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Delivering Customer

Impact (DCI)
Participant Guide

These materials may not be reproduced in whole or part, by any means, without
permission of GE

Day 1
DCI Welcome: Course Introduction
GE Imperatives
Your Leadership Role in Delivering GE Strategy: Brand, Belief,
Behaviors
Social Style & Versatility
Building Networks within GE

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Course Introduction

Day 1

Crotonville: A place, and a global ideal


Career-long, Company-wide, Continuous learning

Our mission:
to inspire, connect, and develop the GE leaders of today and tomorrow.
Our leadership journey continues as we continuously reimagine content, experience and
environment for Crotonville learning programs around the world

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Course Objectives
Understand the why, what, and how we are using Simplification, Digital Industrial,
FastWorks, GE Beliefs, and PD@GE to succeed in todays environment.
Understand the expectations of a GE Leader, and create an action plan to grow your
personal brand based on the behavioral anchors behind the GE Beliefs, as well as your
image, reputation, visibility and social style.
Apply the concepts of social styles and versatility to improve interactions with others
and reduce conflict in the workplace.
Understand and apply principles of time management and project leadership to
improve productivity, manage critical tasks, and achieve greater control and balance
in daily work.
Create and deliver impactful messages to business
audiences in both face-to-face and virtual
environments.
Understand and apply principles of team dynamics.
Align personal career decisions and preferences
with personal values and GE Beliefs.

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The DCI Journey

My Personal Goals for this week that I discussed with my manager


______________________________________________________________________________
______________________________________________________________________________

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Expectations for the week

Ground Rules

Be prepared and contribute


Respect confidentiality
Be on time and be present
Keep laptops closed and Blackberries and e-mail on mute
Turn off cell phones, pagers and beepers
Take advantage of networking opportunities
Dress Code Business Casual
Practice out of your comfort zone, BUT maximize your strengths
Be a Coach and a Learner
Enjoy your time at DCI!

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GE Imperatives
Our GE Culture
In Your Team Table: Please complete the following quadrants
Team A: Digital Industrial
Team B: Simplification
Team C: FastWorks
Team D: GE Beliefs
Team E: PD@GE

Why are we doing this?

What is it exactly?

How do we do it?

How are we leading our


teams to do this?

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Performance Management at GE
Guiding Principles

We are a meritocracy
An ongoing dialogue owned by manager and employee with shared
accountability..and how we work
Focus on developing employees through everyday activities
Continue to learn and adapt

Our performance system measures


what youve done and how youve done it.

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Performance Development at GE (PD@GE)

______________________________________________________________________________
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Session C (People Review)


What is Session C?

An annual assessment of our business, our current talent and the talent we need to
achieve our growth goals
Linked to business needs and goals
A critical process to drive organic growth

WHAT

Review organizationsany plans to change


Feedback on performance, promotability, development needs
Succession plans for key leadership positions
Key corporate initiatives

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WHEN

HOW

Company-wide digitized process


Leaders committed to developing themselves and others

Succeeding in the PD@GE Culture


Employee driven

Manager supported

Responsible for development


and skills
Responsible for updates and
touchpoints
Able to pivot and make
decisions faster
Empowered and accountable
Self generating solutions, results
and outcomes

Responsible for setting


expectations, providing
feedback and coaching
Responsible for processes,
workflows and removing
obstacles
Provide an environment that is
engaging and open to testing,
adapting, and pivoting
Empowering and mindful
Generates results and outcomes
from the team

PD@GE: https://pd.ge.com

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Performance Development is all about you!

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Your Leadership Role in Delivering GE


Strategy: Brand, Belief, Behaviors
Personal Brand
What Is A Brand?
______________________________________________________________________________
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Group Exercise: Classic Brand Breaking Moments


Instructions

In small groups, brainstorm leadership moments you have experienced in the


workplace or business social settings that you felt were image/brand breaking
moments.
Consider dress/appearance, language, conversation topics, employee relationship,
emails(others?)
Select one story from your table group to share.

______________________________________________________________________________
______________________________________________________________________________

Positive Brand Leaders


Instructions

Think of leaders you know who you would describe as having a Great Brand.
Why?
What makes their brand memorable and positive?

