People Are More Important Than Production
Relationships Precede and Give Definition to Function

The learning content of the Growing Core Teams Training Manual is anchored on this premise, which we teach and model.

We believe increasing communication and productivity are integrated goals. Accomplishing greater production and a stronger bottom line are results of effective building and training of people.

We encourage our clients to begin the Growing Core Teams journey, one of the most important pathways to bottom line success. The Growing Core Team training promotes the growth of the individual, and through this, the company's product production, resiliency, and expansion.

The Synopsis is an overview of the Growing Core Team Manual content. It highlights 12 Sessions that constitute the backbone of the training. Concurrent with these sessions CTRG conducts one-on-one counsel with individual members of cluster "teams." When meeting together for training, these teams usually number about twenty. Clusters become the proof models for expanded investments as the Core Team concepts become "real life."

Introduction, Growing Core Teams
"Questions"

Premise: People Are More Important Than Production
Relationships Precede and Give Definition to Function

Sample Discussion Questions concerning
Developing Your People, Your Greatest Resource:

• If you could be convinced that you are more important than what you do, who would benefit?
  
• How is learning achieved?
  
• What constitutes value in relationships?
• What constitutes value in function?
• How is excellence achieved?
• If you could change anything about your position and contribution to your company, what would it be?
• What motivates you?

Growing Core Teams
Session One
"Forward...to the Basics!"

I. The Premise: People are more important than production...What it means:

In Session One the inherent value of the person is explored, with specific emphasis on understanding the integration of relationship and quality and achievement of task. The values of the organization are analyzed, and definition brought to bringing relationships and functions together. Prioritizing relationship and function brings balance and greater productivity. Means of evaluation of developing relationships are discussed in light of establishing a value system which puts relationships first.

II. The Definition of a CORE Person...a person of Consistency

A CORE Person, first, is a person of consistency. Each of the five following aspects of consistency are investigated: character, competence, caring, commitment, and creativity. Practical applications are seen in group exercises. Second, a CORE Person exercises obedience: attitude, submission, respect. Third and fourth, a CORE Person becomes involved in Right Relationships and demonstrates Principle by Example. Right Relationships are those which foster mutual success upon value-based cooperation of the individual, group, and organization; this becomes the example to the cluster groups.

III. Relationships: the myths, are analyzed.

Participants discover quickly that relationships are not "feelings," are not born by chance or similar personality types of people who work together. Further, they see that relationships develop not because mutual or goals are the same.

IV. Relationships: the truth, is taught.

The foundation of right relationship is decision of the will based upon an authentic desire to serve. The focus is a dedication to the improvement of the quality of life with a look to the future, realizing that relationships last because trust is achieved. When trust is achieved it becomes the cornerstone of building more.

V. Significant Life Adventure (SLA):

Everyone begins an SLA. Sources and strengths of significant relationships are identified. Seven Attributes of People Development are taught and illustrated: character--integrity at the Core of the person, dedication to building relationships and functioning with excellence, association with those who make positive contributions, stability from strengthening faith and trust, knowing contentment by choosing forgiveness, living at peace, and the attitude choice of encouragement: a gift to receive and liberally give, which becomes defined as Mentoring: passing the baton, investment in another's life.

Growing Core Teams
Session Two
"CORE Values of the Person
and the Organization"

I. Core Values of the Person, and the Organization: The 5 Characteristics

Character is defined as honor. In a relationship our word is our bond; in our function we following through by doing what we say we will do, promising something we can deliver, because we are People of Integrity. Seeking and Speaking Truth within a Relationship is a priority. Ways of expressing truth, more dedicated to benefiting the other person, rather than the need of the speaker to be the bearer of cold truth in an absence of care and consideration, are presented. Developing a Heart of Service to others is emphasized: kindness, fairness, giving up ego in favor of encouraging, promoting, and demonstrating commitment to another's success.

Competence is explored; the foundation is knowledge. What we know as truth: formal education, experience, and continuing education, is defined. How we see and exercise competence is directly related to task completion.

Caring is defined as success: a focus on others, for their benefit, encouraging others to be all they can be, empowering others to do all they can do, respecting each person and their tasks, and serving.

