Being An Effective Crew Member M Janaki Severy Managing Dynamics 206-478-7173 Janakis@msn

1. Being An Effective Crew Member M Janaki Severy Managing Dynamics 206-478-7173 Janakis@msn.com

2. Being an Effective Crew Member • Effective crew members..... • know how to use full expression, full support, and full commitment. • improve their teams by being unusually aware of themselves and those they work with and work well together. • know the difference between Zapping with positive energy and Sapping and draining with negative energy. • know how to look for what is going right.

3. Effective Crew Members Know how to use.... • Full Expression • Full Support • Full Commitment

4. ZAP & SAP Forces Standard Equipment SAP Past/Future Excuse Story Assessment Interpretation ZAP What Happens SAP ZAP - A Positive Force That Energizes People SAP - A Negative Force That Drains or De-Energizes People

5. Zap Behavior: The Energizer We “Zap” ourselves when we create a habit of “Listening” or “Attending to” or “Seeing” the positive. Instead.... • Create perceptions that are positive • Ask your “inner knowing” how to “hear and see” people positively • Be curious about others concerns and perceptions rather than be “right about yours” • “Ask” before you assume “Listen fairly” before you “tell and accuse”.

6. Sap Behavior: A De-Energizer Sapping behavior often focuses on “blame and assessment” and “being right” about events that occur in our lives instead of being curious. Instead... • Refer to people in positive or neutral ways. • Be accountable for your choices and their outcome • Deal with facts only, delete blame • Talk about how to improve things and produce the results you want.

7. Full Expression • Turn gossip into productive conversation • Speak to the person you have the concern with. • Speak positively about your expectations. • Assist those who are resistant to search for alternate ways to view things.. • If there are challenges, take ownership of your part of what has happened • Be creative about what could happen.

8. Help Open Communication What information should I give superiors? How should it be conveyed? How often is it required? When should I send it? What information do I need from above? Where should I get it? When should I get it? T E A M L E A D E R What groups depend on me for info? Who do I give the info to? When do I give them info? How do I provide the info? What groups can provide specific information on policy and procedure? How do I get it? What do they expect from me? What information should I get from people working with me? How should I get it? How often? What should I do with it? What do my associates want to know? How do I provide it? When do I get someone else to provide it?

9. Full Support • Eliminating excuses, stories, and Interpretations • Take responsibility for your actions • When someone gives you excuses, stories and interpretations etc. say, “I understand _________” and then ask how they will prevent that in the future. • Notice your patterns and help others see theirs • Learn ways to acknowledge others that meets “their needs”. • Shape improved behavior by quickly noticing successful steps towards success • Create a structure of support for changes

10. Full Commitment • Making a commitment: Things for you to do... • When you say “Yes”, someone counts on you • Back your commitment up with firm agreements and clarification of any concerns. • If saying “Yes” to one and it changes a commitment to another, reprioritize and inform all concerned. • If you discover you cannot keep your commitment inform all relevant parties immediately

11. Being a High-Performing Team Member • Characteristics of High Performing Teams Members: • Use proven principles to guide you • Offer results oriented behavior • Commit to a common purpose • Show active participation • Demonstrate accountability at the individual and team level • Earn trust and respect • Open and honest communication with all team members • Demonstrate high synergy • Share responsibility for success • Frequently acknowledge peers and leaders

12. Framework for Producing Extraordinary Possibilities From Automatic listening Resignation Generating solutions Making assumptions Taking credit Accepting the status quo Being right Convincing others Generating complaints Trying Talking about team Separation Controlling others To Listening for contribution Possibility Identifying problems Being a fair witness Giving acknowledgements Taking risks Being curious Enrolling others Making requests Committing Action for team Partnership Empowering others

13. Automatic Listening Things we learned from the past that shape how we see things now.. Instead • Release damaging perspectives from the past • Have mindful conversations based on the outcome you want. • Refer to others in positive ways. • Require “high quality information”

14. Framework for Listening From automatic listening to listening for contribution. • Listen to intention, and what is underneath the words. • Experience others through “positive expectation”. • Forgive good intention when stated poorly • Listen with “beginner’s mind”... Learn to recognize what they are “trying to do”.

