Performance Management Tool Kit July 2021
PERFORMANCE MANAGEMENT TOOLKIT
Crafting beautiful places that lift the human spirit. PURPOSE & GOAL OF PERFORMANCE MANAGEMENT: The purpose of the Performance Management Program is to provide team members the opportunity to deliver monthly rated feedback to their fellow team members and supervisors. And, in return, team members are provided a quarterly personal 360 review of their consolidated feedback. The perspectives of our peers provide us with invaluable developmental insight and accountability. The goal and hope is all team members will use their quarterly reviews as a tool throughout the year to learn, grow, and continuously improve. GOAL OF TOOL KIT: The purpose of the Self-Development Tool Kit is to provide resources that complement SLR team members desire to commit to personal growth and continuous improvement. In addition to the provided Performance Management quarterly reports, this tool kit is a resource for team members self-development. The goal is to come alongside and encourage team members to dig into their areas of opportunity by offering the following resources.
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TA B L E O F C O N T E N T S
04
CORE VALUES
06 10 14
Master Craftsman Creative Spirit Responsible Stewards and Citizens
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LEAN DESIGN-BUILD
40
IDEAL TEAM PLAYER
59 66 74
Humble Hungry Smart (People)
79
TECHNICAL SKILLS
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CORE VALUES 4
CORE VALUES
“Crafting beautiful places that lift the human spirit.” Our purpose is the heartbeat of StreetLights Residential. It is the “why” behind all that we do. To dig in further on the importance of purpose, tune into Simon Sinek’s Ted Talk “How great leaders inspire action: The Purpose of Why”.
Our Core Values are the behaviors in which StreetLights team members live out each day.
Master Craftsman
Creative Spirit
Responsible Stewards & Citizens
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MASTER CRAFTSMAN
Master Craftsman Each of the StreetLights team members is an expert in their field or striving to become a master craftsman. We encourage embracing innovation to maximize our value to the team. In addition, SLR embraces furthering personal development, specifically focused on enhancing one’s craft. What does being a Master Craftsman mean to you?
“He who works with his hands is a laborer. He who works with his hands and his head is a craftsman. He who works with his hands and his head and his heart is an artist.”
– Saint Francis de Assisi 6
MASTER CRAFTSMAN
GUILDS
Medieval
Renaissance/Colonial
Modern Day
What does it mean to become a Master Craftsman at StreetLights? TIME: It takes time to put the training, effort, etc. into becoming a Master Craftsman.
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MASTER CRAFTSMAN
WORK: We must put in the work to become a Master Craftsman.
“Inspiration is for amateurs. The rest of us just show up and get to work.”
– Chuck Close FINISH: It is incredibly important to finish our work. Even if it is not our best work, something great could come of it…like the next big idea or lessons learned. SHARE: Sharing what we learn encourages collaboration, innovation, and promotes feedback. GET FEEDBACK: Solicit feedback for your work. There is always something to learn. IMPROVE: Always strive to improve your craft. Take the feedback you have received or dig into development opportunities to improve.
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MASTER CRAFTSMAN
REPEAT THE NEXT DAY: Becoming a Master Craftsman means waking up each day, repeating the steps provided, and taking what we know or have learned to hone our craft.
Think about your role at StreetLights. What does being a master craftsman mean to you?
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C R E AT I V E S P I R I T
Creative Spirit Since there are many ways to solve a problem, we ask each team member to stay open minded and creatively problem solve to generate solutions.
What does it mean to have a Creative cre•ate: Spirit at StreetLights? • to bring into existence; cause to be; originate. • to give new character, function or interpretation to. • to cause; produce.
WHAT DOES IT MEAN TO HAVE A CREATIVE SPIRIT AT STREETLIGHTS?
Available to Everyone
Spirit of Curiosity
New Tap into your Perspective Creative Genius
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C R E AT I V E S P I R I T
5 Levels of Creativity IMITATION BRAINSTORMING
“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things.”
– Steve Jobs ANALOGY
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C R E AT I V E S P I R I T
NARRATIVE CREATIVITY INTUITION
“The intuitive mind is a sacred gift and the rational mind is faithful servant. We have created a society that honors the servant and has forgotten the gift.”
– Albert Einstein How do you discover your hidden creative spirit? Give yourself permission to create, whether it is successful or not.
“I’ve failed over and over again in my life and that is why I succeed.”
– Michael Jordan 12
C R E AT I V E S P I R I T
Create a schedule and practice.
“Researchers have settled on what they believe is the magic number for true expertise: ten thousand hours.”
– Malcolm Gladwell, Outliers Finish something, anything. Practice self-compassion Share your work.
Think about your role at StreetLights. What does having a Creative Spirit mean to you?
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C R E AT I V E S P I R I T
Responsible Stewards & Citizens Team members are responsible for the care of the communities in which we build, our partners, our residents, and each other. WHAT DOES IT MEAN TO BE A RESPONSIBLE STEWARD AND CITIZEN AT STREETLIGHTS?
