The following is as appeared in the insight of the day friday email. A wonderful post on the those who are quite and working in teams.
“First, a message from Bob Proctor about today’s author:
Berny Dohrmann is a friend of mine. He’s been a friend of mine for over 20 years and is the chariman of CEO Space. It is without question one of the largest forums for developing and educating entrepreneurs in the world. CEO Space is a global organization, they have accredited courses through universities today. Berny has a new book out called, Redemption: The Cooperation Revolution that focuses on cooperation instead of competition and whether we like it or not this is where the world is going. Here is an excerpt from his book.
Building a Team in the Workplace
As you interview teams for the qualities set forth in Teamwork Makes the Dream Work, you must also use your judgment to define resonance. Develop a sense of scale and spectrum.
For example, as we know, some individuals are talkers. Some are non-talkers. Talkers naturally fill silent spaces with noise. Non-talkers take a while to verbalize their thoughts, which may be stepped upon by talkers in teams. Non-talkers require different cues in the workplace to advance contribution as they take longer to speak out their mind. Inquire who is a non-talker—make it safe for them. Note non-talkers can put a hand up to define they are not done and zero team input will go on until the non-talker is done. Make it safe for non-talkers to use a hand signal to identify on teams they are non-talkers—to take more time to contribute verbally while teams wait to get the input that can be absolutely priceless. Inclusion is priceless. As an inducted Apache, I often use a native “talking stick.” The talking stick is passed in circle meetings, so that until the stick is passed on, no one talks except the one who holds the talking stick. Enormous performance gains occur with this native principle (thank you my brothers and teachers) and is a timeless, simple process. Non-talker contribution soars. These cue points change for the group, any group, and when adapted advance human capital. Cooperation rules apply.
Some people are touchy, feely. Physical interface is how the feeler talker experiences and receives love and approval. Handshakes, eye contact, a hug, physical contact—they all convey love, acceptance, and inclusion for the physical personality profile.
A non-feeler/toucher needs to receive verbal praise. The pat on the back and the squeeze that suggests YOU’RE DOING GREAT does not impart the same message for a non-feeler/toucher. The non-feeler/toucher needs to be TOLD they are DOING great (or in the case of your spouse that you actually LOVE THEM).
My wife September melts if I come up behind her and touch her. She doesn’t need to be told. I however DO. If she holds me I don’t feel filled up with love. If she tells me, “I love you so much B”—I’m filled with love by my own personality profile. Knowing these simple profile types defines great team leadership who accommodate profile styles in their community of tools to underpin the cooperation culture reforms advancing over time.
Some people are visual and they communicate concepts, assignments, and instructions far more naturally in images than in text or lineally. They might draw when they have their talking stick.
Others are sequence driven with logic drives that require text, data, and clarity in detail. Images would only confuse them. Leaders need to make sure the visuals are talking to the lineals and that the lineals have been clear enough to the visuals. These leadership observations let teams open to their profile and adapt accordingly to their styles. A side product of the cooperative culture attribute expressed in this section known as INCLUSION is humor. Humans included feel safe and are able to support one another with humor of their various different profile styles—none of which are bad, good, right, or wrong; all are just TRUE.
As you assemble the various personality types into a team, you learn the skill of applying judgment to help assure that each teammate is first and above all in agreement to be loyal to YOU first, and to naturally be like-minded with you. To be in resonance with you. Team leaders with divided teams need to be loyal or be replaced. Such loyal leaders deserve loyalty. Replace teammates who display behaviors that divide rather than unite performance behind team leader decisions. No vessel travels with a directed straight wake when propelled by a team who rows in a variety of directions and patterns. The wake is crooked because of time crooks in your workspace. Show me the company wake and I’ll show you the problem on the oars. Team leadership manages the quality of the team rowing effort through the most powerful human skill applications of REQUEST and JUDGMENT—without blame or personal attachment. Performance is impersonal—as every spirit is doing 100 percent the best it knows how, given its level of mis-training to date. Look to the horizon. Look back. Command a straight course. Engage the team to assure you keep your course straight. Define the culture you want and protect the culture as your first definition for human capital performance. As the team understands the new cooperation rules the majority rise to the occasion in celebration.
You can tell if a person will be in resonance with you if you are like-minded on key subjects of general software (decision streams that make up your reality). Agreement defines resonance. While we are all resonant at the hardware (mainframe: us or spirit bandwidth) level of existence, we are often separate and distant on a software interface. Our operating system code doesn’t handshake, much like Linux not talking to windows not talking to Mac not talking to UNIX operating systems on some topics. Team leaders must assess the software match so that programs running on God’s mainframe (souls who look like people) are compatible with their own common software mix and operator proficiency as well as to one another on any high performance team. If a mismatch occurs, the learning curve to retrain the team can be enormous, and frequently impossible as missed performance opportunit ies, from mismatched teams, by managers who mismanaged their opportunities, simply run out of TIME. As competitive virus damaged brains need to be right, they will seek alliances to make you wrong and associate with those they seed doubt into and division into creating a toxic event inside your workspace. Toxic events are the cause of your problems when you might fail to recognize them and be working with symptoms. You can’t fix the source code when you work with the symptoms.
Your team interview needs to discover the degree on the spectrum that your teammate is like-minded with you. Assess the common software for making decisions and executing them. Loyalty is your interface. Make sure your interface is a strong link by requesting loyalty and redefining the priority of receiving workplace loyalty as a defining issue of the team every leader in the organization leads. Ask for loyalty. Bring up the issues of loyalty and judgment in your team meetings. The process must be continuous to be effective over time. Renewal is always required to the process. I have found that loyalty is an expectancy. In my own teams with Cheryl Brenner, the most loyal individual I have ever met, on my team for over twenty years as Senior Vice President running our operations in 140 countries, the blessing of the loyalty is beyond definition. Rolf Goedhardt is right behind her cl imbing to twenty years loyal. All our teams are loyal to one another in multiple states and offices, loyal to our world change mission, and to me personally. We developed expectancy when there was only one employee. We maintained loyalty expectancy in the evolution of the global enterprise. September managing the business today as my wife, moves the loyalty culture forward as an expectancy. Our culture is built on loyalty conversations from first engagement to team training throughout the process. Is yours?
Berny Dohrmann
Berny is the author of Redemption: The Cooperation Revolution. To get more information on his latest work or get a copy please go to: http://bernyd.com
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The following is a wonderful article on working in teams with others and quite people.
Sent to you as a courtesy of:
Josh Hinds
Inspirational Speaker, Author, and Coach
http://www.JoshHinds.com
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