10252723 - Master on Leadership - Las Vegas

Indian Gaming Association Seminar Series Institute Presents:

The Leadership Role of a Regulator" Certification Training October 25 – 27, 2023 South Point Hotel & Casino, Las Vegas, Nevada

AGENDA (Subject to Change)

Wednesday, October 25, 2023

8:00 am – 9:00 am

Breakfast

Welcome and Class Expectations: Billy David, Lead Consultant Bo-Co-Pa & Associates Debra Chase-Mosely, COO Merydyan Technologies Abe Martin, Owner Casino Cryptology

9:00 am – 10:30 am

“The Leadership Role of the Regulator” Billy David, Lead Consultant Bo-Co-Pa & Associates

10:30 am – 10:45 am

BREAK

“What Kind of Leader Am I and Who Am I Leading?” Billy David, Lead Consultant Bo-Co-Pa & Associates and Abe Martin, Owner Casino Cryptology

10:45 am – 12:30 pm

12:30 pm – 2:00 pm

Lunch Break (On your Own)

“Enhancing Your Problem-Solving Skills” Debra Chase-Mosely, COO Merydyan Technologies

2:00 pm – 3:15 pm

3:15 pm – 3:30 pm

BREAK

“Essential Communication Skills for Leaders” Debra Chase- Mosely, COO Merydyan Technologies

3:30 pm – 5:00 pm

Thursday, October 26, 2023

8:00 am – 9:00 am

Breakfast

“Understanding the Transformation of Leadership and Why Sometimes It Harder Than It Seems” Billy David, Lead Consultant Bo-Co-Pa & Associates

9:00 am – 10:30 am

10:30 am – 10:45 am

BREAK

“Inspiring You, Your Team, and Your Organization”?” Billy David, Lead Consultant Bo-Co-Pa & Associates

10:45 am – 12:30 pm

12:30 pm – 2:00 pm

BREAK

“Building Effective Teams in Your Organization” Abe Martin, Owner Casino Cryptology

2:00 pm – 3:15 pm

3:15 pm – 3:30 pm

BREAK

“Time Management and Why It’s Important to Practice” Debra Chase-Mosely, COO Merydyan Technologies

3:30 pm – 5:00 pm

Friday, October 27, 2023

8:00 am – 9:00 am

Breakfast

“Work-Life Balance: Keys to Success” Debra Chase-Mosely, COO Merydyan Technologies

9:00 am – 10:30 am

10:30 am – 10:45 am

BREAK

“Putting It All Together: Leading for Personal and Work Success” Debra Chase-Mosely, COO Merydyan Technologies Abe Martin, Owner Casino Cryptology

10:45 am – 12:15 pm

10/20/23

WHAT KIND OF LEADER AM I AND WHO AM I LEADING? REGULATORS UNITE!

PRESENTED BY: BILLY DAVID, OWNER BO-CO-PA AND ASSOCIATES ABE MARTIN, CASINO CRYPTOLOGY

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PHILOSOPHY FOR THIS SESSION “To Thy Self Be True”

BE WILLING TO EMBRACE YOUR ROLE AS A LEADER…

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IF YOU WAS TO GIVE A NEW REGULATORY LEADER ADVICE ON THE POSITION, WHAT WOULD IT BE?

AND WHY THAT PIECE OF ADVICE?

LEADERSHIP IN INDIAN COUNTRY

¡ discussion

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KEEP IN MIND

Everyone can be a leader: False

Leaders deliver results: Not always

People who get to the top are leaders: Not always

Leaders are great coaches: Rarely

WHAT KIND OF LEADER AM I?

¡ Discussion: Write It Down, anyone willing to share it?

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WHO WAS ONE OF YOUR FAVORITE LEADERS?

¡ Willing to share why you believed in them? ¡ Has your appreciation for leadership changed as time has gone on?

¡ Professional/Work ¡ Home

WHO WAS ONE OF YOUR LEAST FAVORITE LEADERS? NO NAMES

¡ Professional/Work ¡ Home

¡ Willing to share why they were your least favorite leader? No Names Please

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REMEMBER: LEADERS DO THE FOLLOWING

¡ Leaders better their environment

¡ Leaders maintain a positive attitude

¡ They know their team and themselves well

¡ They build the next generation of leaders

ACCORDING TO PETER ECONOMY, ALSO KNOWN AS "THE LEADERSHIP GUY," SAYS LEADERS ALSO PRACTICE:

¡ Decisiveness ¡ Awareness ¡ Focus ¡ Accountability ¡ Empathy ¡ Confidence ¡ Optimism ¡ Honesty ¡ Inspiration

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WHAT KIND OF LEADER DO THOSE I LEAD THINK I AM?

“NATURAL BORN LEADER” I WISH!

