TL Participant’s Manual

TRANSFORMATIONAL LEADERSHIPREMOVING CONSTRAINTS, EQUIPPING LEADERS, EMPOWERING PEOPLE

TL Participant’s Manual

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© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED

TRANSFORMATIONAL LEADERSHIP

WELCOME

Thank you for attending Transformational Leadership (TL). Each of us has influence

with at least one person in our lives. By pure definition, that makes us a leader at

some level. We believe that when two or more people are in relationship that makes

an organization, whether that is in a business, non-profit, home, school, community,

city, or country.

If you want to make an organization great, make your organization care. Lack of

care for each other is a major issue in every sphere of society, from our government

officials, to business leaders and their teams, to pastors with congregations, to

classrooms with teachers, to parents with children. What happened to the day when

we accepted responsibility for our failures, learned from them, and then used those

lessons to help others. We have a leadership crisis in our world today. It is based on

the reality that we have developed leaders who care more about themselves or how

they are seen than they care about those who follow them.

We know that great leaders never stop learning. We have found most leaders desire

to have a positive impact on the people and communities in which they live. Many

leaders have been taught how to manage people, yet may not have been given the

practical tools to lead people and manage the processes around them. By removing

personal and process constraints, individuals can develop into the kind of leader

they aspire to become and foster the kind of organization they aspire to lead.

Our desire is to give you the tools, ingredients, and behaviors needed to become that

kind of leader — the leader you aspire to be. We call these leaders Transformational

Leaders — leaders who can lead in a way that can have positive impact in every

sphere in which they have influence. We will do our best to provide the teaching,

training, and equipping that will empower you to go to another level of leadership in

every area in which you lead.

Again, thank you for taking this time to learn and work together with others to

grow in your leadership and influence. We know TL is a big time commitment and

goes beyond the time spent in a classroom setting. We are honored and humbled

you would join us as we grow together on the journey to become Transformational

Leaders.

- FORD TAYLOR and THE TL TEAM

TRANSFORMATIONAL LEADERSHIP TL PARTICIPANT’S MANUAL


Introduction ....................................... 1

Dynamics of Change .................................... 2

Bubble Jumping ............................................ 5

Affirmations .................................................... 6

Social Anxiety ................................................. 7

Setting the Foundation .........................................8

Relational & Transactional ......................... 9

Social Covenant ............................................ 10

How To Approach Others ......................... 11

Gossip ................................................................12

Six-Step Apology ..........................................13

Looking at Ourselves............................................ 14

How We Learn ...............................................15

How We Think: Hippocampus..................17

The Thinking Model ......................................18

Core Beliefs ....................................................20

Anger .................................................................21

Self-Identity .................................................... 22

Personal Feedback ...................................... 23

Self-Identity T-Charts .................................24

Self-Handicapping Statements ............... 25

Personal Responsibility..............................26

Steps for Personal Growth ....................... 27

Building Communication ...............................28

Bridge of Transformation .........................29

How Our Brains Work ................................30

Five Love Languages ..................................31

First Impressions .......................................... 32

How We Communicate ..............................33

SLOWER Listening Model ........................34

Email and Texting Etiquette ....................35

Organizational Leadership .........................................36

How to Handle Upset People .................. 37

Meeting Interaction: WADEL ...................38

Leadership Defined .....................................39

Purpose of Leadership: VSTTEELE .......40

Organizational Growth ................................................ 41

Organizational Models ...............................42

Inner Core, Core, Lean-Inners, Lean-Outers ...............................................................44

Five Stages to Building Teams ...............45

Leadership at a Glance ..............................50

High-Performing Teams .............................51

How to Bring About Discipline ............... 52

Constraint Theory ........................................54

Moving Forward ..............................................58

VPMOSA: Our Mission in Life ..................59

Road to Neverland ......................................60

Gas Tank Analogy ........................................ 61

How This Plays Out .....................................62

Bumper Buddies ...........................................63

Action Plan .....................................................64

Appendices .......................................65

Social Covenant Template ........................A

5 Languages of Appreciation in the

Workplace........................................................B

Are You a Good Listener ...........................C

Five Stages of Teams ..................................D

TL Tool Chart ................................................. E

TL on Demand .............................................. F

Relactional Leadership by Ford Taylor G

A Roadmap of Tools ....................................H

Training Response Survey.......................... I

Table of Contents

11

Introduction


2


NOTES:

Dynamics of Change

Four Levels of Change:

1. Easiest level to change, tied to our

thoughts.

2. Next easiest level to change, tied to our

feelings. More difficult than knowledge

because attitudes are emotionally

charged.

3. Most difficult level to change, tied to our

actions.

4. Cultural Change. How the change

affects the interpersonal relationships

in an organization or family. This

requires a tipping point when there is

enough relational change to cultivate

organizational change.Good News:

Shifting culture takes only

3 - 5% of the population.

Bad News:

Shifting culture takes only

3 - 5% of the population.

The Tipping Point

Malcolm Gladwell


3


NOTES:


The Dynamics of Change and Strategies to Deal with Dynamics

1. You feel awkward, ill at ease, and self-

conscious.

STRATEGY – You need to know what to expect -

.

2. You feel alone.

STRATEGY – Structure that

create .

3. You will be faced with behaviors you have

to give up.

STRATEGY – Identify what you need to give up. Pick

one ( ) and

go for the biggest constraint.

4. You will be concerned that you do not

have enough resources.

STRATEGY – !

5. You can only handle so much change at

once.

STRATEGY – Set ; go for the

long run.


4


NOTES:

6. People are at different levels of readiness

for change.

STRATEGY – Go for the areas first.

7. You revert back to old behaviors when the

pressure is off.

STRATEGY – Find !

People who can bump you back on track to

accomplish your goals!

8. Change can be fun!

STRATEGY – the change and do

it with who also embrace it.

9. Change is a choice.

STRATEGY – Use Bumper Buddies to

you when you feel after

you or falter.

The Dynamics of Change and Strategies to Deal with Dynamics


5


NOTES:

Bubble Jumping

1. Thinking outside our comfort zone. In this

thinking, when things get uncomfortable,

we crawl back into the box.

2. It is just as uncomfortable to go back as

it is to move forward, but we must stay

outside long enough to get beyond.

3. Bubble is formed with equal pressure

on outside and inside. When pressure is

greater inside or out, the bubble bursts and

forms smaller bubbles. When the bubble

bursts, we have to get into a new bubble.

BOX

BOXBOX

BOX

BOX

“Change is a process, not an event.”


