engage!

: introduction
 engage! : introduction

Inside cover
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Table of Contents
Module 1. The Premise................................................................................................................................... 6
Slide1: (0:45)TitleSlide................................................................................................................................................6
LearningTask1: ClichCards....................................................................................................................................................................6
Slide2: (0:40)IntroductoryComments..........................................................................................................................8
Slide3: (0:20)5TeamDysfunctions#1AbsenceofTrust............................................................................................10
LearningTask2: FiveDysfunctions#1AbsenceofTrust........................................................................................................................10
Slide4: (0:20)5TeamDysfunctions#2FearofConflict..............................................................................................12
LearningTask3: FiveDysfunctions#2FearofConflict..........................................................................................................................12
Slide5: (0:22)5TeamDysfunctions#3LackofCommitment.....................................................................................14
LearningTask4: FiveDysfunctions#3LackofCommitment.................................................................................................................14
Slide6: (0:22)5TeamDysfunctions#4AvoidAccountability.....................................................................................16
LearningTask5: FiveDysfunctions#4AvoidanceofAccountability......................................................................................................16
Slide7: (0:41)5TeamDysfunctions#5InattentiontoResults....................................................................................18
LearningTask6: FiveDysfunctions#5InattentiontoResults................................................................................................................18
LearningTask7: DiscussionofTeamDysfunctions..................................................................................................................................18
Slide8: (0:49)ThePrinciple..........................................................................................................................................20
Slide9: (2:00)ThePrinciple..........................................................................................................................................22
LearningTask8: FalseSolutions..............................................................................................................................................................22
LearningTask9: REDOPReaction...........................................................................................................................................................22
Module 2. The Two Impacts ..........................................................................................................................24
Slide10: (0:40)ThePrinciple..........................................................................................................................................24
LearningTask10: RelationalEffectivenessandYourJob.........................................................................................................................24
LearningTask11: KeyTakeaway.............................................................................................................................................................24
Slide11: (0:17)TheTwoImpacts...................................................................................................................................26
Slide12: (0:47)EmotionalandFunctional(TheTwoImpacts)........................................................................................28
Slide13: (0:25)TheGlitchVideo....................................................................................................................................30
LearningTask12: GlitchVideoReaction..................................................................................................................................................30
LearningTask13: GlitchVideoGroupDiscussion.....................................................................................................................................30
Slide14: (0:27)TheImpactPreference...........................................................................................................................32
Slide15: (1:13)TheImpactPreference...........................................................................................................................34
LearningTask14: WhichImpactDoYouPrefer?......................................................................................................................................34
LearningTask15: ImpactPreference:SawthatComing?........................................................................................................................34
LearningTask16: BalancingBothImpacts...............................................................................................................................................34
LearningTask17: KeyTakeaway.............................................................................................................................................................34
Module 3. The Logic Model ...........................................................................................................................36
Slide16: (0:58)IntroComments(TheLogicModel)........................................................................................................36
LearningTask18: StatedGoalsvs.ActualGoals......................................................................................................................................36
Slide17: (1:34)TheLogicModelOverview.....................................................................................................................38
LearningTask19: DescribetheLogicModel............................................................................................................................................38
Slide18: (0:27)Input 40
LearningTask20: IdentifyYourBackground............................................................................................................................................40
Slide19: (0:13)Activity..................................................................................................................................................42
Slide20: (0:24)Output...................................................................................................................................................44
Slide21: (0:21)Outcome................................................................................................................................................46
Slide22: (1:40)Impact...................................................................................................................................................48
LearningTask21: WhichFocusIstheRightFocus?..................................................................................................................................48
LearningTask22: HowWilltheLogicModelHelpYou?...........................................................................................................................48
LearningTask23: HowWillGreaterRelationalEffectivenessHelpYou?.................................................................................................48
LearningTask24: KeyModuleTakeaway................................................................................................................................................48
Module 4. The Five Skills ...............................................................................................................................50
Slide23: (0:15)IntroComments(TheFiveSkills)............................................................................................................50
Slide24: (0:54)The3Cs.................................................................................................................................................52
LearningTask25: WhentheProblemisCharacterorChemistry..............................................................................................................52
Slide25: (0:33)TheSkills...............................................................................................................................................54
Slide26: (0:41)TheSkills...............................................................................................................................................56
LearningTask26: BadTeamBuildingExercises.......................................................................................................................................56
Slide27: (0:32)TheSkills...............................................................................................................................................58
LearningTask27: ChangedHabits...........................................................................................................................................................58

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Slide28: (1:33)TheSkills...............................................................................................................................................60
LearningTask28: BetterListening,Discovery,Collaboration,Delegation...............................................................................................60
Slide29: (0:47)Rulesofengage!....................................................................................................................................62
LearningTask29: HowWillPracticeHelp?..............................................................................................................................................62
LearningTask30: KeyModuleTakeaways...............................................................................................................................................62
Module 5. The Journey ..................................................................................................................................64
Slide30: (0:16)TheJourney(SectionTitleSlide).............................................................................................................64
Slide31: (1:12)ThePersonalJournal.............................................................................................................................66
Slide32: (0:58)Calendar................................................................................................................................................68
Slide33: (0:48)Calendar................................................................................................................................................70
Slide34: (0:43)Calendar................................................................................................................................................72
Slide35: (0:22)MovingForward....................................................................................................................................74
LearningTask31: Yourengage!Expectations..........................................................................................................................................74
LearningTask32: TakeawayfromthisEvent...........................................................................................................................................74


engage! : Introduction Facilitators Guide
2016AmbassadorEnterprisesLLC

SteveGardner,Director
AmbassadorEnterprisesPress
2845EastDupontRoad,FortWayne,IN46825
260.487.4000|http://AmbassadorEnterprises.com

