want to resolve:_______________________________________________________________________________________•Outcome you are committed to realizing: __________________________________________________________________________•Your “Red”limiting Story-lines:______________________________________________________________________________________•Your “Green” empowering Story-lines: ______________________________________________________________________________•Your experience & expression of emotions: _________________________________________________________________________
Context Shifting Worksheet (“CSW”)
3: INCLUDING DIMENSION Who needs to feel included, and how can you ensure this?
What implicit or explicit agreements have you broken that you must now process?
2: CULTIVATING DIMENSION Who needs to feel appreciated, and how can you ensure this?
What do they want that you can want for them also?
4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want?
How Committed (in %) are you to realizing the above Outcome?
Specific Actions/Requests you will now take/make: ______________________________________________________________________________________________________________________________________________________Are these adequate? ______
IDAs with Coaching & CSW
Monthly Coaching for Team Leaders w/IDAs every 6
= $70,000
How NASA Builds Teams
(Wiley, 2009
All 242 people @ $20 = $5,000
TDAs with Consulting
65 TDAs (5 for each of 13 teams) @ $1,000
each = $65,000
BottomQuintile
< Ave.Quintile
AverageQuintile
Teams , First and Following Percentile Ranks
> Ave.Quintile
TopQuintile
53% 66% 70% 75%
66% 71% 76% 80%
72% 75% 79% 83%
77% 81%
84% 90%
One Three–day WS for the Team Leaders & WS Modules for all Teams, 2
x per year= $90,000
63
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
Quantitative Evidence of Culture Change
Then, TDAs sustain the
12% benefit, >> ROI
Benefits (~$750K/month) & ROI
Salaries for 242 people x 2 years @ $125K (with
overhead)= $144,000,000
Savings per 6
months
First3%
Next6%
Next9%
Next12%
6% of $144M=
$18,000,000
ROI = 8,000%
Investment= $220,000
Quantitative Culture Change
Fifth Force #10 – Culture Change
65
Quantitative Culture Change (1)
~10% of NASA
engaged
~20% of MSFC
engaged
Average NASA First TDA Scores per Year
63%66%
71%69%
73%
76%
50%
55%
60%
65%
70%
75%
80%
85%
90%
2003 2004 2005 2006 2007 2008
Average NASA First TDA scores up ~10%
Correlation is not causality. Is there another test?Annual increase in first team assessments ~participation!
Average MSFC First TDA Scores per Year
61%
65%
73%71%
86%
80%
50%
55%
60%
65%
70%
75%
80%
85%
90%
2003 2004 2005 2006 2007 2008
Ave MSFC First TDA scores up ~20%
66
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
Marshall
All NASA
Average First TDA Scores by Year
60%
65%
70%
75%
80%
85%
2003 2004 2005 2006 2007 2008
MSFC
All NASA
Quantitative Culture Change (2)
Quantitative Evidence of Culture Change
The data suggest organization–wide cultural improvement proportional to your 4–D engagement
20% Engagement yields20% Improvement
10% Engagement yields10% Improvement
Extra Slides
Fifth Force #11 – Extra Slides
68
Innate Personalities Cultures Project Mindset
Mindsets (Attitudes) Behavioral Norms Unacknowledged Realities
Six Fifth Force “Sub-Systems”
69
The Power of Repetition
Habituatingthe
Times–table
Habituatingthe EightBehaviors
TheRefrain
Beethoven’sFifth
Symphony
70
Histogram of Team’s Scores
50% 100%300 teams’ first assessment scores
(Notional process)
Fitted a curve
Bottom Ave. Top >
Ave.<
Ave.
Divided into 5 equal–area quintiles
Quintiles
71
Two (Contrasting) Team Social Contexts
Bottom Ave. Top >
Ave.<
Ave.
Victims/Blamers& Disorganized
Blind Optimism & Low Commitment
Unappreciated& Conflict Reigns
Feel Excluded & Low Trustworthiness
No Drama & Clear Accountability
Grounded Optimism& 100% Commitment
Mutual Respect& Collaboration
Feel Included &High Trustworthiness
Quintiles
The context you live your life in is your choice.
72
49 101177
284
561
824
1,116
1,345
1,561
1,824
0
1000
2000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Evidence Performance ≡TDA Scores1. “Face Validity” – “Bottom” and “Top” TDA teams in prior slide2. Anecdotal evidence – Read How NASA Builds Teams 3. Voluntary participation by NASA teams (2003–2011)
Skeptical? Try a 15–minute on–line TDA, and see for yourself.