6


NOTES:

DEFINITION Saying something positive about someone

directly to the person.

PHRASES NOT TO USE

Things to remember:

• Make sure you look people you are

affirming .

• Make it about , not about

.

• Be !

• Talk directly to them, not just about

them.

Affirmations vs. Flattery

are about them.

is about you.

Affirmations

“ ”

“ ”


7


NOTES:

EUSTRESS

Good Stress

Motivating Stress

Can cause us to over-perform

DISTRESS

Destructive Stress

or Bad Stress

Can cause us to under-perform or

shut down

Social Anxiety

What Causes Social Anxiety?

The Formula:

+

= SOCIAL ANXIETY

Both Distress and Eustress can be

equally hard on the body

VS.

8

Setting the Foundation


9


NOTES:

Relational & Transactional

We know that we are being

1. When the relationship is so deep that no transaction

could ever separate us.

2. When you look down both ends of the continuum

and neither end irritates you.

If you want to go fast,

go alone. If you want

to go far, go together.


10


NOTES:

Social Covenant

TEAM EXERCISE Two Questions

1. When we’re together, how do we want to

treat each other?

2. Assuming we agree on how to treat each

other, what process will we follow and

how will we handle the situation if one of

us fails to follow the behavior we agreed

upon?

“Tell me how you

measure me and I will tell

you how I will behave. If you

measure me in an illogical way,

do not complain about illogical

behavior.”

Eliyahu M. Goldratt

People’s typical responses to

conflict fall into the sulkers,

screamers, pretenders/stuffers,

litigators/”always-righters”

(where someone has to be

right and someone has to be

wrong), and the peace-makers/

solutions providers.

Conflict + Resolution =

Unity and Engagement


11


NOTES:

How To Approach Others

• Go in Be open to being wrong. “I may be wrong.”

• Go in Forgive before you go. “I have already forgiven what

happened.”

• Go in Care more about the other person than you care

about yourself. “I care more about you and our

relationship than how you feel about me.”

• Go in Speak 100% of the truth. “I will bring all the truth and

the facts.”


12


NOTES:

DEFINITION

When someone says something negative about

someone to someone who is not part of the

problem or part of the solution.

Gossip

Great people talk about

and .

Average people talk about .

Small people talk about .

Smaller people .

Even smaller people .

Even smaller people .

“Gossip may be the largest,

undiagnosed addiction in our

world today.”

“I believe gossip is the biggest

hindrance to building trust and

productivity in organizations

around the world.”

“If we learned not to take

offense and stop gossiping,

we could change the world in

about 48 hours.”


13


NOTES:

What to do when you are wrong: Six-Step Apology

1. State the offense

2. Admit you were wrong

3. Apologize

4. Ask if they can forgive you

5. Ask for accountability

6. Ask for anything else that might be an issue

Six-Step Apology

Remember...

Go in LOVE, HUMILITY,

PRE-FORGIVNESS, and

100% TRUTH.

14

Looking at Ourselves


15


NOTES:

Tell me … I

Teach me … I

Involve me ... I

“If I it,

I can it.

If I it,

I can it.

If I it,

I can , , and others.”

How We Learn

16



We Remember from:

% %

% %

%

%

%

NOTES:

*Adapted from National Training Laboratories, Bethel, Maine

Tell Me Teach Me Involve Me If I understand it, I can own it

and live it

If I own it and live it, I can

teach, train, and equip others


17


NOTES:

What does it take to cause an event to

be stored in the hippocampus?

+

“It is not the things that we have done or that have

happened to us that keep us bound. It is the lies

associated with them that keep us bound.”

!

PA

How We Think: Hippocampus

Remember...

“There is always one more thing

in a person’s hippocampus

that we know nothing about.”

“There is always one more thing

in your own hippocampus that

you know nothing about.”

“Remember, there is always

one more thing about a

person’s life that we know

nothing about.”

Oswald Chambers


18


NOTES:

The Thinking Model

Process

An

takes place

A

occurs

A

is generated

An

or behavior is chosen


19


NOTES:


An action or

behavior is chosen

Change Your

Thoughts

Feelings

Actions

A NEW Process

“Remember, there is always

one more thing about a

person’s life that we know

nothing about.”

Oswald Chambers

Your thoughts determine your

future outcome.

An

takes place

the thought

A

occurs

New

is generated

A

is generated

Different

or behavior is chosenT

F

A


20


Core Beliefs

DEFINITION Beliefs that are so much a part of who we are that we filter and live our life through

these beliefs. Beliefs we hold so true that some say that we might go to our death to

defend it.

Application

List some of your core beliefs.

NOTES:

Does your behavior line up with your core beliefs?


21


NOTES:


Three Causes of Anger:

1.

2.

3.

EPINEPHRINE

A chemical released into the system that affects

the rational part of the brain and sends us into the

“flight or fight” mode. When we get angry, we say

or do things that we would not normally say or do.

Anger


22


NOTES:

DEFINITION The thoughts I believe to be true about myself.

How is Self-Identity formed?

1.

2.

3.

Self-Identity

Self-Identity

The thoughts I

believe to be true

about myself.

“Sticks and stones may only

break our bones, but words

can absolutely devastate

someone’s life.”


23


NOTES:

Self-Identity

The Reasons:

1.

2.

Feedback we

do not believe

to be true about

ourselves.

Feedback we

do believe

to be true about

ourselves.

If we are in relationships, we will have conflict.

RELATIONSHIPS = CONFLICT

Personal Feedback

?

Is all feedback relevant?


24


Self-Identity T-Charts

Positive Thoughts

Negative Thoughts

Positive Feelings Positive Actions

Negative Feelings Negative Actions


25


NOTES:


Self-Handicapping Statements

vs.

Excuses

Self-Handicapping Statements happen

the event takes place.

Excuses happen

the event takes place.

Self-Handicapping Statements

DEFINITION Any attempt to justify poor performance before

an event occurs by publicly declaring that a

handicapping situation exists.


26


NOTES:

“I have found that

when I intentionally

control my

thoughts, walk

humbly, give

thanks, love and

forgive others

unconditionally that

I generally have a

pretty good day.”

1.

2.

3.

Personal Responsibility


27


NOTES:

Personal Evaluation

Take Control

Change Direction or Redirect

Steps for Personal Growth

“Change seldom occurs until the pain of staying the same exceeds the

pain of change.”

