Team Accountability – Workshop 10 (Debrief Part 3)
The Appleton Greene Corporate Training Program (CTP) for Team Accountability is provided by Mr. Teschner MBA BA Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Teschner is a transformational Leadership Coach and Trainer and Founder & CEO of VMax Group. VMax Group is a St Louis-based Leadership Development company specializing in teaching accountable leadership and high-performing teamwork to businesses across the globe. VMax Group has centered much of its signature training around the proper practice of Accountability. Real Accountability—positive, forward-focused Accountability centered around the process of taking Absolute Ownership for the outcomes the team achieves—is something Mr. Teschner and his team lived during their collective time as member of high-performance military teams. Now they’ve made it their mission to teach what they know to those who need to learn it.
A decorated graduate of the U.S. Air Force Academy, Air University, and the National War College, Mr. Teschner is also both a Distinguished Graduate and former F-15 Instructor at the USAF Weapons School – the Air Force version of “TOP GUN”. It was there that he honed his craft of teaching accountable leadership to the top practitioners in the world. Additionally, Mr. Teschner was privileged to command an operational F-22 “Raptor” squadron, flying America’s most advanced air supremacy platform. Mr. Teschner was ultimately honored to be promoted to the rank of full Colonel but retired early as a result of a battle with colon-rectal cancer. Mr. Teschner has over 20 years of hands-on leadership experience in High-Performance, High-Reliability Organizations and brings all of that experience with him wherever he speaks, teaches or coaches.
Mr. Teschner has a special way of connecting with his audiences, blending high-impact stories of fighter aviation and personal humility to achieve the intended outcome. In addition, his story of his personal fight with cancer serves as the launch pad for talks about humility, growth, motivation, and constant improvement. Mr. Teschner is the author of the #1 bestselling book, Debrief to Win: How High-Performing Leaders Practice Accountable Leadership, and released his newest bestselling book Aiming Higher: A Journey Through Military Aviation Leadership, a book co-authored with 4 other former Air Force pilots, in May of 2022. His next book, Building Resilience, is due out in the Spring of 2023.
MOST Analysis
Mission Statement
Here is where the team will apply all of their debrief learning as applied to several debrief examples, with feedback. Outcome: the team is comfortable and correct in executing the debrief methodology. Desired Learning Objectives: We understand how to apply “F-4” and “RAPTOR” to a real scenario.
Objectives
01. Root Cause: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Documenting: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Mission & Objectives: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Perceived Failure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Dangers of Success: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. 5 Whys: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Correction: departmental SWOT analysis; strategy research & development. 1 Month
08. Negative Causes: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Positive Causes: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Accountability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Application: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Root Cause: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Documenting: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Mission & Objectives: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Perceived Failure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Dangers of Success: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. 5 Whys: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Correction: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Negative Causes: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Positive Causes: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Application: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Root Cause.
02. Create a task on your calendar, to be completed within the next month, to analyze Documenting.
03. Create a task on your calendar, to be completed within the next month, to analyze Mission & Objectives.
04. Create a task on your calendar, to be completed within the next month, to analyze Perceived Failure.
05. Create a task on your calendar, to be completed within the next month, to analyze Dangers of Success.
06. Create a task on your calendar, to be completed within the next month, to analyze 5 Whys.
07. Create a task on your calendar, to be completed within the next month, to analyze Correction.
08. Create a task on your calendar, to be completed within the next month, to analyze Negative Causes.
09. Create a task on your calendar, to be completed within the next month, to analyze Positive Causes.
10. Create a task on your calendar, to be completed within the next month, to analyze Accountability.
11. Create a task on your calendar, to be completed within the next month, to analyze Application.
Introduction
In this workshop, we delve into the captivating world of one of Hollywood’s most memorable moments – the 2017 Academy Awards “Envelope Gate.” A night that was supposed to be a celebration of cinematic excellence turned into a moment of shock and intrigue as the wrong movie was announced as the winner for “Best Picture.”
Now, you might be wondering why we are revisiting this infamous moment from the Oscars. Well, as business leaders and professionals, there are invaluable lessons we can extract from this unexpected turn of events and apply them to our own companies.
The “Envelope Gate” offers us a unique opportunity to explore the importance of clear communication, the significance of preparation for unforeseen circumstances, and the value of fostering a culture of excellence within our organizations. We’ll dive deep into the root causes of the mistake and how it could have been prevented with effective planning and risk management.
Throughout this workshop, we’ll embark on an interactive journey, examining how businesses can learn from this high-profile error and enhance their decision-making processes, communication protocols, and crisis management strategies. We’ll explore practical takeaways that can be applied to our everyday professional lives to build more resilient, accountable, and successful teams.
So, let’s step into the spotlight of “Envelope Gate” and uncover the hidden gems of wisdom it offers. Get ready to explore how we can transform unexpected challenges into opportunities for growth and improvement in our businesses. Together, we will discover the power of learning from mistakes and embracing a culture that strives for excellence in all that we do.
’Envelopegate’ – What Happened?
The controversy at the 2017 Oscars, also known as “Envelopegate,” was a highly memorable and unprecedented incident that occurred during the 89th Academy Awards ceremony on February 26, 2017.
During the ceremony’s final award presentation for “Best Picture,” presenters Warren Beatty and Faye Dunaway took the stage to announce the winner. However, there was a major mix-up in the envelope handling process. The envelope they were handed contained the card for the previously announced category, “Best Actress,” which had been won by Emma Stone for her role in “La La Land.” Consequently, when Beatty opened the envelope, he seemed confused by the contents but showed it to Dunaway, who then announced “La La Land” as the winner for “Best Picture.”
The “La La Land” crew, including the producers and cast members, went up to the stage to accept the award and started giving their speeches. However, as they were in the middle of their acceptance speeches, it became evident that there was a mistake. The Oscars producers rushed to the stage and informed the “La La Land” team that they had not won “Best Picture” and that there was an error.
In one of the most awkward moments in Oscars history, it was clarified that “Moonlight” was the actual winner of the “Best Picture” award. The correct envelope was then brought forward, and the “Moonlight” team was invited to the stage to receive their award. The confusion led to a chaotic and emotional scene, with stunned reactions from both the “La La Land” and “Moonlight” teams, as well as the audience and viewers around the world.
The Academy of Motion Picture Arts and Sciences, the organization behind the Oscars, later released a statement explaining that PricewaterhouseCoopers (PwC), the accounting firm responsible for tabulating the Oscar ballots and safeguarding the results, had handed the wrong envelope to the presenters. PwC took full responsibility for the error and apologized for the mistake.
The “Envelopegate” incident became a significant topic of discussion and media coverage worldwide. It overshadowed much of the rest of the evening’s events and became a memorable moment in Oscars history. The incident led to changes in the way envelopes are handled during the ceremony to prevent similar errors in the future, ensuring the integrity and accuracy of the award announcements.
In this workshop, we will explore the importance of clear communication, the significance of preparation for unforeseen circumstances, and the value of fostering a culture of excellence within our organizations. We will dive deep into the root causes of the “Envelope Gate” and examine how it could have been prevented with effective planning and risk management.
Our Journey of Discovery:
Throughout our journey, we will embark on an interactive exploration of how businesses can learn from high-profile errors and enhance their decision-making processes, communication protocols, and crisis management strategies. We will examine practical takeaways that can be applied to our everyday professional lives to build more resilient, accountable, and successful teams.
The Power of Root Cause Analysis:
Our first stop is a comprehensive root cause analysis of the “Envelope Gate.” By understanding the series of ev