Game-Changing Team Dynamics - The 5 Must-Haves!

And, no, you can’t just pick one. They are all part of the same reality.

I. The WHY of Building Trust

Trust builds confidence. We have all experienced moments when trust evaporates in an

instant. A wrong word or a misplaced action can quickly create skepticism and doubt.

Every human resource department knows this but implementing an effective program

for building trust can be fraught with pitfalls.

Imagine:

* Safely engaging what keeps you separate. This is the first step to building or restoring

trust.

* Cultivating trust happens when each team member supports and relies on the others’

strengths. This can only happen when each person on the team sees their role as vital.

* What might happen if you could increase the trust among your people by twenty-five

percent? How about fifty percent?

CLIENT STORY: Developing self-trust

Mark was a brilliant young man, a rising star at a tech firm, who nevertheless felt anxious and had an inability to express himself well in team meetings. His division director

contacted us and told us he had potential for advancement yet this would require a

more confident, self-assured candidate. Mark struggled to advocate effectively for his

projects. He was uncomfortable making conversation and was very self-conscious when

he’d try to engage people. Instead, he usually avoided those situations. Bottom line, it

was costing him at work.

When we started to work with Mark, he expressed a desire to advance his career yet he

was unsure. He knew that his interpersonal skills needed work and was nervous about

his ability and his willingness to make the changes.

Through this process, Mark’s point of view began to change from follower to leader. By

engaging his authentic voice he was on the path to fulfilling his career aspirations. He

was gaining recognition and respect along the way. He could trust himself a bit more

confidently.

His manager reported a notable improvement in Mark’s decision making and his ability

to express himself in team meetings. His high-pitched, nervous voice appeared less frequently and he was more grounded. He even seemed to be walking a bit taller.

II. The WHY of Fostering Relationships

Connection is essential for productive, rewarding relationships. In time, trusting relationships become more invested. There is "me· and there is "you"--what does it take to become a powerful "us"? Active concern for the well-being and satisfaction of others in the

workplace is where building happens, where growth happens and where effective collaboration multiplies.

We learn about making friends and building relationships starting in childhood. Building

relationships as adults is much more difficult, for the usual reasons: we're more set in

our ways, there is less time for such things, etc.

Imagine:

• Engaging and interacting with ease and effectiveness.

* Your team effectively demonstrating genuine concern for others

• Fostering dynamic relationships founded on mutual reliance

CLIENT STORY: making connections

Amanda, a client of mine had just joined a networking group that met every Thursday

morning. Amanda is an attorney who specializes in trusts and estate planning. Meeting

with only one or two clients at a time, she had a solitary kind of practice. As a lawyer

she felt comfortable working one-on-one with people. With the networking group she felt

intimidated by its size.

Amanda shared with me that she had always dreaded meeting people in a group setting. She struggled to connect and feel safe about what to say. In anticipation of meeting even a small group she said she could feel her face get cold and that her hands

would begin to sweat. She always managed to get through it and felt great relief when it

was over. She doubted that anyone could understand her misery.

Could Amanda's retreating personality be costing her business? She finally realized that

she needed a communication skill upgrade when another colleague secured a new

high-value client they both had met at an event. She then realized the financial impact

of not having enough self trust to present herself fully.

It took a bit of work and practice and through time Amanda gained confidence using the

techniques offered in our Communicate Confidence program. She began to put herself

in situations she would previously have avoided. She literally acquainted herself with

more people. Some of these even felt like the beginning of a friendship.

Then, it happened: a new acquaintance shared a personal story about some uncertainty

in her financial future. This was in Amanda's area of expertise. Had she not been able

to open a conversation with confidence, she never would have met this new client.

What new collaborators or clients could you find if you could make new connections

more easily?

Will you be able to instill the openness that Amanda practiced on your team?

Click here to enroll.

Call Laurie and Dan 

lll. The WHY of Creating Emotional Safety. 

When we feel safe, we're willing to go farther and take more risks. When we are skilled 

at creating emotional safety, we find people naturally follow us, with confidence. 

Imagine: 

• an environment of emotional safety where people are more likely to explore together. 

• enhanced collaboration and an increase in creative breakthrough moments. 

