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Generation Mix: The Future has Arrived!


Employee Development Systems, Inc. Generational MixYou are likely in an intergenerational workplace, and may often ask yourself, "Who are these people, and how did they get here?!" For all practical purposes there are now 4 generations populating the US workforce.

  • The Veterans or Traditionalists were born before 1946, making them at least 68 years old.
  • Baby Boomers, born between 1947 and 1965, are between 49 and 67.
  • GenXers, born between 1966 and 1980, are between 34 and 48.
  • And then there are the Millennials, who were born after 1980, the oldest of whom are now 33.

This mix of cultures is creating communication challenges throughout the workforce.

A communication divide between generations is probably as old as mankind. Younger generations have always chomped at the bit to take over, to implement their ideas, to be in charge. The older generations, though, have always had superior knowledge, years of experience, and long-developed networks influence, all of which allowed them to take their time giving opportunities and relinquishing power to the next generation. So, though there was a communication divide, it was the younger generation’s problem. They were simply expected to adjust.

There has been a shift in that paradigm, however. As hierarchical management styles have given way to today’s flat, egalitarian styles, workers at all levels frequently affect all aspects of organizational culture, including communication styles. Add to that the fact that in today’s workplace, the youngest workers are being courted, catered to, and given management responsibilities very early in their careers. Promotions are most often based on merit, with digital skills, social media prowess, and creative ideas frequently carrying much more weight than real world knowledge, experience, and institutional memory.

As a result, resentments can be simmering under the surface adding another subtle impediment to smooth and open communication. Baby Boomers find themselves answering to Millennials, and GenXers often feel that they’re being passed over just as they are reaching their most productive years. In this new paradigm newcomers aren’t automatically expected to adjust to the prevailing culture of communication. All parties are called upon the adapt to new standards and techniques.

Rather than simply inculcating new hires into the existing culture, supervisors and managers are negotiating between the generations to modify communication styles. To be effective the changes made must take the preferences of all parties into account, be sensitive to existing resentments, and keep the primary goal of opening lines of communication in order to focus on work.

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When approaching company-wide or department-wide changes involving multiple generations, the two foremost considerations to keep in mind are:

1) What are the values and expectations of each generation? Each of the four generations in the current workforce has different values and expectations. When making changes, and also when introducing the changes, it’s important to take those differences into account. For each group to buy in to change they must be assured that their priorities have been considered and met.

Traditionalists value respect for authority and discipline. Good grammar and spelling, respectful forms of address, and professional language in organization communications are important to them.

Baby Boomers are optimistic and value involvement. Including them in memos, emails, and any communication relating to their department or project is crucial to their whole-hearted cooperation.

GenXers are skeptical. They value fun and informality. To keep the trust of this generation it’s important to keep them in the loop whether through written communication or informal chats.

The GenY generation values collaboration, social life, and feedback. They are friendly, like to work on teams, and value feedback and acknowledgement of their contributions.

2) What mode of communication does each generation prefer? Technology has altered modes of communication drastically in the last 20 years. One size no longer fits all. The generations have different preferences, which must be acknowledged and as must as possible accommodated.

Traditionalists prefer to communicate face-to-face, by writing memos, or by phone.

Baby Boomers, who are frequently considered workaholics, communicate most often by phone, often making themselves available anytime of day or night.

GenXers prefer email or to use their cell phones, but only during work hours.

 GenYers strongly prefer texting and email.

Ideally closing the communication divide will include new hires adapting to the organizations formal language for correspondence as well as upper management regularly checking email and using texting and email in less formal situations. Every person and group should be encouraged to modify their style, to acknowledge and experiment with the preferences of others.

The flow of communication is imperative to an organization’s success and the modern management styles and new technology demand adaptation across all levels and generations within the organization.

We're coming to a city near you with a COMPLIMENTARY 1/2 day program based on Patrick Lencioni's 5 Habits of a Cohesive Team! The morning includes a complimentary continental breakfast and you will receive the latest workplace data. We look forward to seeing you there!

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EDSI programs that address generational issues in the workplace are some of the most  impactful programs we offer. They give attendees a fresh perspective and the tools to make the most of each other's strengths. We invite you to learn more.

