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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Lean Construction Institute Provider Number H561Creating the Culture of High-Performing Teams100316LCICLTR
Rex MillerOctober 16, 2017
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
7.5 LU Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.
This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an
approval or endorsement by the AIA of any material of construction or any method or manner ofhandling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
This course is ideal for anyone involved in creating, leading or fixing project teams. Imagine your project team is a boat of ten people. In the average boat three people will be highly engaged and rowing, five will be watching and waiting for instructions and two will be drilling a hole in the back. This powerful workshop will show you how to turn an average team into high performing. It addresses how to engage the 50% in the middle of your boat and the 20% that are sinking your efforts. It takes you deeper than crafting a clear mission or values to defining the key specific behaviors for success. High performing teams don’t simply happen, they happen by design. You will learn the distilled insight of over 10 years of research, working with more than 130 organizations and the strategies and techniques the best teams practiced. Each participant will receive a copy of Change your Space, Change your Culture
CourseDescription
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
LearningObjectives
1. At the end of this course, participants will know how to develop a culture that drives high engagement and high performance of a project team.
2. At the end of this course, participants will be able to use the boat metaphor to communicate to their project teams where they sit and what front of the boat behavior looks like.
3. At the end of this course, participants will know how to engage every member of the team by identifying a team role in addition to their function by uncovering their intrinsic motivation factors.
4. At the end of this course, participants will recognize the reciprocal relationship between the cultural welfare of a project team and its performance, and how focus on people benefits the team and the project.
At the end of the this course, participants will be able to:
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Creating the Culture of High-Performing Teams
October 16. 2017
Rex Miller - mindSHIFT
C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
rex.cnf.io
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
How I Got Dragged Into This
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Seeing Is Believing
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Offers a plan of action for what education needs to become, to prepare our children for a future none of us can predict.
-Sir Ken Robinson
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Measure Twice – Cut Once
Edith Green Wendell Wyatt
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Resolve to Disolve
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Front End Work – Foundation Laying1. Understanding Who2. Respect For Differences3. Common Language4. Clear Roles5. Rules of Engagement6. Common Code of Behavior7. Merged Agendas8. Anticipated Collisions9. Modeled Leadership10. Reinforcing Environment11. Non-Negotiables Defined12. Measure and Improve
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Low Risk – High SuccessA.R.C.
Affirm OthersRituals
Connect on a Personal Level
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
What Have Been the Biggest Drivers of Change in Our
Business?
• Discuss for 3 minutes at Your Table
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
How Have These Changed the Way
You Deliver Projects +/-?
• Discuss for 3 minutes at Your Table
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
How Does the Way We Deliver Projects Need to
Better Reflect These Changes?
Discuss for 3 minutes at Your Table
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Friction in the System?What gums up the gears of teams working well together?
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
What’s Working?What’s Not?
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
The Earliest Recorded Project Failure
Babel
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Trust: Deficit to DividendTrust Balance -40% -20% Neutral 20% 40%
Environment Stressful Worry No worries Positive Uplifting
Focus Pre-emption Process Scope Outcome Mutual successRelationships Disrespect Indifferent Cordial Cooperative Collaborative
Process Hidden agendas
Chain of command
Task at hand Keeping promises
Making it easier for others
Behavior CYA Do my job Respect Partnering Transparency
Outcomes Politics Slow Efficient Learn from mistakes
Improve
Systems Distracting Hassle Does not get in the way
Supportive Adaptive
Ethics Self-interest Compliance What is expected What is right What is good
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The Tribal ChallengeWhat is the tribal Challenge?
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Understanding Who
Respect for Differences
Quadrant ExerciseHow I Best Work
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
C.A.V.E. Dweller• Consistently• Against• Virtually• Everything
1. Frustrating2. Stressful3. Anxiety4. Anger5. Passive Aggression6. Open Hostility
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Common Causes
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1. Burnt in the Past
2. Collide with Others
3. Fuzzy Role
4. Unclear Contribution
5. Not in the Right Seat
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Gain or Drain Exercise
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
360 – Role and Strengths
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Your Team Roles & Nicknames• Motivator• Facilitator• Check List Keeper• Negotiator• Risk Protector• Can Do Operator• Get R Mov’n• Button it Up• Get R Dun• Bugs• Taz• MacGyver
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Healthy Team Relationships
Motivating other for the Mission
Strategy, Planning Analysis
Getting Things Done, Taking Action
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
How To Design a Meeting that Sucks
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Culture is…What happens when
you’re not there!
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Average Team Engagement
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Dining Room Culture
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Kitchen Culture
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Average Team Engagement
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
The 12 Things1. Focus me2. Equip me3. Help me find my fit4. Recognize a contribution,
weekly5. Care about me6. Help me grow7. Hear me
8. Help me see the impact of what WE do
9. Help me feel we're all held to equally high standards
10.I am encouraged to have vital relationships at work
11.Assess my progress and areas for growth every 6 months
12.Challenge me
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What Gets Done1. What gets PICTURED gets done. How am I doing this?
People forget the vision within four weeks, so paint the picture constantly.2. What gets MODELED gets done. Am I adequately doing this?
People determine what is important by what we do.3. What gets PRAISED gets done. Do I do this enough and is it systemized?
Reinforced behavior is repeated behavior.4. What gets TRAINED gets done. Is this on the calendar and is it meaningful?
A person performs up to the level of training.5. What gets MEASURED gets done. Are my people bought-in to their lead measures?
Measurable goals get done.6. What gets FINANCED gets done. Am I pretending some of my initiatives will get done in
absence of resources?Budget must reflect our plan and priorities.
7. What gets SCHEDULED gets done. Are my most important activities on the calendar and do I respect the time?If it is not on the calendar we are not committed to it.
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Your Game Plan
•Tomorrow?
•Next Week?
•Next 6 Months?
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
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In the spirit of continuous improvement, we would like to remind you to complete this session’s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized.
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
This concludes The American Institute of Architects Continuing Education Systems Course
Lean Construction Institute [email protected]