28

Building Communication


29


NOTES:

We believe that everything we teach is really SIMPLE, but not

EASY; therefore, we make it COMPLICATED, and we choose

to live in the River of COMPLICATION, but once we cross the

Bridge of TRANSFORMATION, we find that what has always

been SIMPLE, now becomes EASY(ER).

Bridge of Transformation

BRIDGE ofTransformation

River of Complication

Complicated

ANGERFEAR

BITTERNESS

SHAME

SIMPLE EASY(er)Not Easy! Simple


30


NOTES:

Men’s Brains

Women’s Brains

How Our Brains Work

Everything is connected to everything

Everything fits into compartments


31

© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED

1.

2.

3.

4.

5.

Five Love Languages

MINE SPOUSE / PARTNER

NOTES:

* The 5 Love Languages, Dr. Gary Chapman* The 5 Languages of Appreciation in the Workplace, Dr. Gary Chapman & Paul White


32


NOTES:

How long does it take to make a

first impression?

ANSWER:

How many additional encounters

does it take to undo or change a

bad first impression?

ANSWER:

First Impressions

?What tool have you learned here that

might reduce this to only one?


33


NOTES:

© TRANSFORMA

!

The content of a message is communicated by

How We Communicate

38%

55%

7%

*Albert Meharabian, UCLA Professor Emeritus


34


NOTES:

S

L

O

W

E

R

SLOWER Listening Model

“Some say silence is deadly.

The right kind of silence within

your organization can lead

you to the best solution or

outcome.”


35


NOTES:

• Don’t read energy or emotion into emails or texts as

you read them.

• For emails, use greeting/salutation – relactional.

• Call if you want a call, text if you want a text, email if

you want an email.

• Don’t email or text someone to call you; instead, ask

for a time to call them.

• Use bold or all caps ONLY to emphasize another

section or thought.

• For emails, make sure the subject line is clear.

• In emails, if covering several topics, use bullet points

or numbers; in texts, skip a line.

• In emails, always make sure the original email is

attached for reference.

• To reply in the body of emails, use a different font or

color.

• Do not BCC in emails unless for informational

purposes only.

• If you are using voice text and voice email, say

appropriate punctuation marks as you speak your

message.

• Pick up the phone if an issue needs resolution.

Words to Avoid (or be careful with)

•

•

•

•

•

•

Email & Texting Etiquette

36

Organizational Leadership


37


NOTES:

How to Handle Upset People

“The customer is NOT always right,

but they are always the customer.

The customer comes second.

Our employees come first.”

1.

2.

3.

4.

5.

6.

7.

• If wrong, do Six-Step Apology and make

it right.

• If customer is wrong, explain and work

on a solution.


38


NOTES:

Encourage your team and launch them to

take action.

One-on-One or Group

Pleasant greeting, share good things, give

affirmations. Tell me something good!

Define clear roles and responsibilities and

empower each person to do these roles.

Discuss the meeting agenda and, if time

permits, include what was added during

Asking Questions.

Ask open-ended questions about them,

their needs, their agenda, etc.

Meeting Interaction: WADEL

W

A

D

E

L

“This model is used to build relationships!Not to get or to build business or sales or to

manipulate people.”


39

© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED

List the Desired Qualities and Skills of a Leader

Leadership Defined

What am I willing to do that others may not be willing to do to

become a transformational leader?

?


40


NOTES:

“The Purpose of Leadership”

DEFINITION OF LEADERSHIP

When we are willing to lay down our life for those

we lead or influence.

V

S

T

T

E

E

L

E

Purpose of Leadership: VSTTEELE

“It’s only lonely at the top if you

don’t take anyone with you”

“Delegation is not a dirty word.

It happens during the teaching,

training, and equipping and

leads to empowerment.”

41


Organizational Growth


42


NOTES:

Organizational Models

1.

2.

3.


43


NOTES:


4.

5.

ORGANIZATIONAL MODELS

“Leadership is about influence,

not about control. Leadership

is not a job or a position. It is a

life style.”


44


!

Inner Core

Core

Lean-Inners

Lean-Outers

Inner Core, Core, Lean-Inners, Lean-Outers

NOTES:

Remember...

The good news is that only 3 - 5% can change a culture.

The bad news is that only 3 - 5% can change a culture.

You have to deal with the lean-outers, or some of the lean-inners will join the

lean-outers.

Don’t you find it strange that most policy and procedures manuals are written

based on the lean-outers?


45


NOTES:


DEFINITION

Talk to each other openly and honestly. Discomfort

is removed and trust is developed among the team.

Anxiety is eliminated.

Key Ingredients and Tools

• First Impressions - p. 32

• Understanding and Empathy (There is always one

more thing about a person’s life that we know

nothing about) - p. 19

• Social Covenant - p. 10

- How to Approach Others - p. 11

- No Gossip - p. 12

- 6-Step Apology - p. 13

• Open and Honest - p. 11

• Team-Building Activities - p. 38

• Friendly Atmosphere - p. 9

• Affirmations Start Occurring - p. 6

• WADEL - p. 38

• Share Feelings - p. 11

• Leader Casts Vision (VPM part of VPMOSA) - p. 42

• Men’s Brains / Women’s Brains - p. 30

• TFA - pp. 18-19

• Communications (Remember 55/38/7) - p. 33

• Understanding the Learning Process: Tell Me, Teach

Me, Involve Me - p. 15

• Bumper Buddies - p. 63

• Understanding the Levels and Dynamics of

Change - p. 2

• Social Anxiety: Wear Name Tags (anytime there is a

new member or guest) - p. 7

Five Stages to Building Teams

1.


46


NOTES:

2.

DEFINITION

Start accepting one another and each other’s roles

(even though they might not be clearly identified

yet) as trust is further developed and cohesiveness

takes place.


• Continue the initiatives started in Stage One

• SLOWER (listening) - p. 34

• Intentionally making Affirmations - p. 6

• Fully using the Social Covenant - p. 10

• Understanding Hippocampus - p. 17

• Core Beliefs and Self-Identity (and how they are

connected) - pp. 20 and 22

• Anger - p. 21

• Self-Handicapping Statements - p. 25

• Personal Feedback - p. 23

• Bridge of Transformation - p. 29

• Breaking into Small Groups for Decisions

FIVE STAGES TO BUILDING TEAMS


47


NOTES:


3.

DEFINITION

Each person accepts responsibility for his or her own

Thoughts, Feelings, and Actions. Each person’s role is

clearly identified. Team members become concerned

about each other, their departments, and their feelings,

not just their own.