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Facilitator Orientation
ThankyouforservingasFacilitatorfortheengage!curriculum.Theengage!FacilitatorGuidesaredesignedtoempoweryouto
helpleadersgrowintoincreasedlevelsofmasteryoffivekey leadership skills.Thesefiveskillsareembodiedinevents,which
aresubdividedintomodules.
Therearefourstepstomasteringeachleadershipskillandthesestepsareembodiedinafourletteracronym,whichisfurther
explainedwiththeeventsvariousmodules.So,forexample,participantswilllearntoREAP to listen!REAPstandsforReceive,
Echo,AppraiseandParticipate,andeachofthesestepsisexplainedinvariousmodulesofthelargerlisten!event.
Theengage!curriculumataglance:
Acronym Steps Event
REAP Receive,Echo,Appraise,Participate listen!
SALT Share,Ask,Listen,Think discover!
LIVE Look,Identify,Validate,Envision improve!
CARE Chart,Assemble,Relate,Energize collaborate!
DARE Define,Assign,Release,Evaluate delegate!
Novice and Veteran Facilitators
Thiscurriculumisdesignedforbothexperiencedandnovicefacilitatorsalike.Ifyourfacilitationexperienceislimited,then
engage!sextensivepromptsandlearningtaskswillserveasahelpfulresourcetotakeacohortofstudentsfromstarttofinish
withlittleornodemandonyourparttocreateoriginalteachingcontent.engage!isastandaloneproduct,readytoteacha
cohortofstudentsfromstarttofinish.Ifyouareamoreexperiencedfacilitator,engage!canservemoreasaguidelinewith
plentyofbreathingroomforyourexperienceandimagination.
Conventions
ThisquotebubbleispromptforwhattheFacilitatorshouldsay.

ThischeckmarkiconisapromptforwhattheFacilitatorshoulddo.

Facilitator Note 1: ThisisanotetotheFacilitator,andnotintendedtobereadaloudtotheparticipants.

Written Learning Task.
Theparticipantwillwritedownhisorheranswerin
hisPersonalJournal.

Discussion Learning Task.

Theparticipantwilldiscusssubjectmatterwithfellow
cohortmembers.(Participantsare,ofcourse,always
welcometorecordallthewrittennotestheycareto,
includingduringdiscussionlearningtasks.)
Watch the Clock
Inthisevent,you,thefacilitator,willleadacohortofparticipantsthroughdiscussionsthatwillspark
imaginationanddeepreflection.Thisiscriticalinhelpingparticipantsexperiencereal,lastingimprovement
inbothrelationaleffectivenessandorganizationalperformance.Keepinmind,however,thattodays
meetingismoreaboutwadinginthewater;insubsequentweeks,participantswillcompletehomeworkand
meetwithdyadpartnersastheydivedeepintothematerial.Eachmoduleandslidehasbeentimedso
thatyoudonthavetorushthroughtheendorskipsections.

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Facilitator Note 2: How to start the slide deck.Beforetheeventbegins,anintroloopofslideswithquotes
willberunning.Tobegintheevent,simplyclickanywhereonwhicheverquoteslidehappenstobeupatthat
time.Youshouldimmediatelygotothemaintitleslide(Slide1)whereyoucanbeginwiththescriptbelow.

Time for the Introduction Event

ScriptTime 25:19
VideoTime 0:59
LearningTaskTime1:11:00

TotalTime 1:37:18

Module 1. The Premise

Slide 1: (0:45) Title Slide
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TotalTime 5:45

LearningTask1: ClichCards
Ingroupsofnomorethanfour,discusstheclichsonthecardsprovided.Specificallydiscusshowyou
haveexperiencedtheclichbeingmisusedorusedineffectively.
Welcometoengage!Thissixmonthprogramwillhelpyoutodeveloppersonallyandasateam
memberusingskillsthatwillbenefityoupersonallyandcontributetothesuccessofyour
organization.
Mostorganizationshaveatleastanaspirationofbecomingahighperformanceorganization.
Thelatestbusinessbooksarepurchasedbythecase.Seminars,workshopsandconsultingcontracts
areeverywhere.Inspiteofthisenormousinvestment,mostorganizationsmakelittleprogress
towardbecomingatrulyhighperformanceorganization.
Ingroupsofnomorethanfour,discusssomeofthebusinessandmanagementclichsonthe
cardsprovided.Specificallydiscusshowyouhaveexperiencedtheclichbeingmisusedorused
ineffectively.
[allowupto5minutesfordiscussion]

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Slide 2: (0:40) Introductory Comments

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Manystudieshavebeenconductedtodiscoverthecharacteristicsofhighperformanceteamsand
companies.Inallofthesestudies,certaincharacteristicstendtoemerge.
InthebookTheFiveDysfunctionsofaTeam,PatrickLencionipresentsafivestageprocessthat
allbutguaranteespoorperformanceanddysfunctiononanyteam.
AsIreadadescriptionofeachofthefivedysfunctionsonthenextfiveslides,identifysolutions
foreachdysfunctionandwritethemdowninyourJournal.Oncewemakeitthroughallfive
dysfunctions,wewilldiscussasagroupsomeofyourthoughts.