______________________________________________________________________________
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Your Brand Is A Total Package Of

Definition
Competence

The ticket in the door


The quality of being well qualified
A standardized requirement for an individual to properly perform a
specific job
Encompasses a combination of knowledge, skills, and behaviors

Image

Physical appearance (e.g. wardrobe, grooming, hair, make-up)


Behavior (e.g. etiquette and protocol, stress management, demeanor)
Communication skills (e.g. Relationship building, body language)

Reputation

The opinion of the public toward a person


Notoriety for some particular characteristic
What someone is known for

Visibility

Opportunities to be involved in large scale projects/special


assignments
Networking
Presenting/Speaking

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Individual/Partner Activity
Instructions
Step 1:
Imagine that it is 2-3 years from now and you are in the role you hope to be in!
Step 2:
Imagine that you are being interviewed on how you got to this role relative to each
component of MyBrand@GE.
Step 3:
Write down what you did related to your Competence, Image, Reputation,
and Visibility, in order to achieve this role!
Step 4:
Share your story with your partner.

MyBrand@GE
Competence
Image
Reputation
Visibility

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GE Leadership Expectations
Five core themes central to our transformation

Customers determine our success, so we must learn and adapt to


win, stay lean to go fast, and empower and inspire each other to
deliver results in an uncertain world.

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Our GE Beliefs: Behavioral Anchors

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Exercise: Your Actions & Accountabilities


Team Table Leaders:
A. Select a timekeeper and ensure you are going in rounds
B. Keep to the time allotted for each person
C. Make a note of what each person is saying as you will be providing feedback later
on

Individuals
1. At your team table, share your top 5 strengths and the top 5 areas that you would
like to focus on (5 minutes)
2. Ask the team if they have any ideas or best practices that you may want to
consider as you work on these top 5 (10 minutes)
3. Add these if appropriate and achievable in the column for
Considerations/Comments/ Actions
4. Move to next person
______________________________________________________________________________
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Social Style & Versatility


Social Style

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Versatility

What do you think the other persons style is?


How is it different from yours?
How will you adjust to be more like the other style?

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Social Style Team Exercise: Versatility


Instructions
Work with your Social Style team.
Discuss and capture the following about your style:
1. Strengths of your style
2. A visual (group art) for your style
3. How are we misunderstood?
4. Dos and Donts for communicating/interacting with your style
Select the person who will share your list with the large group
Use the next page for your notes about the different Social Styles

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Individual Exercise: Relationship Challenge, Part I


Instructions
Select an important business relationship that is not as productive as you would like it to
be.
Complete Parts I and II of the Improving Key Relationships worksheet.

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Tension Productivity Model

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Backup Behavior Model

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Toxic Relationships

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Styles In Conflict

Analytical Style in Conflict

Withdraws avoids the situation


Paralysis by analysis
Walks away
Avoids eye contact
Rigid body posture
Avoids speaking to the person
Talk more slowly and lowers voice

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Styles In Conflict

Driving Style in Conflict

Autocratic takes control


Ill just do it myself!
Brusque and impersonal
Highly critical
Raised voice
Direct eye-contact
Pointing finger, tapping on tables
Direct and verbally confrontational
Dominates the conversation

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Styles In Conflict

Expressive Style in Conflict

Attacks verbally confrontational


Very personal in the attack
Unrelated issues
Irrational
Very animated
Loud tone of voice
Can make a Scene
Takes things personally

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Styles In Conflict

Amiable Style in Conflict

Acquiesces appears to give in


May not be obvious
Stays quiet
Avoids eye contact
Becomes less animated
Not quick to forget the conflict
May try to get even
Shares details of conflict with others

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Minimizing Conflict
Minimizing Conflict with Analytical Style

Draw them out with close-ended questions


Logically discuss the issues
Allow them to express their thoughts
Recognize their thinking & effort
Support with facts and evidence
Provide in writing
Give them time and space to review
Allow them to voice concerns
Encourage a decision

Minimizing Conflict with Driving Style

Listen, let them vent


Identify the specific concerns
Pay attention to their need for results
Be willing to stand up to them
Be direct and factual
Provide options
Ask for a decision or commitment

Minimizing Conflict with Expressive Style

Let them vent


Empathize with their concerns
Recognize them for their contribution
Ask for their ideas, be future-oriented
Focus on big picture, not details
Show enthusiasm
Clarify next steps, document them

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Minimizing Conflict with Amiable Style

Ask what is on their mind, use open-ended questions


Make it safe to disagree, create trusting environment
Empathize with them
Discuss impact on relationships
Dont force a decision
Verify they are ready to proceed
Work cooperatively on next steps
Reinforce the long term relationship

Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.