• Continue what is happening in Stage One and Two

• Agreed-upon VPMOSA for organization - p. 59

• No preachy talk

• The Leader Speaks Last

(fully implementing SLOWER) - p. 34

• Roles clearly identified - pp. 42-43

• Delegation and Empowerment (starting to work

together and to understand the need for both during

training) - p. 42

• Being careful with language and words to use

and not use - p. 35

• Team members write their VPMOSA - p. 59

• Understand VSTTEELE and agree on definitions as

well as qualities and skills of leaders - p. 40

• Dealing with Upset People - p. 37

• Discipline Tool is being used - pp. 52-53

• More transparency--others are sharing their

Neverland stories by this point (at least with their

bumper buddies) - p. 60

• Genuine and natural Affirmations - p. 6

• Gas Tank Analogy shared: Emptiers and

Fillers - p. 61-62

• Bubble Jumping explained - p. 5


48


NOTES:


4.

DEFINITION

Can examine individual, group, and organization’s

concerns free of fear and threat.


• Continuing what is happening in Stage One, Two,

and Three

• Appropriately placed staff with role clarity - p. 42

• Leader holding opinion until last - p. 34

• Getting open and honest Feedback from all team

members - pp. 11-13

• Challenging team with High Performing

Team Chart - p. 51

• Continuous Training - p. 43

• Theory of Constraints to solve problems - pp. 54-57

• Each person accepting his or her role and

responsibilities and the TFA around them - pp. 43

and 18-19

• Fully empowered as a team - p. 43

• Regularly checking on how tools are working

(Social Covenant, etc.)


49


NOTES:


5.

DEFINITION

Groups and individuals pursue better Thoughts,

Feelings, and Actions, as well as engaging in Bubble

Jumping as a group and as individuals, both inside and

beyond their group.


• Continue what is happening in Stage One through

Stage Four

• Ability to work, plan, train, and play at the same time

- p. 43

• Everyone’s opinion matters (all feedback is relevant)

- p. 23

• Asking questions instead of telling answers - p. 34

• Continually evaluating the VPMOSA and the Social

Covenant - pp. 10 and 59

• Ability to lovingly disagree and still move forward

with actions and plans agreed upon - pp. 11-13

• Fully empowering and using delegation as the

training tool - p. 40

• Being sure that team members are following through

(WADEL, Discipline Tool) - pp. 38 and 52-53

• Work is evenly distributed

• New behaviors become the norm


50


NOTES:

Leadership at a Glance

The Purpose of Leadership

DEFINITION When we are willing to lay down our life for those we

lead or influence.

VISION

SERVE

TEACH

TRAIN

EQUIP

EMPOWER

LET GO

EVALUATE

1. VISIONARY (Safety)

2. SERVANT LEADER (Cohesive)

3. FUNCTIONAL RESPONSIBILITY

4. RELACTIONAL

5. CONTINUOUS IMPROVEMENT


51


NOTES:

High Individual Performer

Where am I on the trust continuum?

High-Performing Teams

HIP HIGH INDIVIDUAL PERFORMER

HR HEALTHY RELATIONSHIPS

UR UNHEALTHY

RELATIONSHIPS

Needs Relational

Training

Needs job training

Deal with quickly

Core/Inner Core

Lean Outers/Lean Inners

Lean InnersLean Outers

Right Person/ Right Role

Wrong Person/ Right Role

Right Person/ Wrong Role

Wrong Person/ Wrong Role

LIP LOW INDIVIDUAL PERFORMER

COMPLETE TRUSTNO TRUST

No trust

until given a

reason to

Complete trust

until given a

reason not to

?


52


NOTES:

...when someone is being inappropriate.

Discipline is

How to Bring About Discipline

OFF-THE-RECORD MEETING

This is a Success Plan Meeting. Use

the same questions that you would

use in the First Official Meeting to

develop a Success Plan.

(if not resolved, go to 1nd Official Meeting)

FIRST OFFICIAL MEETING

1. What are you doing that you are not

supposed to be doing? Or, what are

you not doing that you are supposed

to be doing? Or, what behaivior are

you doing that is not acceptable to the

organization?

2. What are you supposed to be doing?

Or, what behaivior is acceptable?

3. Are you actually doing what you are

supposed to be doing? Or, are you

actually behaving in the way that you are

supposed to?

4. Do you understand and have we given

you the tools you need to do your job?

5. Let’s agree on how long it will take for

you to do it.

(if not resolved, go to 2nd Official Meeting and use

2nd Official Meeting questions)

Remember: Start each

meeting with the W.A.D.E.L

Model and conduct theese

meeting with stories and

questions.

The first, Off-the-Record

meeting (to teach, train,

and equip) may be a verbal

meeting and may or may not

be recorded. Let’s call this

meeting a Success Plan.


53


NOTES:


HOW TO BRING ABOUT DISCIPLINE...when someone is being inappropriate.

Punishment vs. Discipline

SECOND OFFICIAL MEETING

1. What are you doing that you are not

supposed to be doing? Or, what are

you not doing that you are supposed

to be doing? Or, what behaivior are

you doing that is not acceptable to the

organization?

2. What are you supposed to be doing?

Or, what behaivior is acceptable?

3. Are you actually doing what you are

supposed to be doing? Or, are you

actually behaving in the way that you are

supposed to?

4. Didn’t we agree to... (see answer to #5

from the last meeting).

5. Let’s agree on how long it will take for

you to do it.

6. What will be the consequence of you not

doing waht you are supposed to in the

agreed-upon time frame?*Be sure to stick to this and follow through

with agreed-upon consequence. It could mean

separation…that way it becomes their choice…

either they do what they say or not.

“Experience is not the best

teacher. The consequence of the

experience is the best teacher.”

No consequences?

No teaching


54


NOTES:

The rate at which a system generates money.

“The rate at which a system generates whatever the goal

is, from the time an idea is conceived until it reaches its

final user, is paid for, and is not returned.”

Anything that inhibits throughput.

Constraint Theory

Two Types of Constraint

1. “No organization can move beyond the constraints

of its leadership.”

2. “No organization can move beyond the constraints

of its processes, policies, systems, or procedures.”

“Lead the people –

Manage the process.”

*Adapted from The Theory of Constraints, Eliyahu M. Goldratt


55


NOTES:


CONSTRAINT THEORY

Any action that moves an organization closer to its goal.

Three Measurements of Productivity

1. “The rate at which a system generates money (or

whatever the goal is), from the time an idea is

conceived until it reaches its final user, is paid for, and

is not returned.”

