Aug 26, 2017 City Council on 2017-08-26 8:30 AM

Call this meeting to order of the Denton City Council on Saturday August the 29th 2017. It is now well I'm gonna wait till it's nine o'clock till my clock says nine o'clock. All right well we'll nine o'clock so we'll open this meeting up at nine a.m. We do have a quorum. We are meeting at the University of North Texas University Union in the foundation boardroom number 401 1155 Union Circle Denton Texas. We only have one item on the agenda and this is sort of our our day long retreat items for discussion is discuss and give direction concerning accomplishments and goals as they relate to city services and infrastructure streets parks finance budget planning zoning and development etc etc. I don't think there's anything that has been left off the list so we've got a good posting that we can be very free in our conversation and in our topics. So welcome thank you all for getting up on a Saturday morning. Beautiful weather hopefully we're not going to get a whole lot of rain from the hurricane but I thank North Texas for for allowing us to meet here in this space. We expect to go to about three o'clock we're going to have various topics and exercises to work on but I just wanted to just open up with a few welcome comments and then ask Todd if he has anything he'd like to add. This is a good opportunity for us to talk about things that we don't really get a chance to talk about in our work sessions. I mean our work sessions and our city council meetings are are very specific as far as topics and agenda items and I think this posting is made in such a way that gives us some opportunity to really talk freely into anything we want to talk about at whatever depth we want to talk about so that we won't be in violation of the Texas Open Meetings Act. I've participated in several of these. How many here have participated in a council work session before? Okay so basically four of us. So this is this is good for for a reminder for me and for those who are new on council as well. And I guess my goal for this is outside of the specific topics is that you know one of the takeaways I would like to see is that we have an understanding of just each other a little bit better. That we are a team and I don't mean a team in the sense of that we all have to walk in lock step as far as how we look at the issues. But it is I think we're all here to to promote what we believe is the best interest of the city based upon our feedback from the from our constituents and that means things can be all over the you know all over the spectrum from decisions. And I like that. I think it really helps craft good decisions. It doesn't mean that there's always fun conversation but it does mean I think in the end hopefully we we come to a point that is is the best decision at the time. As we've seen just recently sometimes we make decisions and then we learn additional information that we might have to take a different course and that's okay. I think that's the mark of a successful organization. That if you embark down one path and you see that path is maybe not the best path to follow that you know you may try something different and we may have to do that again with one of those other particular decisions that we make. So I'd like for us to be you know to have some freedom to be open and honest. I think we've used the term professional candor in one of the retreats we had a few years back. I think we've got a good group. I think we respect each other even though we may disagree. I think we can disagree respectively. So I look forward to this and just really encourage everyone to to participate and participate at whatever level you feel comfortable but I'm certainly wanting to stretch myself to in this in this particular endeavor because I think we've got some good we 've got some good topics that we're going to cover and some of them we may not cover as often as maybe is on is what is planned. I think it's going to be sort of an organic process to see what's really beneficial to the organization. So with that Mr. City Manager any comments? I just to echo the the point of today is is obviously more of a team building exercise. It was hard ening to read through Rick's initial notes that many of you are on the same page all of you are on the same page really with really wanting to move Denton forward. We're looking for a productive day where we can have some open conversations obviously our Assistant Manager City Attorney Intercity Attorney are with us today and you know we are you are our partners you are our clients and by the end of the day what what we're really hoping to get out of this is a little bit more common understanding from all of you and also some objectives on our end. Obviously it's been the last several months has been significant change in the city and you know with processes being looked at budget recently being completed and we feel this is a nice time to bring everyone together to focus on the next six months or so and looking forward to kicking this off. We've brought in Rick Robinson I believe all of you sat down and met with him individually so he's compiled notes from the conversations and all the questions that they asked you did have a purpose in terms of kicking off the conversation today and we're going to take spend a little bit of time with Rick going through some team building exercises just really with the goal in mind of how we communicate with one another what the most effective way to communicate with each other is and just kind of that self-awareness as we're at the dais making decisions and and taking on policy directives so at this point I'm going to turn it over to Rick and ask you to kick us off. One other housekeeping matter will probably as we go through Rick the different agendas about a break every hour and a half hour and 45 minutes if you if it splits up that way but just wanted to throw that out there. Outstanding and I'll ask for you also is that we go too long and you need a break and you're receiving a signal that goes take a break because this is your time so I wanted to thank Todd and Mayor for for their comments and thank you all for allowing me to be here with you. I was able to meet with all of you individually except for QT. But one of the things I ask you one of the commitments I need to do is I will do everything in my power to make sure that this is a good investment in your time. I realize that it is a sacrifice to give up a Saturday and an investment of your time. So in order for me to accomplish that I want to do two things. First I want to find out what it is you would like to get out of this today in order to make an investment in your time. And to ask for your help in that if we're not heading in the direction you feel is productive and a good investment if you let me know during this time because as the Mayor mentioned this is kind of organic. We need to call an audible move in any way. So I'm going to start with Dalton if you would tell me just what is what is your expectation of the day what would you like to leave the day with. Finding the common ground where we're all hoping