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Small Group Exercise: Conflict Case Studies


Instructions
In triads, complete your assigned case study. Identify your strategy to resolve it. Prepare
to share your results via role-play with the larger group.
1. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
an Amiable employee who has acquiesced (Amiable s Back-up STYLE). He has basically
caved in. You realize that you pushed too hard and that you may not really have
agreement. You now need to bring the Amiable out of Back-up STYLE and attempt to
repair the relationship and gain commitment, not compliance to the decision. What
will be your strategy?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
2. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
an Expressive who has gotten very emotional and gone into the Attack Back-up STYLE.
This person has become very irrational and has disrupted the meeting. You need to
have this person on board with the decision. What will be your strategy?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

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3. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
an Analytical who has gone into Avoidance. In fact, she has gotten-up and left the
conference room. You need her to be involved in the decision and you are pressed for
time. What will be your strategy?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
4. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
a Driving Style. He has become very angry and has moved into the Autocratic Back-up
Style. He is saying that he doesnt care what everyone else is going to do he is going
to go it alone and do it his way. You need to have this person on board. What will be
your strategy?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

Use the next page for your notes during the role-plays.

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Individual Exercise: Relationship Challenge, Part II


Instructions
Step 1
Complete Parts III and IV of the Improving Key Relationships worksheet.
Also answer the questions below.
Step 2
Share your ideas with two other people and ask for their feedback.
Reverse roles. Listen to their plans and offer your feedback.
1.

What could cause my tension to increase?


_________________________________________________________________________
_________________________________________________________________________

2.

What could cause the other persons tension to increase? What signs of tension
could I see?
_________________________________________________________________________
_________________________________________________________________________

3.

How critical is the issue?


_________________________________________________________________________
_________________________________________________________________________

4.

What is the potential for conflict?


_________________________________________________________________________
_________________________________________________________________________

5.

What can I do to minimize any conflict?


_________________________________________________________________________
_________________________________________________________________________

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Building Networks within GE


Networking is
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Why connect?

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Learning Journal Day 1


DCI Welcome: Course Introduction
GE Imperatives
Your Leadership Role in Delivering GE Strategy: Brand, Belief, Behaviors
Social Style & Versatility
Building Networks within GE

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Day 2
ExperienceChange Simulation

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ExperienceChange Simulation

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Learning Journal Day 2


ExperienceChange

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Days 3 & 4
Tools for Delivering Customer Impact
(SET-SPOT-SOLVE-MEET-MANAGE-MEASURE)

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Tools for Delivering Customer Impact


Why customers become dissatisfied

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Meeting Customer Needs

Basic Needs: ____________________________________________________


Performance Needs: ______________________________________________
Excitement Needs: _______________________________________________

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Tools for Delivering Customer Impact

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Delivering Customer Impact

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Delivering Customer Impact - SET

Defining customer and stakeholder influences


Customer

Stakeholder

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Tool: Source of Influence (TPC Analysis)


A good way to uncover potential influences on customer outcomes and expectations is to
consider what unspoken challenges the customer and stakeholders may present during
our delivery:
Technical
Most common
People fear they lack skills or resources to change or adapt your product/service
Habit, fear of the unknown, prior investment/sunk costs in old way
Outward expressions of personal fears or doubts
Political
Loss of power, control, decision making ability, status or self-perception
Struggles of turf, relationships, who gets to talk to whom
Cultural
Most challenging
Different than how we do things here
Old cultural mindsets, the good old days, blinders, afraid to let go

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Tool: Stakeholder Analysis


Used to develop a detailed sense of who the key stakeholders are, how they currently feel
about the project or initiative, and the level of support they need to exhibit for the work to
result in successful outcomes.

X = where they are now


O = where they need to be

Exercise: In your team table


Identify the stakeholders and complete an analysis on your flip charts

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QUESTIONS TO IDENTIFY CUSTOMERS EXPECTATIONS


How much time do you anticipate is needed and will be dedicated to
the work?
Who will be responsible for each task?
What are the associated cost projections and budget?
How will this service, outcome, or product be sustained/supported?

