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Home My WebLink About20171109.tiffRESOLUTION RE: APPROVE AGREEMENT FOR PROFESSIONAL LEADERSHIP AND TEAM DEVELOPMENT SERVICES AND AUTHORIZE CHAIR TO SIGN - LOLINA, INC. WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS, the Board has been presented with an Agreement for Professional Leadership and Team Development Services between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, and Lolina, Inc., commencing upon full execution of signatures, and ending December 31, 2017, with further terms and conditions being as stated in said agreement, and WHEREAS, after review, the Board deems it advisable to approve said agreement, a copy of which is attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Agreement for Professional Leadership and Team Development Services between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, on behalf of the Department of Human Services, and Lolina, Inc., be, and hereby is, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said agreement. The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 24th day of April, A.D., 2017. BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST: d Sc jdo; A Weld County Clerk to the Board t� BY:� �. Board _ __ _1_ uty Clerk to the Board APPROV,E9 AS TO bounty Attorney Date of signature: Sl / 1 Julie A. Cozad, Chair Steve Moreno, Pro -T5 Sean P. Conway XCUSED v ke Freeman iJ arbara Kirkmeyer ec Hsocer ised G) ,'F /lo -/7 2017-1109 HR0088 PRIVILEGED AND CONFIDENTIAL MEMORANDUM DATE: April 3, 2017 TO: Board of County Commissioners — Pass -Around FR: Judy A. Griego, Director, Human Services RE: Weld County Department of Human Services' Professional Services Agreement for Leadership and Team Development Please review and indicate if you would like a work session prior to placing this item on the Board's agenda. Request Board Approval of the Departments' Professional Services Agreement for Leadership and Team Development. The Department is requesting a Professional Services Agreement with Lolina, Inc. to provide Leadership and Team Development activities. Kim Boyd, president of Lolina, will provide one-on-one coaching, leadership development and teambuilding activities for the Department's Organizational Integrity Division outlined in the attached contract and scope of work. The leadership development is in line with DHS Strategic Plan 2016 -2019, Goal I: Strengthen WCDHS workforce with targeted human capital management strategies. This agreement will focus on Objective 1B: Strengthen employee engagement and IC: Build leadership capacity at all employee levels. Kim Boyd has proven her ability as a professional throughout the strategic planning process, and we would like to expand the use of her services through this teambuilding activity. The maximum dollar amount for these services is $2,050.00 I do not recommend a Work Session. I recommend approval of this Agreement. Sean P. Conway Julie A. Cozad, Chair Mike Freeman Barbara Kirkmeyer Steve Moreno, Pro-Tem Approve Schedule Recommendation Work Session Other/Comments: 2017-1109 Pass -Around Memorandum; April 3, 2017 — CMS ID 1088 Page 1 1-tR©O8g t1 * ID88 WELD COUNTY AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN WELD COUNTY & LOLINA, INC. Leadership and Team Development THIS AGREEMENT is made and entered into this 24th day of April, 2017 by and between the County of Weld, a body corporate and politic of the State of Colorado, by and through its Board of County Commissioners, whose address is 1150 "O" Street, Greeley, Colorado 80631 hereinafter referred to as "County," and Lolina, Inc., whose address is 4835 Gibbs Avenue, Boulder, CO, 80301, hereinafter referred to as "Contractor". WHEREAS, County desires to retain Contract Professional as an independent Contract Professional to perform services as more particularly set forth below; and WHEREAS, Contract Professional has the ability, qualifications, and time available to timely perform the services, and is willing to perform the services according to the terms of this Agreement. WHEREAS, Contract Professional is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the services as set forth below; NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties hereto agree as follows: L Introduction. The teens of this Agreement are contained in the terms recited in this document and in Exhibit A which forms an integral part of this Agreement. Exhibit A is specifically incorporated herein by this reference. 2. Service or Work. Contractor agrees to procure the materials, equipment and/or products necessary for the Project and agrees to diligently provide all services, labor, personnel and materials necessary to perform and complete the Project described in Exhibit A. 3. Term. The term of this Agreement begins upon the date of the execution of this Agreement by County, and shall continue through and until Contractor's completion of the responsibilities described in Exhibit A. This contract may be extended annually upon written agreement of both parties. 4. Termination. County has the right to terminate this Agreement, with or without cause on thirty (30) days written notice. Furthermore, this Agreement may be terminated at any time without notice upon a material breach of the teens of the Agreement. 5. Extension or Modification. Any amendments or modifications to this agreement shall be in writing signed by both parties. No additional services or work performed by Contractor shall be the basis for additional compensation unless and until Contractor has obtained written authorization and acknowledgement by County for such additional services. 6. Compensation/Contract Amount. County agrees to pay an amount no greater than $2050.00, which is the amount set forth in Exhibit A. County will not withhold any taxes from monies paid to the Contractor hereunder and Contractor agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. 7. Independent Contractor. Contractor agrees that it is an independent Contractor and that Contractor's officers, agents or employees will not become employees of County, nor entitled to any employee benefits from County as a result of the execution of this Agreement. Contractor shall perform its duties hereunder as an independent Contractor. Contractor shall be solely responsible for its acts and those of its agents and employees for all acts performed pursuant to this Agreement. Contractor, its employees and agents are not entitled to unemployment insurance or workers' compensation benefits through County and County shall not pay for or otherwise provide such coverage for Contractor or any of its agents or employees. 8. Subcontractors. Contractor acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Contractor. Contractor shall not enter into any subcontractor agreements for the completion of this Project without County's prior written consent, which may be withheld in County's sole discretion. azio/ 7-//671 9. Ownership. All work and information obtained by Contractor under this Agreement or individual work order shall become or remain (as applicable), the property of County. 10. Confidentiality. Contractor agrees to keep confidential all of County's confidential information. Contractor agrees not to sell, assign, distribute, or disclose any such confidential information to any other person or entity without seeking written permission from the County. Contractor agrees to advise its employees, agents, and consultants, of the confidential and proprietary nature of this confidential information and of the restrictions imposed by this agreement. 11. Warranty, Contractor warrants that the services performed under this Agreement will be performed in a manner consistent with the standards governing such services and the provisions of this Agreement. Contractor further represents and warrants that all services shall be performed by qualified personnel in a professional and workmanlike manner, consistent with industry standards, and that all services will conform to applicable specifications. 12. Acceptance of Services Not a Waiver. In no event shall any action by County hereunder constitute or be construed to be a waiver by County of any breach of this Agreement or default which may then exist on the part of Contractor. Acceptance by the County of, or payment for, the services completed under this Agreement shall not be construed as a waiver of any of the County's rights under this Agreement or under the law generally. 