to improve the city. What what it is that we see that will improve the city and then find ways to work towards accomplishing. You know I. I went to the report that you just made. I have a pretty good idea of what happened to what was happening a year ago and I think there's been a tremendous amount of moving forward already and I'm sure that we've got plenty of other things that we can address to move forward and get even better. We've got a tremendous turnover in key positions. We're still trying to build those. I think those are very important. We do a good job of making sure we get the right people in there. I live in kind of a unique area and one of the things I'm interested in doing is getting everybody to understand the amount of actual money coming to the city. From Rocham Ranch. It's very substantial and I think things could be made easier for them and I think they probably have some problems themselves. I think that's something that's important in the long run for the city of Hempstead. I agree with yourself on finding common ground and what I'd like to see is us better understand how each one of us looks our way through an issue and also the lines of communication between us and the city manager's office and staff to make sure that the way we're really invested in. We should not be deciding what color of flower to plant it outside of the city hall. What is truly what the staff sees our position and I do know that that happened many years ago with the previous mayor that they dictated that I didn't like that color of flower. Very good. So it's understanding how each member receives information. Well, so if there is a disagreement or there is a question, how do I answer that question effectively for that person to then internalize it? But I will tell you my distinction is a little different. I 'm looking for three other people than all. My focus is I need four, right? Versus seven. So as far as if there's something I'm trying to get through , it's four. I need four votes. I just heard that come up a lot early on and I see it different. Okay. Yeah. Very good. For me, I think it's I certainly want to identify common ground, but I also want to be identify uncommon ground and try to gain a better understanding of not someone's perspective to try to change it, but to have just an understanding of of what's the source or what's the rationale of the differences. And to respect those differences and see if within those differences, we can find some concentric circles that overlap instead of maybe taking very polarizing approaches. Excellent. Very good. You? Well, I don't really have very many expectations for today. I would like to talk with my fellow council members about a vision for our city and direction that we want to have. See what makes them special. I feel like right now is a good time for that. And also, I will not be telling everybody what color should be, but I would like to recommend they be native. You had me hopeful at the beginning. You said you didn't have many expectations. I'm like, oh, I'm going to achieve that. Well, I'll be really happy with my response. I came in here expecting to do some trust falls with Gerard. We can do that. Yeah. Good luck on that. It's not on the agenda. I actually honestly came in here with zero expectations. I thought for sure there would be teeth and probably snacks and stuff. So I'm good. Okay. Well, hopefully we can exceed those low expectations. And I don't see anything on the list that we have a problem achieving. So that's outstanding. And again, my commitment to you is that I'm going to do everything in my power that when we leave today, we're all feeling like it was a good use of our time. In the interviews that we had in the discussions that I was able to have with you guys before, there were some some common themes that came out. One of the questions I asked was, you know, if you had to say what are the three biggest challenges facing the city in the near future, a lot of what you would expect managing growth that includes infrastructure that includes traffic that includes a bunch of stuff. And then there were a lot of stuff around relationships, relationship between council and staff, between council staff and staff and citizens and businesses, et cetera. If I asked what the most important or urgent issue that you had to face, if you had to pick one thing to make progress on in the near future, one of the things that came out was building trust and building better relationships between council members and between council and staff. And defining success to this council. Some of the common answers were, you know, taking time to listen to each other, collaborating better, healthy debate, basically acknowledging the fact that your success individually is determined by your success as a group. So being able to get to reach that common ground, to reach that common understanding as a group as you all succeed or fail together. So with that in mind, we developed this agenda and the agenda is we just covered the summary of meetings so we can click the first one off. Outstanding. I got a few slides just kind of put it in context of why something like this is important and why should we care. Then we have, you know, you guys had mentioned, we want to understand how we each other process this information a little better and how we can better communicate with each other more effectively in order to get through the noise. So we've got this concept of behavioral preferences. Has anybody ever taken the disk assessment before? Or LIFO or there's one with colors or this is four quadrant . They're all built on this thing called Marsden's model. We're going to kind of walk through Marsden's model briefly . So you get a good understanding of it. I have a little exercise around it. And then discuss the five dysfunctions of a team from Patrick Lenzioni's books of the same name. Anybody read that book? Couple of people. So we're going to outline it. I got a clue for you. If you ever want to read a Patrick Lenzioni book, he summar izes all the key points in about six to ten pages at the very back. So if you want to read the whole thing, you can always just look to the back or you can look him up on the Ed box. And in 20 minutes you get 80 percent of the value of the book. Then one of the things we wanted to do was kind of have you guys define your role. So come to common understanding that will give a stake in the ground for the rest of the day. If we get off on a money trail and say, OK, that's a great idea, but that you define it, not necessarily your role. And going forward, that gives you guys a way to hold each other accountable, which is related to the five dysfun ctions. How are you going to treat each other? The rules of engagement. So how do you treat each other? How are you going to treat staff, et cetera? Kind of a list of what you expect from staff or what you need from staff to make you guys feel comfortable. And then developing some more near-term objectives for next year. And that's what we plan to accomplish with today's meeting. Then we'll talk about what are the next steps. Any questions about the