Selfless Service to Others
Financial Accountability
Eliminate Waste
Improving Systems
Being a Team Player
Communication with Team
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C R E AT I V E S P I R I T
How does StreetLights practice good stewardship? Crafting buildings that fit the fabric of the community. Providing sustainable neighborhood growth through our buildings. Implementing WELL and LEED building standards. Creating a sense of place that will extend beyond the building and embrace the street. Being responsible for the care of the communities in which we build. Being responsible and taking care of our fellow team members. Embracing innovation and change.
Think about your role at StreetLights. What does being a Responsible Steward and Citizen mean to you?
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CORE VALUES
Core Values SelfDevelopment Resources
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CORE VALUES
Interview with Alan Mulally
Extreme Ownership by Jocko Willink
Why Good Leaders Make You Feel Safe by Simon Sinek
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CORE VALUES
The Power of Vulnerability by Brene Brown
The Puzzle of Motivation by Dan Pink
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The Advantage Model & Summary by Patrick Lencioni
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Good To Great Articles and Tools by Jim Collins
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Message to Garcia PDF by Elbert Hubbard
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LEAN DESIGNBUILD 19
LEAN DESIGN-BUILD
What is Design-Build at StreetLights? The Design-Build platform is centered around developing more continuity between the Design, Finance, and Construction teams, resulting in increased ownership, improved communication, and complete accountability for all aspects of a project while doing the right thing at the right time. The core StreetLights team, which is comprised of a Design Project Manager, Construction Project Manager, PreConstruction member, Design Manager, Financial Analyst, Quality member, and a Development member will be involved in every meeting and key decision, from initial design all the way through the completion of the project.
Where did the LEAN philosophy come from? 1450'S – MID 1500'S: Venetians in the Arsenal adopted standardized design for hundreds of galleys built each year to campaign the Mediterranean 1700'S – EARLY 1800'S: French general JeanBaptiste de Gribeauval leveraged standardized designs and interchangeable parts to facilitate battlefield repairs.
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LEAN DESIGN-BUILD
Marc Brunel in England devised equipment for making simple wooden items like rope blocks for the Royal Navy using 22 kinds of machines that produced identical items in one piece flow. LATE 1700'S – MID 1800'S: Carl Frederick Gauss introduces the concept of the normal curve, foundation for statistics and Six Sigma 1820'S – 1850'S: Thomas Blanchard at the U.S. Springfield Armory devised a set of 14 machines, laid out in a cellular arrangement that made it possible to make more complex shapes like gunstocks for rifles. All of the American armories were making standardized metal parts for standardized weapons 1910'S – MID 1920'S: Henry Ford Highland Park, MI developed single product optimized process management through a fully integrated production line. Sakichi Toyoda established the Toyoda spinning and weaving company founded on Jidoka- ‘automation with a human touch’ meaning to facilitate quality at source. 1990'S – EARLY 2000'S: Lean process adopted industry-wide (where applicable). Allied Signal & Jack Welch GE adopt Six Sigma Honeywell & Ford launch full scale LSS initiatives EARLY 2000'S: Jeff Sutherland and Schwaber, along with 15 software pioneers of agile thinking converge at
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LEAN DESIGN-BUILD
Snowbird ski resort in Utah to assess commonalities in agile methods. The Agile Manifesto was created out of this group’s consensus. 2010'S – CURRENT: LEAN, Agile & SCRUM principles adopted by Fortune 500 companies as best in class development practice. Google, Yahoo, Microsoft, Facebook, Adobe, Nokia, Siemens, BBC, CNN, General Electric, Bank of America, Novell, Unisys...
What is LEAN thinking? LEAN Thinking is a business methodology aimed to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term “LEAN Thinking” was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. The goal is to create a LEAN enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction and offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers, and the environment. The basic insight of LEAN thinking is if you train every person to identify wasted time and effort in their own job and to better
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LEAN DESIGN-BUILD
work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence, and ability to work with others.
A LEAN organizational structure is a structure designed to create more customer value using fewer resources (less time) than a traditional organizational structure. The goal for all members of an organization that utilizes a LEAN structure is to constantly find ways to improve the processes of the organization and to make the organization more efficient.
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LEAN DESIGN-BUILD
What LEAN does NOT mean! Solely cost reduction: It is more about shortening product lead times and times to market, improving quality and providing customer what they want when they want it. Surplussing employees. Short-term solution. Avoidance of culture integration. Only evaluating improvements to value-added steps. Top-down push to implement.