Commitment is emphasized first to a Relationship: investment, modeling through involvement; then to the Functional Task: creating and contributing in an environment of excellence and follow-through; then to our values, mission, vision, and to that which we envision. Strength of commitment is determined by: "creating the customer quality quotient."

Creativity in a Relationship is the freedom to grow through positive association. Creativity in Function constitutes the freedom to risk, thinking toward solutions, implementing new designs from new ideas.

II. Core Values are present in words and deeds. Language forms are discussed: measuring what we say, knowing why we say it, purposefully constructing how we say it, choosing carefully to whom we say it, and evaluating when we say it. Deeds: definitive actions, become validations of our words in a framework of relational accountability, and verifiable demonstrations that we mean what we say in a framework of functional accountability.

Growing Core Teams
Session Three
"The Foundation of a Team: Trust"

I. The Cornerstone of every relationship is Trust.

Trust never occurs in isolation. Relationally, trust implies a risk to venture beyond oneself into a relationship with someone or something beyond the self. Functionally, trust fosters compatibility of goals, and encouragement for Team members to succeed.

Ten Keys to create and live in a Trust Relationship are explored. Among them: become a person of trust, extend trust to others (unearned, and earned), elevate the standard of trust by which you judge yourself, correct your mistakes.

Trust becomes a transferable model. The importance of legacy is seen. What lasts?

II. The Sources of Trust are taught and mentored.

First, relational trust...not earned; it is a decision based on desire to invest, and receive investment, and an action based on a quest for truth and significance in each other's lives.

Functional trust is earned and is a decision based on experience; actions based on verification of mutual trustworthiness follow. Four Life-Changing Questions are discussed that must be asked if a Trust adventure is to be started and encouraged:

1. Who are you at your core?

2. What is your "calling" or "passion" (life's mission, or life's work)?

3. What do you want?

4. Whom do you wish to impact?

III. The Very Important Characteristics of Trust consist of: vulnerability...the cornerstone of constructive modeling; investments...life-giving and lasting; and people. Because people are more important than what they do, this questions is asked: Are positions and power important in a trust relationship? Do we define people according to positions and power?

IV. The Effects of Trust are seen.

Among them: Growing People, Grateful People, Giving People, and Great Production

V. Action Steps: the beginning of your trust relationship, as part of your SLA

Four concrete steps to be initiated by every student consist of: extending trust, becoming trustworthy, investing, and understanding the integration of relationship and functional trust (accountability).

Growing Core Teams
Session Four
"Essentials of Your Composite Nature"

I. Three Parts of "E" that are part of the essence of each student, and contributory to each person's involvement on the team.

Experience, Education, and Environment are composites which every participant is encouraged to see clearly. Exercises are conducted with learning tools to foster understanding.

II. Recognizing gifts, talents and abilities

Sources, resources, and uses of gifts, talents, and abilities are explored. Fundamental contribution areas (those for which one is uniquely suited) are measured up against Auxiliary contribution areas (those for which one is needed). Recognizing that Responsibilities come with the reserves that have been acquired, an emphasis is placed upon Stewardship (more on this in Session Nine) and Investment: committing resources into someone else's life.

III. What makes you, you?

A F.O.R.M. assessment tool (PerF.O.R.M.ance Review) is used extensively in this session. Its use is designed to produce an understanding of growing maturity in the individual and stability in the organization. Each other's "forms" are needed to accomplish the "common good:" the vision and tasks our organization is called to accomplish. F.O.R.M. observes and analyzes life experience, observable abilities, quality of right relationships, and the manners in which you work. We look to see the participant's F.O.R.M. as it is, and as it is desired to be.

IV. Your Journey...the Significant Life Adventure (SLA)

The four questions in Session Three are reviewed with F.O.R.M. in mind, and used as reference. Charts of responsibilities are designed by students to analyze: right person, right place, right time, right task, right rewards? Questions are posed, such as: are your responsibilities the proper size, scope, and shaped to fit you?

PerF.O.R.M.ance Review answers are retained for future reference in one-on-one consultation sessions following and as part of cluster group training.