agenda? I think I've shared that with most of you. So as far as context go, first question I have is, does leadership matter? And the answer is yes. OK, good. You had me worried. Thought it was rhetorical. Well, yeah, there's two types of questions I had. One of them is rhetorical. This is whatever that other kind is. So-- Which I expect to answer. So we say leadership matters. So the question then is, why? Why is leadership important? Defining a common goal. All right, so defining a common goal. Why would it be important to define a common goal? To accomplish things? To accomplish things, all right? So basically, leadership matters because every organization is in existence to accomplish something, right? You have your current set of goals. We call this Horizon 1. And your Horizon 1 set of goals, you work really, really hard and you achieve those. That's your current level of success. Most organizations then look up and say, oh, wait, there's more. We can do more. We can do better. Empower you to find that more. And the last 25 years of working with municipalities, nonprofits, and for-profits, I have found that everybody, with the exception of two organizations, want more. Those two organizations then experienced this. They said they wanted to stay here, which is, from what I've seen, impossible. Because the law of entropy tells you, you're either moving forward or you're moving back. So usually, you see a dip in your performance or your results. And then you say, OK, well, we wanted you back. We want more. What is it that's going to get you from where you are today to getting more? First, I have to define what more is. Absolutely. Who does that? That is the role of leaders. So leadership is really what gets you from here to here. You get here on the backs of some good people who work really, really, really hard. But if you want to get to the next level, you have to have a clear direction or a clear path of where you're going. And you're going to have to get results through other people as well. You have to replicate the excellence that you have within this arena. So we have a model that further talks about this. That results you're getting, the current results, the current Horizon 1, the results you're getting today, and all the different businesses and all the different areas the city's involved in, is being delivered by your current performance. And the things on this side of the equation are your people, your processes, your technology, your strategies, your structures, your culture and your organization, organizational capability, et cetera. All of this stuff through the process is creating the results you're getting today. And in talking to all of you in the meetings, it seems like you want better results in the future. Is that a fair assessment? Yes. The question that I have is, can you keep doing what you're doing and get better results? And the answer is no. What is that? Insanity. Yeah, Einstein's definition of insanity is you're doing the same thing over and over and expecting different results. So if I want better results in the future, I'm going to have to change my performance. All those things we say were on this side of the equation, people, your processes, technology, strategy, structure, controls, culture, and capabilities, all of that . And the more drastically you want to change your results, the more drastically your performance needs to change. And in large part, what you're doing here today, what we're going to talk about today is help defining that top line. What results do you want in the future? What are your goals? So that you can then determine what performance or staff can determine, depending on how you define your goal, what performance elements need to change in order to get there. So all that makes sense. All right. So we said leaders is important because we want more. We want better results in the future. And we've already talked about it. There's really three roles of a leader. The one you talked about was setting goals or setting direction. The city setting direction for the organization. After I set direction, what do I have to do? [VIDEO PLAYBACK] - You got a set of strategies. What do you need to do with them? - Implement. - Implement. Excellent. You got to execute your strategies. I've heard it attributed to Ben Franklin is that a vision without the ability to execute it is hallucination. I had to tell you, everybody in this room not only has been insane at one point or the other one point in time, because we've all tried to keep doing the same thing and hope for a different result, but we've all hallucinated . We've got a great set of strategies and didn't implement. Is that fair assessment? - Yes. - I thought you were going to say we were all hallucinating or crazy, and then we ran for office. [LAUGHTER] - Well, I would really say that. But I wouldn't stop you if you wanted. So first, I have to have the direction. And then I have to execute my strategies in order to get there. So that quote from Ben Franklin is my second favorite Franklin book, my first being "Beer is Proof that God Loves Us and Wants Us to Be Happy." So setting the direction, you've got to execute strategies. The third, you have to do it through people. You have to get results through other people. And you have to engage and inspire them. It doesn't say motivate. Why do you think it doesn't say motivate? - So you have to be self-motivated to accomplish something? - Yeah, if they show up to work, they're motivated. Motivation has the same root as motor, motion, vocal motion . Motive. It all has to do with movement. So if they're moving, they're motivated. I don't know what they're motivated to do. But what we need to do is get engaged and inspired. And what do we need to engage and inspire with? - The goals and strategies. - Yeah, the direction that we're headed. We've got to get them-- we have to tell a compelling story that everybody's excited about. Because guess what? There's a lot of energy keeping you on this level. Why is that? What is the energy that keeps you on that level? - The non-willingness to change? - No. Yeah, why aren't people willing to change? - Is it safe? - Yes. - It's comfortable. - It's comfortable, right? This is-- hey, how many times have you heard someone say, well, it's worked for us up to now? It's always worked for me. It's what got me the success I'm getting today, which is true. But it's not an age of the sex test you want tomorrow. And this is-- if it's comfortable, it could be also called your comfort zone. And if I'm asking people to go up there, what am I asking them to be? - Uncomfortable. - Uncomfortable. Did anybody wake up this morning and say, I want to see how uncomfortable I can make myself today? [LAUGHTER] Not many. Not many people wake up to say that. But that's where the change and the growth-- changing growth is uncomfortable. It's going to be painful sometimes. But it's necessary if you want to get to that top line. And for people to go in and be uncomfortable or go through painful situations in order to make things better, they have to be engaged. And they have to be inspired by the story you guys