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Slide 3: (0:20) 5 Team Dysfunctions #1Absence of Trust

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LearningTask2: FiveDysfunctions#1AbsenceofTrust
Identify(andwriteinParticipantGuide)possiblesolutionstothisteamdysfunction.

Thefirstdysfunctionisanabsenceoftrustamongteammembers.Essentially,this
stemsfromtheirunwillingnesstobevulnerablewithinthegroup.Teammembers
whoarenotgenuinelyopenwithoneanotherabouttheirmistakesandweaknesses
makeitimpossibletobuildafoundationfortrust(p.188).
[allowabout1minute]

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Slide 4: (0:20) 5 Team Dysfunctions #2Fear of Conflict

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LearningTask3: FiveDysfunctions#2FearofConflict
Identify(andwriteinParticipantGuide)possiblesolutionstothisteamdysfunction.

[The]failuretobuildtrustisdamagingbecauseitsetsthetoneforthesecond
dysfunction:fearofconflict.Teamsthatlacktrustareincapableofengagingin
unfilteredandpassionatedebateofideas.Instead,theyresorttoveileddiscussions
andguardedcomments(p.188).
[allowabout1minute]

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Slide 5: (0:22) 5 Team Dysfunctions #3Lack of Commitment

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LearningTask4: FiveDysfunctions#3LackofCommitment
Identify(andwriteinParticipantGuide)possiblesolutionstothisteamdysfunction.

Alackofhealthyconflictisaproblembecauseitensuresthethirddysfunctionofa
team:lackofcommitment.Withouthavingairedtheiropinionsinthecourseof
passionateandopendebate,teammembersrarely,ifever,buyinandcommitto
decisions,thoughtheymayfeignagreementduringmeetings(pp.18889).
[allowabout1minute]

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Slide 6: (0:22) 5 Team Dysfunctions #4Avoid Accountability

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LearningTask5: FiveDysfunctions#4AvoidanceofAccountability
Identify(andwriteinParticipantGuide)possiblesolutionstothisteamdysfunction.

Becauseofth[e]lackofrealcommitmentandbuyin,teammembersdevelopan
avoidanceofaccountability,thefourthdysfunction.Withoutcommittingtoaclear
planofaction,eventhemostfocusedanddrivenpeopleoftenhesitatetocalltheir
peersonactionsandbehaviorsthatseemcounterproductivetothegoodofthe
team(p.189).
[allowabout1minute]

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Slide 7: (0:41) 5 Team Dysfunctions #5Inattention to Results

Time
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TotalTime 6:41

LearningTask6: FiveDysfunctions#5InattentiontoResults
Identify(andwriteinParticipantGuide)possiblesolutionstothisteamdysfunction.
LearningTask7: DiscussionofTeamDysfunctions
Discussasagroupsomeofthesolutionstotheteamdysfunctions.

Failuretoholdoneanotheraccountablecreatesanenvironmentwherethefifth
dysfunctioncanthrive.Inattentiontoresultsoccurswhenteammembersputtheir
individualneeds(suchasego,careerdevelopment,orrecognition)oreventheneeds
oftheirdivisionsabovethecollectivegoaloftheteam(p.189)
[allowabout1minute]
Nowthatwevemadeitthroughallfivedysfunctions,letstakeafewminutestodiscussasagroup
whatpossiblesolutionsyouhavethoughtofthatcouldhelptoavoideachofthedysfunctions.
[leadgroupdiscussionofsolutionstothedysfunctions;allowabout3minutes]
Whenweconsiderboththedysfunctionsandthepossiblesolutions,acommontraitof
organizationalperformanceemerges.

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Slide 8: (0:49) The Principle

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TheFiveDysfunctionsofaTeamidentifiesanegativepatternthatunderminestheeffective
performanceofmanyteams.Whatyouwanttoknow,ontheotherhand,iswhatyoushouldbe
doinginordertohaveahighlyeffectiveteam.
Throughouttheengage!program,youwilllearnthattheanswertothedysfunctionsis
Relational Effectiveness.
RelationalEffectivenessisfarmorethansimplygettingalongwellwithothersorbeingagood
toastmaster.RelationalEffectivenessisthecombinationofyourabilitytoestablishandmaintain
healthyrelationshipsandyourabilitytoworkaccountablywithinthoserelationshipssothatthe
rightthingsgetdonetherightway.WelldiscussthetwosidesofRelationalEffectivenessinmore
detailinafewminutes.