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IN AN ARTICLE DAVID R AND WILLIAM T STATED:

“Most developmental psychologists agree what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic” (how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it.”

ACTION LOGIC

¡ How you interpret your own and other’s behaviors and how they maintain power or protect against threats.

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ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS

¡ A natural leader doesn’t necessarily intend to lead; others simply feel naturally compelled to follow. (Or put another way: A natural leader doesn’t lead, he or she just is, and others just naturally follow.) ¡ A natural leader is inspired and inspiring, and often inspiring others to, themselves, be inspiring. ¡ A natural leader is the heart, rather than the head, of an organization, radiating both passion and love.

¡ A natural leader encourages rather than directs. ¡ A natural leader enables rather than the controls.

ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS

¡ A natural leader holds a deep and dynamic vision, rather than authority. ¡ A natural leader empowers rather than rewards. ¡ A natural leader is not a natural follower. ¡ A natural leader is confident, but not egotistical. ¡ A natural leader doesn’t dwell on problems, but rather is driven towards positive outcomes. ¡ A natural leader is independent and yet inclusive. ¡ A natural leader is a dreamer and a doer.

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COERCIVE LEADERSHIP Leaders demand immediate compliance

AUTHORITATIVE LEADERSHIP

Leaders mobilize people toward a vision

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AFFILIATIVE LEADERSHIP

¡ Leaders create emotional bonds and harmony

DEMOCRATIC LEADERSHIP

¡ Leaders build consensus thro ugh participation

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PACESETTING LEADERSHIP

¡ Leaders expect excellence and self- direction

COACHING LEADERSHIP

Leaders develop people for the future

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BUREAUCRATIC LEADERSHIP

¡ Leaders who focus on following every rule

CHARISMATIC LEADERSHIP

Leader who inspire enthusiasm in their teams and are energetic in motivating others to move forward

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SERVANT LEADERSHIP, Leader who focuses on meeting the needs of the team.

TRANSACTIONAL LEADERSHIP

Leaders who inspire by expecting the best from everyone and themselves

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TRANSFORMATIONAL LEADER

¡ Internal motivation and self-management ¡ The ability to make difficult decisions ¡ Check their ego ¡ Willing to take the right risks ¡ Organizational consciousness ¡ Adaptability ¡ Willing to listen and entertain new ideas ¡ Inspiration

¡ Proactive ¡ Visionary

¡ Natural Born Leader ¡ Coercive Leadership ¡ Authoritative Leadership ¡ Affiliative leadership ¡ Democratic leadership ¡ Pacesetting leadership ¡ Coaching leadership ¡ Bureaucratic leadership ¡ Charismatic leadership ¡ Transformational Leader

SOOOOO….

What kind of leader are you?

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I ENJOY COMMUNICATING WITH OTHERS: YES OR NO

YES OR NO I AM HONEST AND FAIR?

I MAKE DECISIONS WITH INPUT FROM OTHERS?

MY ACTIONS ARE CONSISTENT ?

I GIVE OTHERS THE INFORMATION THEY NEED TO DO THEIR JOBS?

I KEEP FOCUSED THROUGH FOLLOW-UP?

I LISTEN TO FEEDBACK AND ASK QUESTIONS?

I SHOW LOYALTY TO THE TRIBE AND TO THE GAMING AUTHORITY?

I GIVE PRAISE AND RECOGNITION?

I CREATE AN ATMOSPHERE OF GROWTH ?

I CRITICIZE CONSTRUCTIVELY AND ADDRESS PROBLEMS?

I DEVELOP PLANS?

I HAVE A VISION ON WHERE WE ARE GOING AND SET LONG TERM GOALS? 32

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YES OR NO I display tolerance and flexibility? I can be assertive when needed? I treat others with respect and dignity? I am a Champion of change? I make myself available and accessible? I want to take charge? I accept ownership for team decisions? I set guidelines for how others are to treat one another? I am close to the business and have a broad view of where we are going? I coach team members? I provide new employees with on-the-job training?

YES OR NO I determine resources, material, and supply requirements for my department ? I developed a budget for my department ?

I have counseled employees who have personal problems (family, health, financial) ? I react to situations in which the quality of an employee's work goes into a decline? I deal with employees who have performance issues, such as suspected of substance abuse or chronically late? I reward employees for good performances?

I can make a presentation to a group of peers and/or seniors? I write reports to be distributed to a group of peers and/or seniors ? I have a deep-rooted understanding of the functions of my organization? I am a good learner ?

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YES OR NO know how to influence people and get support? I admit my mistakes and take responsibility for my actions ? I like to talk to people and I am a great listener ? I am a good delegator ? I can separate the important issues from inconsequential ones?

I have integrity and can be trusted? I am political only when needed?

SOOOOO….FROM YOUR ANSWERS What kind of leader are you?

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WHAT LEADERSHIP STYLE IS BEST?