Stop Resisting and Watch Professional Presence Soar!


EDSI KnockDoorA solid understanding of professionalism in a contemporary setting differentiates you from everyone else around you who are following a career path and following a life at home, versus creating one. Increase your professional presence to stop following and start creating!

What distinguishes individuals with high professional presence?

  • Confidence in their abilities to perform the functions they were hired to do.
  • An ability to solve problems and focus on solutions.
  • They make decisions that are sound and responsible and impact the good of the organization as opposed to self-serving.
  • Confronting or eliminating fears from their thinking. Focusing on positive outcomes instead of negative results is their operational method.
  • Taking risks. Professionals take calculated, measurable risks in order to challenge themselves, create movement and change the organizational culture.
  • They take care of themselves through effective self-management. They exercise, they eat the right foods, they nurture themselves and create an environment that is positive and motivating instead of one that is filled with stress.

Increase Your Personal Effectiveness!

We know increasing professional presence and personal effectiveness will lead to more success in business and life. So why do we resist change?

  • Ironically, successful people tend to build their own wall to further success and growth. Don’t let your initial success stop you from continuing to grow and build your career (and life).  Many of us in the workplace delude ourselves about our achievements, status, and contributions.
  • We overestimate our contribution to a project
  • Take credit, partial or complete, for successes that truly belong to others.
  • Have an elevated opinion of our professional skills and our standing among our peers.
  • Conveniently ignore the costly failures and time-consuming dead-ends we have created.
  • Exaggerate our projects’ impact on net profits because we discount the real and hidden costs built into them (the costs are someone else’s problems; the success is ours).

Increase Your Personal Effectiveness!

According to Marshall Goldsmith, award winning author and business leader, these delusions are a result of success, not failure. That’s because we get positive reinforcement from our past successes, and, in a mental leap that’s easy to justify, we think that our past success is predictive of great things in our future. Unfortunately, past success is the very thing that keeps people from moving ahead excelling at a higher level. Do you want to be moderately good at your job or a brilliant performer who is widely respected? It’s time to stop resting on your past successes and take an honest look at what will get you to the next level.

Revisit the core concepts of your work habits.
Improve your successes by taking an honest look at how your professional behavior impacts the way others respond to you and your ideas. Now is the time to ferret out the behaviors that are hindering your career!
Winning too much Many already successful people are over-competitive. The winning too much problem is related to many other professional challenges, such as arguing too much, putting down other people, ignoring others, and withholding information to give ourselves an edge. Are you guilty of these behaviors? As an already successful person, you will be able to move to the next level by addressing those behaviors and fixing them.

Your Success To-Do List:

  • Learn to actively listen to others.
  • Clarify your purpose and how it serves others. This will improve your performance.
  • Pay attention to the existing culture in your workplace. Does your behavior and outlook match that? If not, modify your behaviors to succeed in that environment.
  • Learn the competencies that you will need for the future and get started with self-training. Remember Covey’s words of wisdom to always “Sharpen the saw!”

At EDSI, our programs been helping companies increase productivity and effectiveness for over 20 years. We invite you to take a look at our programs and what our clients have gained from working with us.

5 Essential Building Blocks of a Thriving Work Culture


Workplace Culture, Employee Development Systems, Inc. In the words of author and business leader, Adam Whitty, “You don’t have to be a business guru to recognize when a business is firing on all cylinders, that everyone is putting their skills to maximum use, working together, and actually having a good time. How to create that chemistry – that’s the question.”

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Here are 5 ways to get that hum in your workplace every day.

1) Staff your team with A-players; they’re worth the wait. An A-player is someone who brings all of the necessary qualifications to the table – perhaps more than you were expecting – and that something extra as a human being. Of course, that isn’t always readily apparent during a 45-minute interview; it can take time to see the true colors of a talented individual to come through.
This speaks to the importance of having an intuitive hiring manager, “which may be a small business’s CEO,” Witty adds. Also, it’s important to have A-players who put the team first. Egomaniacs who cannot collaborate can grind productivity to a screeching halt.
Prioritize recruiting the most fitting people for the position and organization. The wrong person costs your company.  It’s much better to have an empty spot than the wrong person lurking around your office.