In Teams (15 mins):


Identify expectations from the Case Simulation what could have been asked to get to
these earlier?
______________________________________________________________________________
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Individual Reflection (10 mins)


Think of your own work what are commonly missed expectations? How would you have
known?
______________________________________________________________________________
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QUESTIONS TO IDENTIFY CUSTOMERS CRITERIA FOR SUCCESS


What positive benefits are the desired outcomes intended to produce?
What will this outcome get or do for you? Your customer? Your
company?
What are the criteria for success regarding this specific outcome?
What should not be compromised in order to have this outcome?
How will you know when you have achieved this outcome?
o What will you see more of? Less of?
o What will you hear more of? Less of?
o What will you feel more of? Less of?
o What will the measurements be?

In Teams (15 mins):


Identify expectations from the Case Simulation what are the criteria for success?
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Individual Reflection (10 mins)


Are any stakeholders driving or adding criteria?
______________________________________________________________________________
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Goal & Outcome Setting


Effective goal and outcome setting SMART Goal Setting

In Teams (15 mins):


1. Identify your goals for the Case Simulation using SMART format
________________________________________________________________________
________________________________________________________________________
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2. Report out on your team goals (5 mins) each team
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Delivering Customer Impact - SPOT

Spot and remove waste using LEAN Principle


Definition of Lean
Lean is a business process improvement methodology and management system.
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How does Lean fit with other essential skills?

Lean Basic:
Waste in our workflows has Sources and measurable Impact.

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Specify Value
Value-Added Work
Non-Value Added Work

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Non-Value Added Work: 7 Types of Waste: TOM-WIDE


Waiting

Transportation

Inventory

Over
Production

Defects

Motion

Extra
Processing

LEAN Mindsets

Consider all workflows from the customers point of view


Eliminate tasks, activities and steps that do not add value or waste effort
Spot lack of flow or value and bring solutions
Always seek to reduce time waiting and improve responsiveness
Improve quality do one task once avoid re-doing
Standardize the work where possible
Measure your impact

In your Team Tables (25 mins):


1. Were there additional areas that you can recommend to remove waste and
simplify workflows in the case?
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________
2. Identify what different actions you will take in the second simulation
________________________________________________________________________
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Spot risks to customer deliverables

SPOT AND MITIGATE RISKS: BASIC RISK IDENTIFICATION


1. Identify Risks - defining all the risks associated with the deliverable/work including
TIME, COST, and SCOPE
Brainstorm all possible Risks
Organize Risks
2. Rank Risks- prioritizing the risk to determine the type of response that will be
taken.
Proportionate Risk Response
Perform Qualitative Risk Analysis

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3. Plan Risk Responses - identifying options and actions to reduce the threats to the
project objectives.
Determine Response Strategy
Develop Response Plans
4. Risk Monitoring and Control - tracks the risk response plans to ensure that the
intended outcome is being achieved.

In Teams (30 mins):


1. Develop a Risk Response Plan for Lakeview
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________
2. Report out your top 3 risks and actions
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________

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Delivering Customer Impact - SOLVE

WORKING ADAPTIVELY AND RESPONSIVELY


When you see waste, issues, or risks stop and bring it to the attention
of your manager or team.
Come prepared to discuss the impact of the risk or waste to the
customer
Bring a proposed solution!
Ask team to brainstorm other solutions

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Process Improvement TIPS:


1. All workflows and processes are usually created at a certain point in
time and not regularly updated even though the technology may have
changed
2. Customers needs and environment is changing constantly
3. Get to the root cause of an issue, risk, or remove waste if you want to
stop solving the same problems over and over.

GENERATE SOLUTIONS IN TEAMS

Stand in a circle.
Select a problem, or issue
Going around the circle throw out new ideas for the solution
Do this a second time, by turns (in rounds) (Uninterrupted)
Think fast!

In Teams (30 mins):


1.
2.
3.
4.
5.

Stand in a circle.
Select a problem, or issue from the case simulation that remains unsolved
Going around the circle throw out new ideas for the solution
Do this a second time, by turns (in rounds) (Uninterrupted)
Think fast!

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Delivering Customer Impact - MEET

Understand and leverage team dynamics


HOW PEOPLE GET WORK DONE TOGETHER IS INDICATIVE OF THE TEAM &
BUSINESS CULTURE
Understand and leverage the teaming process and team dynamics
Communicate clearly, concisely & with purpose
Use techniques to facilitate successful meetings

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The Stages of Team Development


There are five recognized stages of team development. The diagram shown here is based
on the work of Robert Tuckman.