• developing authentic relationships based on mutual respect and trust 

Client Story: dealing with upsets and conflict safely 

Robert was a bold, brash leader of a small but dynamic consulting firm to the construction industry. People were somewhat intimidated by Robert's larger-than-life manner. 

He always brushed this off as "their problem" and just moved on. Because he felt he 

could change everyone with his big, friendly personality, he often missed signals that indicated disagreement. 

Then a long-time client, a top contracting firm, had a change of direction and Robert's 

contact person was moving on. He was very eager to continue the relationship with the 

firm. Then Robert met the behind-the-scenes partner who was now the point person. 

Robert was confident he would have a good relationship with him. 

Upon meeting the new man, Robert proceeded to be his larger-than-life self and regaled 

his new acquaintance with stories of past successes he'd had with the firm. Robert was 

taken completely by surprise when the new man said he was considering "other options." Robert asked for another meeting which went very badly. He arrived ready to defend his company's past work and to "close the sale" again. 

It didn't happen. Robert left without any indication of future work with this firm but he 

couldn't imagine why. He was the same guy, doing the same work as always .. The next 

year showed he had missed the boat. His contract with the firm was reduced by almost 

50%. 

After exploring the issues in the course of our Communicate Confidence program, Robert asked to meet with the point person again, hoping to regain some or all of the lost 

business. If he was somewhat surprised when the •new" man agreed to the meeting, he 

was delighted when he found he would see an increase in his company's contract. 

Through the Communicate Confidence program, Robert gained the insight and the skills 

to make this happen. He learned how to create emotional safety with his customers 

and prospects. 

If you could create emotional safety for someone in your world who needs it, what might 

they then contribute to your life and work-and what you might contribute to theirs? 

Can you embrace this dynamic for the betterment of your company? 

Click here to enroll. 

Call Laurie and Dan

IV. The WHY of Encouraging Fun and Friendly Rivalries

When did your life stop being fun? When was the last time you played, all out. with 

laughter or Joy? Has your work life ever been truly fun or engaging? The gamification of 

business activities and developing a sense of play at work has been underutilized. "Fun 

and games'" are not just child's play. Games and play Impact long-term memory In a 

positive way. 

Imagine: 

• The Impact of friendly competition that engages so many of our basic drives. 

• Having the skill to encourage healthy competition and friendly rivalries: morale Is improved and cooperation grows. 

• Your team developing new and creative resources. The team strengthens its bonds 

and the whole organization benefits. 

CLIENT STORY: Challenge, Skill-building, Engaging Creativity and Play 

At an Industrial design firm, Ashley and James had collaborated on various projects but 

fun wasn't present and the rivalry and sense of competition was anything but friendly. 

They competed constantly for attention and projects, and not In a positive way. Time 

was being wasted and the quality of both Ashley's and James work was suffering. Their 

boss was fed up. The bottom line? Get along or one or both of them would be leaving. 

Rather than exp8tienclng the loss of one or both talented people, the design firm chose 

to further Invest In these two Song-time managers. They were enrolled in the Collaboration Accelerator Process with the Intention of increasing their cooperation, effectiveness 

and productivity. 

The takeaway was that they discovered they really could count on each other when it 

was most ethical. It became safer to share their creative ideas. They could engage conflict and disagreement In a new, healthier way. 

The result was that both Ashley's and James' work benefitted from the enhanced collaboration. They discovered that 8-fements of "work as play" made everything easier and 

more enjoyable. This new spirit of cooperation spread throughout the entire organization. Creativity and productivity increased. Mutual respect grew and the camaraderie 

their boss had always envisioned was becoming a reality. Interactions were less hostile, less destructively competitive and It became a more cooperative working relationship. 

Developing a creative exchange ls necessary to generation the best Ideas, though creativity and Innovation is much more difficult In isolation.

Remote teams must overcome the disengagement caused by the limitations of technology and social distancing. 

Have you given up hope of reconciling with a client it coworker?

Can you see yourself mewing beyond the hostility and wasted time and energy? Is It hard to Imagine that reconciliation taking place? Imagine less tension and animosity, and more community and productivity on your team. 

What are the collaborative challenges your company faces? In our current economy 

teamwork, creativity and innovation must be nurtured remotely. Can your organization 

make the shift to accelerated collaboration? 