V. Evidences of who and what is "right" are investigated in terms of:

Internal fulfillment, External contributions of value, Objective analysis...from people the participant trusts, and entrusts to relationally speak the truth. Proper rewards are viewed objectively...both in terms of receiving and giving.

Seven Significant Questions which require purposeful responses are proposed:

1. Are you willing to show, not just tell? Are you willing to demonstrate what you want?

2. Are you willing to listen to and accept opinions other than you own if these can be shown to make you a better person who will contribute out of your strength?

3. Do you have, do you want to have a submissive heart...meekness: strength under control, leadership willing to receive instruction?

4. Do you have, do you want to have an obedient spirit?

a. obeying in principle (attitude)

b. obeying in practice (habitude)

5. Do you support and engage in appropriate division of responsibilities?

6. Are you one who willingly serves others?

7. Do you believe in the "common good," that provision and production are results of devotion to a higher standard of personal development on the part of each team member?

Nine Proofs of "good F.O.R.M." are listed, and explained. Among them: Love...a decision and commitment to make a positive difference in another's life, regardless of the cost; Satisfaction (peace)...the inner emotion which comes from doing what you do, simply because it is "right;" and Self-control....when one begins to master this, that person has begun the most difficult and important aspect of the journey of significance.

Growing Core Teams
Session Five
"Accountability...You Can Count On Me"

I. What we don't see is the foundation for what we get.

What we don't see is relational accountability. Foundations of accountability are discussed. The ISP Principles of Building Character are introduced and studied. These are Integrity, Service, and Perseverance. Character Questions in the decision process to build relationships are covered and answered, including: what kind of working relationship do we want, and what will achieving the relationships cost? It is quickly seen that what we do see is functional accountability, as evidence of proper relational growth.

Evidences of a strong relationship are noted. Modeling faithfulness is a priority. Examples are noted and showcased.

II. We are accountable in four areas, among them: for the relationships we cultivate, and for our actions and reactions.

III. Accountability: the Gateway to the Seven Necessary Personal Attitudes

Among these NPA's, which are introduced, and studied in depth: put the success of others above my own (including the use of the "Bricks in Building the Bridge to Success" in another's life), clear up relationships with others using a proactive approach, and receive and give correction.

Growing Core Teams
Session Six
"The Methods We Choose:
Defining Exceptional Performance"

I. A definition of business: providing a product or service to an end user at a profit.

In-depth analysis of the procedure includes provision, product, the person who is the customer, profit, and re-production.

II. What constitutes exceptional performance in accomplishing the goals of business?

Performance is defined as preparing for the job, getting the job done, evaluating how well it was done, and rewarding excellence. "Who is the customer?" is explored, and the answer defined, including how the customer evaluates performance and provision. Ways to achieve exceptional performance are presented and discussed, and include quality-emphasis and relational roots. It is noted that exceptional performance comes from the investment of leadership into the staff and workers and those who service customers directly. We note that exceptional performance is encouraged when success is celebrated, while continuing to commit to objective evaluations which tell us how we can always do it better.

III. Who owns exceptional performance?

The answers to this one make or break the provision of what constitutes exceptional performance, and are thoroughly plumbed. Transfer of Ownership principles are introduced.

IV. Who or what may stand in the way of a worker achieving excellent performance?

Several "barricades" are defined, and the door opened to free discussion of these and others. Among them: a worker's relational problems, including ideas of insufficiency or severe lack of self-worth, and lack of trust; a worker's functional problems which may include inability to perform tasks assigned, lack of correct information, and lack of willingness to take necessary risks; the company's organizational or structural problems which may include threatened co-workers who impede progress or too many layers of bureaucracy in policy-making which slow or eliminate self-initiative.

V. Whose responsibility is it to seek or offer help?

Recognizing and implementing appropriate solutions for help are emphasized. Direct and indirect approaches are suggested.

VI. Who evaluates exceptional performance?

Evaluations come from many sources. At least five are thoroughly explored, among them: the customers, and the worker "provider."

VII. Who benefits from great performance?

Everyone in the company benefits, as do the customers the company serves. High motivation is encouraged.