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Stages of Team Development


The following chart summarizes General Team Characteristics, Primary Tasks, Team
Member Behaviors, and Important Skills usually associated with this stage.

Forming: defining identity and purpose


General Team Characteristics
Start up
Confusion
Optimism
Group of independent individuals
Primary Tasks
Introductions
Write mission statement
Develop common goals
Define roles
Focus on task
Team Member Behaviors
Polite
Communicate to facilitator/leader
Cautious
Impersonal
Hesitant
Important Skills
Goal setting
Organizing
Facilitating
Leaders Role
Providing introductions and reason for being
Helping define and clarify goals, roles, and processes
Focusing on goals, objectives, boundaries, and strengths
Being the director

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Storming: working together and resolving conflict


General Team Characteristics
State of anxiety
Conflict arises
Dissatisfaction
Rebellion
Primary Tasks
Develop norms
Establish trust
Develop an action plan
Role negotiation
Team Member Behaviors
Confrontation
Obstruction
Panic
Emotional response
Important Skills
Listening
Assertiveness
Conflict management
Leaders Role
Letting group work together... let them struggle
Helping identify useful ways of working together (roles, communication, decision
processes)
Legitimizing the frustration and struggle but encourage team to work it out
Being the arbiter

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Norming: achieving success


General Team Characteristics
Leader centered
Leader emerges
Allegiance to team
Resolution of confusion and conflict
Primary Tasks
Develop skills
Establish work procedures
Work with resources, decision makers, peers
outside of the team
Accomplish objectives
Team Member Behaviors
Acceptance of diversity
Protect members and avoid confrontation
Increase productivity
Emotional response
Important Skills
Communication
Affirmation
Objective feedback
Leaders Role
Helping group achieve some success
Capturing learnings
Helping create norms
Reinforcing success patterns
Being the coach

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Performing: meeting goals, sustaining momentum


General Team Characteristics
Team centered
Commitment to organization and team
Flexible, resourceful
Fierce team loyalty
Primary Tasks
Develop team recognition system
Develop performance evaluation and feedback
procedures
Team Member Behaviors
Challenge the organization
Insist on participation in the organization
Initiate requests for information and resources
Important Skills
Evaluating
Reviewing
Leaders Role
Challenging to new levels
Keeping communication flowing
Encouraging
Developing
Helping remove roadblocks
Being the motivator

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Concluding & Renewing


General Team Characteristics
Sense of accomplishment
Sadness if project is ending
Excitement about next project
Primary Tasks
Document key learnings
Define project closure activities
Recognize contributions and achievements
Team Member Behaviors
Questions about next steps for them
Seek closure
Important Skills
Documenting
Transitioning
Leaders Role
Capturing lessons learned
Supporting handoffs to others
Empathizing with emotional responses
Recognizing team and individual accomplishments

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Communicating with clarity and purpose


Group Exercise: Communication Exercise
Use the space below as you follow the instructions provided.

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Communication Roles & Expectations


Sender

Receiver

What should the Sender DO:

What should the Receiver DO:

What do Senders NEED from Receivers:

What do Receivers NEED from Senders:

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Small Group Exercise: Communication Barriers and Strategies


Instructions

Work with your team.


Brainstorm 10+ barriers for your assigned communication barrier category.
Develop at least 3 strategies for each.
Prepare to report.

Communications Barriers and


Strategies
Barriers (I/E)

Strategies

Physical

Emotional

Intellectual

Cultural

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The Communication Model


Ask

asking questions to obtain information or opinions

Listen to Reflect

listening to understand, paraphrasing the content and the


intent

Tell

stating your thoughts or position

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Tell

Give your rationale


Explain your point of view
Express support or favor of something
Voice your opinions, thoughts, feelings

Tell Tips
From the others perspective:
Why should I care?
Whats in it for me? (WIIFM)
What are the anticipated costs and benefits?
What will be different? What will be the same?
What do you want me to do differently?

ASK

Seek information
Invite speakers to communicate their thoughts
Demonstrate interest in the speakers point of view

Levels of Inquiry or Ask


First Level Inquiry:
Surface level data
Second Level Inquiry:
Getting into detail
Establish rationale (why, how questions)
Communicate thoughts and feelings

Ask Tips
Avoid Leading questions:
Isnt it true that ...
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Dont you think that...