are telling about the future, the direction. So there's some ladders that we pull. Set the direction is all about strategy. And strategy comes first. You've got to know where you're going. None of the other conversations matter, unless you know what the direction is. For instance, structure. This is structure, infrastructure, and all those things that go into place. So if I were to ask, do you have the right structure, what would the answer be? - Yes. - Yes. I'm going to turn you on to consultants. There's a standard consultant answer that you always give no matter what the question is. Does anybody know what that is? - Yes. - It depends. - It depends. - You ask a consultant any question that doesn't matter what the question is, they'll say, it depends. A good consultant will know what it depends on. So I'm going to tell you a little story. My sister works for a corporate relocation company. And ExxonMobil is her client. And you can imagine they move a whole bunch of people. And she called me one day and says, hey, we're thinking of taking our department from three managers down to two managers. I said, OK. She said, you know a little bit about this kind of thing. I said, yeah. I said, if you take me to lunch, you buy me lunch, I'll tell you what I think. So I picked a really nice place for lunch. We sat down, we ordered, and she laid two really beautiful work charts in front of me. One had three managers, one had two managers. I asked her a question. I said, well, what business problem are you trying to solve by making this move? She goes, we haven't really talked about it. I said, well, what strategy is this helping you implement? She goes, well, we don't really do that. I said, well, then go for it. I mean, if you don't know where you're going, it doesn't matter what your cart looks like. So if you ask a question, do I have the right strategy, or the right structure, excuse me, the answer is it depends . Where's your strategy? For every organization, if you've got a strategy to open a new line of business or to do better in a certain area, and you don't have somebody whose name's in a box, assigned to that, the odds of your success are pretty low. Controls include performance evaluations. They include key performance indicators. They include all your metrics, all your measurement systems , how you're going to measure success. All of that stuff goes in controls. Now, someone asked you, do you have the right controls in your organization? Your answer would be? It depends. It depends on what? The right way you're going. Yeah, the right way you're going. All right? And guess what? Your measurement system's going to drive behavior. You're telling people, I'm paying attention, and this is important. So whatever you measure, they're going to do it, especially if you were reported back to them. You're giving them a form of feedback. Do you have the right culture in your organization? Well, it depends on where you're going. Different cities have different cultures because they are going in different directions. They want to accomplish different things. You have the right organizational capability. You can't answer any of these questions until you know what . It depends. No? Until you know what direction. It all depends. Everything here depends on what direction you're going. Excellent. All right. So if we said leadership matters, and leadership gets you from point A to point B, or horizon one and horizon two, really, a lot of what goes on in this performance side is leadership related. And those leverage that you can pull on this side of the equation, they're going to change your results. So that makes sense. So that's why this meetings like this and this kind of stuff, that's why it matters. That's why it's important. That's why it's absolutely critical. For you guys, it becomes a summary agreement on the direction because that enables-- it gives a lens through which you can look at all the things you could do because there's a million things you could do, a million directions you could go. But not everything you could do is something that you should do. And until you get that direction, it's hard to tell which of those things you should. So the next thing I wanted to talk about is one of the things several of you said was, want to understand each other better, want to learn how to communicate more effectively with each other because our individual success predicated on all of our success. So kind of the model we want to look at is Morrison's model . And there's a couple of distinctions I need to make. Number one, it's not like Myers-Briggs, if you've taken Myers-Briggs or heard of it. Myers-Briggs is a personality type indicator, which means it's internal. It's who you are. And I think it's unfair, or me personally, I would never ask somebody to change who they are. Or change their personality. However, this is a behavioral style assessment I think is perfectly reasonable for me to ask somebody to change their behavior. Behavior is situationally based. It's observable. It's flexible because we all act differently based on different situations. But we do all have a preference. And William Marston created this model of self and environment. This is one of the three things he did that I thought, I think, are not worth it. The second thing he did is he and his wife created Wonder Woman. And the third thing is he created the first high detector test. So he was truly a Renaissance man. But basically, he said, yeah, genetic traits, they give rise to your core personality. And how your core personality interacts with the environment is really your behavior and the response of these surface traits. And this is what we're going to talk about, is what are these surface traits or behaviors that are giving rise as your personality reacts with the environment. So can everybody see the top part of this board? Yes, sir. Yeah. That's it. You can. Feel free to move a little bit. So basically, what Marston said is there are certain people that feel they are more powerful than the environment. Other people feel they are less powerful. Certain people feel the environment is unfavorable. Other people feel the environment is favorable. Everything's pretty good. So what we're looking at is, if I feel I'm more powerful than the environment, the environment's unfavorable, what am I going to do? Change it. Why? Because you know you can find more powerful than the environment, and the environment needs to change. And it calls that D. And that stands for dominance. If I'm more powerful than the environment, the environment's favorable, do I change it? No, I'm just going to more influence it. These are people who are more kind of massaging it, because that influence are high. If I'm less powerful than the environment, and the environment's favorable, how do you feel about change? If you're less powerful than the environment, and the environment's favorable, how do you feel about change? You don't want to change it. You don't want it. Why? Because you're doing this to me. Because I'm less powerful than the environment, I can't do it. And I like the way things are. I call that steadiness. I