13. Insurance and Indemnification. Contractor shall procure at least the minimum amount of automobile liability insurance required by the State of Colorado for the use of any personal vehicle. Proof of said automobile liability insurance shall be provided to County prior to the performance of any services under this Agreement. Professional Liability (Errors and Omissions Liability) The policy shall cover professional misconduct or lack of ordinary skill for those positions defined in the Scope of Services of this contract. Contract Professional shall maintain limits for all claims covering wrongful acts, errors and/or omissions, including design errors, if applicable, for damage sustained by reason of or in the course of operations under this Contract resulting from professional services. In the event that the professional liability insurance required by this Contract is written on a claims -made basis, Contract Professional warrants that any retroactive date under the policy shall precede the effective date of this Contract; and that either continuous coverage will be maintained or an extended discovery period will be exercised for a period of two (2) years beginning at the time work under this Contract is completed. Minimum Limits: Per Loss Aggregate $ 1,000,000 $ 2,000,000 14. Indemnity. The Contractor shall defend, indemnify and hold harmless County, its officers, agents, and employees, from and against injury, loss damage, liability, suits, actions, or claims of any type or character arising out of the work done in fulfillment of the terms of this Contract or on account of any act, claim or amount arising or recovered under workers' compensation law or arising out of the failure of the Contractor to conform to any statutes, ordinances, regulation, law or court decree. 15. Non -Assignment. Contractor may not assign or transfer this Agreement or any interest therein or claim thereunder, without the prior written approval of County. 16. Interruptions. Neither party to this Agreement shall be liable to the other for delays in delivery or failure to deliver or otherwise to perform any obligation under this Agreement, where such failure is due to any cause beyond its reasonable control, including but not limited to Acts of God, fires, strikes, war, flood, earthquakes or Governmental actions. 17. Compliance with Law. Contractor shall strictly comply with all applicable federal and State laws, rules and regulations in effect or hereafter established, including without limitation, laws applicable to discrimination and unfair employment practices. 18. Non -Exclusive Agreement. This Agreement is nonexclusive and County may engage or use other Contractors or persons to perform services of the same or similar nature. 19. Entire Agreement/Modifications. This Agreement including the Exhibit attached hereto and incorporated herein, contains the entire agreement between the parties with respect to the subject matter contained in this Agreement. This instrument supersedes all prior negotiations, representations, and understandings or agreements with respect to the subject matter contained in this Agreement. This Agreement may be changed or supplemented only by a written instrument signed by both parties. 20. Fund Availability. Financial obligations of the County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. Execution of this Agreement by County does not create an obligation on the part of County to expend funds not otherwise appropriated in each succeeding year. 21. Employee Financial Interest/Conflict of Interest — C.R.S. §§24-18-201 et seq. and §24-50-507. The signatories to this Agreement state that to their knowledge, no employee of Weld County has any personal or beneficial interest whatsoever in the service or property which is the subject matter of this Agreement. 22. Severability. If any term or condition of this Agreement shall be held to be invalid, illegal, or unenforceable by a court of competent jurisdiction, this Agreement shall be construed and enforced without such provision, to the extent that this Agreement is then capable of execution within the original intent of the parties. 23. Governmental Immunity. No term or condition of this contract shall be construed or interpreted as a waiver, express or implied, of any of the immunities, rights, benefits, protections or other provisions, of the Colorado Governmental Immunity Act §§24-I 0-101 et seq., as applicable now or hereafter amended. 24. No Third Party Beneficiary. It is expressly understood and agreed that the enforcement of the terms and conditions of this Agreement, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in this Agreement shall give or allow any claim or right of action whatsoever by any other person not included in this Agreement. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under this Agreement shall be an incidental beneficiary only. 25. Board of County Commissioners of Weld County Approval. This Agreement shall not be valid until it has been approved by the Board of County Commissioners of Weld County, Colorado or its designee. 26. Choice of Law/Jurisdiction. Colorado law, and rules and regulations established pursuant thereto, shall be applied in the interpretation, execution, and enforcement of this Agreement. Any provision included or incorporated herein by reference which conflicts with said laws, rules and/or regulations shall be null and void. In the event of a legal dispute between the parties. Contractor agrees that the Weld County District Court shall have exclusive jurisdiction to resolve said dispute. 27. Public Employment Retirement Program. Contractor is responsible for notifying Weld County of any previous participation in the Colorado Public Employee Retirement Program. Contractor must notify Weld county of the most recent employment for a PERA contributing employer. 28. Public Contracts for Services C.R.S. §8-17.5-101. Contractor certifies, warrants, and agrees that it does not knowingly employ or contract with an illegal alien who will perform work under this contract. Contractor will confirm the employment eligibility of all employees who are newly hired for employment in the United States to perform work under this Agreement, through participation in the E -Verify program or the State of Colorado program established pursuant to C.R.S. §8-17.5-102(5Xc). Contractor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement or enter into a contract with a subcontractor that fails to certify with Contractor that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement. Contractor shall not use E - Verify Program or State of Colorado program procedures to undertake pre -employment screening or job applicants while this Agreement is being performed. If Contractor obtains actual knowledge that a subcontractor performing work under the public contract for services knowingly employs or contracts with an illegal alien Contractor shall notify the subcontractor and County within three (3) days that Contractor has actual knowledge that a subcontractor is employing or contracting with an illegal alien and shall terminate the subcontract if a subcontractor does not stop employing or contracting with the illegal alien within three (3) days of receiving notice. Contractor shall not terminate the contract if within three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. Contract* shall comply with reasonable requests made in the course of an investigation, undertaken pursuant to C.R.S. §8-1,7.5-102(5), by the Colorado Department of Labor and Employment. If Contractor participates in the State of Colorado program. Contractor shall, within twenty days after hiring an new employee to perform work under the contract, affirm that Contractor has examined the legal work status of such employee, retained file copies of the documents, and not altered or falsified the identification documents for such employees. Contractor shall deliver to County, a written notarized affirmation that it has examined the legal work status of such employee, and shall comply with all of the other requirements of the State of Colorado program. If Contractor fails to comply with any requirement of this provision or of C.R.S. §8-I 7.5-101 et seq., County. may terminate this Agreement for breach, and if so terminated, Contractor shall be liable for actual and consequential damages. Except where exempted by federal law and except as provided in C.R.S. § 24-76.5-103(3). if Contractor receives federal or state funds under the contract, Contractor must confirm that any individual natural person eighteen (18) years of age or older is lawfully present in the United States pursuant to C.R.S. § 24-76.5-103(4). if such individual applies for public benefits provided under the contract. If Contractor operates as a sole proprietor, it hereby swears or affirms under penalty of perjury that it: (a) is a citizen of the United States or is otherwise lawfully present in the United States pursuant to federal law, (b) shall produce one of the forms of identification required by C.R.S. § 24-76.5-101, et seq., and (c) shall produce one of the forms of identification required by C.R.S. § 24-76.5-103 prior to the effective date of the contract. 