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Slide 9: (2:00) The Principle

Time
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VideoTime 0:00
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TotalTime 6:00
LearningTask8: FalseSolutions
Shareanexperiencewhenthesolutionattemptedeithermadenodifferenceoractuallycreatednew
problemswithintheorganization.
LearningTask9: REDOPReaction
WriteinyourJournalyourpersonalthoughts(positive,negative,orotherwise)aboutthebasicpremiseof
RelationalEffectivenessdrivesOrganizationalPerformance.
Thefoundationfortheengage!program
isasimplepremise:Relational
EffectivenessdrivesOrganizational
Performance.
Manyorganizationstrytoimprove
theirOrganizationalPerformanceby
implementingnewpoliciesand
procedures,cuttingcosts,boosting
spending,reducingemployees,having
hiringfrenzies,creatingnewproducts,
narrowingproductlines,andattempting
ahostofotherstrategiestogetan
organizationfrommediocreorfailingtohighperformance.Theproblemwiththesestrategiesisthat
theyaregenerallyshorttermandverynarrowlyfocusedononeparticularaspectofOrganizational
Performance.
Whowouldbewillingtoshareanexperiencewhenthesolutionattemptedeithermadeno
differenceoractuallycreatednewproblemswithintheorganization?
Theengage!approachtoOrganizationalPerformanceisdifferent.Peoplehaveideas;not
Organizations.Peoplecompletetasks;notOrganizations.Peopledesignproducts,processes,
marketing,accountsandalltheotheringredientsthatmakeupthebusinessofanorganization.You
couldsaythatbusiness is simply the busyness of people.
Sincepeopledoalltheactionwithinanorganization,itmakessensethatRelational
EffectivenessdrivesOrganizationalPerformance(andnottheotherwayaround).Whenthepeople
inanorganizationareabletogetalong,effectivelyshareideasandconsistentlydelivervaluetothe
customer,theOrganizationalPerformancethatresultswillcauseotherstoask,Whatarethey
doingright?
Atthispoint,someofyoumaynotbeentirelyconvincedofthispremise.Takeaminutetowrite
inyourJournalyourpersonalthoughts(positive,negativeorotherwise)aboutthebasicpremiseof
RelationalEffectivenessdrivesOrganizationalPerformance.Attheendoftheprogram,youcan
reviewwhatyouwrotetodaytoseeifyoustillfeelthesameway.

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Module 2. The Two Impacts

Slide 10: (0:40) The Principle
Time
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TotalTime 2:40

LearningTask10: RelationalEffectivenessandYourJob
WriteinyourJournalsomewaysyouthinkincreasingyourRelationalEffectivenessmighthelpyouwith
yourjobperformance.
LearningTask11: KeyTakeaway
IdentifyakeytakeawayfromThePremiseModule.
Theengage!programisdesignedtoteachyoufivekeyskillsthatwillhelpyouimproveyour
RelationalEffectivenessandmakeapositivecontributiontoOrganizationalPerformance.
ThefiveskillshelpyoutoimprovecontinuallyinRelationalEffectivenessandkeepyourfocus
onRelationalEffectivenesswithoutbeingdistractedbydeceptiveOrganizationalPerformance
shortcuts.
Beforewemoveon,takeaminutetowriteinyouJournalsomewaysyouthinkincreasingyour
RelationalEffectivenessmighthelpyouwithyourjobperformance.
WriteinyourJournalakeytakeawayyougainedfromourdiscussionofthepremise:Relational
EffectivenessdrivesOrganizationalPerformance.

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Slide 11: (0:17) The Two Impacts

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TherearetwosidestoRelationalEffectiveness.Healthyrelationshipsarekeytobuildinghealthy
organizations;however,happyorganizationsthatneveraccomplishanythingdontstayin
businesslong.Wetendtocallthoseorganizationshobbiesorclubs.

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Slide 12: (0:47) Emotional and Functional (The Two Impacts)

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ThetwosidesofRelationalEffectivenesscanbeseenasattributesofthetwowordsthemselves.
Relationalinvolvesrelationshipsandalltheexperiences,opinions,feelingsandother
complexitiesthatcomewiththem.TheimpactthatfocusesonRelationalistheEmotionalImpact.
Ineveryrelationshipandencounter,thecircumstancesandbehaviorshaveanemotionalimpacton
everyoneinvolved.
Effectivenessinvolvesperformance.Theworditselfpointsoutthattobeeffective,youmust
haveaneffect.TheimpactthatfocusesonEffectivenessistheFunctionalImpact.Inevery
relationshipandencounter,thecircumstancesandbehaviorshaveafunctionalimpactoneveryone
involved.

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Slide 13: (0:25) The Glitch Video

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TotalTime 7:24

LearningTask12: GlitchVideoReaction
WriteinyourJournalyourthoughtsontheEmotionalImpactsandFunctionalImpactstakingplaceinthe
videoclip.
LearningTask13: GlitchVideoGroupDiscussion
Discusswiththegroupyourobservationsfromthevideoclip.
Whileyouwatchthisvideoclip,writeinyourJournalyourthoughtsontheEmotionalImpactsand
theFunctionalImpactstakingplace.
[watchvideoclip]
WhowouldliketosharetheirobservationsontheEmotionalImpactandFunctionalImpactissuesin
thevideo?Howdidtheconsultantsinthevideoclipaddress(orfailtoaddress)theEmotional
ImpactandFunctionalImpactoftheglitch?
[leadgroupdiscussion;allowabout2minutes]

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Slide 14: (0:27) The Impact Preference

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ThetroublewithRelationalEffectivenessisthatwetendtopreferoneimpactovertheother.
Sometimes,thispreferenceisinthemoment.Often,ourtemperamentandpersonalitynudge
usinfavorofpreferringoneimpactovertheother.Thispreferenceisofteneasiertodetectinthe
negativebyconsideringwhichaspectofarelationshiporencounteryoufindthemostpersonally
annoying:emotionalorfunctional.