Growing Core Teams
Session Seven
"The Methods We Choose:
Creating and Modeling Ownership"

I. Create the Environment of Responsibility

The Environment of Responsibility is an eight action word study, complete with examples. Among them: educate, empower, exemplify. Preparation is essential in creating and implementing the Environment of Responsibility, as is Presentation. Appropriate ownership models of "selling" and "provisioning" are showcased.

II. Influence and Impact are key parts of Ownership.

III. Connections...Ownership in operation

How should teamwork, work? Authenticity of ownership is proof positive of commitment to accountability. Global relationships with customers and suppliers challenge us to owning solutions in a new millennium. Rapidly changing paradigms of provision push the envelope for teams to "own" better, and faster. "Connections" methods will, and must be constantly revisited and often altered to satisfy increasing customer demands, scheduling delivery requirements, and extraordinary demands for quality service.

IV. Innovation...another essential in growing ownership

Charting the uncharted territory of new methods is presented. Defining and exemplifying innovation...what does it mean to the individual who intentionally "owns" solutions?

V. The Sources and Strength of Ownership

There is a paradigm shift from power in delegation and dictatorial mandate to investment in instruction, counsel, and encouragement. Decisions follow to give power to the people who deal with the problem and create its solution. True strength comes from the transfer of ownership "at the top" to ownership throughout all levels of company contribution. Transfer of ownership asks creative "how" and "what" action step questions.

Growing Core Teams
Session Eight
"The Journey of Personal Growth"

I. The Journey of Personal Growth on the Significant Life Adventure

Ten characteristics of beginning and enjoying the journey are articulated, and analyzed, among them: know the desires of the heart (dreams, visions, goals), the justice of the individual's cause, and the requesting of counsel. Setting standards of a person's value-system, and those of the company are discussed, and agreement sought.

II. Twelve Laws of Understanding

These are Life Lessons, among them: realize I am responsible for my own choices, not other's; that changing someone else's behavior is not my responsibility; rather, I need to change me, model what I want, set realistic limits on what is acceptable behavior, and impose these limits on myself, first. In an effort to establish definite, measurable ways of beginning to learn and live the Twelve Laws, theory must give way to practice, and lifestyle change.

III. The Law of Sowing and Reaping, and the Law of Compensation

The Law of Sowing and Reaping and The Law of Compensation are explored. Emerson's teachings on these are showcased.

IV. Individual and company financial management guidelines for stability and security

Discussions include income distribution for healthy financial balance, and stability.

V. Living With The Choices We Make

Life-growth requires continually facing choices, making decisions, and living with the consequences of those decisions. Determining what constitutes right choices is discussed in terms of criterion and standards against which to measure the quality of our choices. We celebrate right choices.

Growing Core Teams
Session Nine
"Creating A Core Team"

I. The Core Team's composition: a group of Leaders who understand who Leaders are and what Leaders do...

Extensive teaching and discussion on leadership characteristic is included in Session Nine. Thirty-two leadership core principles are noted, and becomes the foundation for a developing leadership model.

II. Defining the roles of the Core Team: designing an Organizational Chart

Various forms of The Organizational Chart are noted, and designed, which will describe lines of communication, mentoring and accountability structure, as well as divisional responsibilities (job descriptions and titles). There are common denominators of every job description: the certain characteristics regardless of "function."

III. Creating Ownership on the part of Team members: what do they "own?"

This portion of Ownership sets standards in place for stewardship, responsibility for relationship development, and functional excellence.

IV. Deciding to live and work within the Dedication of Discipline

Discipline on the Core Team is discussed. It is seen to be secured by solid-ground principles and evaluatable, realistic functions. What constitutes a disciplined decision? Dedication to discipline on the Core Team brings honor to those who trust team members to accomplish their jobs, and fulfillment to those who accomplish them. The principles of Immediate Gratification and Delayed Gratification are taught.

V. A Core Team adheres unreservedly to truth and the Core Values of the company.

Foundations shall not shift, because they are built on immovable truth. Core Values, because they are principles, provide the person-to-person structures which in turn offer the greatest environment for people growth and product enhancements.

VI. A Core Team expects and enjoys the results!

When a Core Team group of people work together from the basis of...Trusting, contributing out of an understanding of the Essentials of their nature, with Accountability, they will recognize and employ higher expectations of themselves and those into whom they invest in the creation of diverse and qualitative Methods to accomplish their chosen tasks.