29. Acknowkdgment. County and Contractor acknowledge that each has read this Agreement, understands it and agrees to be bound by its terms. Both parties further agree that this Agreement, with the attached Exhibit A. is the complete and exclusive statement of agreement between the parties and supersedes all proposals or prior agreements, oral or written, and any other communications between the parties relating to the subject matter of this Agreement. iN WITNESS WHEREOF. the parties hereto have signed this Agreement this 9'" day of March, 2017. CONTRACTOR: Lolina. Inc. By: Name: Kimberly Boyd, RN_ NP, ND Title: President Date March 9.2017 WELD COUNTY: ATTEST: da4/1/ZigO4 BOARD OF COUNTY COMMISSIONERS Weld C. n lerk to the B.arWELD COLN. N. COLOR DO BY: puty Cle j to the Board / /I��,; �tle A. Cozad. Chair 242017 020/7- //D 7 Exhibit A Weld County Department of Hunan Services Organizational Integrity Division Leadership and Team Development Scope of Work Option C Description Leadership Development with' StrcngthsF•tnder • Assessment Codes for individuals.* S15/person • 1:1, 1 -)lour Strengths Coaching Session (with 30 tninutek prep) • • ' Division Director X 2 coaching sessions o DoeumrntManageutcnf Unit Manager X2 coaching seasi•ns Total Proposed Team Development with StrengthsFinder for Document Management Unit • Assessment Codes fm -individuals.. 5t5/person • Team Talent M'ap for •Unit and unit and workshop preliataitdon nith al) materials included (l.5 trouts) • Strengtiu$F finder Leadership Development Workshop.4 3.0 Donn in person, plus 1•,5 hours travel, set-up and break -down (4.5 Flours) Total Proposed Team Development with Teton Emotional and Social intelligence. (l'ESL) • TE,4t Assesstnettt (up to 23 participants) • TES' Workshop (23 l:lours in person, plus 1.5 hours travel, set-up and break -down Tntnl.Proposed Flours Timeline TOD $15 S300 $30.0 5615 TBD• . S150 5450 $600 + TBD Codes 5300 S410 $650 J LA TBD Drs LOLINA Mere health nab:pre STRENGTHS FINDER SI Clifton StrengthsFinder 2.0 has become a popular tool for conducting team building at corporations and non- profit organizations around the globe with over 12 million people having taken StrengthsFinder to date worldwide. StrengthsFinder is an online assessment that helps individuals identify, understand, and maximize their unique combination of strengths. Unfortunately, many people tend to focus on;fixing their weaknesses instead of developing and using their strengths. In contrast, Gallup research brings to the forefront practical means for understanding, applying and integrating individual strengths for transformational ends such as better performance; increased work engagement and improved quality of life. Authors Tom Rath and Barry Conchie discovered in their research that there are four domains of leadership strength executing, influencing, relationship building, and strategic thinking -- and all are critical to the overall effective functioning of a leadership group. StrengthsFinder 2.0 will generate a report identifying the unique combination of the individuals' Top 5 Strengths. Each team members Top 5 Strengths will then be plotted on a Team Talent Map for a greater understanding of the strengths of a team. Ex[CUTING INFI UENCIN6 RELATI0Ha'IP 5JILD:Nc Peoplewith dominant Pomades thenws know how to make Niip happen. Peaplevit dominant InlMaang [Mows maw 1mw '0 lake dune, spookily, end make sue the mm is heard People with dooiawa Relationship Burka% finish= the ability la bad strongeladansidpa that eon halo team together and regale Ilan dada then Ihemm of its pits. Adaptability Connectedness Developer Empathy Hammy Meluder IndMdualbstlon Positivity Relator People %ibMldes t Scares hc%anki n themes help lama madder what moW be. They ducats mid analyze information that am bream beam daidma Achiever Arranger Beget Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer SeDJuourance Significance Woo Malydeal Context Futuristic ideation input lute/action Lamer Strategic How can StrengthsFinder 2.0 strengthen your leadership? • Increase self-awareness of personal strengths • Discover how to productively and authentically apply personal strengths • Understand and appreciate others' strengths • Form and maximize teams with well-rounded strengths • Help others affirm, develop and apply their unique strengths imberly Boyd )ROFILE hrough Lolina, Inc. -' a health care and ublichealth consultancy— I Work with lients to strengthen essential components 1 the health care system to achieve nproved population health. Vith nearly 20 years' experience, I have irovid'ed direct health care as a Registered lurse and Nurse Practitioner in hospital nd public health settings. Additionally, my aokginund includes leadership, ianagement and coaching roles, as well as trategic planning, program.development. nd evacuation. SOCIAL © www.linkedin.canlpub/kim-Boyd/6a/6o3/2a9/ #gingersnapboyd� EXPERIENCE Lolina, Inc. President Since 2012 Tri-County Health Department Nurse Program Manager, Chronic Disease Screening Prevention Nurse Practitioner Public Health Nurse Denver Metro, 2003-2012 Colorado Department of Public Health and Environment & Clinic QI Chart Reviewer Denver Metro, 2014 -current Boulder Community Hospital Registered Nurse Patient] Care Associate Boulder; 1995-2001 EDUCATION University of Colorado Anschutz Mediae' Campus Doctor of Nursing M.S. Women's Health Care Nurse Practitioner B.S. Nursing Denver, 2004 University of South Carolina B.A. Political Science Cognates in Philosophy & Business Columbia, 1992 LICENSURE > CO Registered Nurse License #124147 > CO Advanced Practice Registry • Nurse Practitioner • Clinical Nurse Specialist imberly Boyd EXPERTISE • Strategic Planning • Public Health Nursing :onsultation Public Health & Primary Care .inkages • Program Development, nplementation & Evaluation • Funding and Grant Aanagement • Leadership Development • Coaching & Mentoring • Public Speaking STRENGTHS • Strategic Thinking Execution & Implementation • Clinical Tool Development Relationship & Team Building DONTACT :l: 303.667.6061 mail: kim@lolina-health.com PROFESSIONAL ACTIVITIES ClinicNET, Inc. Vice President, Board of Directors Chair, Development Committee Regional Institute of Health & Environmental Leadership Advanced Leadership Training Program Graduate ALTP and APLP Coach & Coach Team Lead Public Health Nurses Association of Colorado Practice Council Chair Colorado Public Health Mentoring Program Lead Coordinator PROFESSIONAL AFFILIATIONS American Nurses Association Colorado Nurses Association American Public Health Association Colorado Public Health Association Public Health Nurse Association of Colorado RECENT PRESENTATIONS Mentoring Matters Public Health Nurses Association of Colorado March 2015 Local Public Health & Primary Care: Partnering for Positive Community Impact The Forum: Essential Perspectives for Safety Net Providers April 2014 Addressing Change & Conflict as a Public Health Nurse Public Health Nurse Association of Colorado February 2014 Clinic Guideline for HIV Screening in Colorado Public Health in the Rockies September 2014 Tell 2. Team Report TESL 2.0 Sample Team 2 Date: Wednesday, January 28, 2015 Facilitated by Marcia Hughes &James Terrell 303-271-0021 http://www.cgrowth.com COLLABORATIVE Growth® Copyrigkt © 2008-2016 CollaboratiUe Gk1 M. All:Rights Retervad Pilot Objectives: Outcome Measures: Increase in leadership self-awareness and goal setting for leadership growth Participant Leader will identify 3 goals for leadership growth based on StrengthsFinder assessment results