extraordinary groups: how ordinary teams achieve amazing results with geoff bellman
TRANSCRIPT
EXTRAORDINARY GROUPS:
How Ordinary Teams Achieve Amazing Results
withGeoff Bellman
Note your answers to these questions:
#1. What do you hope for when joining a group? List three hopes.
Think of the most extraordinary group you’ve ever been part of…
#2. What did that group do that help make it so fantastic? List three actions.
#3. How did the group feel because of what they did together? List three feelings.
Kathleen Ryan & Geoff Bellman
Bellman/Ryan © 2010
Our Starting Questions:
Why do some groups achieve amazing results while most do not?
What do extraordinary groups have in common that sorts them from others?
How might we create these terrific results more often?
4
The Field Study
Sixty groups of 2-20 Work, volunteer, personal life Self-identified as “amazing” Interviews with 1-3 members 1.5 to 2 hour phone interviews Open ended questions and stories
Bellman/Ryan © 2010 5
An Extraordinary Group…
Achieves outstanding results while members-- individually or collectively-- experience a profound shift in how they see their world.
Bellman/Ryan © 2010 6
Why Groups Are Important Today
Individuals cannot relate to organizations
Organizations cannot relate to individuals
Individuals can relate to small groups Smal groups are the way to get things
done
Bellman/Ryan © 2010 7
Bellman/Ryan © 2010 8
Eight Performance Indicators
1. Compelling Purpose
2. Shared Leadership
3. Just-Enough Structure
4. Full Engagement
5. Embracing Differences
6. Unexpected Learning
7. Strengthened Relationships
8. Great Results
Groups in Human History
200,000+ years of living in groups 5,000+ years of large organizations Survive together, perish alone Genetically informed to group Groups are our natural unit of work
Bellman/Ryan © 2010 9
Bellman/Ryan © 2010 10
Six Group Needs
Accept one’s self while moving toward own Potential
Bond with others while
pursuing common Purpose Understand Reality of the world
while making an Impact
Bellman/Ryan © 2010 11
ACCEPTANCE: Knowing and appreciating myself for who I am.
POTENTIAL:Sensing and growing into my fuller and better self.
Bellman/Ryan © 2010 12
BOND: Connections among us that create a shared sense of identity and belonging.
PURPOSE:The reason why we come together.
Bellman/Ryan © 2010 13
REALITY:Understanding and accepting the world as it is and how it affects us.
IMPACT:Our intention to make a difference and our readiness to act.
Bellman/Ryan © 2010 14
And there is more…
Beauty: Wonder, Healthy, Vibrant, Sweet, Rare, Lovely
Discovery: Innovative, Rare, Audacious, Daring to Dream
Possibility: Positive, Hope, New, Pushing to Limits, Magical
Power: Enabling, Empowering, Confidence
Self: Natural, Worth, Awareness, Best, Higher, Alive
Challenge: Difficult, Problems, Irritating, Hard Work, Intense
Rewarding: Appreciation, Recognition, Fulfilling, Results, Win
Fun: Hilarious, Crazy, Good Time, Play, Happy, Laughter
Bond: Community, Tribe, Social, Unifying, Joined, Welcome
Energy: Amazing, Incredible, Juiced, Exhilarating, Charged, Wow
16Bellman/Ryan © 2010
Four Feelings at the Heart of Transformation:
Energized !
Connected !
Hopeful !
Changed !
Bellman/Ryan © 2010 17
Are you more hopeful about yourself, your group, or your world?
Do you feel changed by this group experience?
Did this experience energize you or your group?
Do you feel more connected to your group, purpose, self, or the world?
EnergizedConnectedHopefulChanged
18Bellman/Ryan © 2010
Bellman/Ryan © 2010 19
EnergizedConnectedHopefulChanged
Transformation: a fundamental shift in individual perception that
accelerates behavior change and personal vitality.
20Bellman/Ryan © 2010
21
FOUR TRANSFORMATIVE FEELINGS
EIGHT PERFORMANCE INDICATORS
SIX GROUP NEEDS
INSTINCTIVE DRIVES
EXCEPTIONAL RESULTS
22Bellman/Ryan © 2010
High Performance Behaviors and Techniques
Bellman/Ryan © 2010 23
• Meeting Management • Leadership Strategies • Group Dynamics • Employee Engagement • Team Development
• Collaborative Decision Making • Conflict Management • Brainstorming • Dialogue • Problem-Solving
Use Model to…
1. Design a meeting or event2. Debrief a group experience3. Frame questions4. Pursue transformation5. Define motivating behavior6. Clarify individual needs7. Observe a group at work
Bellman/Ryan © 2010 24
Use Model to…
8. Shape group purpose9. Explore an individual’s motivation10. Delve into deeper meaning of group work11. Assess group leadership needs12. Foundation for change project13. Highlight the value of relationships14. Support creative disagreement
Bellman/Ryan © 2010 25
Bellman/Ryan © 2010 26
EnergizedConnected
HopefulChanged
Bellman/Ryan © 2010 28
Geoff Bellman’s Books…
Extraordinary Groups. (w/K. Ryan) Jossey-Bass. 2009. The Consultant’s Calling. (2nd ed.) Jossey-Bass. 2002. Getting Things Done When You Are Not in Charge. (2nd
ed.) Berrett-Koehler. 2001. The Beauty of the Beast. Berrett-Koehler. 2000. Your Signature Path. Berrett-Koehler. 1996. The Quest for Staff Leadership. Scott-Foresman. 1986.
Bellman/Ryan © 2010 29
Kathleen Ryan’s Books…
Extraordinary Groups. (w/G. Bellman) Jossey-Bass. 2009.
The Courageous Messenger. (w/Oestreich & Orr) Jossey-Bass. 1996.
Driving Fear Out of the Workplace. (w/Oestreich) Jossey-Bass. 1991.