Teams – Orren Prunckun

How To Build Highly Functional Teams

Orren Prunckun — Mon, 20 Aug 2018 05:28:45 +0000

How To Build Highly Functional Teams
1. Team Building Copyright © 2015 Orren Prunckun. All Rights Reserved.
2. Importance of Professional Team Work… • 65% of failure in startup business is because of team issues. • Team work is a major part of working life. • Everyone has different skills, knowledge and perspectives. • Sometimes you don’t get to choose who you work with in the work force. • I have run this seminar 15+ times for both for-profits and not-for-profits with volunteer teams where they don’t have the incentive of working with people they like for pay.
3. What Are The Five Dysfunctions Of A Team?
4. What is a dysfunction? “Deviation from the norm in a way regarded as bad.”
5. What is a team? “A group of people who have come together to achieve a common result.”
6. The Five Dysfunctions Of A Team… 5 Road Blocks: 1. Absence of trust—unwilling to be vulnerable within the group. 2. Fear of conflict—seeking artificial harmony over constructive passionate debate. 3. Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization. 4. Avoidance of accountability—ducking the responsibility to call peers on counterproductive behaviour which sets low standards. 5. Inattention to results—focusing on personal success, status and ego before team success. Source: https://www.tablegroup.com/images/themodel.png
7. The Five Dysfunctions Of A Team… In other words: • Without trust there can be no conflict. • Without conflict there can be no commitment. • Without commitment there can be no accountability. • Without accountability there can be no results. • Results matter! Remember: A team is “a group of people who have come together to achieve a common result.” We’ll now remove those 5 road blocks… Source: https://www.tablegroup.com/images/themodel.png
8. What Is Trust?
9. “Confidence placed in a person from the building of rapport by saying what they will do and then doing what they said.”
10. Trust… When there is no trust, team members: • Conceals their weaknesses and mistakes. • Hesitate to ask for feedback or offer others help. • Make assumptions and jump to conclusions about other. • Hold grudges with team mates. • Fail to see others values. • Avoid team work. • Etc…
11. Rapport Script Helps you build trust and rapport quickly. 1. Hi, how are you? My name is X. Would you mind tell me your name because I’d like to know? 2. How is your day going? I love that piece of clothing you are wearing. What’s your connection to? 3. What’s your opinion on that? That’s sounds positive! 4. What do you say that and feel that way? 5. I’d love to follow up with you, here’s my number. Will you come say good bye before you leave? Are you really going to or are you just saying that to please me? Remember trust is “confidence placed in a person from the building of rapport by saying what they will do and then doing what they said.”
12. Personal History Helps you learn about your team mates in a low risk way via relating and empathising. 1. Answer the following: – Where did you grow up? – How many siblings do you have and where do you fall in the sibling order? – What was the most difficult, important or unique challenge of your childhood? 2. Share with your team. And/or 1. List 2 true facts and 1 fiction about you. 2. Get your team to guess which is which.
13. What Is Conflict In Teams?
14. “Being incompatible or clashing with team members.”
15. Conflict… When there is no conflict, team members: • Have boring and unproductive meetings. • Engage in politics and positioning. • Fail to get all opinions. • Attack team mates personally. • Ignore the hard conversations. • Etc…
16. Acceptable Behaviours Helps you know the rules of engagement beforehand. 1. Individually, list the behaviours the team will accept in during group discussion and debate. 2. Share and find common denominators and priorities within your group. 3. Write a list of 5 behaviours that represent the team as a whole. 4. Appoint 1 person to instigate for “conflict” and find the root cause of conflict in each future meeting.
17. What Is Team Commitment?
18. “Being dedicated to a group activity.”
19. Commitment… When there is no commitment, team members: • Have ambiguity about their goal. • Second guess each other. • Over analyse. • Fear failure. • Don’t balance talking and doing. • Etc…
20. Goals Helps you with clarity on what the team wishes to achieve. 1. Individually, write down your goals for the Mission. 2. Share and find common denominators within your group. 3. Write the common goals your team is committed to for the Mission. 4. Discuss and define deadlines.
21. What Is Team Accountability?
22. “Being responsible for a task or result on behalf of the group.”
23. Accountability… When there is no accountability, team members: • Accept mediocrity. • Miss deadlines and deliverables. • Resent team mates because of this. • Etc…
24. Roles Helps the team get comfortable giving actionable feedback to each other. 1. Individually, determine what roles are you best suited to? – Inside The Building. – Outside The Building. 2. Assign roles for the Mission based on who is best suited (aim for complimentary skill sets). 3. Discuss what your group will do if someone is not accountable.
25. What Are Results?
26. “Consequence, effect, or outcome of something for the group.”
27. Results… When there is no focus on results, team members: • Don’t do well at the task. • Loose attention and focus. • Get distracted. • Ultimately fail. • Etc…
28. Score Card Helps you have a way to measure progress and reward team members. 1. As a team discuss: – How you will know when you’ve reached your goal? – How will you keep track of progress toward your goal? – What kind of scoreboard that will help you see your progress and results? 2. Assign outcomes and outputs for each role. 3. Create a public scoreboard o reflect process. 4. Create results-based rewards for those who work well. 5. Sign a Code of Conduct.

