01/25/14 copyright Quazarconsulting.com
Quazar Consulting provides human capital
solutions using the D.N.A. Solutions™
Tracy Wiseman
01/25/14 copyright Quazarconsulting.com
Karen Haley Allen
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ASK: What does TEAM Relationships mean?
DISCUSS in small groups
DEPICT visually on flipchart – NO WORDS
Time: 10 minutes
Debrief: 2-3 minutes each group
01/25/14 copyright Quazarconsulting.com
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Identify various personality style assessments
Analyze your communication leadership style and
identify communication styles of team members
Learn communication guidelines to increase
productivity team effectiveness
Recognize group dynamics and the steps of building an
effective team
Adapt communication styles to increase team
performance and results
Learn the criteria to create high performance teams
Get the D.N.A (Do New Actions) for building effective
team relationships
01/25/14 copyright Quazarconsulting.com
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Personality assessments & styles
Communication challenges & strategies
Styles adapted for high performance results
Team development
D.N.A. Solutions
01/25/14 copyright Quazarconsulting.com
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Understand & develop yourself
Understand & develop others
Know what motivates others
Recognize others strengths and weaknesses
Create high performance teams
Clarify team roles and leverage strengths
01/25/14 copyright Quazarconsulting.com
“A musician must make music, an artist
must paint, a poet must write, if they are
ultimately at peace with themselves. What a
man can be he must be. This need we call
self-actualization.”
Abraham H Maslow
“Different people bring out different aspects
of one’s personality.”
Trevor Dunn
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Executing
Influencing
Relationship
Building
Strategic
Thinking
Achiever
Activator
Adaptability
Analytical
Arranger
Command
Developer
Context
Belief
Communication
Connectedness
Futuristic
Consistency
Competition
Empathy
Ideation
Deliberative
Maximizer
Harmony
Input
Discipline
Self-Assurance
Includer
Intellection
Focus
Significance
Individualization
Learner
Responsibility
Woo
Positivity
Strategic
Restorative
01/25/14 copyright Quazarconsulting.com
Relator
Relationship Strategies- How To Identify
People
(Indirect)
PEACOCK -
the person who is a skilled
diplomat and is relationshiporiented
the person who is known for
creating results and being
socially-oriented
EAGLE -
OWL -
the person who is detailedoriented.
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Task
the person who is powerful,
direct and results-oriented
(Controlling)
Extroverted
DOVE -
(Direct)
Introverted
(Supporting)
Do unto others as they would
have you do unto them,
Or
Treat others as they wish
to be treated
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Supportiveness
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Directness
Supporting
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Indirect
Direct
Controlling
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S
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Behavioral Grid
Count the number of
9
each letter
8
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Subtract C from S
7
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Subtract I from D
5
Mark them on the
3
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6
4
chart
2
I
1
-9 -8 -7 -6 -5 -4 -3 -2 -1
0
Example:
-1
3S’s – 6C’s=-3C
-3
7D’s -2 I’s = 5D
-5
-2
-4
-6
-7
-8
-9
C
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1
2
3
4
5
6
7
8
9
D
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DOVE
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PEACOCK
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OWL
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EAGLE
01/25/14 copyright Quazarconsulting.com
Relationship Strategies
DOVE - 35%
OWL - 14%
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PEACOCK – 32%
EAGLE – 19%
Dove
Want others to have a casual,
friendly connection
 Serving others
 Long-term relationships
 Closure
 Constancy
Owl
Want others to treat them with
accuracy and precision
 Procedures and data driven
 Precision, accuracy and detail
 Proof and evidence
 Time to process
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Peacock
Want to be treated with flare and
excitement
 Interaction
 Involvement with others
 Appreciation and recognition
 Freedom
Eagle
Want others to communicate
rapidly and with conviction
 Authority and power
 Desire to win
 Risk and change
 Bottom line
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Discuss your style in small groups
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How do you relate to your dominant style?
Agree/disagree with descriptors
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Discuss advantage of style in your current role
Any disadvantages?