15. Different Ways of Listening Auditory Listening: Sense of hearing.... • One of 5 senses • Ability to hear • Ability to detect vibration • Emphasis on speaker • Listen to learn • Listen for content/words • Listen to understand • Listen to engage/respond • Listen for the background Automatic Listening: Through all of your senses... • Patterns of listening • Listen through survival • Listen through fear/projection • Listen through the past/future • Listen through stories/excuses • Listen through assessment • Listen through interpretation • Listening through past beliefs • Listening through protection

16. Framework for Possibilities • From resignation to possibility. • What kind of climate do you think exists in your organization? • What kind of climate is “possible”? • In what ways can you influence positive change towards the climate you want?

17. Which Framework do You Live in? RESIGNATION POSSIBILITY POSSIBILITY RESIGNATION

18. Limiting Team Attitudes It can’t be done. It can’t be done here. It can’t be done by me. It shouldn’t be done

19. Framework for Identifying Problems 3.From generating solutions to identifying problems. • Listen with full attention , ask excellent questions, and go beyond “how things look” and quick solutions. • Ask questions to discover key issues so root causes are addressed in order to allow permanent

20. Framework for Fair Witnessing 4. From making assumptions to being a fair witness. • Be curious about what you see and hear. • Be sure you work with things that are “measureable & factual” • Use “self-intervention” to challenge your opinions and perceptions • Ask yourself, “What do I want to see?”

21. Framework for Acknowledgements • From taking credit to giving acknowledgements. • Give “ behind the scenes” credit • Offer recognition to each person in a manner they prefer • Give acknowledgements for individual and team successes • Support each other and ask what team mates need

22. Authentic Acknowledgements 1. Acknowledge person for X. 2. Give a specific and recent example. 3. Describe impact to you (share your feelings). 4. Describe impact on your relationship: “What this will allow us to do is...” • Anchor the acknowledgement. Use a smile, a look, a handshake...???

23. Framework for Taking Risks 6.From accepting the status quo to taking risks. • Learn how to take risks in ways that are appropriate for your role • Share your ideas with the team and learn their ideas and perspective. • Be mindful of the cultural perspective on risk and take it in to account.

24. Framework for Curiosity • From being right to being curious. • Listen with full attention and no agenda • Ask questions to learn more when you feel biased or you need more info • Remember if you need to be “right” check to see if you are being defensive • Being curious instead of right!

25. Framework for Enrolling Others • From convincing others to enrolling others. • Offer ideas, honor the other person’s current position. • Spark curiosity about what is happening so they are interested in the things that are important to the team. • Be aware of other’s needs and concerns and ask how you can help. Often they will do the same for you.

26. Framework for Making Requests 9.From generating complaints to making requests. • Learn to ask for what you do want, instead of whine about what you don’t want. • Focus on what is working and how to improve it, instead of what is not working. • When dissatisfied about the actions of another, identify what you would prefer and ask for it.

27. Framework for Committing • From trying to committing. • Use powerful and conclusive language when making commitments instead of “I’ll try” and “Probably I can”. • Create a reputation of keeping commitments. • Create a reputation of timeliness and inform people of any changes that may occur.

28. Framework of Team Action • From talking about team to action for team. • Take actions that demonstrate you are a team player. • Encourage people to be part of the solution. • Encourage people to discover how they can be a better team member

29. Framework of Partnership • From separation to partnership. • Talk as a member of the team or organization, rather than using “we/they” speaking. • Talk in terms of partnership and how to work together to produce a desirable outcome.

30. Framework for Empowering • From controlling others to empowering others. • Create opportunities for others to demonstrate strength and expertise. • Share information and team with others. • Give people the authority and scope to act.

31. Creating Miracles Miracles occur when we move original outcomes to greater options and more possibilities. Miracles occur when we go beyond that which was expected and strive for that which no one thought could be done. Living a life with miracles is about choice, focus, mobilized energy and intention.