2. All the money and assets that the system has invested

in purchasing things that it intends to sell.

3. All the money the system spends in order to turn

inventory into throughput. Includes rent, utilities,

labor.

THOUGHT If you have an idea that you don’t share with a

company – what did you just do?

You just stole from the company.


56


NOTES:

CONSTRAINT THEORY

Two Types of Resources

1. Any resource whose capacity is equal to or less than

the demand placed on it

2. Any resource whose capacity is greater than the

demand placed upon it

Two Types of Phenomena

1. Events that must take place before a subsequent

event can begin; the subsequent event is dependent

on the prior event’s completion

THIS must occur before THAT can take place

2. The rate of variation occurring from one time to

another, from one occurrence of an event to the next

occurrence of the same event


57


NOTES:

5 Steps to Address a Constraint

CONSTRAINT THEORY

the constraint

the constraint

everything else

to above decision

performance of

the constraint

the constraint

“Tell me how you

measure me and I will tell

you how I will behave. If you

measure me in an illogical way,

do not complain about illogical

behavior.”

Eliyahu M. Goldratt

“Typical Top Seven Contraints

(in no particular order)

1. Leadership style/culture

2. Communication

3. Role clarity/expectations

and rewards

4. Conflict/discipline

avoidance

5. Vision clarity (VPMOSA)

6. Cash flow

7. Policies, processes, systems,

and procedures”

“Stop fighting the symptoms

and remove the constraints.”

58

Moving Forward


59


NOTES:

Luck is where the pathway

of preparation intersects the

pathway of opportunity. Over

time, as we are prepared and

opportunity comes, we see that

these become points of destiny.”

“Luck or Destiny?

1. Tombstone: What do you want it to say?

2. Obituary: How do you want it to read?

3. Values: Based on your tombstone and obituary, what

values should you be living out here and

now?

4. Vision Statement: Where are you going? What are you going to

accomplish?

5. Purpose Statement: Why are you accomplishing that vision? Why

do you do what you do?

6. Mission Statement: What sets you apart? What are you willing

to do that no one else will do to fulfill your

vision?

7. Objectives: Identify 3-6 objectives that you want to

accomplish in the next 12-18 months to move

you towards the VPM - Vision, Purpose, and

Mission.

8. Strategies: Identify 2-3 strategies to fulfill each

objective.

9. Actions: Identify specific actions needed to meet

each strategy within the next 12-18 months.

VPMOSA: Our Mission in Life

“A VPM without OSA is still

just a VPM. A vision without a

strategy is still just a vision.”

“The greatest leaders have

the ability to keep one eye on

the vision and one eye in the

moment. When either one is

lost, both could fail.”


60


NOTES:

The road to “righteousness” is paved with good intentions and lots of temptation

Road to Neverland

Baboom!

!

IDEAL SELF

Never LandMarried: Never get divorced, no adultery

Some feelings of rejection

Disconnect - emotional or physical

Travel for business

More feelings of rejection

More travel for work

Take care of kids on weekends

More emotional or physical disconnect

More rejection

Fantasize about someone at work

Act on that fantasy alone

Travel with that someone

REAL SELF

Baboom!

!

IDEAL SELF

Never LandMarried: Never get divorced, no adultery

Some feelings of rejection

Disconnect - emotional or physical

Travel for business

More feelings of rejection

More travel for work

Take care of kids on weekends

More emotional or physical disconnect

More rejection

Fantasize about someone at work

Act on that fantasy alone

Travel with that someone

REAL SELF

Bumper Buddy

Bumper Buddy

“I-Will-Never Land”

“I-Will-Never Land”


61


NOTES:

The distance between the and

is directly linked to the

amount of a person feels.

SAADS

erotonin

drenaline

nxiety

epression

uicide

Gas Tank Analogy


62


NOTES:

1. The person starts to feel his or her life

is slipping away somehow and becomes

very controlling and manipulative.

2. He or she talks in half truths or convoluted

communication.

3. He or she discredits people who see the

situation as it is and sets out to destroy

them.

4. Finally, he or she withdraws from life

and experiences an emotional, spiritual,

mental, or physical death (or tries to take

out the leader).

How This Plays Out

Gas Tank T-Chart

Fillers Emptiers


63


NOTES:

Two Things Required for Bumper Buddies:

1. They love you enough to tell you when

you are getting off track and to BUMP

you back on track.

2. You trust them enough to tell them

when your heart is wandering and allow

them to BUMP you.

Potential Bumper Buddies in My Life!

1.

2.

3.

4.

5.

Bumper Buddies


64


NOTES:

Recommended Steps to Accelerate Personal Transformation:

1. Do the Personal Evaluation and learn

to TFA.

(Section: Looking at Ourselves, p. 22)

2. Complete the T-Charts.

(Section: Looking at Ourselves, pp. 24 and 62)

3. Consistently use the Social Covenant

and the Six-Step Apology.

(Section: Setting the Foundation, pp. 10-13)

4. Identify and engage with several

Bumper Buddies.

(Section: Moving Forward, p. 63)

5. Use the WADEL model in business and

personal life.

(Section: Organizational Leadership, p. 38)

6. Write your personal VPMOSA.

(Section: Moving Forward, p. 59)

Action Plan

65


Appendix



TEMPLATE Social Covenant

As members _____________________________________________we establish this Social

Covenant and agree that when we are together we will

• Treat each other with Respect, Honesty, Encouragement, Kindness, Friendship,

Forgiveness, Dignity, Patience, Mercy, Trust, Empathy, Tact, Love, Value, Grace, Truth,

Integrity, and Confidentiality, and Listen and Not Gossip.

• In addition, we will be Non-judgmental, Accountable, Flexible, Courteous, Committed,

Productive, Ethical, Open, Slow to Anger, Supportive, Transparent, Clear, and Truthful.

If we talk to another member (who is not part of the problem or the solution) about

something concerning a third-party team member, we have 48 hours to bring that

conversation to the attention of the third-party team member.

____________________________________________________

The effectiveness of this Social Covenant rests on the extent to which everyone works

toward its desired end. All members must be willing to be held accountable for themselves.

Team members must be willing to hold each other accountable as well.

• Assuming we agree on how to treat each other, what should we do if one of us does

not follow the behavior we agreed upon?

1. Assess the situation and go to the person one-on-one.

The steps to take when you go to someone are the following:

a. Go in Love (Kindness) — I care more about you than what you think of me

b. Go in Humility — I could be wrong

c. With Pre-Forgiveness — worked out internally before meeting

d. With 100% Truth —the truth and the facts on that situation

We agree to go to the other person with good intentions and the desire to

understand them.

