Team Accountability – Workshop 2 (Discovering Team Purpose)
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.
If you would like to view the Client Information Hub (CIH) for this program, please Click Here
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
This is the Vistage workshop – our current core product – delivered over the course of 6 hours. Outcome: understanding of where we’re going. Tools: VMG Pre-workshop assessment. Desired Learning Objectives: We understand what Accountability truly is and how it’s practiced. We know the definition of both a Team, and a High-Performance Team. We understand the basic outline of the “F-4 Debrief” methodology. We understand the High-Performance Team Lifecycle. We understand Mission Command and Commander’s Intent.
Objectives
01. Purpose Driven: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Finding Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Bigger Picture: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Communicating Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Embed Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Engaged Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Shared Purpose: departmental SWOT analysis; strategy research & development. 1 Month
08. Individual Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Role Clarity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Goal Accountability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Purpose Overload: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Purposeful Leadership
: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Purpose Driven: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Finding Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Bigger Picture: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Communicating Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Embed Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Engaged Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Shared Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Individual Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Role Clarity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Goal Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Purpose Overload: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Purposeful Leadership: 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 Purpose Driven.
02. Create a task on your calendar, to be completed within the next month, to analyze Finding Purpose.
03. Create a task on your calendar, to be completed within the next month, to analyze Bigger Picture.
04. Create a task on your calendar, to be completed within the next month, to analyze Communicating Purpose.
05. Create a task on your calendar, to be completed within the next month, to analyze Embed Purpose.
06. Create a task on your calendar, to be completed within the next month, to analyze Engaged Purpose.
07. Create a task on your calendar, to be completed within the next month, to analyze Shared Purpose.
08. Create a task on your calendar, to be completed within the next month, to analyze Individual Purpose.
09. Create a task on your calendar, to be completed within the next month, to analyze Role Clarity.
10. Create a task on your calendar, to be completed within the next month, to analyze Goal Accountability.
11. Create a task on your calendar, to be completed within the next month, to analyze Purpose Overload.
12. Create a task on your calendar, to be completed within the next month, to analyze Purposeful Leadership.
Introduction
Increasing The Sense Of Purpose In Your Team’s Work
It’s quite challenging to give other people a purpose. To spread purpose, more is required than inspirational speeches, high writings, or mission statements. In reality, if exaggerated or honest, those strategies may backfire and result in skeptical responses. Although purpose is a lofty concept, in…
Nobody wants to work a 9 to 5 job like a robot. People want motivation, significance, and awareness of the effects of their labor on others. And when they do, they work harder, smarter, and more effectively. That is neither a secret nor a discovery. It makes sense.
Giving individuals a feeling of purpose may be a great tool for leaders. Why then do so many leaders struggle to motivate their workforces?
The short answer is that it’s really challenging to inspire others with purpose. To spread purpose, more is required than inspirational speeches, high writings, or mission statements. In reality, if exaggerated or honest, those strategies may backfire and result in skeptical responses.
The Importance of Purpose
Whatever you do, there is a purpose for why you are employed. You’ve discovered the cause for your job when you are aware of it and completely comprehend how your actions improve the lives of others.
According to Dave and Wendy Ulrich’s 2010 book “The Why of Work,” there are numerous benefits to assisting others in finding meaning in their work.
People who comprehend the bigger picture of their work are generally happier, more engaged, and more creative. Additionally, from an organizational standpoint, staff turnover is reduced and productivity is increased when workers can see how their jobs connect with the objectives of the business. People put in more effort, show initiative, and choose their tasks carefully. As a result, the business can run more effectively. Everyone experiences the benefits, from the CEO to the clients.
Make It Personal
First and foremost, purpose must be personal and felt because it is supposed to evoke an emotional response. You cannot solely discuss intent.
Imagine that you are in charge of a college’s fundraising campaign to support the funding of scholarships for disadvantaged children. How do you plan to inspire your volunteers? According to a research by Adam Grant, no one’s performance would likely be improved if someone spoke in front of the group on the significance of their work. But it would be far more powerful if you asked a recent scholarship winner to talk about their own experience. In Grant’s study, volunteers actually raised about 400% more money than the norm after hearing from a scholarship recipient.
One of the top executives from F. Hoffmann-La Roche AG, one of the biggest pharmaceutical firms in the world, brightened up when he heard about the fundraising study and said, “This just happened to us!”
She described the processes used by her team in the medical devices sector. People in the corporation who believed that chemistry was “more sexy” than engineering occasionally looked down on her group. The spirit of the team was quite poor, and many members of the division were not entirely committed. One day, the team’s leader set up a custo