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Slide 15: (1:13) The Impact Preference

Time
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TotalTime 5:13
LearningTask14: WhichImpactDoYouPrefer?
IdentifywhichimpactyoutendtopreferandwriteitinyourJournal.
LearningTask15: ImpactPreference:SawthatComing?
Identifyamomentinyourlifewhenyournonpreferredimpactcausedconsequencesyoudidnotexpect.
LearningTask16: BalancingBothImpacts
Identify(andwriteinyourJournal)somepositivebenefitsthatyoubelievewilloccurifyouimproveyour
abilitytobalancebothimpacts.
LearningTask17: KeyTakeaway
IdentifyakeytakeawayyougainedfromtheTwoImpactsModule.
IfyouarefamiliarwiththeDISCassessment,it
willmakesensethatindividualsscoringhighest
asDorCinthatassessmenttendtopreferthe
FunctionalImpactovertheEmotionalImpact
duetotheirpreferenceofTasksoverPeople.
Ontheotherhand,individualsscoringhighest
asIorStendtoprefertheEmotionalImpact
duetotheirpersonalpreferenceforPeople
overTasks.
Takeaminutetoidentifywhichimpact
youtendtoprefer.Writeyourpreferencein
yourJournal.
[allow1minute]
Understandingournaturalpreferencesisjustafirststep.Wemustalsoputeffortintoconsidering
thevalidityandimpactofnonpreferredattributesinordertoimproveRelationalEffectiveness.
Thinkofatimewhenyournonpreferredimpactcausedconsequencesyoudidnotexpect.
WritedownthismemoryinyourJournal.
[allow1minute]
InyourJournal,identifysomepositivebenefitsthatyoubelievewilloccurifyouimproveyourability
tobalancebothimpacts.
[allow1minute]
InyourJournal,writedownakeytakeawayyougainedfromourdiscussionoftheTwoImpacts.
[allow1minute]

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Module 3. The Logic Model

Slide 16: (0:58) Intro Comments (The Logic Model)
Time
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TotalTime 5:58

LearningTask18: StatedGoalsvs.ActualGoals
Shareanexperiencewhenanorganizationhadastatedgoalbutallofitsactivitieswereaimed
somewhereelse.
ZigZiglaroncesaid,Youhitwhatyouaimat,andifyouaimatnothingyouwillhititeverytime.
Whileaimingatnothingiscertainlyaproblem,amorecommonproblemwithinorganizationsis
aimingatthewrongthing.Whenanorganizationsaysthatitsmostvaluableassetsareitspeoplein
themiddleoflayoffsdesignedtocutcosts,itlookstotherestoftheworldthatthetargetissaving
moneyandnottakingcareofpeople.
Cananyoneshareanexperiencewhenanorganizationhadastatedgoalbutallofitsactivities
wereaimedsomewhereelse?
[allow12minutes]
TheLogicModelisatoolusedbymanybusinesses,nonprofitorganizationsandprivatefoundations
toarticulatehowtheyaremakingadifferenceinthemarket,thecommunity,andtheworld.This
modelhelpstoclarifywheretheorganizationneedstoaimtoaccomplishtheirdesiredgoalsand
objectives.Hereshowthemodelbreaksdown.

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Slide 17: (1:34) The Logic Model Overview

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LearningTask19: DescribetheLogicModel
WriteashortdescriptionofeachcomponentoftheLogicModelusingyourownwordsinyourJournal.
AswegothrougheachofthecomponentsoftheLogicModel,writeashortdescriptionofeach
componentusingyourownwordsinyourJournal.
Inputsaretherawmaterialsthatgointoaprogramorprocess.Thiscanincludelabor,parts,
materials,intellectualproperty,oranythingelseneededtostarttheprocess.
TheActivityistheworkthattheorganizationwilldoontheInputs.ThisisthestepwhereValue
isaddedtotheInputssothattheOutputisworthmorethantheaggregatevalueoftheInputs.
TheOutputistheendresultoftheActivity.Anoutputcanbeacertificateofcompletion,an
assembledproduct,asoftwareapplication,oranythingdeliverableresultingfromtheActivity.
TheOutcome,ontheotherhand,istheresultoftheOutputinthehandsoftheconsumers.Put
anotherway,theOutcomeistheresultthecustomerswantbuttheOutputisthetooloringredient
thecustomersneedtoachievetheirwant.
TheImpactistheeffecttheOutcomehasonotherpeople.IftheOutcomeofCPRtrainingis
thatyouareabletoappropriatelyreactinamedicalemergency,thentheimpactwouldbethat
anotherpersonslifeissaved.Impactisallaboutlongtermeffectsbeyondtheinitialpeople
involvedintheActivity.
Now,letsapplytheLogicModeltotheengage!program.