73
Choosing Behaviors to Measure & Manage
AddressingShared
Interests
ExpressingReality–based
Optimism
Being 100%
Committed
ResistingBlaming &
Complaining
Clarifying Roles, Accountability
& Authority
ExpressesAuthentic
Appreciation
Appropriately Including
Others
Keeping All Your
Agreements
Our eight behaviors (behavioral norms for teams) are: – Grounded in core needs by the four Dimensions (2 / Dimension) – Supported by broad research e.g. Gallup’s “Leading Indicators…” – Confirmed by experience – ours and our clients (>1,000 teams) – Learned & habituated with (experiential) learning materials – Reinforced by positive results (feedback) – The most precise Team Social Context measurement possible
74
Resources at www.4-DSystems.com
Three–day Workshops &Workshop Modules
How NASA Builds Teams
(Wiley, 2009Japan Taiwan Korea China RussiaBulgaria Czech
TDAs with Consulting
BottomQuintile
< Ave.Quintile
AverageQuintile
Teams , First and Following Percentile Ranks
> Ave.Quintile
TopQuintile
53% 66% 70% 75%
66% 71% 76% 80%
72% 75% 79% 83%
77% 81%
84% 90%
5: DIRECTING DIMENSION Any Drama-states you need to process and exit?
Any unclear Roles, Accountability, or Authority statements or processes?
1: DEFINE THE PROBLEM/SITUATION:•Situation you want to resolve:_______________________________________________________________________________________•Outcome you are committed to realizing: __________________________________________________________________________•Your “Red”limiting Story-lines:______________________________________________________________________________________•Your “Green” empowering Story-lines: ______________________________________________________________________________•Your experience & expression of emotions: _________________________________________________________________________
Context Shifting Worksheet (“CSW”)
3: INCLUDING DIMENSION Who needs to feel included, and how can you ensure this?
What implicit or explicit agreements have you broken that you must now process?
2: CULTIVATING DIMENSION Who needs to feel appreciated, and how can you ensure this?
What do they want that you can want for them also?
4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want?
How Committed (in %) are you to realizing the above Outcome?
Specific Actions/Requests you will now take/make: ______________________________________________________________________________________________________________________________________________________Are these adequate? ______
IDAs with Coaching & CSW
Authentic Appreciation
The single most important habit to enhance performance, reduce risk, and enhance (save?)
your marriage and other relationships.
ExpressingAuthentic
Appreciation
Context of Mutual Respect &
Open Communications
Fifth Force #12 – Appreciation
76
Unmet Needs at Work
“70% report receiving no praise or recognition in the workplace.”
— Gallup
“64% of those who leave their jobs say it’s because they didn’t feel appreciated.”
— US Department of Labor
70 percent hate going to work, or have mentally checked out, roaming
the halls spreading discontent — Gallup
77
What People Most Want at Work
About 20% of the workers are giving all
they can
Another 20% don’t want to give more
The middle 60% say “They would give more to their work
if there were more in it for them.”
What is the “more” they want?They want to feel appreciated.
Will this take more time?
78
How do you name
appreciating bosses?
Appreciating Bosses?
Departing CEO’s of Fortune 500 companies cite lack of appreciation as
the primary reason for leaving their jobs. — News Report
As one moves up in the organization, are their (emotional) needs for
appreciation more, or less likely to be met?
79
Obstacles to Appreciation
Bart Simpson’s dinner blessing: “Dear God, we paid for all this stuff ourselves, so thanks for nothing.”
80
Living in the Mindset of Gratitude
“A thankful heart is not only the greatest virtue, but the parent of
all other virtues. “ — Cicero
“I maintain that thanks are the highest form of thought, and that gratitude is happiness
doubled by wonder.” — G. K. Chesterton
“We are all heirs and heiresses to a society of freedom and plenty that
most of us did absolutely nothing to earn.” — Ben Stein
81
Step 1 - Speaking Your Gratitude
Prepare to stand up and speak what you are grateful for about…
Wait! Do not express Appreciation for an
individual now. That is the next step.
Now, say, “I am grateful for…” (e.g. the opportunity to work with
people as motivated and dedicated as you)
Can any of us choose to live our life seeing the glass as half empty, or
half full?
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Preparing to Appreciate (1)
Standing, if they are in the room, look them in
the eye
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Expressing Your Appreciation (2)
Speak directly to them saying “(Name), I
appreciate you for…”
If they are not present, tell the group what you appreciate about this
person
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Completing the Process (3)
If they are not present, finish with “And, I’ll tell them as soon as I see
them.”
The process completes when they look you in the eye, and say, “Thank
You”
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3) Completion: The process completes when they look you in the eye, and say,
“Thank You”
1) Preparation: Standing, if they are in the room, look them in the eye
Appreciation Process – Let’s Do It
2) Appreciate: Speak directly to them saying
“(Name), I appreciate you for…”
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Decide to Live “HAPPS” Appreciation
Promptly – The sooner, the better
Specifically – The more specific, the better
Habitually – Habits are your personal bureaucracy
Authentically – Decide to live in the mindset of
gratitude
Proportionally – Appreciate proportional to their
contribution
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Appreciate People in Your Life Now!
Many words were spoken into the ears of the dead that they yearned to have heard while they were alive.
Tonight, begin habitual appreciation before it is too late.
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Takeaways – Appreciation
Commit to living in Gratitude (Mindset), and habitually Expressing Authentic Appreciation (Behavior):
Because this can sustain a Fifth Force (Social Context) of:
• Good feelings;• Open communications;• High performance; • Enhanced Health; • While meeting our universal need to “feel
appreciated.”
Comments or Questions before we proceed?