Have you reached your limit, or maxed out your capacity? Do you see this issue on the horizon? Whether a solo practitioner or leader of an established team, growth requires mastering the art of “getting things done through other people.” R3 Coaching’s “Building the Effective Team” will empower you to spend more time in your area of passion and unique ability, strengthen the performance of your practice, and experience a dramatically improved quality of life! You will be equipped to hire the right talent, delegate effectively, and foster intrinsic motivation within each team member.

1. BUILDING THE
EFFECTIVE TEAM

2. “THE CONTENT AND STRATEGIC THOUGHT
PROCESS BEHIND IT HAS CAUSED OUR COMPANY
TO BECOME MUCH MORE PROFITABLE.”
BRENT HAWKINS, TWISTED ROOT MARKETING

3. an eternal perspective….

4. Current Reality.
Preferred Future.

5. “Most people allow their lives to simply
happen to them. They float along. They
wait. They react. And by the time a
large portion of their life is behind
them, they realize they should have
been more proactive and strategic. I
hope that hasn’t been true for you. If it
has, then I want to encourage you to
develop a stronger sense of urgency
and a pro-strategic mind-set.”
Default or Design?

6. The Power of a Preferred
Preferred
Future
Current
Reality
Myth Truth
Key
Decision

7. If today were February 17, 2019…
what would you have needed to
accomplish to declare the
previous 3 years a success?

8. The Power of a Preferred Future

9. Getting
Things Done
With Others

10. An Eternal Perspective…

11. Unique Ability

12. Unique Ability

14. Unique Ability®
Source: Unique Ability, by Catherine Nomura and Julia Waller
Unique
Ability
Excellent
Competent
Incompetent

16. When have
you felt
closest to
your Unique
Ability?

17. Pair and Share

18. Apply to Life.
Work
Financial
Kids
Marriage
Social
Mental
Physical
Spiritual
Walk with
Jesus
Time
Management
GODHobbies
Ministry

19. Building your Team
• Overlap values and morals with
the people you hire
• Look for different Unique Abilities
in team members
• Hire and delegate the work that is
NOT in your area of Unique Ability
• This will not happen by default,
but BY DESIGN!
Unique
Ability
Excellent
Competent
Incompetent
YOU
EXECUTIVE
ASSISTANT
BUSINESS
DEVELOPMENT
CHIEF
OPERATIONS
OFFICER
SUPPORT
STAFF
OTHER?
OTHER?

20. Unique
Ability
Excellent
Competent
Incompetent
How would you apply
Unique Abilities to finding,
hiring, and retaining the
right people?

21. Working With Others
• You must know your Unique
Ability to determine who to hire
• Strong teams consist of people
with different Unique Abilities
• New hires should share your
values and morals, but have
different Unique Abilities
• Empower your team members to
develop new skills in their
Unique Ability
Your
Values
Their
Values
Their Unique
Ability
Your Unique
Ability

22. Imagine the Potential
• Team working in their area of passion,
giftedness and skill
• Do more of what you enjoy
• Create an environment that encourages
excellent work product
• Team members “Lean In” to their work,
rather than avoid it
• Leading people to their full potential
• Enhancing your team’s capacity
(personally and corporately)

23. It begins with YOU!

24. Hiring The
Right People

25. the RIGHT people…

26. Hiring:
The 3 C’s of a good hire
CHEMISTRYCOMPETENCE
CHARACTER

27. 1. Character
Explore this area through:
• Pray for discernment
• Ask questions related to:
✴ Work ethic
✴ Values & Priorities
✴ Trustworthiness
✴ Treatment and respect for others
• Check references
• Spousal dinner
CHARACTER

28. COMPETENCE
2. Competence
Explore this area through:
• Open-ended questions in
interview process
• Interview questions centered
around skills and past
performance
• Trial workday with real-work
simulations
• Problem solving scenarios
requiring similar skills to role

29. CHEMISTRY
3. Chemistry
Explore this area through:
• Interview to discover how the
candidate has valued team unity
in the past
• Personality assessment &
compare results to other’s on
team
• Trial workday with co-worker
observations
• Team peer interview

30. Pray for
discernment

31. Build your
hiring
process

32. Delegation.

33. http://www.johnmaxwell.com/blog

34. How to Sabotage Delegation

35. Sabotaging Delegation
• Lack clarity
• Miscommunicate
• Set unclear expectations
• Delegate task, but not authority
• Take things back
• Change things after delegating

36. Benefits of Effective Delegation
• You can get more done
• Work more in your areas of Unique
Ability
• More time for the top 20% of your
activities that produce 80% of results
• Proper delegation is critical to those
around you
• Organizational health
• More!