Avoid giving advice offered as a question


Have you thought about ...
Why dont you ...

Listen to Reflect
Better focus on what the other person is saying
Encourage others to share their opinions
Demonstrate understanding

Listen to Reflect Examples

What a change! I was afraid that I would not like my new boss but she is wonderful.
She is talented, smart, and very personable.
Listen to Reflect statement: So youre really excited about working with your new boss.

Thats it! I cant take it anymore! Ive called three times and no one answers! Im tired
of trying to get you to help me!
Listen to Reflect statement: I can see that youre very upset by our lack of response and
you need help now.

Listen to Reflect Tips

Use brief statements


Acknowledge speakers thoughts/facts and feelings
Capture the essence of the speakers message
Get them to say Yes
You focus instead of Me focus

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Partner Exercise: Communication Dance


Instructions
Step 1

Work in a triad
Use one of the following topics, or choose a similar topic:
- The biggest challenge you have faced recently
- Dealing with a challenging team member
- Your next career decision
- Your next rotation issue
Decide which person will take the role of the speaker first and who will be
the observer.

Step 2
Let the speaker lead the interaction, telling about
the challenge (or other topic). The other partner will
practice Listen to Reflect, Ask and Tell.
Stand on the skill card as you use it.
Continue for 5 minutes.
When finished, the observer will provide feedback
to the person who has been practicing (no more
than 3 minutes).
Step 3
Change roles and repeat Step 2.

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Handling Questions When Presenting


Preventions

Identify most difficult questions/answers in advance


State when you prefer to take questions
Prepare a parking lot
Gather questions in advance from others
Practice answering questions in advance
Contract with a SME who will be there to jump in/help

Interventions A Model for Handling Questions (and Objections)

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Listen to the FULL question refrain from thinking about how you will answer
versus listening.
Pause 1 2 seconds, resist the temptation to rush to respond.
Rephrase the question to confirm your understanding.
Ask clarifying questions.

Address response to all.


Focus on feelings, data, and facts in your response.
Check for understanding after you respond.
Suggest an off-line follow-up if appropriate.
Admit if you dont have the information and commit to getting back to them.

Test to see if you were able to adequately answer the question.


Ask if it is OK for you to continue with the presentation.
Check for any additional/follow up questions.

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TRIAD Activity
Instructions
Practice Partner:
Select one of the questions below. Ask the skill user the question (with attitude).
Where did you get that data?
How long did you prepare for this presentation?
Did you run this presentation by someone before you finalized it?
Its now 2009. Are you sure your information is current?
Please explain the detail behind these numbers.
Do you have details to back this up?
Did you consider your audience's needs when you created this presentation?
Why should I care about this information?
Why are you telling me this?
Whats the short hand version of this information?
Skill User:
Respond using one of the intervention tips/skills
Observer:
Notice whether the Skills User started with Probe or Rephrase.
Share your feedback.

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Insights for facilitating successful meetings


Before the meeting

Opening the meeting

Have as few regularly scheduled meetings as possible.


Ask: Could I handle this by memo or phone? Is there a
need for interaction?
Determine the outcome
Develop how you will know you have met the outcome
Develop options
Establish attendance and agenda.
Share meeting place or call in details.
Pay attention to how others are reacting to the meeting
Establish rapport check in with people and connect!
Clearly define the outcome and what will success look like
at the end of the meeting why are we meeting?
Get agreement on #2 above.
Unless you assign people something to do, they will find
something so ensure everyone understands their
purpose, role, accountability in and after the meeting.

Running a meeting

Keep discussion relevant


Ask clarifying quesitons
Generate and explore solutions
Get everyones voice

Closing a meeting

Summarize outcome(s)
Start from the beginning and summarize
State next step(s) clearly and ensure everyone knows
what is expected before the next meeting

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Delivering Customer Impact MANAGE

Managing time, effort and scope will ensure that the customers
expectations are met.
Know how much effort and time is needed for tasks
Know the timing between tasks, including wait time in the workflows
that may affect the final deadline
Understand how changes in scope will increase time and/or effort.