Click here to enroll. 

Call Laurie and Dan 

V. The WHY of Acknowledgment and Recognition 

There is no more powerful statement to make to someone than, "I see you, I appreciate 

you for who you are and for what you have done." Developing and sharpening empathy 

and communication skills opens the heart and mind to greater accomplishments. 

CLIENT STORY: mutual respect, how it was lost. how It was regained. 

Rebecca was a part of a talented marketing team at a Fortune 500 company. She had 

started straight out of college as the result of a job interview with her boss. Her boss 

had been reluctant to take her on with so little experience, but was impressed with her 

intern position in college. Over the next two years she had worked hard and her boss 

had developed a deep respect to, her individuality and creativity. But that was about to 

change. Her supervisor was becoming Director of Marketing and he was being replaced 

by a woman. Right from the start It seemed her new boss had it out for Rebecca and 

she didn't know why. 

Regardless. Rebecca was determined to make It work. The president of the company 

had brought her center stage at the company convention to acknow1edge her new marketing strategy. The company was wild about It. Her new supervisor's words?

A very bland, "good job, Rebecca" as she walked back to her office and closed the door. As 

opposed to her old boss who always had an open door and was available to anyone 

who wanted to talk, her supervisor's office door was always dosed. 

Rebecca was done with that treatment. She would go to her boss and express her feelings and try to find out why her boss was unhappy with her. She went in and demanded an explanation. That didn't go over well. Rebecca felt lucky to still have her job. 

While Rebecca was in our Collaboration Accelerator Program she learned the value of 

acknowledgement, recognition and mutual respect. She set about learning more about 

her new boss, what she was all about. She discovered this highly accomplished woman 

had earned her degree as the single mom of two young children, one with a learning 

disability. She realized the pressure the boss was under and some of the challenges 

she faced and that she was doing her best under the circumstances. 

She went to her new boss with empathy In her heart and the intention to stay open to 

whatever she had to say. She learned that her boss was going through some particularly

difficult times. The bottom line: the supervisor was taken by Rebecca's initiative 

and had such deep respect for her marketing talents and now her honesty. She 

thanked Rebecca and said she would try to leave her door open some of the time for 

now. 

A great tension between them was lifted and the two women are becoming truly collabo- 

rative team members. The last project they worked on, Rebecca was surprised to find 

that she was so eager to impress her supervisor. She was also surprised by how helpful 

the guidance she received from her supervisor was to her protect. 

Who would benefit If there were more mutual respect? What might happen if your peo-

ple could have the self confidence to express themselves honestly? 

What happened to respect and cooperation on your team? Do you wonder about why It 

was lost? Can you encourage and restore mutual respect at a new, deeper level? 

Click here to enroll. 

Call Laurie and Dan

Can I Expand My Sphere of Confidence?

Expanding your Sphere of Confidence requires a solid foundation of clarity about your

strengths, skills and talents. Confidence rises as we build on our successes and our ability to

bounce back from mistakes. Developing your confidence to radiate outward and be felt by

those around you is an important step toward sound leadership. To increase confidence,

two key components are self-trust and discipline. Your sphere of confidence will expand

when you begin to trust your experiences and when you have the discipline to act on that

knowledge.

Management and marketing guru Seth Godin says, “Take responsibility, then ask for

authority.” This approach is the backbone of confidence and true leadership. Taking

responsibility means doing the heavy lifting of taking action, analyzing, planning, and

empowering team implementation. Expanding the sphere of confidence requires much

more. (ADD PIC OF SETH GODIN presenting and LAURIE B presenting)

Where do you get the confidence to act with courage and vision? One-on-one coaching is a

dynamic process of exploration, discovery and growth. You will be inspired, motivated and

fully prepared to take your presentation and performance skills to the next level. Can you

imagine how your confidence might soar if you had the right support and guidance?

Let’s find out. CLICK HERE (to enrollment form)

“Confidence is expressing the calm courage of your convictions in the face of opposition.” 