37. A Wise Approach?

38. Delegation
Leadership Styles

39. Delegation
DIRECTING
COACHING SUPPORTING
DELEGATING
SUPPORTIVE
DIRECTIVE

40. Directing
“Since you haven’t done this before, would it be
helpful if I provided you with some direction,
resources, and information?”
Source: Leadership and the One Minute Manger
DIRECTING

41. Coaching
“Since you’re still learning, and may be discouraged,
would it be helpful if I continue to provide you with
some direction? I’d also like to hear your ideas…”
Source: Leadership and the One Minute Manger
COACHING

42. Supporting
“Since you know how to do this, what you need
me to do is listen, rather than give advice, right?”
Source: Leadership and the One Minute Manger
SUPPORTING

43. Delegation
“I know you’re taking the lead, but I’m here,
when and if you need me.”
Source: Leadership and the One Minute Manger
DELEGATING

44. Delegation Matrix
CATEGORY DIRECT SUPPORT DESCRIPTION
COMMUNICATION
& EXPECTATIONS
DIRECTING High Directive Low Supportive
Structure, organize,
teach, and supervise
“I would appreciate your
help. Do this work, this
way and report back to
me.”
COACHING High Directive High Supportive Direct and support
“This work needs to get
done. What suggestions
do you have? I will lead,
and you will support.”
SUPPORTING Low Directive High Support
Praise, listen, and
facilitate
“I would like you to get
this work done. You have
some latitude in how you
will do it. I may provide
some input along the
way. You lead, I will
support.”
DELEGATING Low Directive Low Support
Turn over responsibility
and authority
“These are the results we
need to achieve. You are
responsible and have the
authority to get it done.
You lead. I will manage
the results with you.”
R3D9

45. Variables in Delegation
Expectations
Proper behavior
Level of urgency
Specific work
Desired Deliverables Clear communication
How to Get it Done Others Involved
Deadlines

47. Group Activity

48. Motivation.

49. What is “Motivation?”

51. Motivation 1.0
Motivation

52. Motivation 2.0
Motivation

53. Motivation
Workforce Landscape
• Beliefs transferred from
Baby Boomers
• Expectations of Gen X &
Millennials
• Flexible work hours
• Money not motivator
• Cause/purpose driven

54. 3 Keys to
Motivation 3.0
Autonomy
Mastery
Purpose

55. Book: Drive

56. 3 Keys to
Motivation 3.0
Autonomy
Mastery
Purpose

57. Satisfaction Point
It seems that once a person reaches a
level of satisfaction with their
compensation package which includes
salary and benefits, that additional money
is not a significant motivator. Nor are
potential punishments or take-aways.

58. Intrinsic vs. Extrinsic
“enjoyment-based intrinsic motivation,
namely how creative a person feels when
working on the project, is the strongest
and most pervasive driver.”

59. Microsoft
Encarta
Example:

60. MOTIVATION
AMBITION
ENERGY
VISION
INCENTIVE
INSPIRATION
INITIATIVEMETRICS
EVALUATION
ROLE FIT
OTHERS…

61. In a company, who is
responsible for motivating
the employees?

62. God’s Expectations…
Does God care how employers
treat employees?

63. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
Masters, provide your
slaves with what is
right and fair, because
you know that you also
have a Master in
heaven.

64. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
…for gaining wisdom and
instruction;
for understanding words of
insight;
for receiving instruction in
prudent behavior,
doing what is right and just
and fair;

65. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
Look! The wages you failed
to pay the workers who
mowed your fields are
crying out against you. The
cries of the harvesters
have reached the ears of
the Lord Almighty.

66. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
And whatever you do or
say, do it as a
representative of the
Lord Jesus, giving
thanks through him to
God the Father.

67. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
One who oppresses the
poor to increase his
wealth and one who
gives gifts to the rich—
both come to poverty.

68. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6:9
2 Corinthians 5:10
And masters, treat your
slaves in the same way. Do
not threaten them, since
you know that he who is
both their Master and yours
is in heaven, and there is no
favoritism with him.

69. God’s Expectations…
Colossians 4:1
Proverbs 1:1-3
James 4:5
Colossians 3:17
Proverbs 22:16
Ephesians 6
2 Corinthians 5:10
For we must all appear
before the judgment seat
of Christ, so that each of
us may receive what is
due us for the things
done while in the body,
whether good or bad.

70. My personal conclusion…
Stewardship.

71. Getting Things Done with Others
Unique Abilities
Discover your Unique Ability
Determine ideal team roles
Build & develop your team
Hiring The Right People
Character
Competence
Chemistry
Delegation
Avoid delegation sabotage
The Delegation Matrix
(Directing, Coaching,
Supporting, Delegation)
Motivation
Autonomy, Mastery, Purpose
Intrinsic vs. Extrinsic
Win-Win Relationship
Expense vs. Investment
Levels of Challenge
BUILDING THE
EFFECTIVE TEAM

72. Imagine a life where...
You have clarity, confidence and focus on
which items to pursue
You have a clearly defined process and
system for all of your work
You are planning and scheduling all
activities within your realistic capacity
You are focusing your time on the key
activities that bring the greatest results
Your day is filled with increasing levels
of Purpose. Passion. Performance.

73. “IT COULD TAKE ME A DECADE TO ACCOMPLISH
THE THINGS I’VE ACCOMPLISHED IN JUST 12
MONTHS WITH R3 COACHING.”
JOHN FABER, CFP® RON BLUE & CO.
“THE CONTENT AND STRATEGIC THOUGHT
PROCESS BEHIND IT HAS CAUSED OUR COMPANY
TO BECOME MUCH MORE PROFITABLE.”
BRENT HAWKINS, TWISTED ROOT MARKETING

74. Thank you.