LEADERSHIP STYLES OR APPROACHES MAY VERY AND DEPEND ON THE SITUATION, INDIVIDUALS AND OUTCOME DESIRED.

ULTIMATELY, WE WANT TO LEARN DIFFERENT STYLES, IDENTIFY OUR WEAKNESSES AND CONTINUE TO GROW IN OUR LEADERSHIP POSITION.

BECOME AN AUTHENTIC LEADER!

THIS BENEFITS NOT ONLY US BUT THOSE WHO WE LEAD.

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AUTHENTIC LEADERS NEED ASK THEMSELVES THE FOLLOWING QUESTIONS: 1. Which people and experiences in your early life ad the greatest impact on you?

2. What tools do you use to become self-aware? (what is your authentic self? Who is the real me?)

3. What are your most deeply held values? ( Where did they come from? Have then changed throughout life? How do your values inform you actions?)

4. What motivates you extrinsically? (external rewards or things that motivates you to keep your job)

5. What kind of support team do you have? (can your support team make you a more authentic leader? Should you diversify your team?)

6. Is your life integrated? (Can you be the same person at work, home, with family and in the community?)

7. What does being authentic mean in your life? (Have you paid the price for being authentic? Was it worth it?)

8. What steps can you take today, tomorrow, and over the next year to develop authentic leadership?

ASK YOURSELF: WHY WOULD ANYONE FOLLOW ME AS A LEADER?

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WHO DO WE LEAD ANYHOW?

DISCUSSION

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TRIBAL LEADERSHIP:

¡ Tribal Council/Executive Council ¡ Tribal General Membership ¡ Tribal Business Leaders (Casino Management Included)

GAMING REGULATORY AUTHORITY

¡ Your Peers (other Commissioners) ¡ Executive Director (if applicable) ¡ Administration of the TGRA ¡ Licensing ¡ Investigations ¡ Audit ¡ Surveillance (if applicable) ¡ Others?

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FEDERAL ORGANIZATIONS

¡ National Indian Gaming Commission ¡ Department of the Interior ¡ FBI ¡ Homeland Security ¡ Bureau of Indian Affairs ¡ IRS ¡ Others?

GENERAL TRIBAL PUBLIC AND THE PUBLIC

Tribal Members

General Public

¡ Tribal members who enjoy the property ¡ Tribal members who “watch” Tribal employees ¡ Tribal members who work in the casino/TGRA

¡ Public who enjoy the property ¡ Public who “watch” Tribal employees ¡ Public who work in the casino/TGRA

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WHO ELSE?

YOUR COMMUNITY?

YOUR FAMILY?

YOU ARE THE REGULATORY AND INDUSTRY LEADER FOR THE TGRA, NO MATTER WHAT YOU POSITION IS.

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QUESTIONS?

Thank you

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DEBRA . CHASE @ MERYDYAN . COM WWW . MERYDYAN . COM

10/20/23

Tribal gaming Regulatory / government career in 1994 – Ho-Chunk Nation •Gaming Commission, Tribal elections and Personnel 1994

Technology Vendor – 2004 – Veridocs •VP of Business Development 2004

Technology Vendor – 2015 – Oncourse Learning •VP of Business Development 2015

Games Manufacturer - 2002 – wms gaming •Vendor licensing specialist 2002

Technology Vendor – 2012 – Aristocrat •VP of Business Development 2012

Technology Vendor – 2017 – Merydyan •Co-Owner / COO 2017

10/20/23

DEFINITION OF A PROBLEM:

A problem is generally considered to be: • a task • a situation • or person which is difficult to deal with or control due to complexity and in transparency . In everyday language, a problem is a question proposed for solution, a matter stated for examination or proof.

Mistake Misunderstanding Violation

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High Medium Low

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The right to self regulate

Fine, sanctioning, reputation, etc.

Temporary discomfort, courageous discussion, disciplinary action, etc.

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Autocratic leaders set policies and make decisions primarily on their own, taking advantage of the power present in their title or status to set the agenda for the group.

Democratic leaders facilitate group discussion and like to take input from all members before deciding.

Laissez-faire leaders take a “hands- off” approach, preferring to give group members freedom to reach and implement their own decisions.

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One of the main challenges of communication, people not meeting others where their understanding of the situation is at.

We are individuals and have different levels of education, experience, communication styles and retention of information.

NEVER ASSUME ANYTHING

If someone is quiet, nonparticipating in discussions, never assume they know nothing of the issue and/or nothing at all.

Making assumptions can come across as disrespectful or arrogant.

Strike the right balance, tone and pitch your communications.

Address individuals based their position, communication style and appropriateness of the situation.

Be open minded about decisions relating to staffing, a vendor or a product.

If you're being friendly and reasonable, the other person will be more likely to as well.