2) Recognize the importance of having fun. “Having fun not only helps your team do well, it’s a sign that you’re doing things right,” Witty says. “Where fun and work meet is the understanding from employees that they’re making a difference. You want a team of individuals who are motivated by the ‘why’ of what they do.” Fun at work means having energy and enthusiasm while tending to the tasks at hand.

3) Make employees and clients your extended family. A family environment significantly facilitates a team mentality, especially for those quiet geniuses who like to keep to themselves because they’re shy. But why stop there? Extend the love to clients, suppliers and other crucial components of the business. Without these folks, your business couldn’t survive.

4) Commit to lifelong learning. Seek to uncover and promote the leader in every one on your team by encouraging all members to follow a path of personal and professional development. With increased knowledge, experiences and skills, people lead to a more fulfilled life, which can profit everyone within a working environment.

5) Utilize the trouble makers. Which members of your team are scrappy upstarts? Start using their talents to consider new solutions to the same old problems, instead of trying to make them fit into the typical team dynamic. According to author Witty, “Our team members are driven by the ‘why’ of what we do. The right content in the right person’s hands at the right time can change the world forever. We believe in sharing stories, passion and knowledge to guide and help others learn and grow.”

We are coming to a city near you! Join us for a COMPLIMENTARY 1/2 day workshop and get the latest workplace data on building cohesive teams. See you there!

Reserve Your Spot

Employee Development Systems (EDSI) is a mission-driven company. With over 20 years of experience in employee develoment, we know that we can increase engagement, impact, and productivity with our hallmark programs. We invite you to learn more about our programs and connect with us.

The One Skill that Improves Your Personal Effectiveness

Employee Development Systems, Inc. “The ability to make a person feel that, when you’re with that person, he or she is the most important (and the only) person in the room is the skill that separates the great from the near-great.” ~Marshall Goldsmith

Can you make people feel that they are the only one who matters? This is the skill that defines some of the most successful interviewers, such as Oprah Winfrey, Katie Couric and Diane Sawyer. Bill Clinton also has this ability. He makes a point of knowing or learning something positive about the people he communicates with, and letting them know that he recognizes it.

Increase Your Personal Effectiveness!

What is at the core of this kind of intentional listening? FOCUS. People tend to lose focus when listening to others. Eyes dart around the room, thoughts of your next meeting or the next thing you want to say are edging in. Here is an exercise to help you increase focus. Close your eyes. Start counting to 50, and only concentrate on counting. If your mind wanders, bring it back to counting. You may be surprised that many people are unable to do this. Use this exercise as a way to improve your ability to concentrate in your everyday communications. Once you can  count to 50 without interrupting yourself, then you’re ready for a test drive. Here is a core listening list, compliments of Marshall Goldsmith:
  • Listen, don’t interrupt.
  • Don’t finish the other person’s sentences.
  • Don’t say “I knew that.”  
  • Don’t even agree with the other person (even if he praises you, just say, “Thank you”).
  • Don’t use the wordsthe words “no,” “but,” and “however.”
  • Don’t be distracted. Don’t let your eyes or attention wanter elsewhere while the other person is talking.
  • Maintain your end of the dialogue by asking intelligent questions that (a) show you’re paying attention, (b) move the conversation forward, and (c) require the other person to talk (while you listen).
Eliminate any striving to impress the other person with how smart or funny you are Your only aim is to let the other person feel that he or she is accomplishing that. In the words of Marshall Goldsmith, “The more you subsume your desire to shine, the more you will shine in the other person’s eyes.

Effective listening skills are one of the cornerstones in personal effectiveness. After many years and countless clients and colleagues who have improved their careers (and lives) from our Increasing Personal Effectiveness program, we have found that true, sincere, active listening skills are key to success.

Listen for collaboration.
Solve problems by asking questions.
Create self-growth through listening to constructive feedback.

The 5 Flaws of Listening
  1. Giving advice
  2. Defensiveness
  3. Interrupting
  4. One-upmanship
  5. Telling others how to feel
Active listening is not about developing newfound charm!  Make it purposeful, sincere, and focused on making the other person feel recognized and understood. You already know how to do this, because you do it on those special occasions, like a first date, an interview, or meeting someone you admire for the first time. Now remember to do it all the time.