2. Next Step: If the situation is not resolved, then we will bring in one or two others

who will be a witness to the words that are spoken.

APPENDIX AAPPENDIX A



3. Next Step: If the situation is not resolved, we mutually agree to bring it to the

Team.

4. If no resolution takes place, then we agree to some sort of separation. It is our

intent that every issue will be resolved by step one and no further action will

be needed.

• We recognize we are imperfect. If we fail to live up to the agreement, we will

take the initiative to apply the Six-Step Apology:

1. Acknowledge what we did by stating the offense. (“I did ‘it’”)

2. Admit that we are wrong. (“I was wrong”)

3. Say that we are sorry. (“I am sorry”)

4. Ask: “Will you forgive me or if and when you can, will you forgive me?” Wait

for the answer.

5. Ask the person or group: “Will you hold me accountable? I give you permission

to hold me accountable from now on.”

6. Ask: “Is there anything else?”

By signing this covenant, we are committing to abide by and be held accountable to

the behaviors that we as a team/organization believe demonstrate the type of culture

and environment that will foster the best personal and professional development and

success.



Make Authentic Appreciation Part of YOUR Workplace

• Peoplewanttofeelvaluedandappreciated.

• Mostpeopledon’tfeelappreciated.

• Employeerecognitionisn’tthesameasauthenticappreciation.

• Noteveryonefeelsappreciatedinthesameways.

• Communicatingappreciationisn’tthesoleresponsibilityofmanagers&supervisors.

• Appreciationmustbeperceivedasauthentic.

• Reducedabsenteeismandtardiness

• Lowerstaffturnover

• Improvedrelationships:Supervisors/TeamMembers,between Colleagues

• Lessinternaltensionandconflict

• Improvedcross-teamproductivity

• Increasedjobsatisfactionandemployeeengagement

• Amorepositiveworkplace

WHENTEAMMEMBERSFEELAPPRECIATEDGOODRESULTSFOLLOW

The 5 Languages of Appreciation in the Workplace

WORDS OF AFFIRMATION -praisecommunicatedorallyorinwriting

QUALITY TIME -focusedattentionsuchashavingindividualtimewithyoursupervisor,“hangingout”withcoworkers,workingtogetheronaproject

ACTS OF SERVICE -helpingcoworkerstroubleshootorcompleteatime-sensitiveproject

TANGIBLE GIFTS -givingasmallgiftreflectingcolleagues’foodpreferences and hobbies.

PHYSICAL TOUCH -usuallyactsofspontaneouscelebrationlikea“highfive”,fistbumporcongratulatory handshake.

CORE CONCEPTS

APPENDIX B



TheMOTIVATING BY APPRECIATION INVENTORYisanonlineassessmentwhich:

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• createsauniqueactionlistforeachperson

LEADBYEXAMPLE• Plotyourteams’MBAIresultsonaGroupProfile(visitwww.mbainventory.com/free-resources).Shareyour

results withyourcoworkers.Employeesoftenwanttoknowhowtoencourageorcommunicatetheirappreciationto others,buttheydon’tknowanappropriatewaytodoso.

• UtilizethediscussionquestionsattheendofeachchapterofThe 5 Languages of Appreciation in the Workplace book.

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FindvariousTRAININGRESOURCES-appreciationatwork.com/train

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Action/Behavior

While the other person is speaking, I . . .

1Always

2Almost Always

3Occa-

sionally

4Almost Never

5Never

1. I do not interrupt the other person or talk over

them.

2. I face the other person, giving them my full attention.

3. I do not “multi-task” while listening.

4. I do not think about and plan what I am going to

say in response.

5. I listen for what they are truly trying to

communicate.

6. I repeat back or paraphrase what I think they’ve said before making my response.

7. I listen for tone of voice (angry, sad, happy, etc.).

8. I observe body language when listening.

Are You a Good Listener?

One of the greatest gifts we can give another is to truly listen. In fact, the ability to set aside our own inner mental

clamor and truly listen to the other person is the #1 way to improve communication.

True listening seems to be becoming more and more rare in modern life. Relationships with others – spouses,

relatives, children, friends and colleagues – can be vastly improved (and even repaired) by honing our listening

skills. People yearn to be understood. Listening bridges the space between us much more so than talking.

Are you a good listener? The following survey will help you assess and build upon your ability to listen, thus

becoming a better communicator.

Instructions

Read each statement and determine how frequently you perform the action or demonstrate the behaviors that

make for a good listener. On a scale of 1 to 5 (always to never) rate your actions and behavior.

APPENDIX CAPPENDIX C



Action/Behavior

While the other person is speaking, I . . .

1Always

2Almost Always

3Occa-

sionally

4Almost Never

5Never

9. I ask questions to clarify my understanding of

what the other person is saying.

10. I exhibit an open mind and a willingness to have

my own opinions changed as a result of the

conversation.

11. I listen without finding fault.

12. I demonstrate genuine interest in what the other

person has to say through appropriate head-

nodding and responses such as “I see,” and “I

think I understand.”

13. I maintain appropriate eye contact with the speaker.

14. I encourage the other person to continue speaking

until they have expressed themselves fully.

15. I ask questions to check my understanding.

16. I summarize the other person’s thoughts, ideas and feelings.

17. I quiet my own racing mind so I can truly hear

what the other person is saying.

18. I never assume what the other person will say and

finish their statements for them.

19. I demonstrate patience in hearing others out.

20. I listen without reacting emotionally.

If your score is: Then:

1 - 20 Your ability to listen is high.

21 - 40 Your ability to listen is moderately high.

41 - 60 Your ability to listen is moderate.

61 - 80 Your ability to listen has room for improvement.

81 - 100 Your ability to listen needs improvement.

Total Score _____________________________________

My Listening Score

FIVE STAGES OF TEAMS

•Understanding & Empathy

•Openness and Honesty

•Team Building Activities

•Friendly Atmosphere

•Affi rmations Start Occurring

•Share Feelings

•Leader Casts Vision (VPM part of VPMOSA)

•First Impressions

•Social Covenant (No Gossip,

How to Approach, 6 Step Apology)

•WADEL

•TFA

•Communications (55/38/7)

•Affi rmations

•Bumper Buddies

•Men’s Brains/Women’s Brains

•Understanding the Learning Process

(Tell Me, Teach Me, Involve Me)

•Understanding the Levels & Dynamics

of Change

•Social Anxiety: Wear Name Tags

(anytime there is a new member or guest)

•VPMOSA

Begin to talk to each other openly and honestly. Discomfort is removed and trust is developed among the team. Anxiety is eliminated.