Don’t be that person that nobody wants to communicate with, because you are perceived as negative.

If you maintain a reasonable tone consistently, you begin to establish a way you are viewed and setting the tone for business matters.

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Self Team Department

Tribal government Gaming operations Vendor

Employee Applicant Guest Local, State or Federal Agencies NIGC Consultant, Trainer, etc.

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FACT

LISTENING ANALYTICAL THINKING

CREATIVE THINKING

DECISION- MAKING

TEAM WORK

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1. 2. 3. 4. 5.

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• • •

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Know your strengths Hold others accountable

Be uncomfortable Allow others to fail Allow yourself to fail Challenge yourself

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DEBRA . CHASE @ MERYDYAN . COM WWW . MERYDYAN . COM

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A CKNOWLEDGING

C OMMUNICATION

A DAPTING

D ECISION -M AKING

TAKING ACTION

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UNDERSTANDING THE TRANSFORMATION TO LEADERSHIP

PRESENTED BY BO-CO-PA & ASSOCIATES

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WHEN DID YOU TAKE A LEADERSHIP POSITION?

WE ALL STARTED SOMEWHERE…..TAKE A MOMENT TO RECOGNIZE HOW FAR YOU HAVE COME IN YOUR LEADERSHIP ROLE

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Leaders Know How to Listen (how well do you listen to people even if they are complaining?)

Leaders Know the Difference Between an Amateur and a Pro (Sometimes we hire folks who are not well developed in their professional development.)

AS YOU TRANSFORM OR HAVE TRANSFORMED THESE ARE SOME OF THE TRAITS YOU HAVE OR NEED TO FINE TUNE

Leaders Leave Their Egos at the Door (we all know this leader….and hopefully its not you!)

Leaders Live Outside Their Comfort Zone (this is very hard for a lot of us but give it a try.)

Leaders Have Emotional Fitness (what the heck is this! Emotional fitness is your ability to flexibly endure the ups and downs of business and life.)

LEADERS KNOW HOW TO LISTEN Listening is a great skill that takes a lot of practice, as regulator this is challenging because you are normally always defending your position or decision.

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LEADERS KNOW THE DIFFERENCE BETWEEN AN AMATEUR AND A PRO

Best way to navigate this is to know what you don’t know. This part of the transformation allows for more growth.

LEADERS LEAVE THEIR EGOS AT THE DOOR

You set in a very powerful and intimidating position.You are ordained to be the lead regulator on behave of the Tribe. Don’t let this develop an EGO that creates communication barriers.

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LEADERS LIVE OUTSIDE THEIR COMFORT ZONE

Quite possibly the hardest part about transforming into a leader in Indian country. “Who do you think you are?”

LEADERS HAVE EMOTIONAL FITNESS

• Another part of transformation into a leader that we struggle with sometimes is caring for oneself. • This is looked at as a bad leader value because many of us were taught a leader takes care of the people first…ALWAYS • Embrace emotional intelligence, you can take care of other is you can not take care of yourself.

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The Opportunist

Diplomat

LET'S UNDERSTAND THE SEVEN TRANSFORMATIONS OF LEADERSHIP AS IDENTIFIED BY ROOKE AND TORBERT AND HOW THEY RELATE TO INDIAN GAMING/TGRA (ACTION LOGIC)

Expert

Achiever

Individualist

Strategist

Alchemist

OPPORTUNIST:AN INDIVIDUAL WHOSE TENDENCY IS TO FOCUS ON PERSONAL WINS AND SEE THE WORLD AND OTHER PEOPLE AS OPPORTUNITIES TO BE EXPLOITED.

• These folks are usually a very small percentage in the work force, but they are out there. The normally don’t last. • Not many people follow these kinds of leaders who have an action logic like this.

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DIPLOMAT:THEY MAKE SENSE OFTHE WORLD AROUND THEM MORE THAN THE OPPORTUNIST. • This action logic is focused on gaining control of one’s own behavior, more than gaining control of external events or other people.The action logic of this leader gains more enduring acceptance and influence by cooperating with group norms and by performing his daily roles well.

THE EXPERT: LEADS BY LOGIC AND EXPERTISE SEEKING RATIONAL EFFICIENCY.

• Action logic: try to exercise control by perfecting their knowledge, both in their professional and personal lives. “Exercising watertight thinking is extremely important”

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THE ACHIEVER: HAVE A MORE COMPLEX AND INTEGRATED UNDERSTANDING OF THE WORLD THEN PREVIOUS STYLES PREVIOUSLY IDENTIFIED.

• They like to create a positive work environment and focus their efforts on deliverables, the downside is that their style often inhibits thinking outside the box.

THE INDIVIDUALIST: THE ARE CONSTRUCTIONS OF ONESELF AND THE WORLD.