What does LEAN mean to SLR? Align customer satisfaction with employee satisfaction, minimize unnecessary over-costs to customers, partners, contractors/suppliers, and the environment. Improve culture – empowerment to make decisions and changes Eliminate wasteful activity and duplicative work – streamline process, work smarter Enable resource efficiency – balance the workflow to address overcapacity Promote cross-functional teamwork
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LEAN DESIGN-BUILD
Create opportunities for continuous improvement Challenge the status quo – rethink how work gets done and product comes to market Enable continuous education and commitment to development of employees and partner network Relentless focus on quality and understanding value – identification of who the customer is in the flow of work and understanding their needs Enable ability to stop flow if there is an issue, bring issues to the surface to allow for root cause and correction
What is waste (MUDA)? mu•da: • futility, uselessness, pointlessness, waste
Everything that is done in the company is divided into two groups: value-adding and waste. Value-adding is anything the customer pays for, and waste is anything the customer does not care about. Fundamentally need to rethink value; think backwards from the customer – customer centric.
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LEAN DESIGN-BUILD
The 7 Wastes in Manufacturing Toyota Production System (TPS) by Shigeo Shingo INVENTORY: Unfinished goods (also called as "work in progress," or WIP) OVERPRODUCTION: Producing more than the demand requires EXTRA PROCESSING: Additional steps in the process that are not really needed. TRANSPORTATION: Shipping the goods from one place to the other WAITING: Lag between process steps MOTION: Moving around within the process DEFECTS: Flaws in the deliverables that impact their features/functionality
Waste in a Value System Casting Time
Transportation
Raw Material Value-Added Time
Staging
Machining Setup
Time
Assembly
Inspection
Staging
Finished Goods
Non-Value Added Time (MUDA or Waste)
LEAN DESIGN-BUILD
Value-added time is only a small percentage of the total time in the system. Traditional cost savings exercises only focus on the value adding steps. LEAN thinking focuses on the entire value stream to eliminate non-value-adding items or waste.
Real Estate Wastes
Intellectual and Creativity Waste
RFI: Request for Extra Features that Information Do not Add Value
Poor Quality: Punch List or Defects in Design
Communication Breakdowns: Construction Administration
Handoffs: Relearning, Switching Tasks
Delays
Non-Standard Inputs
Value Engineering
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LEAN DESIGN-BUILD
What is Agile and Scrum •
SCRUM was born out of LEAN manufacturing and subsequently extended by the software development industry as an agile methodology to counter established waterfall-style project management processes. SCRUM is a simple framework that facilitates team collaboration on complex projects.
•
SCRUM is a framework or model; it is not a process.
•
SCRUM does not tell you how to do things, it tells you what needs to be done and lets you figure out how to do it.
•
SCRUM is not literal; you must modify what it says to match your circumstances.
•
SCRUM works well for smaller teams tackling projects with changing deliverables, unknown solutions, and frequent interaction with clients or end users.
AGILE: Individuals and interactions, working software, customer collaboration, responding to change VS. TRADITIONAL: Over process and tools, over comprehensive documentation, over contract negotiation, over following a plan
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LEAN DESIGN-BUILD
What is the Design-Build Framework? DESIGN-BUILD BACKLOG PLANNING (1 – 3 days) Includes key stakeholders (Strategic/PS/Core Team) SPRINT PLANNING (1 – 2 hours) Core Team DAILY HUDDLE (15 minutes) Core Team REVIEW & DEMO (1 hour) Open to SLR GROOMING (1 hour) Key Project Stakeholders VISUAL TASK BOARD IDEA FOR SLR
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LEAN DESIGN-BUILD
What is SLR's development lifecycle?