Safety Stage “V” - Vision1)

Behaviors Tools & Ingredients

•Continued Behavior of Previous Stages

•Ability to Work, Plan, Train & Play at

the Same Time

•Asking Questions Instead of Telling Answers

•Work is Evenly Distributed

•New Behaviors Become the Norm

•Fully Empowering and Using Delegation as

the Training Tool

•Being Sure Team Members are Following

Through (WADEL, Discipline Tool)

•Everyone’s Opinion Matters (all feedback

is relevant)

•Continually Evaluating the VPMOSA and

the Social Covenant

•Ability to Lovingly Disagree and Still Move

Forward with Actions and Pans

Continuous Improvement Stage “ELE” - Empower, Let Go, EvaluateGroups and individuals pusue better Thought, Feelings, and Actions (Bubble Jumping) as a group and as individuals both inside and

beyond their group.

5)



•Each Person Accepts His/Her Role and

Responsibilities and the TFA Around Them

•Appropriately Placed Staff with Role Clarity

•Leader Holding Opinion Until Last

•Continuous Training

•Continued Tools from Previous Stages

•High Performing Team Chart

•Theory of Constraints to Solve Problems

•Getting Open & Honest Feedback from All

Team Members

•Fully Empowered as a Team

•Regularly Checking on How Tools are

Working (Social Covenant, etc.)

•Challenging Team with High Performing

Team Chart

Relactional Stage “EL” - Empower and Let GoCan examine individual, group, and organization’s concerns free of fear and threat.

4)



•Genuine & Natural Affi rmations

•Agreed upon VPMOSA for Organization

•More Transparency - Others are Sharing

Their Neverland Stories (at least with their

bumper buddies)

•No Preachy Talk

•Continued Tools from Previous Stages

•Team Members Write their VPMOSA

•Understand VSTTEELE, Agree on Defi nition,

Qualities & Skills of Leaders

•Dealing with Upset People

•Discipline Tool is Being Used

•Share Gas Tank Emptiers and Fillers

•Bubble Jumping Explained

•The Leader Speaks Last (fully

implementing SLOWER)

•Delegation & Empowerment (start working

together anda understand the need for both

during training)

•Roles Clearly Identifi ed

•Being Careful with Language and Words

to Use and Not Use

Functional Responsibility Stage “E” - Delegate EmpowerEach person accepts responsibilty for his or her own Thoughts, Feelings, and Actions. Each person’s role is clearly identifi ed. Team

members become concerned about each other, their departments, and their feelings, not just their own.

3)


•Continue Safety Stage Behaviors

•Making a Point to Affi rm

•Fully Using the Social Covenant

•Understanding Hippocampus

•Breaking into Small Groups for Decisions

•Continued Tools from Safety Stage •Core

Beliefs and Self Identity (and how they are

connected)

•SLOWER/Listening First

•Anger

•Personal Feedback

•Self Handicapping Statements

•Bridge of Transformation

Cohesive Stage “STTE” - Serve, Teach, Train, EquipStart accepting one another and each other’s roles (even though they might not be clearly identifi ed yet) as trust is further developed and

cohesiveness takes place.

2)



APPENDIX D

Safety Stage – Visionary “V” – Vision

Cohesive Stage – Servant Leadership “STTE” – Serve, Teach, Train, Equip

T F A

APPENDIX E

1. V

isio

nary

(S

afe

ty)

2. S

erv

an

t L

ead

ers

hip

(

Co

he

siv

e)

3. F

un

cti

on

al

Re

sp

on

sib

ilit

y

4. R

ela

cti

on

al

5. C

on

tin

uo

us

Imp

rove

me

nt

So

cia

l C

ove

nan

tT

ran

sacti

on

al

VP

MO

SA

V S T T E E L E

W A D E L

S L O W E R

Re

lati

on

al

Re

lacti

on

al

Six

-Ste

p A

po

log

y

Insid

e t

he

Bo

x

Ou

tsid

e t

he

Bo

x

Beyo

nd

th

e B

ox

Beyo

nd

th

e B

ub

ble

*BP

B

um

per

Peo

ple

TR

AN

SF

OR

ML

EA

D.C

OM

©

FS

H C

ON

SU

LT

ING

, L

LC

20

13 A

LL

RIG

HT

S R

ES

ER

VE

D

FIL

LE

RT

RU

TH

EM

PT

IER

LIE

S

Se

lf-I

de

nti

ty /

Evalu

ati

on

Th

ou

gh

ts

PO

SIT

IVE

PO

SIT

IVE

NE

GA

TIV

EN

EG

AT

IVE

Fe

eli

ng

s

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

BP

APPENDIX F

4

“A to

p pe

rform

ing

team

is o

nly

achi

eved

whe

n th

e m

embe

rs a

rehi

gh

perfo

rmer

s, ha

ve h

ealth

y re

latio

nshi

ps, a

nd a

re m

ovin

g to

war

d a

com

mon

visi

on.”

-For

d Ta

ylor

Rem

ovin

g Co

nstra

ints

,Eq

uipp

ing

Lead

ers,

Empo

wer

ing

Peop

le.

Beco

me

the

Lead

er Yo

u Al

way

s Wan

ted

to B

e.

Get i

n-de

pth

inte

ract

ive

virt

ual t

rain

ing

to b

ecom

e a

Tran

sfor

med

Lead

er.

Tran

sform

atio

nal L

eade

rshi

p On

Dem

and

with

For

d Ta

ylor

is d

esig

ned

to

deliv

er to

you

the

mos

t effe

ctive

and

inte

ract

ive tr

aini

ng e

xper

ienc

e av

aila

ble

in th

e m

arke

t. No

w, n

o m

atte

r whe

re yo

u ar

e in

the

wor

ld, y

ou ca

n ex

perie

nce

Ford

’s im

pact

ful a

nd p

erso

nabl

e st

yle

of tr

aini

ng in

the

priva

cy a

nd

conv

enie

nce

of yo

ur h

ome,

lapt

op, o

ffice

, mob

ile p

hone

, tab

let,

or a

nyw

here

yo

u ha

ve a

cces

s to

the

Inte

rnet

!