Laurie Burton

(page sent from link on Collaboration Accelerator Process)

The Collaboration Accelerator Process: 5 Essential Insights

Cultivating Trust

Resistance to new ideas presents a significant obstacle to change. When our established beliefs are challenged it gives rise to the 

emotions of hesitation, doubt and skepticism. Growth stagnates. Even though our beliefs are comfortable and familiar, providing 

safety and stability, those same beliefs can hold us back. Creating opportunities for mutual trust is essential through the process of 

collaboration and cooperation. Imagine what your team could accomplish if there was a foundation for cultivating trust?

Vibrant Exchange

Sharing knowledge and comparing strategies makes for a more vibrant team. What gets in the way of vibrant exchange? Many 

organizations are cultures of isolation, existing in cubicles and separated departments that don’t talk to each other. This results in 

misunderstandings and unintended consequences—in a word: ineffectiveness. Fewer moments of interaction, the inability to make a 

safe request, and difficulty sharing accomplishments creates a numb and stagnating workplace. Picture your team with an 

enhanced, vibrant culture of exchange.

Unwavering Support

In the current business culture relationship-building and collaborative interactions are being minimalized. Economics and striving for 

efficiency have slowed down the creative, interactive processes in teams. What would it take to re-engage an emotionally safe and 

expressive working environment where vital skills and essential information are shared freely. Imagine your team with a new spirit 

of unwavering support, openly sharing skills and talents, creating enthusiasm and cooperation throughout the 

organization.

Purposeful Openness

“Work is hard.” “Work is tedious.” “Work is drudgery.” Work, without a sense of play, without productive downtime or opportunities to 

explore, often becomes oppressive or boring. Creating an engaged atmosphere that includes a spirit of openness, play and genuine 

curiosity makes for an energizing, profitable, and dynamic workplace. How often is there laughter or joy on your team? Imagine 

how much more productive your team might be if there was more purposeful openness?

Interactive Creativity

Creative personal interactions beyond our usual patterns foster better, more productive working relationships. It is safe to say that if 

creativity and collaboration do not take place the business doesn’t grow. Without the acceptance of new ideas and the fostering of 

curiosity, creativity dies and collaboration grinds to a halt. Discover what happens when interactive creativity is engaged and 

encouraged. How productive might your team be if you implemented interactive creativity?

Understanding Your Spectacular Leader Score

Congratulations! You’ve survived the probing and challenging worksheet. You have rated 

yourself on 20 Key Skills of the Spectacular Leader using a scale of 1 (dead) to 10 (god-like). 

At the bottom, the total score divided by the number of questions gives you your 

Spectacular Leader Score.

How did you do? First, regardless of your score, you have considered these important skills 

and how you rate in each which is an accomplishment in itself—not everyone is ready for a 

candid review of their abilities, so, again, congratulations.

Here are some general guidelines for Understanding Your Spectacular Leader Score. 

If you have one or more scores that are markedly lower than the rest, consider those Key 

Skills again and ask yourself, “Why are these skills harder for me? What might happen if I 

could improve those skills where I am admittedly weaker?”

If you have one or more scores that are markedly higher than the rest, consider those Key 

Skills again and ask yourself, “Why are these skills so much easier for me? Am I overconfident or over-rating myself?” What would happen if I could bring the lower scored 

skills up closer to my stronger ones?”

Now, if you’re not happy with your score, what to do? You can note the skills in which your 

performance is less than 7-8 and seek training, support, and guidance to improve. Imagine 

how people would experience you differently if you could increase your skills. 

Is it possible for you? There’s no way to tell except to begin. We promise you can raise any 

score at least 2 points. If you scored 6.5 just imagine: what might happen if you could 

perform at 8.5?

If your score was anywhere from 1 to 4.99:

You are vastly underestimating your own abilities AND have not taken the steps necessary 

to grow. Or, you may find yourself with more responsibility than you can reasonably handle 

and aren’t quite sure how you can improve. Would you like to have more confidence in 

your abilities?

CLICK HERE to enroll in the Communicate Confidence Online Training

If your score was anywhere from 5 to 6.99:

You are moderately confident of your abilities to handle the challenges and responsibilities 

of leadership, though not certain. You may feel competent but not like a star. You’re 

“fine”—and likely dissatisfied. When some of your abilities are holding you back the best 

thing to do is apply some concerted effort to break through to the next level of 

performance.