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Time management
Good time management skills

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Analyze

1. See stress as a signal to analyze


2. Find out where/how you spend your time
3. Get it out of your head
4. Find time wasters
5. Identify what you can change

Prioritize

1. Tie priorities to goals


2. Focus on activities that produce results
3. Know what to do when your priorities are not
consistent with others priorities
4. Do the things that matter rather than doing all
things flawlessly
5. Eliminate low priority work when you can

Plan

1. Make a weekly plan


2. Create project plans
3. Write it down
4. Have a back-up plan
5. Know who can help and how to influence them

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Schedule

1. Underschedule yourself
2. Schedule time on your calendar to do your work
3. Group related items
4. Do toughest tasks during your peak energy time
5. Keep one calendar for all

Say No

1. Evaluate requests against priorities


2. Say No when there is no alignment
3. Be honest
4. Match body language to words
5. Provide suggestions or alternatives

Limit Interruptions

1. Assume some interruptions


2. Stand up when someone asks Got a minute?
3. Suggest other meeting time
4. Set a time limit
5. Stay focused

Stop Procrastination

1. Tackle the biggest job first


2. Identify actionable steps
3. Start during your prime time
4. Do something
5. Celebrate forward progress

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WORK SMARTER not harder

Identify and manage the scope of work to be done


Use Project Charters to set scope

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In and Out of Frame

Project Scope Statement


Identifies the detailed project requirements and scope of work

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Creating the appropriate level of details

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Delivering Customer Impact MEASURE

Measure how the project work is progressing by identifying


critical to quality indicators (CTQs)
Identify what is critical to the success of the project
Identify what are the basic, performance, excitement, and indifferent
needs
Check progress against CTQs regularly

CTQ Requirements Types & Definitions

Basic Needs (Dissatisfiers):

Performance Needs (Satisfiers):

Excitement Needs (Delighters):

Indifferent

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5 Elements of an Effective CTQ


1.
2.
3.
4.

Characteristic of a process or product


Unit of measure
Type of data (discrete/continuous)
Target value or range of successful performance (expressed in units of
measure)
5. Definition of a defect specification tolerance (fail to meet standard)
Additional Success Factors for CTQs
Agreement on data source to use for measurement
Agreement on measurement process (Gage R&R)

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Learning Journal Days 3 & 4


Tools for Delivering Customer Impact

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Day 5
Personal Value
Career Management
Team Feedback & Development

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Personal Value
Individual Exercise: Personal Values
Instructions
Step 1
Review the personal values cards. Write any additional personal values of importance to
you in the blank cards provided.
Step 2
Sort the cards in order of importance to you, putting the most important value on the top
of the deck, and arranging the rest of the cards in order of importance from most
important to least important.
Be sure that you are using your own values to do this sorting, not choosing values that
someone else expects should be important to you.
Step 3
Drop out the lowest five cards (list them on the next page for future reference)
Step 4
Re-sort those that remain, verifying your choices.
Step 5
Focus on your top five values.
Step 6
Fill out the form provided on the next page. Review your list.

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Your Personal Values


CHALLENGE
Taking on tasks
that stretch my
skills and help
me develop
and grow.

WEALTH

EXPERTISE
Being an
authority on
what I do.

SECURITY
Having a stable
job along with
secure
employment
and living
conditions.

ACHIEVEMENT
Establishing
and
accomplishing
aggressive
personal and
professional
goals.

LOCATION

FRIENDSHIP

POSITION

Living in a
specific
geographic
area or type of
community.

Spending time
with people I
like and trust
and being liked
and trusted by
them.

Having formal
control and
authority over
resources and
decisions.

RECOGNITION

INDEPENDENCE

LEADERSHIP

Being seen by
others as
successful,
important. Having
my contributions
valued and
acknowledged by
others.

Having control
over my work
or other
elements of my
life.

Influencing
others.
Creating
visions that
other people
adopt, support,
and act on.

FAMILY

ENJOYMENT

SERVICE

HEALTH

Having time to
spend with my
family or
significant nonwork
relationships.

Enjoying and
having fun
doing what I
do. Liking how I
spend my time.

Contributing to
the satisfaction
and well being
of others.

Having money
and a high
standard of
living.

LOYALTY
Feeling I am
part of an
organization.
Being
committed to
helping it
achieve its
goals.

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Being
physically and
mentally fit.

DCI Participant Guide


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Personal Values Worksheet


List your top five personal values here:

Middle:

Bottom five:

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Career Management

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Career Management Framework


The Six Keys

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1. Who Am I?