Lead
Qualification
Lead
Desig
• Developm • Design Pla
• Perform site feasibility study • Collect due diligence specific to the site including OPEX, Cost, Density, Rents/Income, Historical Hard Cost Matrix • Review title and survey • Create LOI • Prioritize based on other regional deals • Leverage pricing matrix for product type consideration
• Market Representative sponsors deals to invest in time and effort from Design Planning Team
• Delivery Pl align 1-pag with Desig Expectatio • Perform Pl
• • • •
• Prioritized Backlog of Deals per Region • Global Prioritized Backlog
• Design Pla • Planning D
• • • •
• Identify site prospect that meets requirements to develop a 1-pager
• 1-Pager • Deal Tracker
Actors
SPONSORSHIP • Development Partner
• Development Partner
Activities Deliverables
Qualification
Sponsorship
PU
Development Partner Design Planning Team Financial Analyst Legal
LOI Site Feasibility & Due Diligence Updated Deal Tracker Survey
Control
• Weekly Pursuit Meeting
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• Replenishm • Design Lab per week] • Delivery Pl
LEAN DESIGN-BUILD
Review
Design Planning
gn Planning
ment Partner anning Team
Review • • • •
Development Partner Precon Capital Markets Team DesignBuild
Commitment • • • •
SMT Capital Markets Team Development Partner Legal
Commitment
Green Light
URSUIT
GREEN LIGHT • SMT
lanning Session to ger & due diligence gn Planning ons lanning
• Review the Preliminary Design with Development for directional guidance and approval • Audit technical attributes of Design to ensure feasibility • Precon prices Design Plan • Ensure financials hold
• SMT commits to allocate DB resources to a fully vetted deal that the team agrees is ready to move to SD • Deals that SMT does not commit to are deprioritized • PSA is submitted and fully executed • Source equity/debt after budget number is confirmed with precon • Finalize terms with equity including cost sharing
• Approve Design Plan to invest in and allocate DesignBuild resources
an Checklist Deliverable
• • • •
• Approved Planning and Conceptual Design • PSA • Financial OM/Flyer
• GREENLIGHT Criteria Pillars • Capital or Co-GP identified • Site under contract - PSA • Approved Planning
ment [weekly] b Meeting Block [2x
• Design Review PRM [AsNeeded] • Design DesignBuild Update [bi-weekly]
lanning [per project]
Design Review Checklist Design Pricing Proforma Terms Sheet
• SMT Review Meeting
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LEAN DESIGN-BUILD
SD
Actors
•
Control
Deliverables
Activities
•
Design Planning Team DesignBuild Architect
• • •
•
Planning Team DesignBuild Team Functional Leaders
Conceptual Design
Design Review [weekly]
• • •
DesignBuild Team Backlog Owner Planning/Design Owner
•
•
Architecturally engineering the plans Develop building character and architecture Develop floor plans Flush out programmatic challenges Precon performs internal Pricing Update proforma
• • • • • • •
SD Checklist Proforma Schedule Sketch-up model Floor Plans/Unit Mix SD Set Internal Pricing
• • •
Backlog Planning Define Scope & Schedule
• • •
• •
GMP
Permit
Schematic Design
KICK-OFF
Develop Conceptual Design
• Conceptual Design • Initiate building character & architecture
CD
Portfolio Management
Conceptual Design •
DD
• •
•
Kick-Off Agenda Project Backlog Architect Agreements
Design Development • • •
DesignBuild Team Backlog Owner Planning/Design Owner
•
• • •
Collect and define design decisions Expand the architectural design Identification of products and materials Base building engineering Finalize amenity & units & lease out finishes Coordinate site agreements & zoning Produce Equity Package Subcontractor Pricing Update proforma
• • • •
DD Checklist Dashboard DD set Subcontractor Pricing
• • • • •
• • • •
Two-Day Offsite KickOff
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Alignment
Concept Design
Kick-Off
DESIGNBUIL
Construction Documents • • • •
DesignBuild Team Backlog Owner Capital Markets Legal
•
Preparation of construction documents for regulatory approval and bidding purposes Consultant coordination for key components Document debt/equity Engage MEP, structural consultants 3rd party reviews FHA, Elevator, Waterproofing, etc.
• • • • •
• •
CD Checklist CD Set
Sprint Planning Daily huddles [15 mins] Sprint Review & Demo Backlog Grooming
Permit • •
• • • •
• •
DesignBuil Team Backlog Owner
Issue for building permits Review consulting products Review pe and ameni package Redicheck
Permit Checklist Permit Set
LEAN DESIGN-BUILD
LD OPERATIONS
t
ld
g
GMP
• •
DesignBuild Team Backlog Owner
• • • •
• • •
ermit ity
Precon Bid out full project Finalize contracts for construction approval
k
t
ALIGNMENT
• • •
• • • • •
IFC Set Pre-GMP Subcontract LOI Executed GC GMP contract GMP Set Building Permit
• • • • •
DesignBuild Team Backlog Owner Functional Leaders Construction Field Team
Ensure shared understanding of scope, cost, schedule and vision prior to construction start Identify loose ends from Design Discuss lessons learned Close on property
Alignment Meeting Agenda Construction Schedule Qualifications SOV Construction Alignment Kickoff
Move-In
Construction
Portfolio Management
Construction • • •
DesignBuild Team Backlog Owner Construction Field Team
•
Drive Construction Implementation Ensure quality implementation Escalate and resolve issues through DesignBuild
• •
•
Marketing & Lease
• • • •
DesignBuild Team Backlog Owner Asset Management Marketing & Leasing
• • •
Asset Value Creation Asset Management Portfolio Management Asset strategy & execution Underwriting/ Market experts Debt Monitoring Liquidity events
• • • •
• •
Dispositions AMOP & Investor/Asset Reporting Soft Cost Dashboard
• •
Construction Drawings RFI’s Submittals
• • • •
Sprint Planning Daily huddles [15 mins] Sprint Review & Demo Backlog Grooming [weekly]
•
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MOVE-IN • •
Asset Management Marketing & Leasing
Marketing & Lease • •
• • • • •
Coordinate move-in schedule Unit delivery Perform punch
• •
•
• •
•
Move-In Checklist Now Open Press Release
Move-In Coordination
• • • • •
Asset Management Marketing & Leasing
Hire Property Management Drive property marketing activities Branding Create social and online customer interface Deliver and stage FFE
Marketing & Lease Checklist Press Release Marketing Material Signage Weekly Marketing Meetings
LEAN DESIGN-BUILD
LEAN Design-Build SelfDevelopment Resources •
5S Training with Monty Self: Recording, Powerpoint
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Certified Scrum Product Owner Training by Agile For All
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Certified ScrumMaster Training by Scrum Alliance
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Essential Scrum by Kenneth S. Rubin
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Explanation of Scrum in Under 5 Minutes
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Just in Time Training with C.J. Cacheris: Recording, Powerpoint
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LEAN & Design-Build 101 with C.J Cacheris
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Managing Your Backlog by Richard Lawrence with Agile For All
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Scrum Framework Overview with C.J. Cacheris
•
Scrum Reference Card
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LEAN DESIGN-BUILD
Principles taken from Toyota Way 14 TOYOTA LEADERSHIP PRINCIPLES 1
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
2
Create a continuous process flow to bring problems to the surface.
