SKITTLE SKUTTLE INTRODUCE YOURSELF YOUR ORGANIZATION YOUR ROLE

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SKITTLE SKUTTLE INTRODUCE YOURSELF, YOUR ORGANIZATION, YOUR ROLE 1. 2. RED – What do

SKITTLE SKUTTLE INTRODUCE YOURSELF, YOUR ORGANIZATION, YOUR ROLE 1. 2. RED – What do you want to do in 5 YEARS? GREEN – What is your biggest challenge leading a TEAM? 3. PURPLE – What do you like about your ROLE? 4. YELLOW – What is your DREAM JOB? ORANGE – WILD CARD (Tell us anything about yourself) 5.

Understanding Team Using MBTI =

Understanding Team Using MBTI =

MBTI Quick Facts Ø Ø Ø Build better relationships and gain better results Enhance

MBTI Quick Facts Ø Ø Ø Build better relationships and gain better results Enhance self-understanding Understand appreciate diversity (rather than just tolerate) Increase range and scope of communication MBTI provides an individual assessment used to determine innate preferences and assign a 4 -letter personality type (i. e. INTJ, ESFP, ENTP, ISFJ, etc. ) Where do I look to learn more? www. myersbriggs. org Many concepts, diagrams, and pictures were taken from the MBTI Presenting Types in Organizations, developed by David Freeman, Linda Kirby, and Nancy Barger

What do you mean by preference? Ø Write your name using your dominant hand:

What do you mean by preference? Ø Write your name using your dominant hand: ________________ Ø Write your name using your NON-dominant hand: ________________ We can all use both hands for writing, but one is natural, comfortable, automatic

MBTI Preferences – 4 Dichotomies l Where you direct your energy • Extraversion vs

MBTI Preferences – 4 Dichotomies l Where you direct your energy • Extraversion vs Introversion l How you gather information • Sensing vs i. Ntuition l How you make decisions • Thinking vs Feeling l How you deal with the outside world • Judging vs Perceiving

More about preferences… Preferences are not measured on a spectrum – either you prefer

More about preferences… Preferences are not measured on a spectrum – either you prefer this or you prefer that

What do E’s and I’s look like and do? Seek and value input from

What do E’s and I’s look like and do? Seek and value input from many Respond to external expectations Seek assistance actively Share things openly Seek group interaction Focus on breadth Start with actions Seek input from chosen few Focus on internal objectives Rely on inner resources Keep things to themselves Seek small group interaction Focus on depth Start with ideas

What do S’s and N’s look like and do? Enjoy practical conversations Use detailed

What do S’s and N’s look like and do? Enjoy practical conversations Use detailed description Move sequentially Prize specifics and realism Rely on and trust experience Confidence grows from repetition Use accepted ways of leading Notice specifics/facts Enjoy clever conversations Use metaphorical descriptions Skip around Prize hunches and insights Rely on and trust inspiration Confidence from innovation Try new ways of leading Notice subtleties/patterns

What do T’s and F’s look like and do? Start with a critique Examine

What do T’s and F’s look like and do? Start with a critique Examine conflict to find truth Business-like Want feedback to improve Apply policy consistently Seek efficiency Results-based Objective analysis Start with praise Avoid conflict to maintain harmony Sociable Want support for efforts Make exceptions to policy Seek dedication Consensus-based Subjective analysis

What do J’s and P’s look like and do? Use decisive words/fixed positions Dislike

What do J’s and P’s look like and do? Use decisive words/fixed positions Dislike being sidetracked Put work before play Value steadiness/thoroughness Act on set priorities Prefer to have control Make quick decisions Use hedging words/tentative possibilities Being sidetracked is interesting Combine work and play Value flexibility and adaptability Respond to opportunities as they arise Prefer to have freedom Avoid making decisions

What is Your Type? When you are in a situation that requires you to

What is Your Type? When you are in a situation that requires you to act out of preference for a long time, STRESS WILL RESULT

MBTI exercises to try with your team The Marshmallow Challenge http: //www. youtube. com/watch?

MBTI exercises to try with your team The Marshmallow Challenge http: //www. youtube. com/watch? v=H 0_y. KBit. O 8 M http: //www. ted. com/talks/tom_wujec_build_a_tower? language=en

GOAL SETTING Why is it important? Aligns Employees with the Vision, Mission, Standards of

GOAL SETTING Why is it important? Aligns Employees with the Vision, Mission, Standards of the Department and Facility How do you make a goal? S. M. A. R. T. Specific, Measureable, Attainable, Timed How do you make it happen? Leaders, Trainers, Veteran Employees, Team Leads, Supervisors to positive “coaching” techniques When do you start setting goals? Anytime you see an opportunity, team meetings, new hires, when your metrics indicate a decline, always in private.

COACHING Find the ball

COACHING Find the ball

COACHING RESULTS NO Feedback Negative Feedback Positive Feedback IS POWERFUL! When coaching your message

COACHING RESULTS NO Feedback Negative Feedback Positive Feedback IS POWERFUL! When coaching your message should be clear, positive and encouraging.

COACHING NOTE (optional)

COACHING NOTE (optional)

IDEAS FOR UNDERSTANDING and RECOGNITION Strengthsfinder 2. 0 by Tom Rath www. gallupstrengthscenter. com

IDEAS FOR UNDERSTANDING and RECOGNITION Strengthsfinder 2. 0 by Tom Rath www. gallupstrengthscenter. com

IDEAS FOR UNDERSTANDING and RECOGNITION The 5 Love Languages and The 5 Languages of

IDEAS FOR UNDERSTANDING and RECOGNITION The 5 Love Languages and The 5 Languages of Appreciation in the Workplace www. 5 lovelangues. com

THANK YOU! Enjoy the rest of your time at CAHAM Community Regional Medical Center

THANK YOU! Enjoy the rest of your time at CAHAM Community Regional Medical Center Regina Olvera, Outpatient Lab Supervisor rolvera@communitymedical. org Direct: 559 -459 -2714 Cell: 559 -776 -9337 Lynnette Bassett, Outpatient Lab Customer Service lbassett@communitymedical. org Office: 559 -459 -2771