Skills/Strengths
Challenges/Development Needs
Interests
Personal Values/Priorities
Preferences/Styles
Experiences
Key questions to consider:
1. What are my key strengths and skills?
2. What are my challenges/developmental needs?
3. What are my interests?
4. What are my personal values and priorities?
5. What does my personal value board of directors say about
me?
6. What experiences do I have?

2. Where Am I?

Work
Organization, Location
Roles, Relationships
Culture/Sub-culture
Performance

Family/Personal
Relationships
Goals
Events
Hobbies

Key questions to consider:


1. What is the organizational situation right now in GE, my
business and my team, and how is that impacting me?
2. What type of role am I playing on my job and how do I feel
about it?
3. How are my relationships going with my manager, peers,
customers/suppliers, and others?
4. How are my personal and family relationships going?
5. How are my personal goals going?

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3. Whats Coming or
Changing?

External
Technology
Environment
Marketplace
Industry Trends
Economy

Internal
Preferences
Values
Life Events

Key questions to consider:


1. Are my values and preferences changing?
2. Am I expecting major changes in my personal life?
3. What is the industry trend in my profession?
4. How is the environment changing?
5. What new skills are demanded for the future?
6. Where is the company going, business-wise and culturally?
4. Where Do I Want
To Go?

Goals (Personal and Professional)


Short term and long term
Key questions to consider:
1. What key skills do I want to develop and obtain?
2. What are my long/short term professional goals?
3. What personal goals do I want to achieve?
4. What are the goals of my family members and/or, significant
other and how is that going to impact my choices and
decisions?

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5. Whats Expected

Skills
Knowledge
Experiences
Competence
Behaviors
Key questions to consider:
1. Whats expected of me to succeed in the future state?
2. What level of performance is expected?
3. What type of image should I present?
4. What type of exposure is needed?
5. What level of commitment is needed?
6. What sacrifice should be expected?

6. How Am I Going
To Get There?

Experiences
Training
Mentoring
Coaching
Key questions to consider:
1. What level of performance do I have to achieve?
2. What skills/knowledge must I have?
3. How do I obtain them?
4. What kind of experience must I get and how?
5. Do I have a plan?
6. How often should I check my own progress?
7. Do I have others who have committed to coach me?

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Individual Exercise: Career Development Interview


Instructions

Select two questions from each key area to ask your partner about their career plans.
Find a partner and ask your partner those questions.
Use Listen to Reflect and ask probing questions where appropriate.
Switch roles after 10 minutes

______________________________________________________________________________
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Team Feedback & Dev. Planning


Feedback 101

Where will the feedback come from?


What types of feedback are available?
A feedback model - SOI
How do I give feedback?
How do I receive feedback?
How will the team feedback process work?

Sources of Feedback

How you participated


How you interacted with your team
How you involved yourself
How you shared information
How you networked & connected with others

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SOI - Feedback Model

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Remember: and instead of but

Types of feedback

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How do you give good feedback?


1. Be descriptive, not evaluative
You jump from one topic to another and its distracting vs. You are a scatter head.
2. Be respectful
3. Speak from the I position
I appreciate when you wait for me to respond vs. We like it when you wait for your turn
4. Focus on behaviors: you did vs. you are
5. Identify consequences: positive & negative
When you spent time on other business, I felt disrespected
When you approached me and introduced yourself, I felt welcome
6. Suggest alternative behaviors
In the future, socialize your ideas with the team before you present to the project
leader
7. Give specific examples with time, place, and other relevant details
During the negotiation, you agreed to one plan of action and ended doing another

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How do you receive feedback?


Listen
Do not defend the behavior
Ask questions for clarification
Thank the other person
You decide: accept or reject the feedback

Take notes to remember points

How will the team feedback work?


1. Prepare Individually (20min)
a. How have you shown up this week? (5min)
b. What feedback do you have for each of your teammates? (15min)
2. Start with yourself (2min)
c. What specific things did you do well?
d. What specific things did you not do so well?
3. Receive feedback from the team (13min)
e. What is your strength (continue)?
f. What do you need to improve (stop)?
g. What development advice or tip would we give you (start)?

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Preparation for Feedback:


How have I shown up this week?
Specific things I did well:
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Specific things I did not do so well:


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Feedback & Development


Action Planning
What piece of feedback can you already take action on?
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What did you learn in DCI that will help you apply the feedback you received?
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