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“Successful people become great leaders when they learn to shift the focus from themselves to others.”  ~Marshall Goldsmith

Employee Development Systems (EDSI) is a mission-driven company. We know that we can increase engagement, impact, and productivity with our hallmark programs. We invite you to learn more about our programs and connect with us.

6 Benefits of Conflict & Leveraging it for Personal Effectiveness

Employee Development Systems, Inc. Conflict can be uncomfortable and is generally viewed as a negative in business and in life. Most people fear it and try to avoid it by being agreeable, by going along to get along. There is, however, a cost to that kind of harmony. An environment totally free of conflict is static. In the same way that friction creates heat and, properly managed, can ignite a fire, conflicting ideas and goals, properly channeled, can spark innovation.

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In a recent Harvard Business Review (HBR) Blog Post Liane Davey says, "Teams need conflict to function effectively. Conflict allows the team to come to terms with difficult situations, to synthesize diverse perspectives, and to make sure solutions are well thought-out."

Ron Ashkenas and Lisa Bodell add their voices in favor of what they term constructive conflict in their recent HBR article Nice Managers Embrace Conflict, Too with this bit of wisdom: "When people hesitate to speak up about poor practices or processes that don’t make sense, it creates a significant amount of unnecessary complexity and fosters a passive acceptance of the status quo."

What is it about conflict that people fear? They fear its power, its ability to stir intense emotions such as anger, hostility, and defensiveness. But that same power, used positively, can excite creativity. It can energize and motivate.

Because of its negative aspect, societies have devised constructs to more safely use conflict or controversy in positive ways. Governments employ formal debate by opposing parties. Jesters, using comedy, physical antics, and music, had the ability to speak the truth to kings and noblemen in relative safety. In our own society, comedians, artists, and writers often fill that role, encouraging divergent perspectives by illuminating, exaggerating, and reflecting society back to itself.

In working with teams on projects, constructive conflict can be a useful and powerful tool, especially once a few strong directions for a project or solutions for a problem have been identified. It is just as important to know, and be able to address, the downsides of a solution, as its upsides. Knowing what ways your new product fails to satisfy some consumer needs will open up discussion for improvements. Brainstorming sessions where dissent and debate are encouraged can inspire a multitude of creative ideas.

If respectful dissent doesn't come naturally to your team, you can encourage it by dividing the team into small groups and assigning each group to either defend an idea, or advocate against it. Ask each group to gather as much evidence as possible supporting the position that they represent, and be prepared to  present and defend their position at the next team meeting.

Since there is no question that conflict can be destructive, it is imperative to cultivate constructive conflict within your team with written guidelines to remind them to:

Listen to everyone's ideas whether or not they agree;
Be critical of ideas, not people;
Focus on coming to the best decision, not necessarily the decision they initially endorse;
Be willing to change their mind;
And remember: The perfect can be the enemy of the good.
Recent research* has shown that healthy conflict has the potential to deliver significant benefits, such as:

Focus the attention of all participants on the project or problem being considered;
  • Energize the team members to seek new information;
  • Motivate participants to continue to think about the project outside the working sessions;
  • Produce higher levels of creativity and divergent thinking;
  • Improve participants' open-mindedness, their ability to view problems from different perspectives; and
  • Strengthen working relationships.
  • Encourage respectful dissent on your next project to energize your team, challenge assumptions, and spark creativity.
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Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won't come in.”
― Isaac Asimov

Is Teamwork is Over-Rated? 6 Actions to Increase Team Effectiveness


Employee Development Systems, Inc.Leaders often can’t help but step up and become the point person on the latest initiative. They bravely plow through the big challenge and thrive on personal career success. But hold the phone! Significant research has shown that groups make better decisions than individuals, that there is wisdom in crowds. So instead of taking the reigns, use your energy to form useful and well-run teams, and you’ll find that strides are made more quickly and efficiently than you could do it on your own. Your role as a leader includes 3 main tasks.