don't like change, and I'm wanting things to change. And I'm going to be very resistant to change. And if I'm less powerful, and the environment's unfavorable , I can't change it. So I'm going to study it. We call that conscientiousness, which means these are the kind of the scientific thing. We want to try to figure out how things work. So a D goes up to the elevator, pushes the button, and nothing happens. What does a D do? Push it again? Yeah. I'm more powerful than the environment. The environment needs to change. First again, it doesn't open because the eyes on the next floor is holding the door open. Come on in and play around. The C is the one in the corner. They read the sign, counting the people. Guessing how much everybody waves to do in the back. Thinking maybe I should get off. The S is probably already taking a stick. What does a D look like driving? How do they look out of your eye, 35? Weaving in and out. Weaving in and out. Like they're trying to win, right? The winner's already awake up. The eyes driving with a car full of people and on the phone with somebody else. The C is the one driving, and they know how far they have to go. And they look at their speed, and they calculate their ETA, and get really excited to get ready to do something. And stepping up on the brake, they're going to be the first one to do their time. Yeah, and then they also recalculate their mouse per gallon income. And then there's the S. The S is the one that's always stopping when, oh no, you go first. I know it's my turn, but you go ahead. There's another overlay on this that I find useful. D's and I's are more quantity focused, and S's and C's are more quality focused. D's and C's are task oriented, and I's and S's are people only. So if I'm an I, I'm quantity and people. If I'm having a party, you're all invited. Oh, you got friends from out of town? Bring them along. You're more than welcome. I'll invite people I bump into and meet at a grocery store on a buy-in supplies. But if I'm an S, then I'm having a party. I'm inviting my eight closest friends. Probably seven, because they don't want to be in the middle . Don't ask me if you bring somebody. So throw me in a jizzy. I already got the season chart. I already got the supplies. I know what I need to do, et cetera. You guys getting a good feel for this? All right, so you say to a D, let's go to dinner. What does a D do? He says, that sounds great. He jumps in the car. You're halfway down the street. He goes, where we going? Ready, fire, aim. That's a D. The I says, oh, going to dinner? That sounds like fun. Let's call John and Don. They're fine. We'll take them with us. The S, you say, let's go to dinner. The S says, what kind of place do we go into? And do they have vegetarian options? The C gets on the line, pulls up the menu, and figures out the calorie count for everything, and knows what they want to order, so they have to leave that. That a good feel for it? Yes? Did you start to self-diagnose? Everybody got to figure out where they are, what their preference is? I will tell you, you're all four. Everybody is. You can. So you can't cop out and say, hey, I'm a D, go pick. I know I said what I said was rude, but I'm a D. I'm very direct and I can't get over it. No, you're all four. You can react from any of the four styles. Sometimes it's going to be a little bit more painful for you if you do. But it's going to take more energy to do it that way. But if you're a D, you can do the data, the research, the analysis, and generate the report. You're not going to like it, but you can do it. So who makes the best leader? D, I, S, or C? [INAUDIBLE] In the middle? Well, it does have an advantage because you're comfortable acting in the four. But what about the people around you? How does that impact them? Probably I. I, the more common word is type A burst down. Or it would be the D or the I. Yeah. So it's really a trick question. You can be a great leader from any of the four. But how are you going to go about leading and why? You want that leadership position to change based on-- Look at it from a race car driver. Which do you think would make the better race car driver? I. I? Everybody agree with that? D. D? D. Yeah, it's a trick question. You can do it from any of the four. Remember, it's not going to determine what you do. It's going to determine why you do it and your approach to it. The better question is why would a D be a race car driver? Control aspect. To win, right? D's going to do it to win. Why isn't I going to do it? Because when I do win, people are going to like me. I'm going to get the adulation to my fans. S is going to do it because they want me to be part of the team. And the only thing about NASCAR, I'm going to tell you very little, the C is more of a C activity than anything. The winner's not Ricky Bobby who wants to go fast, which is the D. The winner's the one that pays attention to fuel wear and tire wear and all of that good stuff. The D has a tendency to run out of gas and try to lap because they're trying to push it and they're a risk taker. Right? The D has a question they want answered. And the question is what? What do I want to do? Let's go. The I wants to know who. The S wants to know how. And the C wants to know why. S is very focused on process. And one of the most important things to S is loyalty. I wants to create harmony. D wants action. And the C wants data. Rick? Yes? What do the I and S stand for again? I stands for influence and S stands for status. So who's more likely to play in a company golf group? The C. The C is not going to control what you do. What does this help you figure out? Why you're doing it. Why you're doing it and what your motivations are. So why would a D play in a company golf group? To win. To win. Why else would you play a game? That's the only reason to play a game is to win, right? Right. Right, you're a D. Just need four votes, baby. I agree. I have the different vote. Why is the I going to play in a company golf group? Relationships. Relationships, though. After you're done, you go up to the 19th hole, you have a few years to tell a few jokes, you get to know people better. Why would an S play in a company golf group? To support the team. To support the team and because their friends are doing it, they'll be part of the team and we're doing it at the same time every week. The C can not only tell you what they scored on the hole, I think they even used to score on the hole. Why was it a penalty when you picked a ball out from behind the bush? They also cleaned it close a lot. D, I, S, and C. It's not going to control. You could be a great leader. You could think back to presidents and I'm going to name individual presidents because that brings up a whole different base about whether we like them or not. But you could think of the presidents throughout history and you could say, well, that person was a D, that person was an I, or an X, or a C. They were at the pinnacle of leadership in this country and they did it from different sides. So it's not going to control. You don't want to staff based on this, right? Because it's a behavioral