Growing Core Teams
Session Ten
"Enabling and Empowering a Core Team"

I. To Enable a Core Team, every Team Leader must...

Know the Three Ingredients of every human being: the need for Identity, Security and Fulfillment. Every leader must practice proactive responses to these needs. Demonstrations of these needs are modeled.

II. Enablement is positive investment, resulting in upward movement.

People want to belong to a moving organization which models what they would like to have (relationships), and that which the organization is providing in superior product and service (function).

III. Empowering is mobilizing people to be and to do.

The methods of "mobilizing" an individual are taught. Group participants are asked to evaluate their mission, vision, and "call" in light of the company's mission, vision, and purpose.

IV. Enablement and Empowering include the realization that people grow gradually.

This is a Significant Life Adventure, goal-directed. Goals mean growth. Growth means change. Change means pain. People don't like pain. Therefore, realistic expectations, and examples of how to take the necessary time to promote healthy change are taught.

V. Creative Thinking and Planning as a Team

We encourage the understanding and implementation of the Core Team Constructive Planning Session (CPS). This organizational structure is a specifically designed unit whose functions include but are not limited to: planning for task completion, including overview, evaluation, goal-setting, and problem solving (see VI, Problem Solving). There are 10 Characteristics of the CPS, among them: goal- and solution-oriented thinking, big-picture focus, freedom to express opinions and ideas, and freedom to innovate.

In an atmosphere of non-threatening exercise, constructive planning is fostered which resonates the Core Values of the organization, creative ideas encouraged, and effective communication techniques modeled.

Participants are encouraged to ask questions, and taught how to listen for answers. Processes which enable an idea to go from concept to action-step procedures are implemented, including circular communication in task completion.

An Assessment Perspective...an intentional, focused look as the journey of communication and planning begins, proceeds, and concludes...is showcased. Problem Solving Discussions, illustrating the right ways to conquer conflict are taught.

Growing Core Teams
Session Eleven
"Evaluation and Praise"

I. Evaluation proceeds from a desire to know:

Degrees of progress in the process of relational and functional development must be known, and participants are taught the processes of assessing relationship and function. How well we communicate internally and externally is analyzed. Methods of internal staff development, personal growth, and Core Team development, as well as provisioning new customer communities are discussed.

II. When to evaluate

What will correction evaluation cause?...What are our expected results? These questions and their related answers are seen in light of issues such as: when to evaluate, the procedures within specific parameters we choose to use, and the proper transfer of ownership.

III. Communication technique in evaluation procedure

Timing is crucial in evaluation procedure. When is "right?" Accuracy is showcased in exercise: what is being said needs to be what is being heard: making sure all parties understand and participate in it.

IV. How to evaluate

Correct evaluation is built upon the foundation of the strength of relationship. Therefore "having earned and continuing to earn the right to be heard" is taught, because intent becomes known through relationship. Techniques include training on "asking" for permission, and conducting constructive criticism.

The importance of living in truth is seen when the right people create ownership of solutions. Training motivates participants to look to the future by encouraging and modeling forward- and vision-thinking.

V. Characteristics of exceptional evaluation procedure

These include "worth," clearly stated, the knowledge of exactly what is being evaluated, and why, and what we are going to do about it.

VI. Accumulating and accessing appropriate information

How to file, what to file, when to file...

VII. A sample evaluation outline

Eight specifics are taught in exercise, modeled, and learned.

VIII. When the evaluation is over, it's over.

The processes of how to conclude are presented.

IX. The need for thanksgiving, recognition (praise) and celebration moments

Because there is no substitute for saying thanks and praising accomplishments, authentic techniques are presented. Value-balance between the person and the production is emphasized.

X. Thanksgiving and praise specifics...

The "how to" and "content" of thanking and praising are important. There are unlimited methods; participants learn several.

Growing Core Teams
Session Twelve
"Future Planning"

I. Looking ahead...the right thing to do.

Important questions are part of this process, among them: Where are we and where do we want to be? What is the time frame in which our plans should/will become reality?

II. An analysis of the Process of Achievement

Because it is a process, students not only become acquainted with it; they act upon it in exercises.

