Learning Activity: Spoons

Purpose:
To provide a fast-paced review of a topic (such as Leadership or Project Management).

Materials:
One deck of cards for each small group (about one deck for up to six people)
Plastic spoons (one for every person in each small group, minus one spoon)

A deck of cards for each small group (about one deck of cards for each four or five people.)
One plastic spoon for each person in each group, minus one spoon. (For each group there is one less spoon than the number of people.)
Place the spoons in the center.
Deal six cards to each person
The person to the left of the dealer begins by drawing a card from the center. They either keep that card or discard it to the person on the left, or discard another card from their deckto the person on their left.
The object is to gather six cards in the same suite.
When you have six cards all in the same suite, grab a spoon.
Once a spoon has been grabbed, any one else can grab a spoon until there are no more spoons. This will leave one person without a spoon.
That person must now answer a question on the topic (Leadership, Project Management, Communication...) from a deck of question cards. If they answer the question correctly, they can continue to play. If they answer incorrectly, they retire from the game and one spoon is also retired (so that there is always one less spoon than the number of people playing.

Sample Leadership Questions:

Which is more powerful, transactional motivation (things that cost money) or internal motivation (things that make you feel good about yourself?)
Is leadership mostly about authority or is it about influence?
True or False: your personality type is who you are and how you must always be
Four core leadership strengths include clarity, courage, creativity, and ____________
In effective meetings, every agenda item must have a goal, and every agenda goal needs a ___________
To prioritize a workload, it helps to align your work with which of these: your mission, or, your boss's personality.

Comments

Better Than Average

You've seen the classic bell curve. The vast majority of the data points fall in the middle. That's just about average. Most performance, most people, most results, tend to be just about average.

That's not for you. That's not for me. High performance leaders work harder, communicate better, coach longer, and reach farther. Better than average.

Let's do that again today. Whatever you do, beat the average. Do better than average. Be excellent.

-- doug smith

Bring the Light

High performance leaders spend much of their time coaching their people. We coach so that our team members can learn to generate the energy and effort they need to do their best work. We coach so that our team members will light up. But, sometimes, the light within our team members wanes. Sometimes, they need a boost. Sometimes they need us to light the way for them.

Bring the light. Light the way. Keep them on track. Then, watch them shine.

-- doug smith

Where Is Your Team Headed?

Have you ever seen steps to nowhere?

Since I travel a lot, I occasionally see a building with stairs that appear to lead nowhere, at least no where safe. Access is only semi-blocked, so the danger exists even if the destination is sketchy.

Does your team have a destination? Have you updated your team's mission this year? Things are changing so quickly that what may have seemed important as recently as a year ago could be out of date now (or soon.) Is your team up to date? Do you have a vision for a vital future?

Avoid those stairs to nowhere. Plan a vital, energized, noble future for your team. Get them involved. Show them how a high performance leader leads.

-- doug smith

Video: One Thing Your Team Needs You To Do

Share What Motivates You

If we don't share what motivates us we shall certainly share what de-motivates us.

Energize yourself to energize your team.

-- doug smith

Should You Talk About Your Problem?

How often do you share your problems with other people? There was a time in my life when I kept everything to myself, considering it too personal and figuring that no-one had time to help me with my problems. But, you know what? Sometimes we share problems even when we don't share. People can tell. Problems effect performance. Problems effect service, Problems rob us of happiness and sap us of our energy. We need to solve our problems, not hide them.

You might not solve that problem by talking about it, but what if you did?

Centered problem solvers create dialogue. They listen and share in order to reach mutual understanding. The first step to mutual agreement on the solution to a problem is to understand the problem AND each other.

Got a problem? Talk about it.

-- doug smith

You Know About Assumptions

Assumptions are short cuts. Assumptions are lazy paths to uncertain places. Assumptions get us lost more often than they get us found.

You know about assumptions: don't make them.

Like many simple concepts, that's easier said than done and yet completely necessary. I'm so good at making assumptions and making things up that I have to constantly remind myself not to do it. The best habit to prevent assumptions is to ask questions. Clarify, clarify, clarify. Get the real facts. Discover the honest feelings. Clarify, confirm, test those assumptions!

Assuming you know means that you don't. Communicate better by asking.

-- doug smith

Should You Do a Team Building Event?

Team building is great and can be a true morale booster -- if your team is ready for it. If the team morale is already low, though, a team building event might be the last thing you need. How do you know?

Before scheduling a team building event, check to see how each team member would feel about it. That means spending time with each of them, one on one, to discover how things are going. How are the dynamics? Does everyone enjoy working on the team? What are the challenges and the issues?

You could even introduce some low risk team building activities into your regular meetings. You don't need a zip line or trust falls in the wilderness to get closer as a team. Sometimes, just a warm-up question before a meeting is enough to start the bonding. Questions like "if you could travel anywhere in the world, where would you go and why?" and "if money were no object, what would you do?" and "if you could make one fundamental, game-changing change to our business,…

Video: Regression to the Mean

Fascinating video on the impact of feedback on performance and how our expectations are often deceived. Is positive feedback more effective, or is negative feedback a higher impact to performance?

Refection Questions What do you think?

If regression to the mean (falling back or rising up to the average) is to be expected, which type of feedback do you think is more effective - negative or positive? Why is that?

The Royal Moves

Supervisors are asked to make more moves each day than a complicated game of chess. Sometimes you win, sometimes you lose, sometimes you end up in what feels like a stalemate. But you keep on pushing, you keep on growing, and you keep on growing.

Making the right moves, what I'd call the Royal Moves, requires training, experience, and an open mind. You need the open mind when the moves don't go exactly as you planned.

Are you making the royal moves?

Are your people growing, thriving, excelling, and delighting their customers?

Are you making the royal moves?

Is your own career developing in ways that challenge you and still bring a smile to your face? The royal moves keep you growing. It's deciding to plan more carefully so that the unexpected is not quite so unexpected. It's building the relationships that help you resolve inevitable disagreements. It's taking the time to coach your team members every day instead of letting administrative details pull you away. Th…

doug smith training

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