style preference is what helps us figure out. Not a skill. That's how I prefer to be A. If I'm a D, that means I'm willing and able to make decisions. I will make them all day long. It doesn't mean I make good decisions. It doesn't mean I'm good at it. But I'll make it. I think as I think about this and I look at your previous slides where you have a strategy, to really -- I mean, you have to have, whether it's in one person or several people on the team, you have to have an effective decision and an effective process. You almost have to have the presence of those four characteristics or those four behavior types because otherwise, if they're all Ds, if they're all I's, if they're all S's, if they're all C's, then you're leaving off three-fourths of the process is what I see. Well, yeah, you have to be able to make a decision. You also have to be able to collect the data that you need to make the decision. You have to figure out how it impacts everybody, right, and take that into consideration. Because if you just have Ds and C's and you come in and you say, well, people aren't going to like this, and the Ds and C's are going to say -- Who cares? Yeah, I don't care. It's your right thing to do. Well, that's what I mean. Yeah. Like it or not like it. I mean, you know, then go somewhere else. Ds and C's are going to be the best way in it, right? I's and S's are more P-pointing. So, and the P-pointing is going to be like, you know, is this going to hurt? Who is this going to hurt? You're going to get the S's. That's going to be one of the questions. And how are we going to get that done? And that's a critical piece because if you go in and say, here's -- you know, we're going to, you know, triple our -- the size of our city in the next ten years. That's our goal. I'm not saying it is. But if you were to say that -- of course, they're going to ask you to say, how are you going to do that? How's that going to work? And you've got to consider that as far as a good decision. So that's an excellent point. You need the thinking. But remember, you're all four. So you can force yourself. But you do have a preference. Everybody has a preference. Now, after you, your preference will change as your role changes. So when you're sitting on council, you might behave a certain way. You might exhibit a certain behavioral preference based on how you view the needs of your role. And then you might behave differently at home and at work. Right? Because remember, we said behavior is situationally based. I am a recovering accountant. And so I started out being a C with a D backup. Very data-oriented, task-oriented. I was promoted to a county manager and became a D with a C backup just because that's how I view the demands of the role. And you make more decisions. When I got into this type of business, a former company I worked for used to send me -- I was in Detroit. I worked with the big three automakers. And they would send me to the Traverse City, to the Grand Traverse Resort, every year for this big convention. And my task was to meet and have small talk with as many of these high-ranking car people as possible. Very happy out there. And get as many business folks. I'm a D with a C backup. So I don't know that this people orientation was -- the matter of fact, my lowest was I. And that's a very high activity. Right? Meet as many strange people as possible and talk to them. Did I like doing that? You figure? No. Does somebody on this side of the equation like meeting strange people? I'd really have a major role to play in meeting people I don't know. Because I'm on a -- I'm on why and what. I'm a bottom-line kind of guy. And so going up there and just chit-chatting with people, oh, my gosh. Could I do it? Yes. Yeah. Could I be successful with it? Did it take a heck of a lot of energy to do it? I mean, I would go, but I would be exhausted. Whereas somebody that's I, they get energy from that. They get done meeting all these new people, and they're energized. They're ready to go. I'm ready to put my feet up. And then just pass out. This is not fun for me. But you can do it. Remember, you're all four. It may be painful for you, but you can do it. Does everybody have a feel for where they are or where they fall in this spectrum of preferences? Do you have a feel for where each other fall? Probably a little bit. Okay. So this is the disk assessment. This is Morrison's mom. I have one other question for you. What do you suppose this little girl's behavioral style preference is? Question. What's your question? That little girl on the left, what is her behavioral style preference do you suppose? I mean, it depends on what's going on. Oh, you've got the defense. Yeah. There you go. If you just take this as a defense, about it. Deep. Yeah, she's exhibiting very strong deep behavior. I'm not bossy. I have leadership skills. I don't know what the little boy's style is, but accept it or fray it. So we'll make available the slides. So I do have slides that kind of reinforce what we talked about, as D's and I's are more powerful or perceive themselves as more powerful than the S's and C's of glass. So it just kind of builds. I know a lot of people get sick of slides. I do too, so I do it other way around. And then I have a lot of kind of supporting things for your information on each of the four different behavioral styles. I thought I was speaker here. But you're saying we are going to get these. Yeah, you're going to get these. You can read them at your leisure. I think it would be very boring for me to go from each one and leave them to you. And it would bore me and I'm sure it would bore you. This one I think is pretty important though. Any strength, and there's strengths associated with all four styles, if you take your strengths to an excess, it becomes a weakness. So if you're a D, you're in charge of indecisive, which is good. Those are good qualities. But under pressure, you start demanding things from people, which is not so good. And in extreme behavior, you're just going to leave. You just check out. I's are persuasive, enthusiastic, very positive traits. Under pressure, you're going to tend to oversell it. You become the use-parsel for it. And in extreme situations, you're going to give up and sit out. S's are supportive and friendly. Under pressure, you're going to give in. And extreme behavior, you're going to act hurt and accused. Remember, S, loyalty, is very important to them. You get one shot with an S. If you're viewed as disloyal, it's very hard to recover from that. C's are careful and quiet. Under pressure, they can't make a decision. They're indecisive, and they're always looking for another piece of data. And under extreme behavior, they get emotional and attacked . I live with an E. You live with an E? Yes. I've been all of those extremes. You're all four, and it's depending on the situation. My life is a very strong S. The people she works with and the people she has as friends , they get one shot. If she used them as disloyal at all, it can't be recovered. So it's an assessment of your behavioral preference. It's not an assessment of your skill in that