III. Success

Success is defined as seeing someone else achieve their dreams through your encouragement and support. Acquiring success is the process of giving its opportunity, investment, and encouragement away into those who desire to learn from your life-modeling and input.

Success combines starting and finishing. Students are taught to start and finish well.

IV. When a Team is successful it has duplicated itself...

The duplication principle is inherent, and therefore essential. The principles of Relational and Functional Duplication are taught.

V. What are the future plans of this Team?

Specifically, the Team participants produce the plans, and set the goals.

VI. Know the "targets," or they will never be hit.

In the process of learning targeting, "funnel" thinking techniques, "universal to specific," are taught.

VII. Decide and strive for these:

Ultimate goals are these: that our Core Teams' plans are true reflections of the Core Values we establish, that our lives be true reflections of Real Life principles, that our daily mission reflect the greater mission and vision of our company, and that in our persons we become the relationally best people we can be, to enable us to more fully accomplish the goals we have set for ourselves and those of our company, within the frameworks of creativity, innovation and excellence, providing exceptional product quality, superior service and service-related attitudes to our existing and future customers.

Growing Core Teams
"Conclusion"

When the participants first began the Growing Core Teams journey, several concepts were introduced by way of asking important questions (see Introduction "Questions," pg. 3). The first of these questions is selected to review at the conclusion. The question reads, "If you could be convinced that you are more important than what you do, who would benefit?" Its premise is the central foundation principle for the training just completed. In analyzing it closely, five truths come into clear focus.

Truth #1:

If one can be convinced that he or she is more important than what he or she does, this belief includes the immutable realization that the principle in practice produces life changes, and will dramatically alter the ways in which business is conducted. The truth of this concept dramatically transforms the way an individual views himself or herself. Then, because a person sees with "different eyes," he or she observes and interacts with others in ways which seek to build them and respond to them from a personal desire that they be treated in the same way.

Truth #2:

Every legitimate business, at its core, is providing a product or service to an end user at a profit. All business is built and sustained on supplying people with what people want and need. Business provisions people, first of all; therefore, the way we conduct business must put people first. Building a "people first" environment of relational trust and functional accountability is essential for business to succeed.

Truth #3:

The Core Team is a structure which promotes people: creating and growing the healthy relationships between team members who come together to provide products and services to their customers. Its structure is composed of two essential components: the Core, and the Team.

The term "Core" is taken from the illustration of an apple core. Within the apple the core exists, not to sustain itself; rather, to support the entire fruit, and within its constitution are its seeds for duplication and growth; in short, its future survival and expansion. The illustration's applications are clear.

Foundational to a Core Team's existence are its Core Values, those beliefs about which a group agrees in full, and around which an organization is constructed and functions. These Core Values are both individual and corporate. The stronger the agreement between individual and company Core Values the more resilient the strength of the Core Team.

The "Team" portion of Core Team is an entity made of relationally focused individuals who seek to live and conduct business within solid and growing relationships to enable them to contribute with excellence. The Team is built on trust, recognizes the essentials of every member's composite nature, promotes and models accountability, and earnestly makes the efforts to find the best methods to achieve exceptional performance, and satisfied customers.

Truth #4:

When a team operates from its proper relational foundation with a continual goal of functional excellence, it learns and applies the lessons of proper personal investment, and ownership. Along the way the growth of the individual transcends business applications while providing a model for successful productivity; indeed, all of life is, or can be, affected within relational and functional life changes, for the better.

Truth #5:

At the heart of the concept is consistency, seen first in a dedication to pure integrity. This is the essence of the first Core Value. Without integrity at the core, words and actions don't integrate in concept, nor does one support the other in practice, and authenticity is lost. Where authenticity matters in an organization, integrity as a primary value takes its rightful place at the center of the core.

How does a person grow throughout the journey of creating, sustaining, and growing a Core Team, as a member or a Leader? The first step is to accept the concept, and let it change the person at the "core." Those who allow this change to take place are ever challenged to "do business" differently.

Welcome to the Core Team. Participants are encouraged to take their places as developing leaders and model investors into the lives of those people in the organization who are, in the first and final analysis, our greatest resource.