1. Challenge the status quo. Make it your priority to consistently expose your team to disruptive ideas. Give them new people and perspectives as often as possible. This will keep them thinking of the bigger picture and not accepting the status quo solutions that other teams have been coming up with for years.

2. Questions are king. Don’t over simply. Keep asking questions! This will ensure that your team is able to address complex, challenging tasks.

3. Build relationships and trust. As Patrick Lencioni, New York Times best-selling author has shown us, one of the core habits of a successful teams is a relationship based on trust. This means you have fostered a relationship that allows people to speak up, instigate conflict, and openly solve problems together, without fear of reprisal.

Short List for Developing Trust
While not many of us will come across the same conflicts that member so the US Armed Forces handle, the army has a powerful process for developing trust.  Ask these questions, compliments of Harvard Business Review, to facilitate trust building in your organization:

  • Do I place trust in my employees as a prerequisite to earning theirs?
  • What are my organization/profession’s shared values and culture?
  • Have these values been articulated within the organization to the point they are internalized and go without saying?
  • How much do I know about my employees and their families and how well do they know me?
  • What experiences can I offer to increase cooperation and familiarity in ways that are appropriate and rewarding?
  • And last but certainly not least, does my personal competence inspire trust in my subordinates?

Now it's time to put thes concepts to work.Employee Development Systems, Inc.


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You may have already learned that Patrick Lencioni's words of wisdom from his New York Times Best-Selling book, The 5 Dysfunctions of a Team have recently been made into a watershed program for building cohesive teams. If you aren't familiar with Patrick Lencioni, here is a quick video:

The main concepts of The 5 Habits of a Cohesive Team have already gone to work for many organizations. As a mission-driven company, the EDSI team is very excited about the ideas and skills that this program provides.

As a matter of fact, we're so excited about it that we're traveling to 11 cities this summer, and providing a complimentary 1/2 day seminar to our colleagues and clients. EDSI is covering the cost, so attendees are able to concentrate on the takeaways. (We're also serving a complimentary continental breakfast and lunch.)

Finding ways to build confidence in people who only have to look as far as the daily news to find numerous reasons why not to trust may be challenging, but ultimately well worth the effort.

Learn More

Reserve Your Spot

Employee Development Systems (EDSI) is a mission-driven company. We know that we can increase engagement, impact, and productivity with our hallmark programs. We invite you to learn more about our programs and connect with us.

The 5 C's of Completing Anything & Increasing Personal Effectiveness


Employee Development Systems, Inc.In one way or another all of EDSI’s programs deal with the ability to complete what you have started. This could be related to professional presence, personal effectiveness, or performance management, but they all touch on making sure you are able to consistently follow through on your commitments. We don’t usually think about this, but there are concrete steps to completing the projects you have started, which will lead to completing your career and personal goals, and helping you create your ideal career!

Read and internalize these steps. Believe us, they have worked for thousands of our program participants over the years, and we’re confident that they’ll work for you, too.

The 5 C’s of Completing Anything

If you don’t have a very clear idea of what you are doing and why, then your project is unlikely to be completed, at least not to your satisfaction. The famous Covey example comes to mind here. If you are leaning your ladder against the wrong building, it doesn’t matter if you climb fast, you’re still going to the wrong place.  This is the same as when you are lost and start to drive faster. Of course, you’ll only get more lost, more quickly! Without clarity, starting, following through (and most of all) completing anything at all will be drudgery.
Clarity is knowing generally what needs to be done, whereas concreteness is knowing specifically what needs to be done. What are the exact steps needed to get this done? Many people shy away from this step, because they’re concerned that once they acknowledge all the steps, the project will just become overwhelming, and seem less likely to succeed. Not so! If you have all the steps in mind, you are free to start on some part of your challenge, every day. A to-do list also will keep you going on those days when your energy is waning. You can just go to the list and at least do SOMETHING to help you accomplish your goal, even if you are having a tough week.  

Concreteness is the tie that binds your clarity and concreteness together. It is what gives you the ability to move ahead. Let’s face it, without resolve, you’re not likely to get to the end of your project with a satisfying result.

