Is your team one of the 20% of High Performers, or one of the 80% that is settling for less?
If your team is struggling with:
Lack of trust.
Lack of transparency and collaboration.
Lack of buy-in on a cohesive purpose.
Lack of engagement.
Lack of focus of top priorities.
Lack of accountability.
The source of these problems is NOT a lack of training or skills. It is a lack of “Mental Fitness,” the ability to respond to life’s challenges with a positive rather than a negative mindset. Most training creates short-lived positivity that fizzles soon after the event. However breakthroughs in neuroscience and behavior management have revealed a proven process for bringing out the best in people consistently and bringing that increased resilience to their teams and their work.
You CAN create a team culture with:
Lower stress and higher fulfillment.
Higher retention of the best people.
Laser-like focus on the most important projects.
Increased sales and client satisfaction.
Improved relationships, trust, and collaboration.
Increase employee engagement and enthusiasm.
By focusing just 2% of your time each week, you can build the Mental Fitness of your team, create the high performing culture you need, and get the results you want in a way that brings deep fulfillment.
Apply for a strategy session with a team development specialist to create a plan to dramatically increase the impact of YOUR team.
Business Outcomes of the Positive Intelligence Program
MetLife trained salespeople outsold the control group by 37%.
In a UK restaurant group, higher competency resulted in 34% greater profit growth
Motorola recorded improved productivity in 93% of trained employees
Sanofi-Aventis Pharmaceutical salespeople with improved competency sold $55,200 more per month.
L’Oreal strength in these competencies resulted in $91,370 increase per salesperson.
Which Of These Symptoms Are You Seeing?
When triple-purpose is high
I am clear and inspired by how my participation in this team contributes to my growth and self-actualization.
We are inspired and committed to help each other grow in meaningful and lasting ways.
We are clear and inspired to have a positive impact on others both inside and outside our team.
When triple-purpose is low
This is just a job for me. My primary reason for being here is security and to pay my bills.
We’re each focused on our own selves. Each person’s deeper aspirations for growth and self-actualization is up to them.
We are just getting our tasks done. We are not looking to have an impact on others outside this team.
When earned trust is high
We acknowledge our own shortcomings and imperfections and ask each other for help.
We assume everyone has the best of intentions and work to gain clarity and understanding when an issue arises.
We know and care about each other as human beings, above and beyond our job roles.
When earned trust is low
We don’t admit to our own mistakes and failures and we blame others or circumstances.
We’re suspicious of each other’s intentions, worried they might be serving their own interests against ours.
Our interactions with each other is just transactional, limited only to our job roles.
When healthy conflict is high
We face conflicts openly in the team. We don’t hold back in expressing our disagreements or truths.
We air all conflicts with each other inside the team.
In debate or conflict, we attack the problem while doing our best to support the person.
When healthy conflict is low
We play it safe and withhold what we truly think or believe in order to avoid conflict.
We gossip regarding our conflicts behind each other’s backs.
In debate or conflict, we attack the person, resulting in judgement, defensiveness, or blame.
When mutual accountability is high
Within our team, we hold each other accountable for promised results.
Within our team, we hold each other accountable for how we conduct ourselves.
Team members show as much passion and concern for each others’ achievements, as their own.
When mutual accountability is low
We expect the team leader to hold members accountable for results.
We expect the team leader to hold members accountable for how they conduct themselves.
Team members are primarily concerned about their own results, not each other’s.
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