Star

t tra

inin

g w

ith Fo

rd o

ne-o

n-on

e in

his

inte

ract

ive

virt

ual t

rain

ing

syst

em a

t: TL

onDe

man

d.co

m

Easy

-to-u

se in

terfa

ces

Inte

ract

ive

vide

o-ba

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cour

sew

are

Com

preh

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e re

port

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No IT

nee

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Relia

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24/7

Web

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KEY

FEAT

URES



RELACTIONAL LEADERSHIP

Many leaders have been taught how to manage people, yet many have never been taught or given the practical tools to lead people and manage the pro-cesses, systems, and procedures around them. By removing constraints within your organization, learn how you as a leader can unite bottom-line results with strong personal relationships.

So what happens when those who are people-oriented collide with those who are task-oriented in your workplace, home, friendships, or any other orga-nization? Stress? Under-performance? Anger? Loss of profits?

To bridge this gap between highly relational and highly transactional people in your organizations, you must become a relactional leader.

This book will help you acquire the tools, techniques, and behaviors needed to become that kind of influential leader – a relactional leader – one who can lead toward profitability and productivity, while cultivating a culture that attracts the best talent. And, most importantly, you will become the leader that you aspire to be.

APPENDIX G


Let’s Start a TL Group! Transformational Leadership

What is a TL Group?

A TL Group is a Life Group that

develops out of the common experience

of Transformational Leadership Training.

These groups are relational gatherings

that build community around the

reading and review of Relactional

Leadership or The Hike.

Participants of Transformational

Leadership Training know the

importance of one key strategy for

change, which is to keep the pressure

on. To reinforce and continue our

Transformational Leadership journey,

we recommend that you develop these

life groups among your peers around a

book discussion.

Key Outcomes are to build vital

relationships; to cultivate TL tools,

principles, and thinking (TFA); and

to create an affinity community that

pursues transformation personally, in

our families, organizations, and cities.

TL Group Meetings should:

• Be a small peer group

(4 to 10 people)

• Be held with a consistent schedule

that allows people to plan and

participate

• Cover 1 – 2 chapters of the book per

meeting

• Guided by a facilitator

Make sure you WADEL

• Welcome: Tell me something good, etc.

• Ask questions: Is there anything you want to talk

about today / cover in this meeting?

• Discuss: Discuss the chapter

• Empower: Confirm expectations, next steps, and

action items

• Launch: Share an encouraging story or thought

before everyone goes

Keys to Facilitating a Group

• Guide the meeting by discussing the central points

in the chapters.

• Be open to laying down an agenda and take up key

needs brought out during the WADEL

• Keep the group focused

• Make sure everyone has an opportunity to share

Basic Criteria for a Facilitator

• Participated in at least one TL training already

• Read Relactional Leadership or The Hike before the

group begins

• Commit to personally embracing the tools

• Have an understanding of small group dynamics,

including WADEL

• The TL Group meetings should not be used as

forums to complain or talk about unrelated issues.

Keeping a focus on the book and our personal

growth as Transformational Leaders is where you

want to be.

Enjoy the TL Journey!

before the group begins

.

• Commit to personally embracing the tools

• Have an understanding of small group dynamics,

including WADEL

• The TL Group meetings should not be used as

forums to complain or talk about unrelated issues.

Keeping a focus on the book and our personal

growth as Transformational Leaders is where you

want to be.

A TL Group is a life group that

What Is a Life Group? Make Sure You WADEL

TL Group Meetings Should:

relationships; to cultivate TL tools,

principles, and thinking (TFA) and

to create an affinity community that

pursues individual transformation in

our families, organizations and cities.

Committed to personally embracing the tools

Understand small group dynamics by using

WADEL

Keep the group focused on the book and our

personal growth as Transformational Leaders and

prevent the TL Group meetings from being used

as a forum to complain or talk about unrelated

issues

Be guided by a facilitator



A Roadmap of Tools

Social Anxiety =

+

Relational + Transactional =

How to Apologize

1. the offense

2. Say, “ “

3. I am

4. Will you ?

(if not, let me know )

5. Will you ?

6. ?

To lower social anxiety: WADEL

W

A

D

E

L

When wronged go to the offender with:

1. spirit of

2. spirit of

3. spirit of pre-

4. 100% of the

Hippocampus

For a subconscious “impression holder” to enter

the hippocampus, an event needs two things:

1. must be important ( )

2. must be felt ( )

If an event occurs

enough times, it

will move into the

hippocampus and

remain in our long-

term memory. We

react to current

events based on our

past emotions.

It’s a Process, not an

Change seldom occurs until

exceeds the

Communication:

% Words

% Tone of Voice

% Body Language

Self Limiting Thoughts

1. an event occurs

2. a is generated

3. a occurs

4. an takes place

TFA

change my

change my

change my

Feedback

is received if I have a healthy

self-identity and comes from

someone I trust

The Levels of the Gas Tank are:

S

A

A

D

S

Self-Identity is formed by

life

personal

accepting others’

Each of us has a “gas tank” that is affected by:

fillers / emptiers (people, places, things, activities),

fear, guilt, and shame (which take away our freedom)

Bumper People should possess two characteristics:

&

Self-Identity “baggage” is not from what happened, but an associated lie I

believe. Self-Identity can be managed/balanced and healed by knowing the truth!

No Organization (family, church, etc.) can get beyond the of its

L , P or P

ANGER comes from three sources

F , F , p

(emotional or physical)

Draw the Three Organizational Models below:

V-STTEELE and Lead!

V

S

T

T

E

E

L

E

Steps for Personal Growth

1. self (see it)

2. take (own it)

3. take (change it)

First Impressions occur in under seconds!

Undoing a bad first impression takes additional encounters (or use the )

The Missing Link:

P T

YET I CAN

APPENDIX H



Training Response Survey

1. Rate the overall effectiveness of the training 1 2 3 4 5

2. The trainer presented the material effectively. 1 2 3 4 5

3. The content/material was clear and informative. 1 2 3 4 5

What would you say impacted you the most from the training?

What would you say impacted you the least from the training?

What, if anything, would you change about this training?

Do you have any additional comments?

Are you interested in:

A. Bringing TL into your organization? C. Having a TL Coach? B. Being a part of a TLonDemand group? D. Self Directed Study group with book? If the answer is yes, please allow us to contact you!

Name: _________________________________________ Date: _________________

Email: _________________________________________ Phone: ________________

Please hand this in at the event, fax to (513) 842-3132 or email to [email protected]. Thank you!

Least Most (Please Circle One)

APPENDIX I



Documents

TL Participant’s Manual