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Slide 18: (0:27) Input

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LearningTask20: IdentifyYourBackground
Identify(andwriteinyourJournal)theexperiences,skillsandexpertiseyoubringwithyoutotheengage!
program.
Forpurposesoftheengage!program,youaretheInput.
Thisprogramisdesignedtotakeparticipantsinandhelpthemnavigatethestepsinthe
programtoemergeontheothersidewithnewtoolsandskills.
TakeaminutetowriteinyourJournaltheexperiences,skillsandexpertiseyoubringwithyou
totheprogram.Theseexperiences,skillsandexpertiseareallpartoftheInputfortheengage!
program.
[allow1minute]

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Slide 19: (0:13) Activity

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TheActivityistheengage!programitself.
TheJournal,theEvents,andalltheotheractivitiesthatwilltakeplaceoverthecourseofthis
programareallpartofthelargerActivity.

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Slide 20: (0:24) Output

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Theengage!programisdesignedintentionallyandspecificallytoteachyoufivecoreskillsandto
helpyoubeginincreasingyourproficiencyinthoseskills.Eachskillhasafourstepprocessthat
servesasatooltohelpyouwiththatskill.Welltalkmoreaboutthefiveskillsinafewminutes.
WhatmattersfornowisthatthefiveskillsaretheOutputoftheengage!program.

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Slide 21: (0:21) Outcome

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TheOutcomefortheengage!programisincreasedRelationalEffectiveness.Ifyoucompletethis
coursewithincreasingproficiencyinthefiveskills,youwillbegintoexperienceimprovementin
yourrelationships.ThisOutcomeiskeytotheengage!programbecauseitisthekeytoachieving
theImpactnearlyeveryorganizationwants.

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Slide 22: (1:40) Impact

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LearningTask21: WhichFocusIstheRightFocus?
Discussasagroupwhytheengage!programfocusesonimprovingRelationalEffectivenesswhenthe
ultimategoalisOrganizationalPerformance.
LearningTask22: HowWilltheLogicModelHelpYou?
WriteinyourJournalhowusingtheLogicModelmighthelpyoumovingforward.
LearningTask23: HowWillGreaterRelationalEffectivenessHelpYou?
WriteinyourJournalhowaimingforimprovedRelationalEffectivenessmighthelpyouincreaseyour
personalperformancemovingforward.
LearningTask24: KeyModuleTakeaway
IdentifyakeytakeawayfromtheLogicModelModule.
Mostorganizationssaytheywanttoimprove
OrganizationalPerformance.Whetherornotthey
actuallyaccomplishthatgoaldependsonhowthey
approachthetask.
Theengage!programisdesignedspecificallyandintentionallywiththeultimategoalof
improvingOrganizationalPerformance.ThisistheImpactoftheprogramthatisachievedby
accomplishingtheOutcomeofimprovingRelationalEffectiveness.
IfourultimategoalisincreasedOrganizationalPerformance,whydoyouthinktheengage!
programfocusesonimprovingRelationalEffectiveness?
[allow12minutes]
UnderstandinghowtheLogicModelappliestotheengage!programhelpsustoavoidacritical
mistakemadeinmostcorporatetraining.InordertoachievetheImpactofincreasedOrganizational
Performance,wemustfocusourattentiononachievingtheOutcomeofincreasedRelational
Effectiveness.IncreasingOrganizationalPerformancecannotbeaccomplisheddirectlyand
immediately.
Ifanorganizationwantstoimproveitsperformance,itmustfocusitseffortsonRelational
Effectiveness.IncreasesinRelationalEffectivenessdriveincreasesinOrganizationalPerformance.
Thus,RelationalEffectivenessistheimmediategoalthatwillresultintheultimategoalof
OrganizationalPerformance.
TakeaminutetowriteinyourJournalhowusingtheLogicModelmighthelpyoumoving
forward.AlsoidentifyhowaimingforimprovedRelationalEffectivenessmighthelpyouincrease
yourpersonalperformancemovingforward.
[allow12minutes]
WritedowninyourJournalakeytakeawaythatyougainedfromourdiscussionoftheLogicModel.
[allow1minute]

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Module 4. The Five Skills

Slide 23: (0:15) Intro Comments (The Five Skills)
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AtthecenteroftheLogicModelfortheengage!programistheOutputofTheFiveSkills.Forthe
nextseveralweekswewillbediscoveringeachoftheseskillstogetherandacquiringthetools
neededtoimprovethoseskills.

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Slide 24: (0:54) The 3 Cs

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LearningTask25: WhentheProblemisCharacterorChemistry
Sharewiththegroupanexperiencewhenateamofhighlycompetentindividualsstruggledtosucceed
duetoaproblemwitheithercharacterorchemistry.
BillHybelsandtheWillowCreekAssociationutilizethreeCswhenaddingpeopletotheirteam.
TheThreeCsareCharacter,ChemistryandCompetence.AsHybelsexplainsit,youhavetofinda
goodfitwithallthreeoftheCswhenaddingamembertoyourteam.
Ifwevisualizethe3Csasintersectingcircles,agoodadditiontotheteamwouldfallinthe
centerwhereallthreecirclesintersect.
Cansomeoneshareanexperiencewhenateamofhighlycompetentindividualsstruggledto
succeedduetoaproblemwitheithercharacterorchemistry?
[allow12minutes]
Theconceptofthe3Csisalsoimportantforpersonaldevelopment.Weshouldallbecontinually
growingandimprovinginourCharacter,ourChemistrywithothers,andourCompetence.Easyto
say,butoftenveryhardtodo.

