Project Management institute - Presentation made to PMI Atlanta on April 21, 2016.

1. PMI
Team
Development
How
to
get
people
to
do
stuff
on
your
project
1
April
2016

2. The
Goals
of
Today
Through
behavioral
discovery
understand,
develop
and
produc6vely
use
the
human
capital
in
your
business
for
transforming
personal
and
business
performance
1. Understand
Behavior,
CommunicaCon
and
Learning
style
is
hard-­‐wired
but
can
be
“influenced”
2. Start
with
Self-­‐Awareness
and
what
AdaptaCon
you
can
do
to
get
more
results
from
your
teammates
3. Give
you
some
pracCcal
Cps
to
start
you
on
the
journey
of
becoming
a
“Leader”
who
gets
people
to
follow
you

3. Communication Causes Relationship Performance Challenges
Sales
Conversion
?
Client
Engagement
?
Employee
Retention &
Productivity
?
Operational
Execution
?
Business
Performance
87% of
measurable
business
issues are
people related
Source: Harvard 2002

4. What
is
Business
Performance?
The
Defini:on
of
Business
Performance
AcCng
with
high
levels
of
confidence
and
efficiency
to
achieve
improved
business
results
through
understanding
the
personal
life,
career
and
business
moCvaCons
of
each
team
member
and
aligning
them
to
the
team
and
clients
for
execuCon
of
the
business
plan.

5. Challenges
Team
Performance
1. Understanding
why
different
team
members
naturally
do
things
differently.
2. Hiring
the
right
talent
to
perform
in
the
team.
3. Managing
team
members
uniquely
and
aligning
them
to
a
common
goal.
4. IdenCfying
and
unlocking
the
blockages
to
efficient
execuCon.
5. Building
open
communicaCon
within
the
team
and
allowing
creaCve
conflict.
6. Building
higher
levels
of
team
engagement
leading
to
longer
retenCon.
7. Matching
team
and
customers
for
improved
service
and
retenCon.
5

6. Closing
the
Behavior
Performance
Gap
for
Teams
6
*2009
Gallup
Research
+70%
Team
Produc:vity
Gains*
Team
Growth
Drivers:
OperaConal
Competence
Team
Results
Team
Leadership
Team
CommunicaCon
Customer
Engagement
Supplier
Engagement
Team
Sustainability
Drivers:
Team
Trust
Team
Values

7. People
Skills

8.
EQ
=
EmoConal
Intelligence
DemysCfying
“EQ”
Gain
AWARENESS
APPROPRIATELY
EQ
=
EMOTIONAL
INTELLIGENCE
SELF
Respond
&
OTHERS
8

9. “This
camel
never
sees
its
own
humps,
but
its
neighbor’s
hump
is
ever
before
its
eyes.”
-­‐An
Arabian
proverb
Self-­‐Awareness
You
can’t
“control”
others;
You
CAN
control
yourself

10. Performance
Balance
What
is
Your
Leadership
Performance
Balance?
Leadership
Performance
Results
RelaConships
Business
DNA
Natural
Behavior
Discovery
10

11. DNA
Behavioral
Style
What
Is
Your
DNA
Behavioral
Style
?
11
• Every
person
inherently
has
a
unique
DNA
Behavior
code
represen:ng
their
natural
behavioral
style.
A
person’s
natural
behavioral
style
is
shaped
into
their
overall
personality
by
their
personal
environment
(history,
experiences),
values
and
educa:on.
• This
will
impact
every
business,
career,
financial
and
life
decision
that
the
person
makes.

12. Amygdala: ‘fight or
flight’ & emotional
center of the brain
Triggered by
perceptions of
“threats”
How the Brain Reacts to Communication

13. Misaligned
communication
Misunderstanding
Amygdala reacts
Negative
emotions
overwhelm
frontal lobe
Irrational
behavior
Triggers for Negative Responses:
Result:

14. Aligned
communication
Understanding
Prefrontal Lobe
Reacts
Positive
emotions
satisfies
amygdala
Rational
behavior
Adapted Communications
Result:

15. InsCncCve
Normal
“Go
To”
Learned/
Modified
Behavior
Learned/
Modified
Behavior
Personal
Performance
PotenCal
Personal
Performance
Impediments
Natural
DNA
Behavior
–
Unique
Natural
Talents
Confidence
Low
Self
Belief
Skills
Knowledge
Experiences
Environments
Behavioral
Centered
Approach
To
Performance
Skills
Knowledge
Experiences
Environments
Tradi:onal
Tool
Star:ng
Point
Our
Unique
Star:ng
Point
15

16. Building Sound Relationships
To build a sound relationship you need to:
1. Follow the Platinum Rule of
Relationships: Know how to adapt your
communication to be on the other
person’s terms. Empathetically
demonstrate your understanding of
them when communicating.
2. Be aware of how your strengths and
struggles can impact the other person
and be prepared to adapt your style.
3. Transparency builds trust. Be able to
openly share of yourself to build trust:
“knowing me-knowing you”. Openly
admit your strengths and struggles.