preference. So keep that in mind. It's a mistake to use it to hire staff because everybody's all four styles. So that being said, what good is this? So you can be a strong D and really bad at it. Oh, absolutely. Good work. What did you say you can be a strong D in? Really bad at it. Bad at it. Got you. Okay. That's interesting. So let me tell you a little story. I was in Connecticut. I had a running up building department. I had 12 women work for me, and one of the women was just one of the most unhappy people we've ever met. I kept trying to figure out where her style was and where she was coming from. What she would do is she would go to one group. We had like three distinct cliques within the department. She'd go to one of them, and she'd start talking about the other one. She'd get them to start saying bad things about them. She'd go over here and say, "You will not believe what they just said about you." And she'd get them to say something bad about them. She'd go back, "Ooh." She'd go back over here and say, " They're talking about you? Oh, my gosh." And she would do that constantly. And finally, we had the whole department go through this assessment. Anybody can figure out what her style is. D, I, S, and Q. Action, harmony, loyalty, or statement? D. I thought so, too. And she was an I. She wanted to create harmony. She had no skill in that. She had no ability to create it. And the only way she could think of to create harmony was to have everybody else in this harmony. And she was the only one people were talking to. And that's when she was happier. She had no skill in the things she was trying to create, which is why she was so unhappy. Unless it made her happy to create disharmony. Right. But she was trying to create harmony for herself, but creating disharmony for everybody else. So she was successful at it. Oh, yeah. She was successful at this, but she wasn't creating a harmonious environment. And she was very unhappy. Which is why intention is everything. Exactly. And you look at emotional intelligence, and you look at all this other stuff. She was trying to create something. She had no idea how to create a positive environment. And I's are typically created wanting everybody to be happy . She just didn't know how to do that, so she made everybody more unhappy than her. She tried to bring everybody else down, so she felt better about herself. So, yeah. So you can have a desire and not have the skill to achieve that. So what good is it? Why do we want to talk about this? Again. If we're talking about counsel and good relationships, then we have to know what we are and our ability to move through these. When I saw the extremes, I had felt that way in different counsels with different issues. You just kind of move through those. Right. Yeah, and we've all been there. I've told you, I can tell you how many times I felt like I 'm going to take my ball and go home. You don't want to play my game? I'm out of here. So really the chief benefit from my perspective is in communication. This is a very complex communication model. So you've got this guy over here with a mouth that's sending a message to the person who you're using. So since it's so complex, what do you think we call the person sending the message? Sender. Yeah, excellent. And the person receiving the message is the receiver. Very good. Have you guys seen this before? Then you've got this thing over here. They'll tell you this . They call this noise. And really when you're trying to improve your communication , really the goal is to get to the noise. I will maintain that the most noise is right here in the head of the receiver. If I'm a D, my communication style is to give you the bottom line. So I come with the -- I come into your office and I say, oh , here's the bottom line. You're a C. What do you think? Where's the data for that? What was your research methodology? Did you do a double-body study? I can't even understand what you're talking about. There's all this stuff going on in my head. Right? If I'm a D and I walk into your office and give you the bottom line and you're an I, what do you think? Here's the bottom line. Who had a losing eye on you? Oh, you guys have -- Losing an eye? I mean, there's times I'm -- yeah. I'm an I. Yeah, you all have some eye. Right? So if I give you the bottom line, what do you think? Well, in that -- From an I perspective. Well, I don't know. In that situation, I don't know. Because if that situation has happened and I just whispered it to Keely and I immediately went to, "Okay, tell me how you got there." Right. So, I mean, from an I perspective of who, you'd be like, " Well --" Yeah, how's this going to affect everybody? Yeah. Right. Oh, really? Have you thought about the impact on all these people? Yes. It's going to be like, "What's our process going to be then? How is that going to happen? How does that work?" Right? So, you know, what is the golden rule? Everybody knows the golden rule, right? Yeah. You can't say anything nice. Treat others -- Treat others the way what? The way you'd like to be treated. You want to be treated. What does this tell me? Do other people want to be treated or communicated to the way I do? No. Now, if you're seeing someone come to talk to me, I'm a D, and you're going to come in and you're going to say, "Okay, well, we've reached a conclusion. Let me tell you the methodology we went through to achieve that." First, we got a whole bunch of people over here and we surveyed them, and then we put it through a regression analysis and we came up with these top ten things. Then we took that information. You're a D. How do you react to it? That's terrible. That's terrible. The D's over here attacking us, but I'm assuming you have a point. I would prefer to get to it quickly. Someday, you know, what is your point? So, the D does not want that. The C, if you're not going to see it, they're like, "Oh, yeah, they're just heating it up ." They're like, "Yeah, that's great. I love the way you went about doing that." So, the golden rule says treat other people the way you'd like to be treated. This tells me they don't want to be treated that way. If you've ever tried to resolve a conflict between two people, and person A says, "Well, they did this and it hurt my feelings," person B says, "It wouldn't have bothered me. You need this nigger skin." Person B was treating person A the way person B wants to be treated. A doesn't want to be treated that way. So, the new golden rule, or platinum rule, is to treat people how? How they want to be treated. How they want to be treated. Communicate with them in a way that will get through the noise. So, the first thing you have to do to do that is to understand what? What do you think your first goal in this is? To understand what? Where people are, how people operate. That's the second thing. Well, you've got to understand yourself. You've got to have an awareness of yourself. So, you've got to understand yourself. Everybody wants to go look. Let me figure out what's wrong with everybody else . I want to figure out what they're coming for, is what I want to do. We are all the center of our own