and coaching Increase in Positive Leadership Performance Participants Leader will respond to a 3 -month post -pilot intervention survey to assess objectives Increase Leadership Efficacy Increase Individual Engagement Increase Effective Team Communication Team participants will respond to 3 -month post -intervention survey to assess objectives Increase Team Identity Increase Team Interdependence Increase Team Engagement Increase Team Stress Tolerance Recommendation regarding individual's engagement in leadership growth opportunities Contractor to provide general feedback regarding assessment and coaching Teams are the source of most of the productivity, creativity and reliability in organizations of all types. Work and renewal both succeed (or fail) on the basis of the whole team's emotional and social effectiveness. The TESI® Report provides a graphic display and description of the current levels of emotional and social intelligence in your team from the perspectives of the team members who completed the TEST Survey. The report offers unique insights and useful ways for understanding your current strengths and weakness as a team, and gives guidance for strategically choosing where and how to enhance those competencies. Through implementing this guidance your team will be poised to take action and achieve greater well-being and productivity. Emotional and Social Intelligence (ESI) reflects the ability of each team member well as the team acting in concert to recognize and manage your emotions and to recognize and respond effec- tively to those of others. It includes understanding your social community from the big picture point of view and the ability to direct change and to adapt to that change. Collaborative Intelligence ie the payoff for highly effective teams and their organizations. Collaboration is a composite, competency that emerges from the masterful use of the seven ESI competencies when they are skillfully used together. When your team collaborates, the team takes time to explore alternative answers and find a solution that integrates the wisdom of the team. It takes more time up front, because you invest in listening to one another, to thinking things through, and to coordinating the execution of your response with genuine respect for one another. Your self-discipline and collective intuition will make the future much easier to navigate because teams that coordi- nate their ESI competencies naturally act with collaborative intelligence. Mastering the behaviors of success requires team members to develop and utilize the seven core competencies measured by the TESI and shown in the outer ring of the Collaborative Growth team model. By applying these competencies the team builds trust, loyalty, empathy, and better decisions -- the four high value results mapped out in the middle ring of the team model. These in turn are prerequisite for gaining the long-lasting benefits - sustainable productivity and emotional and social well-being - that make a team profitable and a good place to work! Your Team's Emotional Intelligence From Emotional Intelligence to Collaborative Intelligence'", A Team Model Copyright o IOU?, CaaaSarnr:ee P eMA'81.I.C ,n/ night. Hemmed. J 1 Copyright ® 2006-2014 Collaborative Growth ®, LLC. All rights reserved. TESI is a registered trademark of Collaborative Growth. LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. TEST 2.0 Sample Team 2 Results Team Overview TEsT 2•a The TEST 2.0 Sample Team 2 team is pan of organization Sample Team 2 in the Government sector and has 6 participating members. Team members provided personal descriptive information about themselves that maybe used In the aggregate for further exploring the results without compromising the confidentiality of the individual, • A total of 6 team members participated In the assessment. • Where they provided their gender, 1 are male and 5 are female. • The average number of years that members are with the team is 3.3. • Team diversity was collectively rated as 6.8 out of 10. Effective Range 100 90 60 70 60 50 10 0 Team Identity Emotional Awareness Stress Tolerance Positive Mood N=6 Motivation Communication Confict Resolution Min 41 53 25 35 47 14 55 Max 98 95 98 98 95 98 96 Range 57 42 72 63 48 84 33 Team Avg 68 71 65 62 68 56 77 67 Team Emotional Comma. Stress Conflict Positive Total Identity Motivation Awareness Matron Tolerance Resolution Mood TE& Store Score Guide for the Bar Chart above 0-84 Law The Low or Learn to Strengthen Range is an area la develop. 65.85 Midrange The Mid or Effective Range is working for your team. 86-100 High The High Range is a team strength. if there is a high degree of variance, or range, between your scores in any scale, it can be interesting to explore the basis of the different perceptions. 2 Copyright ® 2006-2014 Collaborative Growth ®, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TEAM IDENTITY Team Identity is the foundational element that makes teams "click". When team members have been working together long enough with the intention to initiate, communicate, and accommodate, they build team intuition, which greatly leverages their power. Team members identify with the team by creating a personal relationship with each other and committing their efforts to the team's success, then each person on the team wants to be recognized as a member of the team. When team members are fully identi- fied with the team, it becomes a problem -solving organism that is larger than the sum of its parts. An additional part of team identity comes from the view of the team as a whole. It is the team's reputa- tion as a distinct unit with its own personality and credibility. Team identity is created through a sense of purpose, which originates from the team's mission and vision. It is strengthened through a genuine acceptance of each other, which increases with commit- ment to one another, the team and its purpose. That results in perceiving the team Ias a distinct entity and pride in the team. For teams to have a viable identity they must clarify roles and responsibilities. As identity strengthens, teams expand their resilience, including the recognition that sometimes things change radically and/or unexpectedly. This improves their flexibility and value to the organiza- tion by being responsive to change. �es . 2:0 ( Team Identity IDEAS FOR IMPROVING TEAM IDENTITY Your team results are midrange, which indicates the team is building its sense of d common purpose and clarity in roles and responsibilities. It is possible some members of the team are more identified with the team than others. Pride in the team is developing, but can still be improved. The team may want to explore how they are managing their image throughout the organization b9 reaching out to leaders in the organization and asking them for their impression of the team and itg successes. Strategies the team could apply for growth are: • Expand team members' buy -in through having the team work together to re -state the team's purpose regularly and confirm that the purpose is apparent in all assignments, expectations, and progress reports when conducting team meetings. • Clarity your roles, responsibilities, and mission and discuss them periodically; make changes as the team's function evolves. • Give the team a nickname, and create a physical expression of your team identity/image that reflects everyone's contributions. This could be a logo placed on a hat or t -shirt„ a design on an advertising pen, or on charts in a meeting room where you keep key information posted such as goals or strategies. 