• Action logic: Recognizes that neither it nor any of the other action logics are “natural”

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THE STRATEGIST:THEY FOCUS ON ORGANIZATIONAL CONSTRAINTS AND PERCEPTIONS, WHICH THEY TREAT AS DISCUSSABLE AND TRANSFORMABLE.

• Strategist master organizational impact of actions and agreement they also adept at

creating shared visions across difference action logics, visions that encourage both personal and organizational transformation.

THE ALCHEMIST:THEY CAN RENEW OR EVEN REINVENT THEMSELVES AND THEIR ORGANIZATIONS IN HISTORICALLY SIGNIFICANT WAYS. (VERY RARE TO HAVE) • Action logic:They have the extraordinary capacity to deal simultaneously with many situations at multiple levels.

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UNDERSTAND AS YOU CONTINUE YOUR TRANSFORMATIONYOU CANTRANSFORM FROM ONE ACTION LOGIC TO ANOTHER.

SO THAT’S SOME OF THE SCIENCE OF LEADERSHIP TRANSFORMATION

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LET'S TALK ABOUT YOUR TRANSFORMATION OF LEADERSHIP IN INDIAN COUNTRY

AND DOES IT MATCH UP AGAINST WHAT THE SCIENCE SAYS OR SUGGEST…..

LET'S BREAK UP INTO TEAMS OF THREE AND DISCUSS THE FOLLOWING (10 MINUTES) q What the hardest thing about your leadership role? q What is your biggest challenge being a leader? q Who inspires you to be a better leader?

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DISCUSS GROUPS CONVERSATIONS

WERE THERE ANY SIMILARITIES IN YOUR JOURNEY OF LEADERSHIP?

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SIMILARITIES OF LEADERSHIP IN INDIAN COUNTRY

WHY IS TRANSFORMATION HARD?

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THE STRUGGLE IS REAL!

• Feeling Adequate • Pride • People Pleasing • Delegation • Jealousy of Other Leaders • Confronting People When Necessary • Insecurity • Failure • Confidence

FEELING ADEQUATE

• All leaders face this.We learn the philosophy “Never let them see you cry” • But honestly understand that all great leaders faced this, grow from this and know you are more than ADEQUATE!

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PRIDE

• Every single leader is going to deal with this one at some point. • Remember check the EGO at the door. • Be proud of who you lead and who you serve but don’t let it cloud your ability to make the right decision.

PEOPLE PLEASING

• As a regulatory leader you must make decisions. • These decisions are normally not popular and effect people. But they need to be made. • Just know you can't please everyone!

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DELEGATION

Some of us are good at this and some of us struggle with this.

A good leader delegates with reason and purpose.

JEALOUSY OF OTHER LEADERS

• Jealousy in Indian Country????? • As you grow as a leader you will face it, unfortunately it comes from within more than outside.

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CONFRONTING PEOPLE WHEN NECESSARY

• It comes with the position, you an enforcement official. It happens.

• Being in a leadership position that requires, or aids confrontation can make you always confrontational. • Remember emotional intelligence. • Confront, when necessary, be respectful, be professional and remember the “Godfather” its not personal its business.

INSECURITY

• In your own personal journey you have experienced be insecure. • You maybe questioned a decision you made or how some one looked at you. • You wonder why people who used to say hi don’t say hi anymore. • You will not be liked or appreciated by everyone, being a leader in Indian country can be one of the hardest things to do. • Make peace with the fact you are doing the right thing!

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FAILURE

• As you have made the time being or becoming a leader one thing is for certain….you will fail. • Failure in your personal life can damage you or propel you. • Failure in your work life can be made to make you feel like you are worthless. • Remember failure is apart of success, learn from it , educate form it. • Don’t be afraid to make a well informed and researched decision.

CONFIDENCE: ITS OK TO BE CONFIDENCE. JUST REMEMBER DON’T BE COCKY.

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I BELIEVE I AM GOOD LEADER, BUT WHY IS IT SO HARD TO LEAD IN INDIAN COUNTRY?

• Discussion:The Hard Truths • Who do you think you are? • I remember you when! • You think your better than me? • Your just power hungry! • I though we was friends/family. • More?

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LEADERSHIP IN INDIAN COUNTRY IS NOT EASY, SO DO ITWITH PURPOSE.YOU NEVER KNOW WHOSE WATCHING

DEFINEYOUR PURPOSE!

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QUESTIONS?

10/20/23

Inspiring Your Team and Organization

billy@bo-co-pa.com 541.810.0700

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Be Prepared today to:

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You must start somewhere

Would If I Am Not Inspiring?

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You Are……Everyone is.

Inspiration is all around us, personally and professionally.

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What inspires you?

u Personally?

What inspires you?

Professionally?

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Inspiration starts with you. u Write down three things that inspire you and why are they inspirational to you?

u Who's willing to share?