Do you fill your to-do list with lack of commitment? Seriously, we all do, at one time or another. You may be filling your daily list with things you should do. The successful list includes only those things that you are truly committed to accomplishing. Otherwise you are setting yourself up for failure, and starting tomorrow with a sense of feeling behind.

Do you flit around from email to website to project? Does your morning fly by and you wonder what you’ve been doing for the last four hours? Most people around you are doing the same thing. Here is your chance to rise above the fray. Learn to “batch” your day. Commit to concentrating on one project for 45 -90 minutes at a time, and don’t let yourself check email or answer a phone call. It will drastically impact your personal effectiveness, both at work and home.

Remember, when you have clarity surrounding your goals, every single thing you do is getting you closer to your destination. So celebrate! This will give you the energy and boost you need to address tomorrow’s work with the same clarity, concreteness, commitment, and concentration that you did today!

Finally, what do you need to quit?
This is not part of the 5 Cs of completion, but choosing NOT to do something means that you are putting more energy behind the work and the service to others that is really yours to do. It’s okay to quit something that you shouldn’t have been spending time on in the first place. It may be an indicator of your increased clarity. Some things just fall off the list naturally when you are focused on the work you really want and need to do.

3 Simple Steps to Mastering Performance Management in Your Workplace


We're coming to a city near you! Get the latest research and the inside story on The 5 Habits of Cohesive Teams. It's completely complimentary! Here's a quick video.

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Ready to learn more? Here is a roundup of our most popular performance management articles.

Employee Development SystemsEmergency Intervention for Performance Management

Dear Suzanne,
I  manage employees for a law firm in San Antonio. I know that star employees who leave an organization are often leaving the manager not the job itself. Recently I have had a few  resign, so I can’t help but ask myself if they are leaving because of my management style. If you had to make a short list for an emergency intervention of performance management, what would it be? Find out...

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Employee Development Systems, Inc. Are 80% of YOUR Employees Dissatisfied, Too?
According to Deloitte’s Shift Index survey, as much as 80% of people are dissatisfied with their jobs. As if that isn’t bad enough, now consider what percentage of leaders are likely dissatisfied.

With that in mind, you can imagine that with the unique and extreme challenges leaders have had to face over the last few years, they are probably just as dissatisfied as the people they are managing. With most employees (and likely their leaders) languishing in a pit of job dissatisfaction, organizations need to make sure employee outlook stops raining on the success of the organization.  Read more...

Increase Personal Effectiveness in Every Setting!

One of the most important elements of communication is clarity. If you are communicating to manage performance you must be able to convey clear performance expectations to your team. But not only is this simple directive more difficult than it sounds, the difficulty is often exacerbated by the depth of your knowledge of the information to be disseminated. The fact is, the more you know about a subject the harder it can be to communicate that knowledge to others. Here's how to get started.

Are You Considered a "Good" Boss?Employee Development Systems, Inc.

Think about the best manager that you’ve ever had. What put him or her into that category for you? Undoubtedly, your performance was enhanced while you were working with that manager. Now think about your own team members. Do you think you fall into the “Good Boss” category for them? If you aren’t sure, here are some things you can do to help yourself get voted into the “Good Boss” category with your team and grow your organization.

I’ve got increasingly more pressure to increase productivity in my department, so I hope you can help me out.

When I give feedback to my team, I usually experience resentment and even an effort by the employee to slow play the changes. -At least that’s how it feels on my end. What am I doing wrong? As the manager, it’s up to me to give direction, but I have a gaggle of unruly geese to control, and it’s not working.

Increase Your Personal Effectiveness!

Improve Clarity in Your Communication to Increase Effectiveness!

The average manager spends 30 to 40% of a typical workday giving information to others— in face-to-face interactions, in writing, via the telephone, or through e-mail and other electronic media. Despite this emphasis on conveying information, breakdowns continue to be one of the greatest sources of problems in the workplace. Most managers have never been trained in how to explain things clearly, simply, and effectively. Yet the command of the spoken and written word plays an extremely important part in their success. Here's how to increase clarity.