3 Copyright Cr 2006-2014 Collaborative Growth ®, LLC. NI rights reserved. esi 2.0 MOTIVATION Motivation is literally the heart of effective teamwork. It is the source of the Go -Power that enables the team members to pay their best attention and commit their best efforts hour after hour, month after month. Motivation is what makes meetings exciting and inspires innovation. It is literally the amount and quality of energy the team has at its disposal, and while all good leaders are motivating, motivated teams are equally self -motivating, and team- mates know how to help each other get out of a slump or pull through a long haul. When motivation is strong, team members know they want to add value through accomplishing their mission. Each team member will feel responsible for contributing their gifts to the collective results. Team motivation is exemplified by your team's commitment to activate its three essential resources of time, energy and intelligence - all of your intelligence - IQ and emotional and social intelligence. Teams tap into motivation via the internal state of each member - the mixture of these states from teammates forms the drive for the team to execute its plan of action. Optimism is a key ingredient of motivation. When teams consistently target the best that can happen and use positive self -talk they literally have. more resilient brains and bodies. Motivation is increased with a healthy combination of personal accountability and positive reinforcement. CMotivation IDEAS FOR IMPROVING MOTIVATION Your team results are midrange which indicates team members' feelings and behaviors are suffi- ciently well aligned in what you are attempting to accomplish that you are generating some synergy and building success with your work products. Your team is making progress and has great potential as you dial up team persistence, your commitment to your goals, and inspire each other to be inno- vative. Build a sense of both individual and team ownership in all your contributions and work products. Strategies the team could apply for growth are: • Expand the opportunities for innovation by giving members "free" time to think outside the box while also establishing a way to take ownership of their work. Recognize team members for new ideas they are exploring. • Use your competitive team spirit to encourage all team members to come up with strategies for improving the processes and relationships they impact most. Discuss all the ideas and then select some to begin implementing together. • Choose a new increment of value that would impress both your internal and extemal customers. It can be something small but something you can consistently deliver. (We always deliver an hour early!") Point this new feature out when you present your work product and tell your customers it is an expression of your commitment to quality and responsiveness. 4 Copyright © 2006-2014 Collaborative Growth ®, LW. All rights reserved. EMOTIONAL AWARENESS s • Sl 2M Two of the four cornerstones of Emotional Intelligence are based in awareness — awareness of what we are feeling plus awareness of what others are feeling. The other two cornerstones are under- standing and managing emotions. We need to understand what our emotional awareness is telling us about what causes the moods, emotions and behaviors that we or others are expressing. We also need to be able to manage our own emotional behavior and respond to that of others in such a way that they can maintain their resourcefulness rather than spiral down into the negative patterns that are not uncommon when humans are under stress. If a team is oblivious to the invisible currents of emotional energy that influence and; guide every human interaction, they will make some serious mistakes that won't be easy to correct, such as causing team members to withdraw or ignoring important information. The more aware of emotional energy teams are the more obvious it I becomes when something's getting stuck. Caring authentically about others' well-being is central to building trust, thus individuals who are less emotionally aware are also frequently the less trusted and thus less influential members of the team. Team emotional awareness is .demonstrated when mem- bers explore and reflect the emotional information received from one another. Members who have a rich awareness of an assortment of emotional behaviors and are more comfortable; and skillful in their use of emotions need to act as role models. These team members can gracefully respond, even to emotions of team members that feel challenging, by taking the high road. IDEAS FOR IMPROVING EMOTIONAL AWARENESS Your team results are midrange which indicates many of the team's members are aware of the emotional climate and actively support the current level of emotional engagement. The team has opportunities to grow its skills in noticing, understanding and responding to emotional energy. This can result in increased productivity through reducing conflict and expediting the process of coming to collaborative agreements. Strategies the team could apply for growth are: • Discuss the value of using the language pattern: "You feel_ because .1' in team meetings. You can insert many different emotion words in the first blank, such as you feel hopeful or worried. Demonstrate several examples and ask volunteers to give it a try. Reinforce all efforts regardless of how successful they are, and do not pressure those who are initially reluctant to participate. • Take time to debrief after a challenging project is completed and build awareness of the emotional responses of team members. Notice which responses supported success with the project and which emotions did not support success. • Make a list of feeling words that could be useful to describe emotional states that occur for team members in the workplace. Discuss how and when to use these words when working with each other and set a goal to do so. 5 Copyright O 2606-2014 Collaborative Growth ®, LLC. All rights reserved. eg' 2.0 COMMUNICATION Communication is what team members do to connect with each other so they can gauge how suc- cessfully their team is pursuing its goals and how satisfied each of their teammates feels in his/her efforts to meet their personal needs and desires. Effective communication is the mechanism for inclusion and coordination that enables teams to maximize their utilization of members' skills, knowl- edge, and motivation. Communication is closely tied with the successful use of all other TEST compe- tencies. For example, a key aspect to resolving conflict is effective communication, stress is often increased or mitigated through the interpersonal communication, and team identity is built by clear and insightful communication that establishes the team purpose and clarifies the roles of each member of the learn. Team members need to be agile with verbal and non-verbal communication. For example, if a team member is being rude to a customer, it will take significant skill to assist the team member in changing his/her communication approach. The goal is to stop the rude communication while maintaining connection with the team member and repairing the situation with the customer. This will draw on trust between team members to enable firm and direct instructions to the team member creating the problem, while helping him/her still feel respected and willing to learn how to improve. IDEAS FOR IMPROVING COMMUNICATION (Communication Your team results are low, which indicates that everyone is not being heard and that the accuracy and/or completeness of the information the team is acting on is compromised in some way. Commu- nication is strengthened when team members are honest with one another, can discuss sensitive matters frankly and give feedback both on what works and what doesn't. It is likely that your team will benefit from strengthening these behaviors. Encourage one another to speak up and make it safe or even commendable to do so. Strategies the team could apply for growth are: • Use the "I" message format for giving good feedback. "What I hear you saying is_ " Practice using your tonality to indicate that this is a question/guess on which you are seeking to gain their confirmation or correction. Express equal gratitude for whether you receive confirmation or correction. • Encourage everyone on the team to speak up and potentially create quiet space to encourage those who prefer to reflect for longer before they speak. Practice your patience by having a time- keeper mark out a 15 second period of silence between comments. You'll be surprised at the value that comes from this very brief period of reflection and from temporarily slowing the communication process down! • Practice taking time to engage your curiosity/intuition about what one another is saying before you respond. Copyright ® 2006-2014 Collaborative Growth ®, LLC. All rights reserved. • 4 �eSi 2.0 STRESS TOLERANCE Given the demands of today's 24/7/365 media driven environment, stress has an unavoidable impact on teams and their members. Even more challenging for many is the cost-cutting demand to "do more with less" that has exhausted many team members and reduced their resilienpe. The team needs a reservoir of energy and