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Slide 25: (0:33) The Skills

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Whenweconsidertheskillsneededforcontinualimprovementofbothindividualsontheteamand
theteamasawhole,therearethreeskillcategoriesthatemerge.
TherearePersonalSkillsthateachindividualmustdeveloponacontinualbasis.Thereare
TeamSkillsthattheteamasawholemustdevelop.InbetweenthesetwocategoriesistheImprove
Skillthatinvolvestheabilityofindividualstogrowaswellastheabilityofteamstointeractinways
thatwillstimulategrowthinalloftheteammembers.

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Slide 26: (0:41) The Skills

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LearningTask26: BadTeamBuildingExercises
Sharewiththegroupanexperiencewhenyouwentthroughateambuildingexerciseorseminarthathad
littlelastingeffectbecausetheindividualsinvolvedrevertedtooldhabits.
Theimportantpointwiththesecategoriesisrealizingthatwhereyouapplyyourattentionand
energymakesallthedifferenceintermsofultimatesuccess.
ManyorganizationsrealizetheneedforTeamSkillsandinvestmuchtime,treasureandtalent
inteamdevelopmentandteambuildingactivities.ThereisnothingwrongwithworkingonTeam
Skills.Ontheotherhand,workingonTeamSkillsprimarilywillresultinverylittlegrowthinthe
PersonalSkillsofteammembers.
Wouldsomeoneshareanexperiencewhenyouwentthroughateambuildingexerciseor
seminarthathadlittlelastingeffectbecausetheindividualsinvolvedrevertedtooldhabits?
[allow12minutes]

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Slide 27: (0:32) The Skills

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LearningTask27: ChangedHabits
Shareanexperiencewiththegroupwhenateamsperformanceimprovedduetochangedhabitsand
behaviorsinindividualteammembers.
Ontheotherhand,whentime,treasureandtalentisinvestedinthePersonalSkillsofeachteam
member,theultimatepositiveresultonTeamSkillsismeasuredasamultiple.Itisfarmoreeffective
andpowerfultobeginwithPersonalSkillsandworktowardTeamSkills.Foreveryonecrankofthe
PersonalSkillscog,thereisaquadrupleeffectbeingrealizedattheTeamSkillscog.
Wouldsomeonesharewiththegroupanexperiencewhenateamsperformanceimproveddue
primarilytochangedhabitsandbehaviorsinoneormoreindividualteammembers?
[allow12minutes]

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Slide 28: (1:33) The Skills

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LearningTask28: BetterListening,Discovery,Collaboration,Delegation
Discusshowbetterawarenessofselfandothersduetobetterlisteninganddiscoveryskillswillleadto
personalandteamgrowthwhichwillimprovecollaborationanddelegationwithintheteam.
Intheengage!program,wewillbeworkingonfiveseparateskillswithinthethreeskillscategories.
InthePersonalSkillscategory,wewilldeveloplisten!anddiscover!skillsasthefirsttwoskill
eventsintheprogram.ThesePersonalSkillswillhelpustoreapthebenefitoftheideasofothers
throughbetterlisteningaswellastoseasonourrelationshipsbylearningtotrulydiscoverourselves
andothers.
IntheTeamSkillscategory,wewilldevelopcollaborate!anddelegate!skillsinordertobe
moreeffectiveteammembersandteamleaders.Theseteamskillswillteachustocareenoughto
effectivelycollaborateaswellastodareenoughtoeffectivelydelegate.
Betweenthesetwocategories,wewilllearntoimprove!bygivingandreceivinggoodfeedback
thatbothaffirmsandchallengesourselvesandothers.Thisabilitytoimproveistheconnection
betweenPersonalSkillsandTeamSkillsbecauseitrequiresustobepersonallycommittedtoour
owngrowthaswellascorporatelycommittedtoencourageotherstobecomethebesttheycanbe.
Letstakeamomenttodiscussyourthoughtsonthisprogression.Howwillbetterawarenessof
selfandothersthroughbetterlisteninganddiscoveryskillsleadtopersonalandteam
improvement?Howwillpersonalandteamgrowthimprovecollaborationanddelegationwithinthe
team?
[allow5minutes]

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Slide 29: (0:47) Rules of engage!

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LearningTask29: HowWillPracticeHelp?
WriteinyourJournalhowpracticingthefiveskillsmightimproveyourRelationalEffectivenessandyour
personalperformancemovingforward.
LearningTask30: KeyModuleTakeaways
WriteinyourJournalakeytakeawaygainedfromtheFiveSkillsModule.
Tohelpusalongthewaywitheachofthefiveskills,wewilllearnaRuleofengage!foreachskill
thatwillserveasatooltoguideusinthedevelopmentofthatskill.ThefiveRulesofengage!areas
follows:
REAPtolisten!
SALTtodiscover!
LIVEtoimprove!
CAREtocollaborate!
DAREtodelegate!
WewilldiscusseachoftheRulesofengage!indetailintheeventsforeachofthefiveskills.
TakeaminutetowriteinyourJournalhowpracticingthefiveskillsmightimprovebothyour
RelationalEffectivenessandyourpersonalperformance.
[allow1minute]
WriteinyourJournalakeytakeawayyougainedfromourdiscussionoftheFiveSkills.
[allow1minute]

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Module 5. The Journey

Slide 30: (0:16) The Journey (Section Title Slide)
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Todayseventisthestartingpointforajourneywewillbetakingtogetherforthenextsixmonths.
Alongtheway,therewillbeindividualworktodo,dyadpartnermeetingsandotheropportunities
topracticeandreinforcethefiveskills.

