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Which account appeals to you?

This accident demonstrates the


lethal combination of drunk
driving and faulty car design.
These two issues are national
in scope and deserve urgent
Congressional attention if
future generations are to be
adequately protected

Once again... forensic


science using the
undeniable facts of blood
type, fingerprints, and
spectrographic analysis
of paint fragments prove
beyond a doubt

Emotionally overcome mother


attacks the cowering suspect
as duty-bound police officers
hold off an angry mob at the
terrifying scene of a tangled
school bus and the accidents
unfortunate youthful victims.

At 3:30 pm, Thursday, April


9th, on Route 9, 15 miles
north of Columbus a black,
1978 Plymouth, 4 door
sedan traveling at 75 miles
per hour in a 35 mph school
zone

C
1

ENHANCING TEAM EFFECTIVENESS:


A TASTE OF THE HBDI

Senior Leadership Team Offsite, New York, NY


September 17, 2008, 1 p.m. 750 7th Avenue, 4th Floor Auditorium

Our time together


A taste of the HBDI for teaming
Expose you to the tool
Give you a sense of your own HBDI profile
Start to leverage your team profile for team effectiveness
Provide an overview of how HBDI has/can apply for clients
Encourage you to use the tool several times in the next few weeks

How HBDI has/can apply for clients


Like this for teams

Team effectiveness

Jumpstart follow-up

As a component of hi-potential initiatives


In 1-1 work

Transitions

Coaching

With Co-Heads

Which account appeals to you?


A

This accident demonstrates the


lethal combination of drunk
driving and faulty car design.
These two issues are national
in scope and deserve urgent
Congressional attention if
future generations are to be
adequately protected

Once again... forensic


science using the
undeniable facts of blood
type, fingerprints, and
spectrographic analysis
of paint fragments prove
beyond a doubt

Emotionally overcome mother


attacks the cowering suspect
as duty-bound police officers
hold off an angry mob at the
terrifying scene of a tangled
school bus and the accidents
unfortunate youthful victims.

At 3:30 pm, Thursday, April


9th, on Route 9, 15 miles
north of Columbus a black,
1978 Plymouth, 4 door
sedan traveling at 75 miles
per hour in a 35 mph school
zone

C
5

What did we look for and take in?


WHAT?
FACTS

WHY?
FUTURE

HOW?
FORM

WHO?
FEELINGS

1988-1997 The Ned Herrmann Gro

Origins of HBDI model

PHYSIOLOGY

THE
BRAIN

ARCHITECTURE

METAPHOR

APPLICATION

THE
ORGANIZING
PRINCIPLE

THE
WHOLE BRAIN
MODEL

THE
HBDI

1988-1997 The Ned Herrmann G

HBDI whole brain model

HOLISTIC
INTUITIVE
INTEGRATING
SYNTHESIZING

LOGICAL
ANALYTICAL
FACT-BASED
QUANTITATIVE

ORGANIZED
SEQUENTIAL
PLANNED
DETAILED

INTERPERSONAL
FEELING-BASED
KINESTHETIC
EMPATHETIC

C
8

1988-1997 The Ned Herrmann G

What are your preferences?


EXPERIMENTAL

RATIONAL

Analyzes
Quantifies
Is Logical
Is Critical
Is Realistic
Likes Numbers
Knows About Money
Knows How Things Work

Infers
Imagines
Speculates
Takes Risks
Is Impetuous
Breaks Rules
Likes Surprises
Is Curious / Plays

Takes Preventive Action


Establishes Procedures
Gets Things Done
Is Reliable
Organizes
Is Neat
Timely
Plans

Is Sensitive to Others
Likes to Teach
Touches a Lot
Is Supportive
Is Expressive
Is Emotional
Talks a Lot
Feels

OPERATIONAL

INTERPERSONAL

1988-1997 The Ned Herrmann Group

A real example

Guess the owner of this profile

So what?

How can self-awareness support your


effectiveness, leadership and
success?

Communications - tips along preference lines


Free-flow and
Less
same wave
Difficult
length - can be
competitive and
tribal

Same-quadrant
communication

Supportive,
reinforcing
sometimes leads
to a false sense of
understanding

Compatiblequadrant
communication

Additive,
synergistic
difference in styles
can be
challenging

Contrasting-quadrant
communication

Cross-quadrant
communication

Complementary
may be
confrontational
Misunderstanding
can occur

More
Difficult

Teams Trust related to HBDI preferences


A

D
I need to know I am
dealing with someone
who knows their stuff
and has the right
expertise

I need to have the freedom to


be myself and feel that my
uniqueness adds value

I need to feel good about the


personto sense that they
understand my point of view to
really feel trust

Reliability and
coming through as planned
are essential for me
to have trust

C
1

Now what?

How will this increased self and team


awareness support MSU Senior
Leadership Team success?
ACTIVITY
What advice would you give
yourselves as a team?

How HBDI has/can apply for clients


Like this for teams

Team effectiveness

Jumpstart follow-up

As a component of hi-potential initiatives


In 1-1 work

Transitions

Coaching

With Co-Heads

Our time together


A taste of the HBDI for teaming
Expose you to the tool
Give you a sense of your own HBDI profile
Start to leverage your team profile for team effectiveness
Provide an overview of how HBDI has/can apply for clients

Encourage you to use the tool several


times in the next few weeks
2

BACK-UP material only follows

Communications - listeners expect and appreciate


A

Expects:
An overview
A conceptual framework
Frequent & spontaneous tasks
Idea chunks
Freedom to explore
Metaphorical examples
Visuals
Long-term objectives
Connection to the "big picture
Appreciates:
Initiative and imagination
Connections to other approaches
Newness and a "fun" approach
Minimal details