resources to draw on during challenging times to maintain its resil- ience. If your team is challenged much of the time, your reservoir is too likely to be empty and that situation is unsustainable. Stress tolerance is in part the ability to keep the world's parade of unpleasant surprises at arm's length. It's the set of capabilities that enables us to work with the right amount of creative tension without letting it go so far that it starts running the lives and ruining the health of teammates. Team members significantly influence one another's stress level; some stress is needed to stay sharp and engaged but it can easily become excessive. Together you can form effective strategies for tolerating an appropriate level of stress and changing circumstances when possible if the demands become overwhelming. Your results reflect your ability as a team to understand the types of, stress factors and the intensity impacting one another and the team as a whole. Teams manage their stress most effectively when they are also skilled in emotional' awareness, which will help your team calibrate to the needs of individual Team members. IDEAS FOR IMPROVING STRESS TOLERANCE Stress Tolerance Your team results are midrange, which suggests that the team is at least fairly attentive to issues of work/life balance and is sufficiently healthy to absorb unexpected challenges resiliently. Take time to ensure that team members, as well as the team as a whole, are finding healthy ways to manage stress. Enough good nutrition, rest and exercise, along with play and focused breathing are effective strategies for managing individual stress. You can bring these same strategies to the team with group activities and strengthen your positive mood as well. Building synergy among the TESI competencies will sharpen the team's capabilities and save time, thus reducing stress. Strategies the team could apply for growth are: • Use your empathy skills to let your teammates know that you realize when they are under pressure and that you support them. • Discourage downplaying the level of stress when it is a realistic concern. Invite team members to talk about stress management strategies that are working well for them. Encourage each individual to take care of him/herself as well as helping develop strategies that apply for the team as a whole. • When organizational expectations are genuinely unrealistic, the team needs to develop a way to present this information to higher levels of leadership. Every team member needs to be involved, and delivering this message effectively as a team may require significant rehearslal. Try a communi- cation pattern such as: "We want to successfully support our organization; however we can't do because . How should we approach solving this problem instead?" l 7 Copyright O 2006-2014 Collaborative Growth ®, LLC. All rights reserved. e '2.0 CONFLICT RESOLUTION Conflict resolution is a set of attitudes and behaviors that help us make the best creative use of disagreement. When a team is not able to tap that into that creativity, innovation and productivity suffer. No team can survive today without being able to find new solutions and new efficiencies to the increasingly complex challenges of the techno-global workplace and work pace. Conflict resolution draws on all of the six other team competencies more than any of the others. Emotional awareness establishes the ability of being able to read the emotions of a teammate (or a competitor) and that makes it much easier to understand what they want and why, and what the best way will be to help them get it - or communicate the bad news respectfully that it is not possible. Communication is critical to ensure that the message sent is the one that everyone receives. Identifying with team goals more than self-interest allows teams to evaluate proposals on their merits rather than personal needs. Teams need to be motivated to craft a durable resolution rather than "win" or be right at the expense of others. Stress tolerance helps team members be patient and resilient so they hang in through the difficult conversations and solve the matter at issue. Positive mood helps teammates stay optimistic and use humor effectively to lubricate things when they start to get stuck. Conflict is an opportunity for growth, but one that teams often have trouble embracing. When the team takes time to work through the differences in perspective, they often find more solutions are available than originally recognized. To do this the team must (1) take time, which means slowing down the discussion to build understanding, and (2) work through the differences by alternatively speaking up and listening. IDEAS FOR IMPROVING CONFLICT RESOLUTION Conflict Resolution Your team results are low, which suggests the team may be conflict averse or unable to discriminate between issues that focus on operational content and those involving emotions and behavior. Without this differentiation, team members may personalize conflict rather than separating personal preferences and behavior from the problem. Personal feelings and relationships are likely suffering due to a lack of respect and/or honest communication. When issues rise, they are likely to be avoided instead of addressed. This causes the team to get mired in conflict instead of generating creative solutions to new challenges. Strategies the team could apply are: • You are stuck. Acknowledge that you will have to go backward in order to move forward. Re- allocate some of the time and effort that are going into task completion and use your empathy skills and communication strategies to clarify what team members are feeling and expressing. • Perhaps bring in a facilitator and practice active listening while rooting out old concerns. If people are starting to feel personally attacked, reset the context of the discussion. Stop and check the effectiveness of your team work in terms of tasks and relationships to insure you stay on track and address the tough issues. • If a critical responsibility is not being met and blame and hostility are brewing, stop and brainstorm about possibilities with the agreement that the team is freely considering all its options. Or change to an issue that is easier to resolve and then come back once team members are more resourceful. 8 Copyright to 2006-2014 Collaborative Growth ®, LLC. All rights reserved. POSITIVE MOOD I " • �Sl 20 Positive Mood is a team competency largely composed of optimism, happiness, curiosity, zest and belief that the team's work makes a difference. Optimism is not a gift that just lucky] teams have, it is actually a capability that teams can practice and increase. There are times when taking appropriate risks in the workplace requires teams to be able to offset their skepticism and maylbe lighten their reality testing with an extra dose of positive expectation. Positive mood is strengthened when a team actively builds its hopefulness about future possibilities. Teams with a can -do attitude are more likely to be successful as they can persevere through challenges until they are successful. Happiness is a central characteristic of teams who can appreciate what they are doing today. Staying present and noticing what is working well builds engagement and a contagious atmosphere of appreciation that helps teams embrace opportunities and challenges without getting stuck in the mire of worry and tension. The science of positivity provides significant research on the benefits of a team's positive mood. The more positive teammates are with each other, the more overlap they will see between themselves and others and that leads to feeling more openness and connection. In turn, this increased connection leads to helpful responses among team members that builds trust and enhances appropriate risk -taking as team members learn they can rely on receiving considerate and supportive responses from one another. IDEAS FOR IMPROVING POSITIVE MOOD Your team results are midrange which suggests the team is maintaining and building its resiliency through its positive attitude, good humor, and sense of payoff from solving problems successfully together. You are making progress in developing your engagement i across the seven TESI competencies and can use your capabilities here to fine tune Positive how well you perform your ongoing tasks. Mood Strategies the team could apply for growth are: • Your attention may be too deeply focused on tasks. Step back and spend some extra time rebuil- ing the strength and flexibility of your relationships. Reconnect at the emotional level by having each team member fill in the blanks out loud for, "Right now we are feeling because • Practice referring to "we" instead of "I". Publically acknowledge each member's Contribution to every project and talk about the benefits of creating accomplishments as a tean+. Take more time to notice how your teammates are doing in balancing their workload and how much stress they are under. Use your empathy to encourage one another. Notice how this helps the team build trust. • Discuss all the things that could go right in the current project and what you feel hopeful about. Reinforce team enthusiasm to help it grow even stronger. Build positive attitudelby focusing all the team's creativity on generating new options that can help expedite the next step that needs to be accomplished in the current project. 