Inspiration starts with you. u Write down three things that personally inspire you

u My wife and my mom: their personal story’s u My family: daughter, sons, parents and brothers u Music: all kinds inspire me, but powwow is my favorite.

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Inspiration starts with you. u Write down three things that professionally inspire you

u Tribal History: u Past leaders in the industry: u You:

Inspiration

Don’t worry about living a life of being inspirational, live a life that is true and honest.

To thy self be true

Anymore that is inspiring enough.

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Inspiring Your Team

Share your vision and set clear goals. You can only motivate and inspire your team if they know what they are working towards.

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Communicate with your team

u Communication is a two-way street, and you should make sure that there is a constant flow of communication between you and your teammates. u How do you communicate?

Encourage teamwork

u you can do this by regularly holding team-building exercises and opportunities for your team members to bond and get to know one another. u Encouraging your team can be hard sometimes. What are

ways that you can do this without sounding corny?

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A healthy work environment u Our environment has a significant impact on our productivity, contentment and creativity. u Healthy and happy employees are more likely to feel motivated and engaged. u Is your environment healthy? Body, Mind and Spirit?

Give positive feedback and reward your team u The power of positive praise is sometimes overlooked but recognizing and applauding achievement inspires team members as they can see themselves progressing towards the goals of the company. u How do you reward your team? u How are you rewarded?

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Provide opportunities for development u To motivate and inspire your team to achieve great results you should provide your employees with opportunities for growth and development

u What are your organizations opportunities for you and your team?

u Share your vision u Communicate u Encourage teamwork u healthy work environment u positive feedback u opportunities for development

Let's Practice Anyone Willing to share?

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To Quote Mr. Abe Martin

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Or maybe is just this easy

BE APART OF SOMETHING GREATER THAN YOURSELF…… LINDA D

Be a leader who inspires others……

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Thank you!

10/20/23

INVESTING INTO THE FUTURE: BUILDING YOUR TEAMS

PRESENTED BY:

• Abe Martin, Owner Casino Cryptology

10/20/23

SESSION EXPECTATION

• Explain the importance of communication within your teams. • Explain how team goals and accountability differ from individual goals and accountability. • Learn common techniques for team building. • Evaluate the advantages and disadvantages of large and small teams.

WHAT ARE SOME CHARACTERISTICS OF EFFECTIVE TEAMS

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KEY CHARACTERISTICS OF EFFECTIVE TEAMS

• Clarity of Purpose • Good Communication • Positive Role for Conflict • Accountability and Commitment • Shared Leadership • Positive Group Dynamics

CLARITY OF PURPOSE • The purpose of the team must be clearly defined in concrete and measurable objectives. Effective teams know how their work contributes toward an organizational goal. The team leader reminds members of how each team member makes business success possible.

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GOOD COMMUNICATION

Open and accurate communication both between the team members and between the team and the larger organization is critical to keep members informed, motivated and focused.

Part of the communication process involves establishing roles, making plans, and following standard business protocols and procedures.

POSITIVE ROLE FOR CONFLICT • We will look at the role of positive and negative conflict in more detail later in this module, but generally

effective teams use conflict to improve decision-making and problem-solving processes.

This Photo by Unknown Author is licensed under CC BY-SA

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• Each member of the team understands their role on the team and takes responsibility for their actions. • Team members take proactive measures to ensure that they can complete tasks, and they alert leadership when a problem arises. • Members of effective teams not only know the team‘s purpose but are committed to achieving it and demonstrate the behavior needed to meet the goals. • Team members have the authority to do what they need to do without being checked every step along the way. • Finally, members must be incentivized and rewarded on both an individual and team basis.

ACCOUNTABILITY AND COMMITMENT

SHARED LEADERSHIP

• Effective team members are willing to assume leadership roles when appropriate. • Shared leadership reinforces a sense of shared responsibility and increases morale and team performance.

This Photo by Unknown Author is licensed under CC BY-SA-NC

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POSITIVE GROUP DYNAMICS

• Interpersonal relationships in effective teams are built on trust, respect, honesty, and acceptance. Conflict will still occur, but a positive group dynamic will focus the conflict productively.

COMMON TECHNIQUES FOR TEAM BUILDING

SET TEAM GOALS AND PRIORITIES

SELECT TEAM MEMBERS CAREFULLY

TEAM DIVERSITY

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SET TEAM GOALS AND PRIORITIES • This step supports the key characteristic of clear goals. • Team members need detailed explanations of how their individual actions contribute to the achievement of the team goals. • Team priorities should be established so that members can understand when and where to provide additional help if needed. Individuals need to understand how their personal goals support the team goals and how supporting the team also allows them to meet their own personal goals. • If personal goals and team goals are not interdependent (for example, if a team goal is not specifically tied to a personal goal), then the team member most likely will focus on their own needs to the detriment of the team. • Good communication skills are required to make sure that the goals are written clearly and that team members know their performances will affect the team goal and thus each other’s performance.