3
Use “pull” systems to avoid overproduction.
4
Level out the workload (work like the tortoise, not the hare).
5
Build a culture of stopping to fix problems, to get quality right the first time.
6
Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
7
Use visual control so no problems are hidden.
8
Use only reliable, thoroughly tested technology that serves your people and process.
9
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
10
Develop exceptional people and teams who follow your company’s philosophy.
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LEAN DESIGN-BUILD
11
Respect your extended network of partners and suppliers by challenging them and helping them improve.
12
Go and see for yourself to thoroughly understand the situation.
13
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
Become a learning organization through relentless 14 reflection and continuous improvement.
THE 4P'S OF THE TOYOTA MODEL
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LEAN DESIGN-BUILD
Japanese Concepts •
ANDON: A Japanese word that means paper lantern. The Andon Cord is a concept that was introduced in Japanese factories following the Toyota Production System. It consisted of a pull cord or button that workers could activate to stop the production and warn management in case of a significant issue.
•
JIDOKA: Stop when there is a problem with quality; examples of pulling the andon cord, origin with the loom.
•
GEMBA: Shop floor; Japanese term meaning "the real place." Japanese police could refer to a crime scene as gemba, and TV reporters often refer to themselves as reporting live from gemba.
•
ATOKOTEI WA O-KYAKUSAMA: Just in Time (Pull flow) is doing what the next step needs. Shortening lead time by eliminating waste in each step of a process leads to best quality and lowest cost while improving safety and morale. 1-piece flow.
•
MUDA: Futility; uselessness; pointlessness; waste
•
KAIZEN: Small team incremental continuous improvement activities teach individual skills for working effectively in small groups, solving problems,
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LEAN DESIGN-BUILD
documenting, and improving processes, collecting and analyzing data and self-managing within a peer group.
•
HEIJUNKA: Leveling the workload which means to match unpredictable customer demand patterns and eliminate manufacturing waste by leveling the type and quantity of production output over a fixed period of time.
•
5S: Methodology that results in a workplace that is clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity. It is designed to help build a quality work environment, both physically and mentally. The 5S philosophy applies in any work area suited for visual control and lean production. The 5S condition of a work area is critical to employees and is the basis of customers' first impressions. Sort, Set in Order, Shine, Standardize, Sustain; how to keep job site clean and safe? Remove wasteful steps of staging product or cleaning up workspace.
•
SHUHARI: Self-development; Leaders actively seek to improve themselves and their skills - mean getting support, coaching, and finding the right opportunities. 5 elements shuhari - Standardized work for foundation of learning, the form, deep observation by sensei to guide, on the job.
•
YOKOTEN is a process for sharing learning laterally across an organization. It entails copying and improving on kaizen ideas that work. You can think of yokoten as 38
LEAN DESIGN-BUILD
“horizontal deployment” or “sideways expansion”. The corresponding image is one of ideas unfolding across an organization.
