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.
This is the introduction to behavioral norms centered around the 6 DTW core values. Outcome: the team understands how to adopt the DTW core values. Tools: ZoneFive. Desired Learning Objectives: We understand the 6 Debrief to Win Core Values. We understand the power of Ritual in building Psychological Safety. We understand how to apply the 6 Core Values in Debriefs. We understand how to measure and track behaviors in teams.
01. Understanding Failure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Embracing Behavioral Norms: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Setting Behavioral Norms: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Living the Behavioral Norms: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Debrief to Win Core Values: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Measuring Behaviors: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
01. Understanding Failure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Embracing Behavioral Norms: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Setting Behavioral Norms: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Living the Behavioral Norms: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Debrief to Win Core Values: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Measuring Behaviors: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
01. Create a task on your calendar, to be completed within the next month, to analyze Understanding Failure.
02. Create a task on your calendar, to be completed within the next month, to analyze Embracing Behavioral Norms.
03. Create a task on your calendar, to be completed within the next month, to analyze Setting Behavioral Norms.
04. Create a task on your calendar, to be completed within the next month, to analyze Living the Behavioral Norms.
05. Create a task on your calendar, to be completed within the next month, to analyze Debrief to Win Core Values.
06. Create a task on your calendar, to be completed within the next month, to analyze Measuring Behaviors.
Why Are Core Values Important? (And How To Get Your Team Excited About Them)
Sure, all organizational leaders recognize the significance of core values as the guiding light that unites a team with a shared sense of purpose in order to achieve common goals. However, defining values is one thing. The process of deeply ingraining them into the culture in order to drive desired business outcomes is substantially different.
Simply described, organizational culture is the aggregate effect of how team members think and behave, their shared values, and how they respond to internal and external stimuli. A firm culture, and its accompanying set of guiding principles (core values), are either deliberately formed and cultivated from the start, or grow spontaneously over time as a result of the beliefs and experiences of those on the team.
Leaders and managers must rely on the organization’s values to drive performance, especially during times of change. The values of an organization should serve as the foundation for why the company exists, how behavioral norms are formed, and how decisions are made to attain goals and meet the vision. They must be genuine and somewhat detailed in order to connect with the team.
This is true for both organizations and people’s personal life. In fact, 63 percent of consumers say they want to buy products and services from firms whose mission aligns with their values and beliefs. They will even go out of their way to avoid organizations that do not share their values, demonstrating that a company’s principles have both internal and exterior ramifications.
Why Are Core Values Important?
It takes considerably more than a basic list of guiding principles for an organization’s core values to truly matter. They should ideally explain how you and your team members (1) work, (2) behave, and (3) interact on a daily basis. They should be backed up by accountability measures and easily integrated into performance management systems.
Steve Grau is the founder and CEO of Royal Ambulance, which was just named one of the 2021 Best Small and Medium Companies to Work For by Glassdoor. It was not an easy task.
“Your values and mission are what ultimately drive your team’s performance,” he stated. “When your core values are truly ingrained in your way of doing business, every decision will be made with those values in mind. This helps align every decision with your brand and what it hopes to accomplish. It creates accountability to yourself and others – and customers will see that in every interaction you have with them.”
Furthermore, proper alignment of values with strategy, mission, and goals has a direct and measurable impact on scalability and profit. In fact, one study discovered that brands with a strong sense of purpose gained in value by 175% over a 12-year period, much exceeding the comparable 86 percent median growth rate.
Isn’t that fantastic? However, never underestimate the difficulty of values-based leadership and decision making when it comes to people decisions, customer decisions, and even revenue-generating activities.
Creating Strong Values
It is simple to generate a list of generic corporate-sounding values, such as “customer service” or “environmental effect.” But, all too frequently, the ambiguity of these statements renders them basically useless to the organization and its members.
Consider what you value in your own life. If one of your basic beliefs is to prioritize your family, you won’t just mention “family” and leave it at that. You’ll be particular and intentional in putting that value into action, whether it’s through doing housework or scheduling monthly daddy-daughter dates. Values are meaningless unless they are linked to measurable actions and behaviors.
Specificity is also important in focusing on strong, practical values for your company. It’s one thing to argue that customer service is a fundamental value. It’s one thing to state, as Royal Ambulance does, that you’ll relieve a medical patient’s concern by giving customized attention and sensitive treatment.
The specifications direct actions and efforts that are deliberate in their support of the organization’s objective.
How to Get Your Team to Support Your Values
As previously said, core values should serve as the backbone of your corporate culture; but, for this to occur, the entire team (or, more realistically, the majority) must connect with them. One of the most important responsibilities of a leader is to set the tone for making stated principles a part of everyday life in the organization. Both on and off the battlefield, to put it mildly.
In meetings and interactions, reminding team members of key principles is a good place to start. However, living by the key values will make these reminders much more powerful. And in a high-performing team, this obligation is shared by everyone, not just the leaders.
Recognizing positive examples of employees who have displayed the principles is one of the most effective methods to push your team to live them. Rewarding desired behavior usually results in more of it. Sharing publicly how team members have put core values into action can inspire the rest of your staff to do the same, which is why rewards and recognition programs must be based on much more than subject matter expertise and goal attainment.
The Component of Talent
Of course, ensuring buy-in from your team begins with hiring the proper people in the first place. Buy-in starts with personnel acquisition and onboarding. In my experience, hiring and promoting based solely on “performance” – but those who do not connect with the culture – never works out, costing important time, energy, emotion, and resources.
While people’ attitudes and views may change over time, your company’s basic values should remain strong and consistent. They should reflect concepts that will stand the test of time, even if the market changes dramatically. By staying loyal to your fundamental beliefs and enlisting the support of your whole team, you will establish a powerful presence in your industry, manage change more successfully, and possibly even crush your competitors.
Make Your Values Meaningful
Consider the following set of corporate values: Respect. Communication. Excellence and integrity. Don’t they sound fairly good? Strong, succinct, and meaningful. Perhaps they are similar to your own company’s values, which you spent so much time creating, debating, and amending. If this is the case, you should be concerned. These are Enron’s corporate values, as stated in the company’s annual report for 2000. And, as history has demonstrated, they are not meaningful; they are meaningless.
Although Enron is an extreme example, it is far from the only firm with a hollow set of ideals. Most values statements are dull, toothless, or simply deceptive. And, far from being innocuous, as some CEOs believe, they are frequently quite harmful. Empty value