universe. I don't care who you are. Because your eyes point out. Literally, if you stand and turn in a circle, I want to turn 360 degrees around. I am the center of the universe. My eyes look out. You've got to take a step back and kind of look inward. Understand yourself and how you tend to communicate or behave. Then look and say, who am I trying to communicate to? How do they want this information? Do they want all the background? I mean, your D's are already, all you guys in your D's are like, I'm sick of this subject. Wait, can we move on to the next? The C's are like, I could go to the minute and just be a little bit more. The I's are like, I don't know how everybody's doing, but. You want to understand how others feel so you can communicate with them. I'm calling it the platinum rule. The way they want to be communicated to. So you can get through the noise. That's what good is. And if you want to see if it works, all you've got to do is if you've ever read or seen a car ad, an ad for a automobile, they hit all four styles in 60 seconds. What are they doing in a car ad to appeal to the people? Driving fast. Zero to 60 in 4.5 seconds. What are they doing to appeal to the guy? Everybody's going to like you. You're in a car with a group of people. Oh yeah, you're going to be more popular. How about the S? It's great for your family. It's got all these safety features. What about the C? Vibration. All four in 60 seconds. You will get to see if you ever see a sitcom. They make the characters so one dimensional. They are just obviously one of the four styles. What if you ever seen friends? Carts and recreation. I'm just watching that one now. So anyway, yeah, we have seen friends. Who's the D? The highest D in friends? Joey. No, I'm joking. Monica. Joey's odd, right? How are you doing? So D is? Monica. Monica. S? D. D would probably be an S. Chambers? Yes. Probably an S. Ross? C. So they make the characters one dimensional. Can we relate to that? Because subconsciously we all know this. Subconsciously we all use this a little bit. But what this does is make it unconscious. So what I encourage people to do is if you have to go talk to somebody going into a meeting, take two seconds and ask yourself, is this person, will people who I am in their task want him? Are they going quality or quality focused? That tells me, at least it gets me in the range so I can start to hit the communications and the tone that's going to get through the noise. Because who owns responsibility and effectiveness of this communication? The sender. Who is responsible for the effectiveness of this communication? We all. Both of us. Both of us. Yeah, I didn't say. So I'm getting you guys with all these trick questions. You are. Whether you're the sender or the receiver, take responsibility. If I'm the sender, take responsibility to communicate the way that gets through the noise. All your teachers say, I shouldn't have to do that. I don't care if you should or not, you do. It's only if you want your communications to get better. If you don't, it really doesn't matter. If you go over here and they're giving you all, you know, you've asked them what time it is and they're telling you how to go to the watch. Relax for a second. They're getting there. That's all I'm going to say. You guys have a really good handle on this, you feel? Yeah? Well, we're going to find out. We have a little activity. I've been in training for 25 years. I've got to get a kind of a check for understanding. So, we have a small group activity. I get that reaction a lot. All right. So, in the handout, I'm going to give you 12 minutes to do this. Sorry, I have to show you my great artwork. There are four. The first four pages are four different scenarios. So, how many style preferences are there? Four. Four. And how many scenarios are there? Four. All right. So, you might make the assumption that there's one scenario for each of the styles. That assumption is incorrect. So, that might help you. And then, so, if you would just go through that and we can have you four over here and you three over here work together to come up and answer the question. What about those stand people? They each have their own style. There are four. They can work together. Is there another play? Well, if they'd like to, would you be worried if there's one play? I didn't think so. I think they answered that question. You can share. So, go work through the four styles. There's questions associated with it. And go through and try to answer all the questions at the bottom. I'll give you 12 minutes to do that. And then we'll discuss. We're doing it in like this group and that group? Yes. So, how do we go about doing this? Read it out loud or just read them to ourselves? That's a good question. Just read them to ourselves and then we can go through the questions. Sarah, you answer. We're working on a process here. I don't know. I really don't. I feel like I'm all of them at all times, which I guess is schizophrenic. So, we're just reading first? [inaudible] Are you guys ready for questions? Not yet. I can barely hear Rick. I don't know. So, we're on number one? We're on number one. I thought D. Yes, double checking that. You mean the sponsor not caring? I think the previous team leader went wrong because he didn 't communicate the bottom line. I'm not caring how other people feel. I think for me, I would start out with the fact of what the situation is. We're behind. It's not going to make it on target. Because if you were a D and you hear what I'm saying, what are some responses that a D would have to that? [inaudible] So, yeah, we go in with results. But if we say we're behind or there's a problem and the response is I don't care, get it done, what would be your next approach? Are we coming out from different personalities or are we just trying to say right now we're just trying to problem solve? No, yeah, I'm trying to say let's say you're the sponsor and you're the D and I'm in there trying to share with you progress or lack thereof of the project. Do I get up and walk out? Or do I come back with some other problem? I need a plan of action. What you need to do is make sure that the D person doesn't get up and walk out because that is one of the negative things that they do. So you lock the doors. Yeah. [inaudible] [inaudible] And so I think in my approach if you got that, hey, you got to get it done, we'd be like, okay, yeah, that's true. However, if we don't get it done, it's really going to be, we're all going to suffer, but you're really going to be the one. You're the one that's not setting. So let me share with you why I believe it's not getting done because we need your help. We need your decisive action because apparently there's a lack of setting priorities. The downline managers. So including them. Yeah, yeah, somehow, you know, yeah. All right. Let's go to scenario two. [inaudible] [inaudible] [inaudible] [inaudible] [inaudible] [inaudible] [inaudible] [inaudible] I didn't say that. Make sure you attribute that source. [inaudible] [inaudible] So how do you communicate with her? 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