9 Copyright © 2006-2014 Collaborative Growth ®, LLC. All rights reserved. TESI 2.0 Sample Team 2 pLv� 2.0 TEST® Report 11��77 Ratings of the Team's Emotional and Social Intelligence Based on Gender The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. a w CZ Learn to Strengthen 100 44tale .90 60 '70 60 50 40 30 20 I0 6 Team Identity Emdtional'Awarenses Stress Tolerance Fen itKrb Hood. 11=5 (Motivation Communication Cora* Resfilwon -�E-.Team I I i -. 1 I -�- I I t i j I I 1 Gender/Team Comparlson Team Motivation Emotional Conn- Stress Conflict Positive Toed TEST TESL Score Team Avg 6 68 71 65 82 68 56 77 87 Male 0 0 0 0 0 0 0 0 0 Female 5 71 77 68 65 71 59 77 70 •To protect anonymity any grouping with less than 3 members was intentionally left off. 10 Copyright ® 2006-2014 Collaborative Growth ®. LLC. TESI Is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 es]. 2.0 TEST® Report Ratings of the Team's Emotional and Social Intelligence Based on Age The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. ,) - <25. -*-25 - 31 - 1 - a>50 i i L f 10 '---.i_ to -am Wstsiy *fl t4atS Atvarattees StressTelerallcenfl• r Positive M900. N =6 itatividicn c i l tion canfil# t;esoluUon Age/Team Comparison' Na Team Identity Motivation Emotional Awareness Comma- icatlon Stress Tolerance 'Doglike Resolution Positive Mood Total TESI Score Team Avg 6 68 71 65 62 68 56 97 67 <25 0 0 0 0 0 0 0 0 0 25-30 0 0 0 0 0 0 0 0 0 31-40 0 0 0 0 0 0 0 0 0 41-50 3 65 71 56 66 65 47 71 62 >60 3 68 71 71 66 74 68 B3 71 TD 0 0 0 0 0 0 0 0 0 BB 3 68 71 71 65 74 68 183 71 GX 3 65 71 56 56 65 47 171 62 Cr 0 0 0 0 0 0 0 1 0 0 Traditionalists (TD) (TD), Baby Boomers (BB) (BB), Generation -X (GX) (GX) and Generation -v (Gy) (Gy) • To protect anonymity any grouping with less than 3 members was Intentionally left off. 11 Copyright O 2006-2019 Collaborative Growth ®, LLC. TE51 is a registered trademark of Co1labdirative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All'rights reserved. TESI 2.0 Sample Team 2 esi 2.0 TESI® Report Ratings of the Team's Emotional and Social Intelligence Based on Years with Team The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. too -c 90 03 30 so. re Ewe 7p W 60 so - 40 m c 30 m• 0 20 w co I0 0 Team Identify -EritglionelAwrenese Stress Toteretlee Peelers Wee. N = 5 Molivaion Communication, Conflict Resolution -Fny 1$y -7-1uv -r!=> I L____ 1 l 1_ i I I Years on Team/Team Comparison Team Identity MMotivatiConran-Awe Emolbnal Conran- Italian Stress Tolerance ConflIct Resolution PPositiveTobl Mood TEM Score Team Avg 6 88 71 65 62 68 56 77 67 <1y 0 0 0 0 0 0 0 0 0 16y 5 88 74 68 62 71 59 77 58 7-10y 0 0 0 0 0 0 0 0 0 .10y 0 0 0 0 0 0 0 0 0 *To protect anonymity any grouping with less than 3 members was intentionally left off. 12 Copyright ® 2006-2014 Collaborative Growth ®, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 le —S1.1 2.0 TEST® Report �J7 Your Rating of the Team's Emotional and Social Intelligence Member Five Dale: 1/282015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. ■ Team ■ Individual t: e r a C Co 0 N 0 J Team Identity Emotional Awareness Stress Tolerance- Positive Mood N = 6 Motivation ' CoMm nicetion Combat Resolution' I Individual/Team Comparison kTam Identity Motivation Emotional Awareness Comma- 'cation Suess Tolerance Conflict ResolutionMood Positive Total 9eme Team Avg 8 68 71 65 62 68 56 77 87 Sell 1 92 83 95 80 83 77 X80 84 13 Copyright CI 2006-2014 Collaborative Growth It, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All 'rights reserved. TESI 2.0 Sample Team 2 lest 2.0 TESI® Report ll .• Your Rating of the Team's Emotional and Social Intelligence Member Four Date: 1/28/2015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. m et C CC • 80 N C • 70 w Learn to Strengthen 0 Team Identity Emotional Awareness Stress Tolerance Positive Mood N= 6 Motivation Communication Cornet Resolution ■ Team • Mthvidual Individual/Team Comparison Pee Identity Motivation Motivation Emotional Awareness Comm. (cation Stress Tolerance I Conflict Resolution Positive Mood Total TBSf Score Team Avg 6 68 71 65 62 68 66 77 67 Self 1 62 68 68 59 68 53 77 65 14 Copyright ® 2006-2019 Collaborative Growth ®, LLC. TESI is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 Fro 2.0 TESI® Report L• 1 Your Rating of the Team's Emotional and Social Intelligence Member One Dale:1/28/2015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. ■ Team ■ Individual 100 90 9 to Co 80 t70 w 60 Learn to Strengthen 0 Team Identity Emotional Awareness Stress Tolerance Positive Mood N = 6 Motivation Communication Conflict Resolution' Individual/Team Comparison N= Team Identity Motivation Emotional Awareness Comm... Matron Stress Tolerance Conflict Resolution Positive Mood Total 7E81 Scan Team Avg 6 88 71 65 62 88 56 77 67 Self 1 98 95 98 98 95 98 98 97 15 Copyright ® 2006-2014 Collaborative Growth O. LLC. TES! is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 eg 2a0 TESI® Report Your Rating of the Team's Emotional and Social Intelligence Member Six Date: 1/28/2015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. ■ Team ■ Indwiduel Effective Range High Learn to Strengthen 0 Team Identity Emotional Awreness Stress Tolerance Positive Mood N= 6 Motivedon Communication Conl4ct Resolution Individual/Team Comparison N>• Team Identity Motivation Emotional Awareness Commit- Malian Stress ToleranceResolution Conflict Positive Mood Total TESIScore Team Avg 6 66 71 65 62 68 56 77 67 Sell 1 52 65 50 50 . 65 47 71 59 16 Copyright ® 2006-2014 Collaborative Growth ®, LLC. TESL is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and lames Terrell. Published by High Performing Systems, Inc. All rights reserved. TES12.0 Sample Team 2 r Sl 24 TEST® Report Your Rating of the Team's Emotional and Social Intelligence Member Three Date: 1/28/2015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. Effective Range High Learn to Strengthen 100 90 BO 70 60 SO 40 30 20 10 0 Tern Watddy Emotional Awareness Stress Tolerance Positive Wood N = 6 Motivation Communication Conflict Resdbdion� ■ Team a Yt3vtdtae Individual/Team Comparison N= Team Identity Motivation Emotional Awareness Comm- leaden Stress Tolerance Conflict Resolution Positive Mood I Total Tem Score Team Avg 8 BS 71 65 62 68 56 'rill 87 Self 1 d1 SS 26 35 47 14 '85 d2 17 Copyright ® 2006-2014 Collaborative Growth ®, LLC. TESL Is a registered trademark of Collaborative Growth, ICC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All 'rights reserved. TESI 2.0 Sample Team 2 rrell 2.0 TESI® Report Your Rating of the Team's Emotional and Social Intelligence Member Two Date: 1/28/2015 The following graph represents how you perceive the Team's Emotional and Social Intelligence and provides an opportunity to compare your perception to that of the Team average. m to C CC so 70 w Learn to Strengthen 0 Team Identity Emotional Awareness Stress Tolerance Positive Mood N=6 Motivation Communication Conflict Resolution ■ Team ■ Individual Individual/Team Comparison N= Team identity Motivation Emotional Awareness Condon. league Stress Tolerance Convect Resolution Positive Mood Total TEW Score Team Avg. 6 68 71 65 62 68 56 77 67 Sell 1 44 53 50 41 56 53 71 53 18 Copyright ® 2006-2014 Collaborative Growth ®, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 The Coach's Section TESI® Profile Validity Indices Three validity indices (Missing Items, Response Consistency and Response Conformity) are provided