“Working with Jason really helped me to work through my blind spots and become a better leader. I can’t say enough great things about how impactful working with Jason was for me personally and professionally.” Joel Clum, COO, Worldwide Express $1B Revenue (Shipping & Logistics)
Join the Austin Chapter to hear from Jason Treu, an executive coach who helps executives, managers, and teams to maximize their leadership potential and #performance, along with building and executing their career blueprint.
He’ll be speaking on maximizing employee engagement and performance. He’ll be sharing research data and best practices (with written scripts to use) on managing and interacting with others.
Attendees will get to experience why this will work for them and their organizations by playing his employee engagement and team building game, Cards Against Mundanity. More than 10,000+ people have played it. CardsAgainstMundanity.com
Here’s how to create a great feedback process for events, product launches, and major milestones. It will help you and your team/organization make continuous improvements that will show up in your products, services, and other outcomes.
Navy Seals use the below process. It’s why they are the best in the world.
Pixar uses a similar process called the Brain Trust. Their president has said all their movies suck in the beginning. So they get the team working on the movies together at certain points to provide feedback. This feedback is what shapes the movies improvement. I was fortunate to work there and see this in action.
You need to also create rules of engagement such as:
The feedback needs to be about the outcomes and process, not the person.
Everyone needs a chance to speak (and I suggest the most junior people go first. If not, you can get confirmation bias.)
Feedback Process for Major Events, Product Launches, Milestones, etc.
Great quote and even better advice on business, career & the entrepreneurial journey. I definitely used it at the Phoenix Marathon where I PR’d by 17 mins from Nov (3:20).
Pete Pfitzinger’s advice for marathon day:
“During this final 10K, you get to dig deep and use up any energy that you have left. This is what the marathon is all about. This is the stretch that poorly prepared marathoners fear and well-prepared marathoners relish.”
Join the Austin AA-ISP (inside sales professionals) Chapter to hear from @jasontreu, an executive coach who helps executives, managers, and teams to maximize their leadership potential and performance, along with building and executing their careerblueprint.
We will be discussing maximizing employee engagement and performance. You can apply these strategies and tactics with customers and prospects to close them faster and upsell them.
We will be playing my team building and performance game, Cards Against Mundanity, in small groups. Everyone will get a copy of the game and instructions on how to play it with their teams, customers and prospects.
More than 10,000 people have played the game including companies such as Amazon, Google, Microsoft, Southwest Airlines, Gillette, Blue Cross Blue Shield, Ernst & Young, CareHere, PRSA, SHRM, Utility Concierge, AA-ISP and many others.
Great to speak at the 2019 Annual Society of Human Resources Seminar | Tri-State #SHRM today on maximizing employee engagement & performance. We played the employee engagement game, Cards Against Mundanity (& people shared some amazing/vulnerable things). There were tears of joy shed. https://tri-state.shrm.org/events/2019/02/2019-annual-society-human-resources-seminar
Great talent often produces poor results. Social cohesion and connection are far more important.
Google found that all-star teams rarely ever produced all-star results. It’s how the team engages and interacts with each other.
Egos get in the way (I.e. the need to be right)
People don’t want to listen
“What interested the researchers most, however, was that teams that did well on one assignment usually did well on all the others. Conversely, teams that failed at one thing seemed to fail at everything. The researchers eventually concluded that what distinguished the ‘good’ teams from the dysfunctional groups was how teammates treated one another. The right norms, in other words, could raise a group’s collective intelligence, whereas the wrong norms could hobble a team, even if, individually, all the members were exceptionally bright.”
‘“As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’ On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. ‘‘As long as everyone got a chance to talk, the team did well,’’ Woolley said. ‘‘But if only one person or a small group spoke all the time, the collective intelligence declined.’“
“Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues.”
Don’t believe the myth that if you hired great people, you’d get great results.
Collective intelligence almost always trumps brilliant individuals.
Check out the study I quoted above: https://www.google.com/amp/s/www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.amp.html