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CC Exhibit 05-02-15 Item No. 2 Council Retreat Council s Retreat May 2, 2015 Presented by Cupertino City Council Dr. Marilyn Manning and Victoria Smith- Raymond The C,multhg Team©2015 B efo re Take-Off Please turn off all electronic devices The Con .W Team 02015 About The Consulting Team •We have clients throughout California,in government,non-profit,and-for-profit organizations,including over 100 cities and 35 councils •We've helped organizations solve difficult changes,challenges,and people problems for over 20 years e We've authored seven business books. • 94%of our business is repeat and/or referral. The Consulting Team 02015 1 t Agenda Welcome and Introductions Public Comment Meetings Council Awareness and Relationships -Within Council,with staff,and stakeholders Council Agreements The Consulting Team®2015 Outcomes 1. Enhance communication 2. Review meeting protocols 3. Improve meetings a. Create council agreements The consulting Team®2015 I Icebreaker Describe in one minute something you did in your role as a council member that you are proud of. 2 Ground Rules •Be respectful •Keep focused •One speaks at a time The C—Iffing T—02015 Council Meetings Recall a Poor Meeting •Recall a council meeting that was unproductive and frustrating •Write down why •Discuss elements of poor meetings The Can Ang T 02015 1 i 3 . Recall a Good Meeting •Recall a council meeting that was highly productive and satisfying •Write down why •Discuss elements of good meetings The Cwsulbng Team 02015 Meeting Elements •Length •Public comment •Questions •Preparation •Briefings The C—IflG g Team 02015 Modeling the Way " An organization's values —what it stands for, what its people believe in —are crucial to its success. Indeed, values drive the business." —Robert Haas,Chairman and CEO,Levi Straus The Consulting Team 02015 4 Cupertino Council Values •Commitment to community •Quality education •Integrity and trust •Respect: treating others fairly •Embracing diversity Agreements •Tell who we are •Tell how we behave •Tell what is possible •Are powerful codes of conduct The C—Ang T 02018 Break . 1.1.88 The C—Ifing Team 02015 5 Review 2007 Meeting Protocols Meeting Agreements The C—ting Team 82015 . Council Awareness 6 4 Steps of.Group Development 4th Perfom3 trust high output synergy 3rd Ndrm harmony,;' status'quo'', . 2nd 5torara power struggles,,' testing boundartes Form unclear roles ands; 1 St expectaios The C—Ing Team @2015 Why This is Important •Group development can get stuck, never reaching full potential •Changes in members impacts effectiveness •Apply to your council and commissions and clarify expectations The C—ftg T 02015 r DISC: 1. Measures your self-perceptions 2. Helps you understand your communication style vs. the style of others 3.0 SERIES The Cons Wing Team @2015 • 7 Dimensions of Behavior Model D Dominance Influence controller expressor C S Conscientiousness Steadiness analyzer collaborator 5.0 SERIES Th.Co 15W g T 02015 DISC Circle D DIC D/I C/D I/D C US 1/S S/C S/1 S 5.0 SERIES The Cm Ibng T-02011 High "D": Driving Controller e High ego strength, strong-willed •Results, "bottom-line" approach •Motivated by directness and challenges Approach —No small talk, don't waste time 5.0 SERIES Tha C-.1fing T 02015 V E am the ` communicator.. you are thel u communicatee. 77 5.0 SERIES The Consulting Team 02015 High "i": Influencing Promoter •Optimistic visionary, outgoing •Social, charismatic, friendly •Motivated by recognition and approval Approach -Be personable, listen well, keep on track 5.0 SERIES The Consulting T 02015 �• a "Ilon't slop ort it it makes.W" cry'.' 5.0 SERIES The Consulting Tram 02015 - 9 High "S": Stable Supporter •Pragmatic, loyal team player, works behind the scenes •Concrete action-oriented •Motivated by tradition and order Approach —Be friendly, emphasize team, draw them out The Consulting Tea.®2015 Great job,,Jason.As reward,I'd like you to ' prepare the other 65 re orts. 8 5,0 SERIES The Can NngT 82015 High "C": Conscientious Analyzer •Accurate, precise, and systematic •By the book •Motivated by the "proper way" Approach -Offer facts and written follow-up, no small talk 5.0 SERIES The CansuNng Team 02015 10 a, "...but this/S the summary." 5.0 SERIES The Crn HuM T m 02015 DiSC Listening Filters D Why the hesitation?Get it done. i What should I say next? S How can I help or avoid any conflict? C What are the facts? How will this work? The C—I ing T—02015 Stretch Break 1.1.67 The C—ulb.g Tears O2D15 1 1 Discuss and Record: • What are specific strengths of your style? • What might others find challenging about your style? • Now that you know your style, how could you improve especially in meetings? 