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Describe challenges in working with other styles
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Debrief to large group
9/13/12 copyright Quazarconsulting.com
Style
Dove
•Characteristics
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Peacock
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Relaxed, warm, sensitive,
sentimental
Relationship means a lot to them
Can be ruled by heart not head
Enthusiastic and energetic
Avoid focusing on details and as a
result can be incorrect
Good influencers
Communication guidelines
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Owl
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Eagle
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Methodical and thorough
Need information
Can sometimes be constrained by
procedures, rules and be too
cautious
Determined, practical and decisive
Can be frustrating because they
look at simplistic view and not the
long run
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Give positive attention
Give clear directions
Show you care about them
Don’t give them too much detail,
big thinkers
Give them freedom in planning what
they want to accomplish
Recognize them for accomplishing it
If you want to persuade them – give
them proof
Give step by step logical responses
Give them time to think
Be specific, clear, brief, professional
and logical
Stay focused on the subject or you
will lose their respect
Avoid getting too friendly
DOVE
Peacockpick up the
pace
Owl – focus
on task not
feelings
Eagle – more
direct and
assertive
PEACOCK
Owl – verify,
organize,
slow down
Eagle – focus
and followthrough
Dove – not
interrupt,
slow down
OWL
Eagle – faster
pace, less
details
Dove – show
concern,
compromise
Peacock –
highlights,
appreciation
EAGLE
Dove – relax,
relationship
Peacock complement,
freedom
Owl – slow
the pace,
listen
01/25/14 copyright Quazarconsulting.com
DOVE
TO SPOT THEM - What they say
TO SPOT THEM - What they do
Make small talk, talk about family Photos of relationships out
Ask how questions
Friendly functional work area
Listen more than talk
Consult to others
Slow, steady delivery, low volume Patient and tolerant
EMOTION OF THE HIGH D:
NON-EMOTION
DESCRIPTORS
Amiable
Friendly
Good Listener
Patient
Relaxed
Sincere
Stable
Team Player
Understanding
HOW TO TREAT THEM
Prefer others to have a casual
friendly connection
Reserved with opinions
Uses first names
VALUE TO THE TEAM
Dependable team player
Work for a leader and a cause
Patient and empathetic
Logical step-wise thinker
Service-oriented
IDEAL ENVIRONMENT
Stable and predictable
Allows time to change
Freedom from restrictive rules
Long-term work relationships
Little conflict between people
Personable an casual
Embarrassed by recognitions
Subdued clothing
TENDENCY UNDER STRESS
Non-demonstrative
Unconcerned
Hesitant, wishy washy
Inflexible
Will submit
Indecisive
POSSIBLE LIMITATIONS
Yield to avoid controversy
Difficulty in establishing
priorities
Dislike of unwarranted change
Difficulty dealing with diverse
situations
PEACOCK
EMOTION OF THE HIGH P:
OPTIMISM
DESCRIPTORS
Charming
Confident
Convincing
Enthusiastic
Inspiring
Optimistic
Persuasive
Sociable
Trusting
HOW TO TREAT THEM
Wants to be treated with
excitement and be recognized
for ideas and contribution
TO SPOT THEM - What they say
Ask who questions
Tell vs.. ask
Go off on tangents
Use stories or anecdotes
Express their feelings
Faster speech and exaggeration
VALUE TO THE TEAM
Optimism and enthusiasm
Creative problem solving
Motivated others toward goals
Team Player
Negotiates conflicts
TO SPOT THEM - What they do
Animated - facial expressions
Spontaneous
Shorter attention span
Laugh out load and warm
May approach you closely
Stylish clothing
TENDENCY UNDER STRESS
Self-promoting
Overly optimistic
Gabby and superficial
Unrealistic
will disregard
Manipulative
IDEAL ENVIRONMENT
POSSIBLE LIMITATIONS
High degree of people contact
Inattentive to details
Freedom from control and detail Unrealistic in appraising people
Freedom of movement
Trust people indiscriminately
Forum for ideas to be heard
Situational listener
Democratic supervisor
with who he can associate
OWL
TO SPOT THEM - What they say
Ask Why questions
Ask vs.. tell
EMOTION OF THE HIGH D:
FEAR
DESCRIPTORS
Accurate
Analytical
Conscientious
Courteous
Diplomatic
Fact-finer
High standards
Patient
Precise
HOW TO TREAT THEM
Want others to treat them
with accuracy and precision
Listen more than talk
slower speech and volume
Prefer to talk vs.. writing
Precise, detailed speech
VALUE TO THE TEAM
Maintains high standards
Conscientious and steady
Defines, clarifies , seeks info
Objective - reality based
Comprehensive problem solver
TO SPOT THEM - What they do
Focus on task and process
Orderly, meticulous, accurate
Hard to read
"Sterile" work environment
Time conscious
Want to be right
TENDENCY UNDER STRESS
Pessimistic
Picky and fussy
Slow to act and change
Overly critical
Will Withdraw
Resentful
IDEAL ENVIRONMENT
POSSIBLE LIMITATIONS
Critical thinking is needed
Defensive when criticized
Technical work or specialized areas Get bogged down in details
Close relationship with small group Overly intense for situation
Familiar work
Appears somewhat aloof
Private office or work area
and cool
Finds information and tests it
EAGLE
EMOTION OF THE HIGH E:
ANGER
DESCRIPTORS
Adventuresome
Competitive
Daring
Decisive
Direct
Innovative
Problem - solver
Results orientated
Self starter
HOW TO TREAT THEM
Be direct and to the point
Know your information
Communicate rapidly and
with conviction
TO SPOT THEM - What they say TO SPOT THEM - What they do
Ask What questions
Talk more that listen
Go right to the issue
Fast speech
Authoritative tone
Opinionated
Task four, Result Oriented
Impatient, Direct , forceful
Time Conscious