•
HANSEI: Reflection on process; retrospective
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IDEAL TEAM PLAYER 40
I D E A L T E A M P L AY E R B Y PAT R I C K L E N C I O N I
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U N D E R S TA N D I N G T H E I D E A L T E A M P L AY E R M O D E L
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U N D E R S TA N D I N G T H E I D E A L T E A M P L AY E R M O D E L
“What makes humble, hungry, and smart powerful and unique is not the individual attributes themselves, but rather the required combination of all three.” – Patrick Lencioni
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T H E I D E A L T E A M P L AY E R M O D E L
44
HUNGRY
45
T H E I D E A L T E A M P L AY E R M O D E L
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
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TEAM MEMBER SELF-ASSESSMENT
Self Assessment One of the most effective ways to assess team members is to ask them to evaluate themselves. The reason being is sometimes, not always, team members Name: who lack people-smarts may not be aware of it. Those who are not humble will often lack the self-esteem to admit it. And those who are not hungry are typically Instructions embarrassed to admit their lack of commitment to a team. Knowing most team members are willing to own up their limitations, the self-assessment is typically a Take this assessment to evaluate yourself relative to the three virtues of an productive and positive way to ensure improvement. The hope is team members ideal team player. Respond as honestly as possible, as this will allow you will feel encouraged by taking the self-assessment and take ownership of their to most accurately identify any areas of development that you may have. THE own self-development. IDEAL Use the scale below to indicate how each statement applies to how you TEAM PLAYER
think your teammates may see you and your actions on the team. Choose the rating response number that best applies to each statement and record it in the box to the right of the statement. Then total your scores PRINT ASSESSMENT for each of the three virtues. RATING SCALE: 3 = Usually, 2 = Sometimes, 1 = Rarely
Humble My teammates would say... 1. I compliment or praise them without hesitation.
SCORE:
2. I easily admit to my mistakes.
SCORE:
3. I am willing to take on lower-level work for the good of the team.
SCORE:
4. I gladly share credit for team accomplishments.
SCORE:
5. I readily acknowledge my weaknesses.
SCORE:
6. I offer and accept apologies graciously.
SCORE: TOTAL HUMILITY SCORE:
Hungry My teammates would say... 7. I do more than what is required in my own job.
SCORE:
8. I have passion for the “mission” of the team.
SCORE:
9. I feel a sense of personal responsibility for the overall success of the team.
SCORE:
10. I am willing to contribute to and think about work outside of office hours.
SCORE:
11. I am willing to take on tedious or challenging tasks whenever necessary.
SCORE:
12. I look for opportunities to contribute outside of my area of responsibility.
SCORE: TOTAL HUNGER SCORE:
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1
Self Assessment (Continued from the previous page.)
TEAM MEMBER SELF-ASSESSMENT
Smart My teammates would say... 13. I generally understand what others are feeling during meetings and conversations.
SCORE:
14. I show empathy to others on the team.
SCORE:
15. I demonstrate an interest in the lives of my teammates.
SCORE:
16. I am an attentive listener
SCORE:
17. I am aware of how my words and actions impact others on the team.
SCORE:
18. I adjust my behavior and style to fit the nature of a conversation or relationship.
SCORE:
TOTAL SMART SCORE:
Scoring
“Humility, hunger and smarts can be adopted and developed in people who commit themselves to cultivating these virtues.”
Remember, the purpose of this tool is to help you explore and assess how you embody the three virtues of an ideal team player. The standards for “ideal” are high. An ideal team player will have few of these statements answered with anything lower than a ‘3’ (usually) response. A total score of 18 or 17 (in any virtue) is an indication that the virtue is a potential strength.
A total score of 16 to 14 (in any virtue) is an indication that you most likely have some work to do around that virtue to become an ideal team player. A total score of 13 or lower (in any virtue) is an indication that you need improvement around that virtue to become an ideal team player. Finally, keep in mind that while this tool is quantitative, the real value will be found in the qualitative, developmental conversations among teammembers and their managers. Don’t focus on the numbers, but rather the concepts and the individual statements where you may have scored low.
– Patrick Lencioni
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H O W T O R E C O G N I Z E A N D C U LT I VAT E T H E T H R E E V I R T U E S
• Humble: Team members can be vulnerable, engage in honest conflict and hold others accountable. They define success collectively, commit to team goals, and do not value status or ego. • Hunger: Team members are willing to engage in uncomfortable conflict and hold others accountable. They will go above and beyond to achieve results and are always contemplating the next step. • Smart (People): Team members understand group dynamics and can tactfully engage in productive conflict. They have good interpersonal skills and tend to understand how to deal with others in the most effective way. • By clicking the following webinar link, you will hear from Pat Lencioni on how to specifically recognize and culture the three virtues.
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FIVE DYSFUNCTIONS OF A TE AM
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FIVE DYSFUNCTIONS OF A TE AM
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FIVE DYSFUNCTIONS OF A TE AM
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HUMBLE
59
HUMBLE
60
HUMBLE
Self-Assessment Humility Questions: Ask yourself or consider the following questions on humility. By doing so, you will be provided an opportunity to self-reflect and encourage honesty with oneself. • Do I genuinely compliment or praise teammates without hesitation? • Do I easily admit when I make a mistake? • Am I willing to take on lower-level work for the good of the team? • Do I gladly share credit for team accomplishments? • Do I readily acknowledge my weaknesses? • Do I offer and receive apologies graciously?
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Interview questions: A few of the ensuing questions are asked during the Culture Interviews and are great indicators of the virtue. By asking yourself the following questions and being introspective, you can really capture the essence of humility.The Ideal Team Player Interview Guide
QUESTION How did you handle that embarrassment or failure?