17.
Do
You
Know
Who
You
Are
Working
With?

18. Rela:onship
Orientated
Results
Orientated
Fast
Paced
Moves
Carefully
Goal
Sebng
Lifestyle
Stability
Informa:on
Summary
of
Natural
DNA
Behavior
10
Unique
Styles
18

19. • Strengths
-­‐
Behaviors
that
come
naturally
and
which
should
be
used.
Note:
Strengths
over
used
can
become
a
struggle.
• Struggles
–
Behaviors
that
can
be
managed
with
greater
awareness
of
your
natural
behaviors.
Struggles
not
managed
can
become
a
weakness.
• Mid-­‐Range
Scores
-­‐
Tend
to
be
more
flexible
in
these
factors.
Easier
to
move
lem
or
right.
Behavioral
Awareness
Strengths,
Struggles
and
Mid-­‐Range
ObjecCve
behavioral
awareness
is
a
criCcal
starCng
point
to
your
workplace
performance
transformaCon.
Playing
to
your
strengths
consistently
will
maximize
your
potenCal.
Although,
strengths
over-­‐played
can
become
blind-­‐spots.
19

20. Summary
4
Different
CommunicaCon
Styles
Communica:on
Keys
for
Behaviorally
Smart
Conversa:ons
CommunicaCon
Style
Strengths
Struggles
What
They
Want
Goal-­‐Sebng
(Allow
Them
to
Discuss
It)
Speaks
Directly
and
Candidly
Could
Be
Too
Forceful,
Abrupt,
InterrupCng
Provide
OpCons,
Get
to
Borom
Line,
Present
OpportuniCes
Lifestyle
(Allow
Them
to
See
It)
Open
and
Engaging
May
Be
Too
Transparent
and
Uninhibited
Openly
Express
Views,
Verbalize
Provide
Broad
Facts
Stability
(Allow
Them
to
Feel
It)
Shows
Empathy
and
Warmth
May
Compromise
Too
Much
and
Be
Too
DiplomaCc
Keep
it
Relaxed,
Speak
Somly,
Share
Your
Feelings
Informa:on
(Allow
Them
to
Read
It)
Provides
Specifics
and
Details
May
Be
Too
Serious,
Modest,
Not
InteracCve
Provide
Facts,
Provide
Specifics,
Demonstrate
Transparency
20

21. Communication Struggles of 4 Primary Styles
Goal-Setting Lifestyle
Information Stability
Communication Struggles:
Could be too forceful, abrupt
and interrupting
Learn when to soften up
What will you do to
draw people out in a
more friendly way?
Fast Paced
Moves Carefully
Communication Struggles:
May be too transparent and
uninhibited
Learn to allow others to talk
Who could you involve
more in conversations?
Communication Struggles:
May compromise too much
and be too diplomatic
Learn to speak up more
How can you get to the
bottom line more
quickly in discussions?
Communication Struggles:
May be too serious, modest,
and not interactive enough
Learn when to be more
flexible
What will you do to
show more enthusiasm
in discussions ?
ResultsOrientated
Relationship
Orientated

22. Communication Keys and Learning Styles
Goal-Setting Lifestyle
Information Stability
Present them options,
opportunities, get to bottom line
Learns by discussion
Allow them to discuss it
Provide Quick Fixes
Provide Procedures
Openly express your views,
verbalize, provide broad facts
Intuitive learner
Allow them to see it
Keep it relaxed, soft, feelings
based
Sensory learner
Allow them to feel it
Provide them facts, details,
transparency
Learns if tangible
Allow them to read it
LeftBrain
Orientated
RightBrain
Orientated

23. Acceptance,
Unity
and
Diversity
Different
• Talents
• MoCvaCons
• Ideas/Interests
• Needs
• Styles
Same
• Mission
• Commitment
• Corporate
Values
• Opportunity/Loyalty
• Policies/Discipline
Necessary
Ingredients
of
a
Healthy
Team

24. First Break All the Rules
Build Up Your Teammates - Key Points:
1. Capitalize on differences (diversity) to build
strong teams
2. By nature, differences divide
3. We need each other:
• Shared/complementary talents
• Teams need trust
• Trust leads to unity
1. Understand self
2. Understand others, and
⃰ Accept
⃰ Respect & Appreciate
⃰ Align
⃰ Trust
3. Seek to Meet Their Communication Style
Bottom line = Teamwork
Great managers would offer this advice:
Focus on each person’s strengths and manage around his weaknesses…
Help each person become more of who he already is. This radical insight is
fueled by one simple insight: Each person is different.
What the world’s greatest managers do differently.
By Marcus Buckingham and Curt Coffman, 1999 by Simon & Schuster

25. For
more
informaCon
about
Business
DNA:
Contact:
DNA
Behavior
InternaConal
5901-­‐A
Peachtree
Dunwoody
Rd
Suite
375
Atlanta,
GA
30328
(866)
791-­‐8992
leon.morales@dnabehavior.com
www.businessdna.com
Contact
Us
25