Case Study: Corporate Disruption

Orren Prunckun — Sat, 11 Aug 2018 08:38:23 +0000

The client organization was looking to find the next big thing for their customers.

Larger horizon in understanding the pain points and challenges in their customers’ lives and how they can offer different products and services.

Exploration of new offers in emerging categories and market that enable disruptive innovation and aim to position them for the next wave of growth.

Looked at what role they could play in helping their customers connect their devices to benefit their daily lives.

Specifically…

Smart devices allow us to do incredible things. With digital and cloud technology, the sky is the limit. How can we connect our device to the home to benefit our daily lives? What role could the Client Play?

The client has a team of Team of 4 who were tasked to explore that.

However, they “who are lagging a bit behind at the moment.”

They had their idea (found from researching frustrations and peeve points) and now need help testing and validating their idea, and fleshing out their business model canvas.

They had done a market scan and looked at problems and they had then gone on to do 2 Ideation Sessions and come up with 90 or so product ideas and then shortlisted them

They had engaged an external service provider, but that hadn’t got them where needed to be with their milestones – to Proof of Concept stage.

This was measured by the following outcomes:

Technology validation (can the technology be built);
Initial Market Size (market size based on accurate data); and
Business Model validation (does the market want it).

The problem is the lack of results certainly wasn’t their fault because there is a specific way to go about new product creation.

I knew what that was because of my background:

I brought Startup Weekend to Adelaide in 2012 (which now has completed 6 sold out events with 600+ local alumni);
I am a Startup Weekendglobal facilitator (I’ve been involved in 10+ hackathons events globally);
I am a co-founder and current director of not-for-profit Startup Adelaide Inc– a not-for-profit organisation that exists to foster and support the Adelaide tech startup sector;
I am a co-founder and administration of the Startup Adelaideforum which has 700 members;
I am the co-founder of Business Higher Education Round Tableaward-winning program Venture Dorm (100+ alumni with total company valuations of $5.5M) which merged with Mobile Enterprise Growth Alliance to be Australia’s largest community pre-accelerator program;
I am the former Director of Marketing for Mobile Enterprise Growth Alliance;
I am the former Marketing Manager of New Venture Institute at Finders University;
I am the Australia Day Citizen of the Yearfor Unley (2015)for my contribution to building the Adelaide startup ecosystem;
I was recognised in Startup Daily’s“Top 50 Australian Startup Influencers” in Australia and “Mentors you should know in the startup space, Adelaide Edition”;
I won an honourable mention in Australian Anthills30 under 30 award for my contribution to building the Adelaide startup ecosystem;
I am an independent member of the Business and Economic Development Committeefor Unley Council;
I was on the judging panel for The Australian Centre for Social Innovation’s Aging Challenge in 2015.

Solution

This was recognised by the client who contacted me cold to task me come in and help them with their milestones.

No small task based on where they were at.

What I did was run the client team through an internal Hackathon style workshop – part lecture (live talking + video) and part activities (worksheets and implementation of worksheets).

I facilitated and took the lead in the direction of achieving the outcomes.

The activities I focused on to achieve the desired outcomes were:

Market Analysis;
Value proposition creation;
Prototype design;
Customer relationships and value ladder;
Marketing and distribution channels;
Costs;
Market sizing;
Revenue;
Pricing;
Offer creation;
Sales and first customers/users;
Prototype building;
Partnerships; and
Initial business model.

Don’t be fooled.

Although I have a very specific sequence and niche of content, a lot of this isn’t new.

It’s available online.

That’s not the value: What a lot of people get hung up on is the content and consulting.

If it was, then this team would have achieved their milestones already and not needed my expertise.

The value is in the:

Teaching;
Coaching; and
Accountability.

That this style of Hackathon achieves.

Results

Speaking of results.