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Slide 31: (1:12) The Personal Journal

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EachofyouhasaPersonalJournalthatwillbeyourmapandyourrecordofyourjourneythrough
theengage!program.YourPersonalJournalincludesthefollowingtypesofpages:
Quick Reference PagesThesepagessummarizekeypointsorprocessesandwillbenefityou
bothduringandaftertheprogramtorememberthesekeyconcepts.
Participant Guide PagesThesepageswillhelpyouwithnotetakingandwithcompleting
variouslearningtasksduringeachevent.ThereareParticipantGuidePagesinyourJournalforeach
ofthegroupevents,includingtoday.
Personal Journal PagesThesepagesareblankpageswhereyoucantakenotesorjotdown
observationsorquestionsatanypointduringyourjourney.Thesepagesareforyoutousein
whateverwayworksbestforyouasyoucontinuallyimproveinthefiveskills.
Dyad Meeting PagesThesepagesincludepreparedquestionsforyouandyourdyadpartner
todiscussduringyourweeklydyadpartnermeeting.Readingthesequestionsinadvanceofyour
dyadpartnermeetingandformulatingsomeresponseswillhelptomakeeachdyadpartnermeeting
arichandrewardingexperience.

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Slide 32: (0:58) Calendar

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Todayseventbeginsasixmonthjourney.Duringthenexttwoweeks,wewillestablishapattern
thatwillstayconsistentthroughtherestoftheprogram.
EveryWednesdayyouwillreceiveanemailthatoffersanencouragingwordorareminderofa
keyprinciplefromtheprogram.Theseemailsarecarefullywordedtobebriefandencouraging,so
pleasetakeamomenttoreadeachonewhenitcomes.OnMondayswhenthereisnogroupevent,
youwillreceiveanotheremail.
EveryFriday,youwillmeetwithyourdyadpartner.Thistimeisintendedtobeusedfor
discussingthequestionsinyourPersonalJournalandforsharingyourthoughts,questions,
concerns,andotherobservationsabouttheengage!programasawholeandaboutthefiveskills
specifically.
Throughouteachweek,therearequestionsand/orchallengesinyourPersonalJournalforyou
toconsiderandaddressonyourown.ThePersonalJournalPagesinyourJournalarethereprimarily
foryoutocaptureyourthoughtsonthesepointssothatyouhavearecordofyourjourneyalongthe
way.

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Slide 33: (0:48) Calendar

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Beginningintwoweekswiththelisten!event,thepatternwillshifttoafourweekcycle.Youwill
stillreceiveemailsonMondaysandWednesdays.Youwillstillmeetwithyourdyadpartneron
Fridays.
Duringthesecycleswhileweareexploringthefiveskills,thepersonalassignmentswillfocuson
eachstepinthefourstepprocessforthegivenskill.
Eachoftheskillshasafourstepprocessforyoutouseasatool.Forexample,thelisten!skill
usestheREAPtool.REAPisafourstepprocessandstandsforReceive,Echo,Appraiseand
Participate.Duringthelisten!skillcycleyourpersonalassignmentforthefirstweekwillfocuson
Receive.ThesecondweekwillfocusonEcho,andsoon.

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Slide 34: (0:43) Calendar

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Oncewehavecompletedthecyclesforthefiveskills,wewillwrapuptheprogramwithaReflection
EventandthreePracticeEvents.
TheReflectionEventwillbeaquickreviewofthecontentwevecoveredandwillguideyou
throughyourPersonalJournaltoidentifyandappreciatetheprogressyouvemadealongtheway.
ThePracticeEventswillbegroupsessionsduringwhichwewillutilizevariousgroupactivitiesto
practicethefiveskillsinscenariosthatrequiretheuseofmorethanoneskillatatime.These
activitiesaredesignedtobefunbutalsotohelpyouseehowfaryouhavecomewithmasteringthe
fiveskillsandhowtheyhaveimprovedyourRelationalEffectiveness.

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Slide 35: (0:22) Moving Forward

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LearningTask31: Yourengage!Expectations
WriteinyourPersonalJournalwhatyouexpecttogetoutoftheengage!Program.
LearningTask32: TakeawayfromthisEvent
WriteinyourPersonalJournalakeytakeawayfromtodayseventthatstandsoutforyou.
Todayseventisintendedtoanswerthequestion,Whyarewedoingthis?Itisalsointendedto
provideyouwithasummaryofwhatliesahead.
TakeamomenttowriteinyourPersonalJournalwhatyouexpecttogetoutoftheengage!
program.
Nowtakeamomenttowritedownakeytakeawayfromtodayseventthatstandsoutforyou.

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Insidebackcover
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<backcoverpage>







engage! : Introduction Facilitators Guide
2016AmbassadorEnterprisesLLC

SteveGardner,Director
AmbassadorEnterprisesPress
2845EastDupontRoad,FortWayne,IN46825
260.487.4000|http://AmbassadorEnterprises.com

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