Humble
INSIGHT Look for specifics about how the candidate accepted responsibility, what they learned from it, and if they actually acted on what was learned.
Humble team members are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self and define success collectively rather than individually.
QUESTION What is your greatest weakness?
INSIGHT Yes, this is a seemingly tired question, but it’s still a useful one. The key is to look for answers that are real and a little painful. Candidates who present their weaknesses as strengths (“I take on too much” or “I have a hard time saying no”) are often afraid to acknowledge real shortcomings. To avoid this, it’s a good idea to coach candidates with prompts like: “I really want to know what you’d like to change about yourself, or better yet, what your best friends would say you need to work on.” The key to the answer is not what their weaknesses are (unless of course the candidate is an axe murderer), but if they’re comfortable acknowledging something real.
QUESTION Describe your current team. What do you like and dislike?
INSIGHT By asking a team related question, it may be apparent if he or she values a team effort and is willing to do what is necessary for the good of the team. Encourage the candidate to describe specific interactions with colleagues and experiences working on a team.
QUESTION What are the most important accomplishments of your career?
QUESTION
INSIGHT
How do you handle apologies, either giving or accepting them?
Look for more mentions of we than I. Of course, it isn’t about being so simplistic as to count the responses. In the event that someone refers to himself or herself individually more than as a member of a team, probe for whether he or she was working alone or with others.
INSIGHT
QUESTION
Look for and ask for specifics. Humble people are not afraid to say they are sorry, and they accept other people’s genuine apologies with grace. People who do this usually have specific stories.
What was the most embarrassing moment in your career? Or the biggest failure?
QUESTION Can you tell me about someone who is better than you in an area that really matters to you?
INSIGHT Look for whether the candidate celebrates that embarrassment or is mortified by it. Humble people generally aren’t afraid to tell their unflattering stories because they’re comfortable with being imperfect. Also, look for specifics and real references to the candidate’s own culpability.
INSIGHT Look for the candidate to demonstrate a genuine appreciation for others who have more skill or talent. Humble people are comfortable with this. Egodriven people often are not.
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Developing Humility: Utilize your self-assessment and the previous questions to analyze your behavior and improve your performance. Because there is no single best way to go about self-development, continue reading for a few of Pat’s recommended approaches.
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HUNGRY
Self-Assessment Hunger Questions: Ask yourself or consider the following questions on hunger. By doing so, you will be provided an opportunity to self-reflect and encourage honesty with oneself. • Do I do more than what is required in my job? • Do I have a passion for the “mission” of the team? • Do I feel a sense of personal responsibility for the overall success of the team? • Am I willing to contribute to and think about work outside of office hours? • Do I look for opportunities to contribute outside of my area of responsibility?
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HUNGRY
Interview questions: A few of the ensuing questions are asked during the The Ideal Team Player Interview Guide Culture Interviews areprevious greatpage.) indicators of the virtue. By asking yourself the (Continued and from the following questions and being introspective, you can really capture the essence of hunger.
Hungry
QUESTION What was your work ethic like as a teenager?
INSIGHT
Hungry team members are self-motivated and diligent. They are constantly thinking about the next step and the next opportunity.
Look for specific examples of real but joyful sacrifice. In other words, the candidate isn’t complaining, but is grateful for the experience.
Look for specifics, usually relating to schoolwork, sports, or jobs. And when it comes to sports, it’s not about participation and having fun. Look for examples of difficulty, sacrifice, and hardship. Ask the candidate about how hard they worked in high school. Did they really strive to do well? Did they have a job? Did they train extraordinarily hard in a sport? You’re not looking for one particular answer, but rather for something real that indicates the person has a work ethic. And a work ethic usually, but not always, gets established early in life.
QUESTION
QUESTION
What do you like to do when you’re not working?
What kinds of hours do you generally work?
INSIGHT
INSIGHT
Look out for too many time-consuming hobbies that suggest the candidate sees the job as a means to do other things. That’s not to say that there is one specific kind of activity that is an indicator of not being hungry. And it’s certainly not to say that you’re looking for someone who has no interests in life outside of work. But a long list of hobbies like extreme skiing, sled dog racing, storm chasing, and shark hunting might just be a red flag when it comes to someone who is not going to put the needs of the team ahead of personal pursuits.
Hardworking people usually don’t want to work nine to five, unless their unique life situations demand it. And if they do, they are usually getting additional work done at home. That’s not to say that some people aren’t stuck in dead-end, nine to five jobs and are itching to get out and do something challenging. But if a candidate is satisfied with a predictable schedule and talks too much about “balance,” there’s a chance he or she isn’t terribly hungry. Again, not a litmus test, but a red flag. None of this is to advocate that people should prioritize their work over their families. Not at all. It’s just that when a candidate focuses a lot on the hours that they’re expected to work, they may not be the kind of hungry team player you need.
QUESTION What is the hardest you’ve ever worked on something in your life?