History of achievement
good eye contact
Rely on gut feelings
VALUE TO THE TEAM
Bottom-line organizer
Forward-looking
Challenge-orientated
Initiates activity
Innovative
TENDENCY UNDER STRESS
Demanding and pushy
Critical
Aggressive and blunt
Egotistical
Will dictate
Uncooperative
POSSIBLE LIMITATIONS
Overuse of position
Self standards too high
Lack tract and diplomacy
Take on too much, too soon
too fast
IDEAL ENVIRONMENT
Freedom from controls
Supervision and details
Forum to express ideas
Non-routine work
Innovative and future-oriented
Work with challenge
and opportunity
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Discuss how your style works with others
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Focus on Values, Stressors, and Possible
limitations
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How would you coach others to work with you?
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Which styles are easiest to work with? WHY?
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Which styles are most challenging to work with?
WHY?
01/25/14 copyright Quazarconsulting.com
Tuckman's Group Development Model
 Forming
 Storming
 Norming
 Performing
 Adjourning
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Team Member
Characteristics
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Hesitant participation
Complaints and gripes
common
Possible suspicion and
fear
Looking for sense of
belonging
Watching other
members’ behavior
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Effective Leader
Behaviors
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Ensure team members
get acquainted
Be sensitive to team
members’ needs
Provide clear direction
and information
Give team simple tasks
Provide “awareness”
training
Team Member
Characteristics
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Conflict between team
members begins to show
“One-upmanship”
develops
Concern over team vs.
individual responsibilities
Continuing confusion
about team member roles
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Effective Leader
Behaviors
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Continue to be positive
and informative
Reassure team that conflict
is normal
Deal openly with conflict
Give team more
responsible tasks
Team Member
Characteristics
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Over-reliance on leader
Possible conflicts reduced
Sharing and discussion
become team norms
Greater team cohesiveness
develops
Harmony among team
members becomes more
common
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Effective Leader
Behaviors
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Provides less structure
Give team even more
responsibility
Ensure team does not overly
rely on any one member
Focus on goals/tasks
Team Member
Characteristics
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Loyalty among team
members develops
Teams can become
competitive with other
teams
Teams need greater
information
Teams become more
innovative
Team members become
more confident
01/25/14 copyright Quazarconsulting.com
Effective Leader
Behaviors
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Ensure team’s
information needs are
fulfilled
Ensure the team
celebrates its successes
Encourage team toward
continued growth
Encourage team
members to rotate roles
Team Member
Characteristics
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Feelings of grief, loss
Restless behavior exhibited
Momentum & motivation
slows down
Bursts of extreme energy,
followed by lack of energy
01/25/14 copyright Quazarconsulting.com
Effective Leader
Behaviors
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Evaluate team performance
Recognize & reward team
efforts
Use deep listening skills
Encourage reflection &
collaboration for future
projects
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Team Development - Trio exercise
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Identify and discuss which stage your team is in?
What characterizes this phase of development?
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Does your style contribute to this phase of
development?
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What can you do to move your Team to High
Performance?
01/25/14 copyright Quazarconsulting.com
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Consider your Relationship Style and Project
Team/Leadership role
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Identify which styles are best suited to phases
and tasks of each stage of Group Development
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As Project/Team leader – what can you do to
adapt your style to best fit the leadership roles
for each given phase of development?
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Which roles and which stages of group/team
development are most challenging/stressful?
01/25/14 copyright Quazarconsulting.com
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Identify personality styles of your team
Discuss strengths, challenges & roles
Adapt to team development stages
Execute the communication guidelines
Implement controls to monitor results
Complete and implement Action Planner
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Complete Action Planner
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We offer results-driven, experiential
workshops to build success!!
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Team Relationship Strategies
Change Management Series
Leadership Development
Communication Series
Process Improvement
Coaching
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Free Strategy Consultation
Contact us at –
tracy@quazarconsulting.com
(925) 787-4384
01/25/14 copyright Quazarconsulting.com