SELECT TEAM MEMBERS CAREFULLY :THREE FACTORS SHOULD BE CONSIDERED WHEN SELECTING PEOPLE FOR A TEAM: INDIVIDUALISM, THE AVERAGE LEVEL OF EXPERIENCE AND ABILITY, AND THE DEGREE OF DIVERSITY. • It’s a fact that some people make better team members than others. It’s also a fact that with determination, anyone can learn to function on a team. • Individualists generally put their personal welfare and interests first, and they prefer independent tasks in which they work alone. • On the opposite end of the spectrum is the collectivist , who prefers cooperation to competition and is happiest working in a group. Although collectivists generally make better team members, there are many instances when independent tasks are part of a larger team effort. It may take more effort to communicate with the individualists, however. • The experience and ability levels of team members should be balanced so tasks can be distributed with high expectations of the work being done. At the same time, newer employees need to become a fully functioning part of the workforce, and this can happen by teaming them with the more experienced people. It is also important to select people based on their skills and leadership potential. • Team diversity represents not only the mix of skills and experiences, but also how people of varying culture, ethnicity, race or gender work together. Diversity is a good defense against groupthink because of a different outlook and belief system that challenges common assumptions.

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OPTIMAL TEAM SIZE

The ideal size, according to most management experts, falls within the range of five to nine people.

There seems to be no question about the right size of many teams.

Experts also agree that the optimal size of the team is driven by other factors: what type of task the team will perform, what skills the team requires to complete the task, and the time provided to complete the task.

THE FIVE STAGES OF TEAM DEVELOPMENT • Effective teams don’t just happen. They are the result of a development process through which members learn to work together and support team goals. • Teams become high performing when the members have worked through their individual differences and have agreed on standard values that control behaviors. • Teams are effective when the development process results in strong relationships and high performance.

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STAGES OF TEAM DEVELOPMENT

FORMING STAGE

STORMING STAGE

NORMING STAGE

PERFORMING STAGE

ADJOURNING STAGE

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FORMING STAGE

The forming stage involves a period of orientation and getting acquainted. 1

Uncertainty is high during this stage, and people are looking for leadership and authority. 2

A member who asserts authority or is knowledgeable may be looked to take control. 3

Team members are asking such questions as “What does the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members get to know each other.

STORMING STAGE

• The storming stage is the most difficult and critical stage to pass through. It is a period marked by conflict and competition as individual personalities emerge. • Team performance may decrease in this stage because energy is put into unproductive activities. Members may disagree on team goals, and subgroups and cliques may form around strong personalities or areas of agreement. • To get through this stage, members must work to overcome obstacles, to accept individual differences, and to work through conflicting ideas on team tasks and goals. • Teams can get bogged down in this stage. Failure to address conflicts may result in long-term problems.

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NORMING STAGE

If teams get through the storming stage, conflict is resolved, and some degree of unity emerges. In the norming stage, consensus develops around who the leader or leaders are, and individual member’s roles.

Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges.

Team performance increases during this stage as members learn to cooperate and begin to focus on team goals. However, the harmony is precarious, and if disagreements re-emerge the team can slide back into storming.

PERFORMING STAGE • In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning. • There is a clear and stable structure, and members are committed to the team’s mission. • Problems and conflicts still emerge, but they are dealt with constructively . • The team is focused on problem solving and meeting team goals.

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ADJOURNING STAGE

• In the adjourning stage, most of the team’s goals have been accomplished. • The emphasis is on wrapping up final tasks and documenting the effort and results. As the workload is diminished, individual members may be reassigned to other teams, and the team disbands. • There may be regret as the team ends, so a ceremonial acknowledgement of the work and success of the team can be helpful. • If the team is a standing committee with ongoing responsibility, members may be replaced by new people and the team can go back to a forming or storming stage and repeat the development process.

• Teams usually develop norms that guide the activities of team members. • All the team members implicitly understand them. • Norms result from the interaction of team members during the development process. • Performance norms are very important because they define the level of work effort and standards that determine the success of the team. • Leaders play an important part in establishing productive norms by acting as role models and by rewarding desired behaviors. • Norms are only effective in controlling behaviors when they are accepted by team members.

TEAM NORMS

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TEAM COHESIVENESS

the team primarily determines whether team members accept and conform to norms.

cohesiveness is the extent that members are attracted to the team and are motivated to remain in the team.

Members of highly cohesive teams value their membership, are committed to team activities, and gain satisfaction from team success.

They try to conform to norms because they want to maintain their relationships in the team, and they want to meet team expectations.