to al sist the coach in evaluating the psychometric validity of the team's responses to the TESI® questions. Missing Items To enhance the credibility of your team results, TESI®monitors the average number of items to which the participants have not provided a response for whatever reason. Missing Items Percentage for this team is: 0% If the number of missing items on average exceeds 6%, the results above may be deemed of questionable, validity. This is consistent with a 94% completion of all 56 statements in the TESI® Survey, which is set as the minimum requirement for the validity of the results. Response Consistency I Your team results are consistent and reflect.a healthy level of congruence in the answers by each team member. The TESI® survey has six pairs of items built in where the norm is to respond in a highly similar fashion. Deviation from thisresponse pattern is identified by the average Response Inconsistency Percentage: Response Inconsistency Percentage for this team is: 11.8% , I If the average exceeds 20%, the results above should be explored in more detail to determine if the members' opinions are. split based on some important reason. Response Confomtity The TESI® survey has ten items built in where the norm is to respond either fairly higher or fairly lower than average. Deviation from this response pattern is identified by the average Response Non -Conformity Percentage. Non -Conformity Percentage for this team is: 10% If the non -conformity in responding on average exceeds 15%, the results above should be placed in context. It means that the team has TESI® characteristics that are different from what we usually see. This needs to be taken Into consideration when you interpret your team's results. Overall Team Effectiveness Index The Overall Team Effectiveness Index (OTEI)is based on a comparison of the Overall Effectiveness rating (one question) and the Team Index (using 56 questions). If the OTEI exceeds 20%, the results should be explored in more detail to determine why the members' abstract rating of the team is out of alignment with the more concrete rating from the overall instrument. Overall Team Effectiveness Index for your team is: 17% Conclusion The TESI® Report provides a visual display of how emotional and social intelligence plays out in your terrain, through identified competencies of ESI that can serve as a useful guideline. Employee perspectives are presented as averages. • Facilitator Support The priorities for a team require review and discussion to lead to appropriate actions being identified and;carriedout. Many resources are available to support your success in facilitating the TESI: be sure to use the TESL Associate Resources at www.ElTeams.com, check out the FAQ on the home page and in the facilitator site: Marcia Hughes and James Terrell of Collaborative Growth®, LLC, the authors of the TESI®, are at your service to help you and your team accomplish your priorities. More information about how TESI can benefit teams in your organization can also be found in The Emotionally Intelligent Team, by Marcia Hughes and James Terrell, Jossey-Bass, 2007. Additionally, technical support for your online account is available from High Performing Systems, Inc., the publisher, by calling 706-769-5836 or by emailing support©hpsys.com. i 19 Copyright C 2006-2014 Collaborative Growth 5, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and lames Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 The Coach's Section Coach's Data Table Ne Team Identity Motivation Emotional Awareness Conlmn• leaden. Stress Tolerance Conflict Resolution Positive Mood Total TESI Score Teem Avg 6 68 71 65 62 68 56 77 67 Gender Male 1 44 53 50 41 56 53 71 53 Female 5 71 77 68 65 71 59 77 70 Ago- <25 0 0 0 0 0 0 0 0 0 25-30 0 0 0 0 0 0 0 0 0 31-40 0 0 0 0 0 0 0 0 0 41-50 3 65 71 56 56 65 41 71 62 > 50 3 68 71 71 65 74 68 83 71 TO 0 0 0 0 0 0 0 0 a BB 3 68 71 71 65 74 68 83 71 GX 3 65 71 56 56 65 47 71 62 GY 0 0 0 0 0 0 0 0 0 Yeats <1y 1 62 65 50 50 65 47 71 58 1-6y 5 68 74 61_ 62 71 59 77 68 7•tfly 0 0 aj 0 0 0 0 0 >10y 0 0 0 0 0 0 0 0 0 20 Copyright © 2006-2014 Collaborative Growth ®, LLC. TEST is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. An rights reserved. TESI 2.0 Sample Team 2 The Coach's Section Coach's Data Table tl' Team Identity Motivation Emotional Awareness Commit- Mallon sires. Tolerance 1 ConlBot I Resolution) Positive Mood Total Score Team Avg 6 88 71 65 62 68 58 77 87 indlvidual Member Five 1 92 83 95 80 83 7.7 80 84 Member Four 1 62 68 68 59 68 53 77 65 Member One 1 08 96 96 98 95 98 98 97 Member Six 1 62 65 50 50 65 47 71 59 Member Three 1 41 68 26 35 47 14 65 42 Member Two 1 44 53 50 41 56 53 71 53 21 Copyright ® 2006-2014 Collaborative Growth 4t, LLC. TESL is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All bights reserved. TESI 2.0 Sample Team 2 The Coach's Section Coach's Data Table Emotional Awareness 1 2 3 4 5 We pay attention to feelings within the learn. 0 0 3 1 2 We respect the feelings of team members- 0 1 I 3 1 We value all team members. 0 0 3 1 2 We share our feelings with one another. 0 2 2 0 2 We recognize when team members feel unhappy. 1 0 2 1 2 We are in lune with the feelings of each other. 0 1 2 1 2 We are aware of each others strengths and weaknesses. 1 0 2 1 2 We accept each other for who we are. 1 0 2 1 2 Conflict Resolution i 2 3 4 5 We deal with anger on our team. 0 2 2 1 1 Our disputes stimulate team productivity. 0 2 2 I I Our team members steer clear of getting even. 1 0 1 0 4 We constructively critique each others work. not the person. 1 2 2 0 1 We address negativity in the learn. 0 1 3 0 2 We sense when to switch lacks with one another. 1 1 2 1 1 We respect relationships when solving problems. 1 0 2 2 1 Our team members are willing to risk disagreement. 0 1 3 0 2 Communication 1 2 3 4 5 We get feedback from each other on what works. 0 1 3 0 2 We are honest with one another. 0 1 3 1 1 We thaws sensitive mavens frankly. 2 0 2 0 2 We encourage everyone on the team to speak up. 0 1 2 - 1 2 We share resources freely among team members. 0 0 2 2 2 We tell how we truly feel. 1 0 2 2 We have healthy competition among ourselves. 0 1 4 0 1 We listen attentively to each other. 0 0 4 1 1 Motivation 1 2 3 4 5 Ow team wants to add value. 0 0 1 2 3 Our team members lake ownership of their work. 0 0 1 3 2 Our team members feel responsible. 0 0 0 3 3 Our team members are free to mink outside the box. 0 0 1 3 2 Our learn radiates energy. 0 0 3 2 1 We inspire each other to be innovative. 0 0 5 1 0 We acknowledge the contributions of each other. 0 0 2 2 2 Our team goals are meaningful. 0 2 1 2 1 Positive MWid 1 2 3' 4 5 Our team continues to be hopeful when challenged. 0 0 1 3 5 2 1 Our team slays encouraged when under pressure. 0 0 0 Ow team members have a good sense of humor. 0 0 0 2 4 We enjoy working together. 0 1 2 2 1 Our team members step in for each other. 0 0 2 2 2 Our work makes a difference. 0 0 0 2 4 Our learn has a can do altitude. 0 0 1 a 1 We are eachclear on ounces. 0 D 2 3 1 22 Copyright 0 2006-2014 Collaborative Growth ®, LLC. TEST Is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and James Terrell. Published by High Performing Systems, Inc. All rights reserved. TESI 2.0 Sample Team 2 The Coach's Section Coach's Data Table Str.ss olorvdce - 1 2 3 4 s Ow team practices work -life balance. 0 0 2 2 2 Our learn recovers quickly from setbadis. 0 0 0 4 2 Our members feel safe within the learn. 0 0 4 0 2 We encourage good physical health. 0 0 2 2 2 Our team rewards positive behavior. 0 0 2 2 2 Our learn accommodalee individual drcumstances. • 1 0 1 1 3 Our team can challenge unrealistic workload expectations. 0 1 3 1 1 We manage our lime well. 0 1. 3 2 0 'ham Wildly' 1 2 3 4 5 The Image of our team matters to us. 0 0 i 1 2 3 Our team Is more Important Man its members. 1 0 I 2 1 2 We know what our team stands lot 0 2 j 2 0 2 We make everyone feel pan of this team, 0 1 1 2 1 2 We are proud to belong to this team. 0 0 j 3 1 2 Our loins members shift between leading and following. 0 0 ` 4 1 1 IWe value that we bong differences lo the team. 0 1 j 3 0 2 Our team grows from both easy and tough situations. 0 1 I 1 2 2 23 Copyright ® 2006-2014 Collaborative Growth it, LLC. TESI is a registered trademark of Collaborative Growth, LLC. Created by Marcia Hughes and lames Terrell. Published by High Performing Systems, Inc. All,rights reserved. Hello