INSIGHT
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Developing Hunger: Utilize your self-assessment and the previous questions to analyze your behavior and improve your performance. Because there is no single best way to go about self-development, continue reading for a few of Pat’s recommended approaches.
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PEOPLE-SMART
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PEOPLE-SMART
Self-Assessment People-Smarts Questions: Ask yourself or consider the following questions on people-smarts. By doing so, you will be provided an opportunity to self-reflect and encourage honesty with oneself. • Do I seem to know what teammates are feeling during meetings and interactions? • Do I show empathy to others on the team? • Do I demonstrate an interest in the lives of teammates? • Am I an attentive listener? • Am I aware of how my words and actions impact others on the team? • Am I good at adjusting my behavior and style to fit the nature of a conversation or relationship?
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PEOPLE-SMART
Interview questions: A few of the ensuing questions are asked during the The Ideal Team Player Interview Guide Culture Interviews areprevious greatpage.) indicators of the virtue. By asking yourself the (Continued and from the following questions and being introspective, you can really capture the essence of people-smarts.
Smart
QUESTION
Smart team members are interpersonally appropriate and aware. They have good judgment and intuition around the subtleties of group dynamics and the impact of their words and actions.
INSIGHT
What do you do that others in your personal life might find annoying? Everyone annoys someone, sometimes. Especially at home. Smart people are not immune to this. But neither are they in the dark about it. And they tend to moderate these behaviors at work.
QUESTION Have you ever worked with a difficult colleague or boss? How did you handle the situation?
QUESTION What kind of people annoy you the most, and how do you deal with them?
INSIGHT By asking the candidate about a difficult work relationship, you will learn if he or she can read situations and people and handle them skillfully.
INSIGHT What you’re looking for here is the candidate’s selfawareness and self-control. Smart people know their pet peeves, and they own the fact that some of those pet peeves are their own issues. They also know how to deal with annoying people in a productive, constructive way.
QUESTION How would you describe your personality?
INSIGHT Look for how accurately the person describes what you are observing and how introspective he or she is. Smart people generally know themselves and find it interesting to talk about their behavioral strengths and weaknesses. People who seem stumped or surprised by this question might not be terribly smart when it comes to people.
QUESTION Would your former colleagues describe you as an empathic person? -OR- Can you give an example of how you’ve demonstrated empathy to a teammate?
INSIGHT Some people use the word empathetic. The issue is whether the candidate seems to understand what others are feeling. Now, there are certain personality types that are less empathic than others, and that’s fine. What you’re looking for here is an indication that the person values empathy and whether he or she has an understanding of his or her own strengths or weaknesses in this area.
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PEOPLE-SMART
Developing People-Smarts: Utilize your self-assessment and the previous questions to analyze your behavior and improve your performance. Because there is no single best way to go about self-development, continue reading for a few of Pat’s recommended approaches.
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TECHNICAL SKILLS 79
TECHNICAL SKILLS
Every team member at StreetLights Residential is a specialist, therefore, there are many self-development opportunities out there that will fit to your specific area. The following tools and resources are being provided to encourage you to dig into your self-development, whether that is your craft or another area all together. Past what you see below, you are supported to research and find trainings or certifications that enhance your knowledge and understanding of Construction, Leadership, Architecture, Interiors, Finance, Accounting, etc.!
Technical Skills Self-Development Resources •
The AIA Continuing Education System
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Continued Education (Certification Training): Wednesday of every month with Irma Reiner
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Coursera: Coursera Inc. is a massive open online course provider founded by Stanford University computer science professors Andrew Ng and Daphne Koller. Coursera works with universities and other organizations to offer online courses, certifications, and degrees in a variety of subjects. “Coursera partners with more than 200 leading universities and companies to bring flexible, affordable, job-relevant online learning to individuals and organizations worldwide. They offer a range of learning opportunities – from handson projects and courses to job-ready certificates and degree programs.” Topics include, but are not limited 80
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to: Business, Personal Development, Information Technology, Arts, Engineering
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edX: edX is a massive open online course provider created by Harvard and MIT. It hosts online universitylevel courses in a wide range of disciplines to a worldwide student body, including several free courses. “Transformation through education.” edX mission has been grounded by the following commitments: to increase access to high-quality education for everyone, everywhere, to enhance teaching and learning on campus and online and to advance teaching and learning through research.
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Harvard Business Review
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Lessons Learned with Quality: 2nd Friday of every month with the Quality Team
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LinkedIn Learning: By completing the LinkedIn Learning “Become a Leader” Leadership course, SLR will pay for your LinkedIn Learning subscription. Learn more about the following categories by clicking the topics; Business, Technology, Creative.
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SLR Design Way: Stay tuned for guides authored by Paige Close on the “SLR Design Way”!
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TED: Ideas worth spreading. TED is an organization that posts talks online for free distribution.
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