Teams with strong performance norms and high cohesiveness are high performing

CONFLICT WITHIN TEAMS • Common Types of Team Conflict • Conflict Can Be Beneficial • Common Causes of Conflict • Common Approaches to Conflict Resolution

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THERE ARE TWO BASIC TYPES OF TEAM CONFLICT: SUBSTANTIVE (SOMETIMES CALLED TASK) AND

EMOTIONAL (OR RELATIONSHIP).

Substantive conflicts arise over things such as goals, tasks, and the allocation of resources.

Emotional conflicts arise from things such as jealousy, insecurity, annoyance, envy, or personality conflicts.

CONFLICT CAN BE BENEFICIAL: NOT ALL CONFLICT IS NEGATIVE.

Eustress is a positive reaction to stress that generates a desire to achieve and overcome challenges.

Groupthink is the mindset that develops when people put too much value on team consensus and harmony.

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COMMON CAUSES OF CONFLICT

Conflict often arises when team members focus on personal ( emotional ) issues rather than work ( substantive ) issues.

Competition over resources, such as information, money, supplies or access to technology, can also cause conflict.

Communication breakdowns cause conflict—and misunderstandings are exacerbated in virtual teams and teams with cross-cultural members.

Team morale can be low because of external work conditions

COMMON APPROACHES TO CONFLICT RESOLUTION • There are five common approaches, or styles, to handling negative conflict. Each of the approaches combines some degree of cooperation and assertiveness. Each of them is more likely to be effective in certain cases and not in others.

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COMMON APPROACHES TO CONFLICT RESOLUTION AVOIDING (NO WAY):RARELY, BUT OCCASIONALLY, THE BEST APPROACH TO CONFLICT IS TO IGNORE I T.

COMMON APPROACHES TO CONFLICT RESOLUTION

• Dominating (my way):The dominating style (“my way or the highway”) may actually be an appropriate response in emergency situations or when quick, decisive action is needed.

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COMMON APPROACHES TO CONFLICT RESOLUTION

• Compromising (halfway):

• Compromising can be an effective approach • when the arguments on both sides are equally rationale.

• when the participants are fairly equal in status. • when both sides are willing to give something up. • when time or expediency is a factor.

COMMON APPROACHES TO CONFLICT RESOLUTION

• Accommodating (your way): Accommodating a team member may be an effective strategy for resolving conflict when you agree that the team member is, in fact, right.

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COMMON APPROACHES TO CONFLICT RESOLUTION • Collaborating (our way):The collaborative approach is also known as the win-win approach. It is mostly used in high-stakes conflicts when getting a resolution is too important for the issues not to be carefully examined. It requires a great deal of skill to use the collaborative approach successfully.

This Photo by Unknown Author is licensed under CC BY-SA

Forming

PUTTING IT TOGETHER: GROUPS, TEAMS, AND TEAMWORK

Storming

Norming

Performing

Adjourning

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This Photo by Unknown Author is licensed under CC BY-SA

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RESOURCES

CC LICENSED CONTENT, ORIGINAL • Putting It Together: Groups, Teams, and Teamwork. Authored by: Jeff Heflin and Lumen Learning. License: CC BY: Attribution CC LICENSED CONTENT, SHARED PREVIOUSLY • No Name. Authored by: No Author. Located at: http://www.29palms.marines.mil/News/News- Article-Display/Article/699112/ctb-celebrates-anniversary/. License: CC BY: Attribution

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PART 1

Do you awake at a scheduled time every morning?

Do you have a routine you follow?

Do you live by your calendar?

Do you get pulled into a lot of unscheduled meetings throughout your day?

Do you get a lot of impromptu calls, instant messages, knocks on the door from your team?

Fill in the blank

PART 2 – TAKING AN HONEST ASSESSMENT OF HOW YOU SPEND YOUR DAY

1. 2. 3. 4. 5. 6. 7. 8.

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1. 2. 3. 4. 5. 6.

•

Urgent – time sensitive

Urgent - priority

Important – scheduled

Not urgent & not important – filler

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• B E REALISTIC

• D ON ’ T PROCRASTINATE • P ERSONAL / PROFESSIONAL D ISORGANIZATION

• B E AWARE OF YOUR PERSONAL ALERTNESS / PRODUCTIVITY

• B LOCK YOUR TIME

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1. L IMIT EMAILS & TIME EMAILING

2. U SE TECHNOLOGY SOLUTIONS

3. A VOID THE SOCIAL MEDIA & INTERNET SURFING

4. E STABLISH & REQUIRE THE USE OF VIDEO CONFERENCING

5. R EQUIRE MINUTES , FOLLOW UP NOTES

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•

• •

•

• •

You have your to do list, when you complete something – check it off!

Get your favorite coffee.

Allow yourself some time to _____________________.

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B E PRESENT

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“ Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to do your best to become the best that you can become.”

Coach John Wooden

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• • • • •

• • • • • • • • • • •

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