In the 11.5 hours I worked with the team, they finalized the following:

Analysed the market;
Created their value proposition;
Designed a prototype;
Settled their customer relationships and value ladder;
Settled their marketing and distribution channels;
Settled their Costs;
Accurately sized their market (almost everyone gets this wrong, and they didn’t);
Settled their revenue streams;
Settled their pricing model;
Created and off;
Sold to their first customer;
Built their prototype;
Settled potential partnerships; and
Settled their initial business model.

You can read more about this process here.

They then went on to create an amazing pitch for their board.

By the way, I’ve seen hundreds of pitches before, and this was certainly in the top 5%, and I’m not just saying that because of my bias in being involved in the project.

Testimonials

In addition to these results and based on their experience, this are some of what the client had to say.

“Orren has a wealth of knowledge and enthusiasm. I wasn’t hesitant about attending the workshop and ultimately I decided to attend to get help with the mission. One of the biggest benefits attending this workshop has been learning about innovative ideas. I think Orren should run the next ‘innovation champion’” Ryan Cowled

“Always enjoy learning new and or better ways to do things and embrace the experience. I instigated that as a group we really needed some additional help to accelerate the group and Ben and Ashleigh suggested to bring you in because you’re a gun! Definitely helped to bring the team together and gave us some key points to focus on. Anyone looking to put a framework behind a problem without any clear outcome in mind. In essence, bring together and ascertain whether an opportunity is viable in a short period of time. In essence, it’s a rapid feasibility to bring together a problem and ascertain if and what the problem really is, while also ascertaining whether the opportunity is viable and how big the opportunity is and all in a short period of time.” Ben Michael

“Thanks again for your time and expertise!”

“It was really nice working with you. Thanks again.”

The average Net Promoter Score that is the clients overall satisfaction with and loyalty to the service I provided was 9.33/10.

Let me repeat: 9.33/10.

I get results.

For them, this was well-and-truly, worth the price of engaging me.

If you would like me to get similar or better results for your corporate, contact me.

Gaining Customer Loyalty: How To Request & Reward Compliance

Orren Prunckun — Mon, 18 Dec 2017 22:30:58 +0000

Approximate read time: 4 minutes

Once you have answered objections, you then have the ability to Gain Loyalty.

Bikies, pimps, cults all build loyalty the in similar ways.

None of these groups engage in any outreach or advertising.

They build a brand that people want to be involved in.

They don’t convince or change people mind, but rather offer something that some people are already looking for.

Recruits come to them, just like a vampire has to be invited in.

Once that opt-in, request or “application” occurs, loyalty is gained by investing and complying with requests and being rewarded for that.

In other words a:

Request;
Compliance; and
Reward.

This is important because it allows you to build loyalty to your brand and thus sell more.

Truth be told, that the Rapport Pyramid gains loyalty at each level.

The following diagram shows that with each level is a request:

Loyalty is showing a strong allegiance to a brand.

It inoculates against losing that customer to competition.

And how do you do that?

The board Gaining Customer Loyalty looks like this:

Branding;
Opt-in;
Reward;
Request;
Compliance;
Reward; and
Repeat 4-6 indefinitely.

For Bikies, it looks like this:

Hang Around;
Prospect;
Probation; and
Member.

Hang Around

A Hang Around is simply that someone who hangs around the club members.

They get to taste some of what it is like to be a Member.

This is a continuation of the clubs branding that attracted them in the first place.

Prospect

A Prospect is a Hang Around that has been identified as a potential Member.

Based on the taste some of what it is like to be a Member, a Hang Around has Opted-in by showing their desire to be a Member.

Club Members don’t invite the Hang Around to join; the Hang Around needs to opt-in to the club by applying.

The application is purely psychological.

They can only take what has been given to them.

Probationary

After the Hang Around has applied, the club rewards them by making them a Probationary.

But the Probationary is as it is defined, provisional on a request.

The club makes requests of them.

This is to build investment and also screen them for values.

This process of request and reward is repeated.

And if the Probation has sufficiently invested and match for values, they are rewarded as a Member, but their Chaperone and agreement of other members.

Member

The Chaperone is accountable for them for the life of their club membership.

How can you use this to build loyalty?

Embody a brand that applies to specific people looking for that.

That branding attracts and qualifies the correct people.

Introduce those people to your group and ask them to get involved in that community.

This does two things, allows them to get a further taste of the brand’s culture.

But also for that person to find a potential mentor and for members to meet them.

They need to apply to become a trainee.

The trainee process should be 3 months long.

They will have certain tasks to do, and they must align with the brand’s values.

Upon completion of the 3 months, the tasks and alignment with the brand’s values, they need to be certified by the mentor and 3 members.

They then become a member and are inducted into the organization.