Expects:
Brief, clear & precise info
Materials that are direct and to the point.
Well articulated ideas presented in a logical
format.
Data and fact-based charts.
Technical accuracy.
Presentation in alignment with corporate goals
& objectives.
Appreciates:
Critical Analysis
A good debate
Efforts to spend time wisely

Expects:
Empathy & consideration of their needs
Involvement with others
A good attitude & personal relationship
Personal touch & informality
Eye-to-eye contact
References to people involved
To know how "others will react"
For all to have equal consideration
Their feeling to be respected
Appreciates:
The personal touch/sensitive to feelings
Group discussion and consensus
A harmonious approach

Expects:
Step-by-Step unfolding of the topic.
A written schedule & action plan.
Thorough, timely and reliable follow through.
Consistency
Alignment with well established procedures.
Assurance that this has been done before.
Explanation of how it will happen
References and background info
Appreciates:
Very low risk
A written communication before session
Proof that the "homework" has been thorough
A scheduled appointment

Communications listen for


A

Experimental

Rational

Speaks in phrases

Uses facts to illustrate points

Abstract - uses metaphors

Very matter of fact

Asks questions that lead


to other questions

Displays little emotion

Operational

Interpersonal

Completes each thought

Uses stories to illustrate


points

Very concrete in speaking

Talks out loud or to self

Asks questions that have


answers

Is animated - gestures

C
2

Leading and working in teams


"WHAT'S THE THEORY OF THE CASE?"

A
B

Define goals & objectives


Logically solving problems
Critical analysis & theory
Efficiency, cost & data
Achieving quantifiable outcomes

CHALLENGE THE STATUS QUO

D
C

Strategizing & visualizing the future


Risk taking & experimenting
Combining & connecting concepts
Brainstorming new ideas & solutions
Big picture perspective

GETTING DOWN TO BUSINESS

BREAKTHROUGH THINKING

MOVING TOWARD CLOSURE


Attention to order, detail & procedures
Moving from point A to point B
Task allocation, organization & planning
Follow-up & scheduling with timelines
Making sure everything is under control

BUILDING COOPERATION
Mediating & facilitating
Sharing, listening & expressing
Collaborating & building relationships
Intuitive sensing of underlying issues
Being sensitive to peoples needs

HOW CAN WE MAKE THIS HAPPEN?

BE PART OF THE TEAM

1993-1997 The Ned Herrmann Group

HBDI Whole Brain Thinking in Teams


FORMING
A

PERFORMING
A
Recognize
achievement

Celebrate
success

Set new
targets

Document
process and
results for
continuous
improvement

Develop
operating
agreements
and define
consequences
B Clarify roles

Develop shared
leadership based
on expertise
Communicate
success

Clarify
mission or
mandate,
expected
results

Build shared C
purpose and
vision
Identify how team
work relates to the
organization
Get to know
each other
Share
values

NORMING
A

Evaluate
team and
results against
performance
goal
Chart
progress
Acknowledge
effort

Make time
for creative
thought,
humor and
fun

STORMING

Select 1 or 2
performance
goals
Identify where
breakdowns occur
Refer to operating
agreement
Confront
B deviations
from
agreement

Encourage C
diverse ideas
Connect diverse
perspectives
Refer to vision
Surface conflict
Focus on
behaviors not
individuals
Seek input

Give & receive


feedback
Practice open
and honest
communication
D
Socialize

1988-1997 The Ned Herrmann G

Walk-around for problems & creativity


EXPERIMENTAL

RATIONAL

Analyzes
Quantifies
Is Logical
Is Critical
Is Realistic
Likes Numbers
Knows About Money
Knows How Things Work

Infers
Imagines
Speculates
Takes Risks
Is Impetuous
Breaks Rules
Likes Surprises
Is Curious / Plays

Takes Preventive Action


Establishes Procedures
Gets Things Done
Is Reliable
Organizes
Is Neat
Timely
Plans

OPERATIONAL

Is Sensitive to Others
Likes to Teach
Touches a Lot
Is Supportive
Is Expressive
Is Emotional
Talks a Lot
Feels

INTERPERSONAL

1988-1997 The Ned Herrmann Group

Strength of the A Quadrant

Gathering facts
Analyzing issues
Arguing rationally
Forming theories
Measuring precisely
Logical problem solving
Financial analysis and decision
making
Understanding technical
elements
Critical analysis
Working with numbers, statistics,
data and precision

A
Quadrant

1988-1997 The Ned Herrmann Group

Strength of the B Quadrant

Finding overlooked flaws


Approaching problems practically
Organizing and keeping track of data
Standing firm on issues
Articulating plans in an orderly way
Maintain a standard of consistency
Providing stable leadership &
supervision
Keeping financial records straight
Developing detailed plans and
procedures
Reading fine print in
documents/contracts

B
Quadrant

1988-1997 The Ned Herrmann Group

Strength of the C Quadrant

C
Quadrant

Recognizing interpersonal
difficulties
Anticipating how others will
feel
Intuitively understanding
how
others feel
Picking up the non-verbal
cues
of interpersonal stress
Engendering enthusiasm
Persuading and conciliating
Teaching
Sharing
Understanding emotional
elements 3

1988-1997 The Ned Herrmann G

Strength of the D Quadrant

D
Quadrant

Tolerating ambiguity
Seeing the big picture
Intuitive problem solving
Recognizing new possibilities
Integrating ideas and concepts
Challenging established policies
Synthesizing unlike elements
into a
new whole
Inventing innovative solutions to
problems
Reading the signs of upcoming
change
Simultaneous processing of
different
input

1988-1997 The Ned Herrmann G

Reminders about HBDI tool


There are no right answers - only preferences

Tool does not measure:


Courage
Integrity
Motivation to Grow and Change
Skill