5 Habits of a Cohesive Team: Practical Takeaways for Your Workplace


You may have already learned that Patrick Lencioni's words of wisdom from his New York Times Best-Selling book, The 5 Dysfunctions of a Team have recently been made into a watershed program for building cohesive teams. If you aren't familiar with Patrick Lencioni, here is a quick video:

Employee Development Systems, Inc., Patrick Lencioni The main concepts of The 5 Habits of a Cohesive Team have already gone to work for many organizations. As a mission-driven company, the EDSI team is very excited about the ideas and skills that this program provides.

As a matter of fact, we're so excited about it that we're traveling to 11 cities this summer, and providing a complimentary 1/2 day seminar to our colleagues and clients. EDSI is covering the cost, so attendees are able to concentrate on the takeaways. (We're also serving a complimentary continental breakfast and lunch.)

Learn More   OR

Reserve Your Spot

5 Habits of a Cohesive Team

We hope to see you there! If you have any questions about these events that are not answered here, please contact us at or give us a call: 800.282.3374

What a Cohesive Team Will Do for You & Your Team


conflict, Employee Development Systems, Inc. The Huffington Post recently highlighted the necessity of team cohesiveness, which dovetails with the EDSI 5 Habits of a Cohesive Team, a new watershed program based on the work of New York Times best selling author, Patrick Lencioni. EDSI believes so strongly in the power of a cohesive team that we are traveling to over 11 cities this summer, providing a 1/2 day COMPLIMENTARY program (with free continental breakfast and lunch, too!), and we invite our clients and colleagues to reserve their spot now before they’re all taken. 

Creating an impactful team is a function of personal effectiveness, professional presence, and other skills.  

As a matter of fact, we are comiing to 11 cities this summer to provide a 1/2 day COMPLIMENTARY program for our colleagues and clients. It includes complimentary continental breakfast and lunch, and we are looking forward to sharing Patrick Lencioni's 5 Habits of a Cohesive Team, the latest workplace data, and a 1/2 day of personal development for you! 

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Be Missi0n-Driven. At Employee Development Systems, Inc., we are solidly mission-driven, and credit the strong connection we have to our mission as the key component in our success. What is your mission? How about your organization’s mission? Are they aligned?

Diversify experience set and behavioral style. You may think that gathering a group of all like-minded people will make the best team, but you will find that a diverse group (both in skills and work styles) will render the newest, most ambitious results. It helps people to get out of their typical styles and away from the people they are most used to working with. 

Identify natural roles. Use a simple behavioral or workstyle assessment such as the DiSC or DiSC Profiles to broach the subject of work and behavioral styles, and help the team realize how important they are in this setting. 

Utilize individual strengths. Determine the strengths of each team member and assign them to specific tasks based on their strengths. Delegating based on strengths is the best way for the group to accomplish its goals. Be clear about what each member is responsible for and hold them accountable.

Communicate effectively. A team cannot be cohesive if communication is ineffective. Make sure to methods of communication are consistent. Clearly explain the team's instructions and goals. Make sure all messages are constructed for the benefit of the team.

Keep the feedback loop going. Give regular, consistent feedback, both on the good and not so good aspects of performance. This should be a combination of individual feedback and for the team as a whole. Explain what worked well, what didn't, and the results of their project. Constructive feedback will make for a more cohesive team during the next project.

Acknowledge successes. Acknowledge and celebrate successes along the way. Leverage those high energy moments to recalibrate the team for its next challenge, so they are all ready to go on the next step or level in the grand mission. 

*Source: Huffington Post

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7 Traits of Effective Teams (courtesy of Troy University) Employee Development Systems, Inc.

Effective leaders ensure that:

  •  Team members understand and share their leader’s vision.
  •   Group members respect and ideally like one another.
  •  Individuals derive satisfaction from being a member of the team.
  •  Communication is open and all members are encouraged to participate in discussions and, where possible, decision making.
  • The group has a sense of team pride.
  •  There is little conflict on the team, and when conflict occurs, it is handled using constructive problem-solving techniques.
  • Group members are encouraged to cooperate with each other.
  • Group decision-making and problem-solving is commonly practiced.
  • The group learns to work together in a relaxed fashion.
  • Team recognition and credit for a good job is freely given.
  • Team members understand and share goals, objectives and mission.

 Thank you to Troy University for their team leadership tips. 


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