5.0 SERIES The Consulting Team 02015 Discuss: • Barry and Rod: How do you want us to approach you? Handle a conflict? Give you feedback? • Gilbert and Savita: _ • Darcy and David: The Consulting Team 02015 Driving Controller: D e Get to the point; avoid small talk e Focus on desired results *Avoid "how" questions; focus on "what' e Let them take charge, if possible 5.4.02 The Consulting Team 02015 12 Influencing Promoter: i •Give quick relief solutions •Maximize variety; provide incentives •Let them brainstorm and work on the broad focus •Make a personal connection; humor can work 5.4.02 The C—Ang Team 02015 Stable Supporter: S •Offer a step by step approach •Show them the practical results •Be realistic with the schedule •Probe with questions; listen empathically; be patient s.4.o2 The Cw=Wng ream 02015 Conscientious Analyzer: C •Be detailed, specific and complete •Emphasize quality and practicality •Use a steady step-by-step pace •Appeal to their need to analyze 5.4.02 The ConaaWng Team 02015 13 "Bottom Line" Perspective D controlling motivating ...rides the bottom line. ...sells the bottom line. (How to get results) (How to get others to"buy" your perspective) C S planning organizing ...thinks the bottom line. ...works for the bottom line. (How to make sure it works) (How to handle the task details) 5.5.08 Stretch Break 3 ' r v V mak. E The CmsA g T®2015 Council Relationships 14 •When dealing with each other, Council member to Council member, we expect: (e.g. thorough preparation, courtesy, respect) The C—uWng Team 02015 Agreements The Consulting Team 02015 •When dealing with the City Manager and staff, we expect: (e.g. Work requests should be directed to the CM) The Coneul5ng T—02015 15 Agreements The ConsNOng T®2015 Stretch Break � rHT The Consulting T 02015 •When dealing with the media and public, we expect: (e.g. Make distinction: the City's decision vs. my opinion) The C—Ifing Tam 02015 . 16 Agreements The Cansul5ng T 02015 • Our expectations of the Mayor's role: (e.g. in managing our meetings) The C—long Team 02015 Summary of Agreements The Consulting T 02015 17 Five Key Agreements The Cwwlbng Team 02015 How Do We Measure Success? •Choose top 5 agreements •Focus each meeting on 1 •Evaluate success at end of each meeting 9 Change focus after success The Consulting T 02015 DISC Review Active,Fast Paced,Assertive,Bold I Accepting, Questioning 1 ` p g' Logic r People Focused • "' Focused, Skeptical, Receptive, Agreeable Challenging � D Thoughtful,Moderate Pace,Calm, Careful 5.0 SERIES The C—Itng Team 02011 18 Stop, Think, and Reflect What 1 "aha" or useful insight will you apply-when you leave this session? The Crawl ft T 02015 THE CONSULTING TEAM, LLC FREE Email Coaching FREE Leadership Tips 1 The Consulting,Team FACOATING POSITIVE CHAGE www.theconsultingteam.com The Cm Mng T 02015 Free E-Mail Coaching •Send TCT your related questions. •Send us work-related challenges. •Within 3-5 days, we'll reply with tips and free E-mail coaching. •M@TheConsultingTeam.com 19 T-fer 2 ,ff.'s hs Y-f>�� �kia 3 P f 9 , a* � ✓» 7 v� Ft! 54�� �' -?. '� e ' ' � W . E r � high self- talkativeness, friendship, accuracy, Recognize By: confidence, enthusasium, co-operation cautious, high competition optimism,energy persistent,patient standards stimulating, personal, structured, Prefers Work busy, personal, relaxed, organized, Environment to be: formal friendly friendly formal Pace: faster faster slower slower being in flexibility and close Gains security b control variety relationships preparation Motivated y: achievement social acceptance correctness (Outstanding Need) recognition stability Measures results applause, appreciation getting it right Progress By: praise being taken personal Fears: advantage of, social rejection rejection, criticism of what loss of control sudden change they do inefficiency, Irritated by: indecision, routine, insensitivity, surprises, slowness formality impatience un predictability Decisions are: quick spontaneous considerate deliberate impatience, Major limitations: selective lack of follow overly modest, overly critical of listening though resist chane self and others Could increase being patient self discipline, belief in self, being more effectiveness by: and willing to follow through being more tolerant of self learn on tasks open to chane and others "A person's strength,if "Emphasis is on "Emphasis is on "Emphasis is on "Emphasis is on working shaping the shaping the cooperating conscientiously within O!/@PAdSed,0817 become 3 environment by environment by with others existing circumstances wweakness.„ overcoming Influencing or to carry out to ensure quality and John Geier opposition to persuading others.” the task." accuracy," accomplish results." Seep First to Understand. , . When to be Understood" Stephen Covey 5* #sF _ a+ar `z% ': r�ro"K*+°•�W' Ax'$5�"n .+~°9a. ,pa 1" f .N'§Jcs'&7' "" �„ 7�23$'"�+'a,� J „^^at,.'�n "rr a�' ,M -�'" S: axc;' ` 'ar?PFa*. �4 �.,� ~ ar�.cr*''yam*a� n c�»a'.,."4 bow w par, s^r, ,w s ¢ ,crc"�sr' ��r r a-r.,�wx fi< Bus w" ✓+� .t-t' +��*a �r<,+.� •r �" ' As you review the behavioral matrix, determine where you fit in? D—Dominant i -influence S-Steadiness C-Conscientiousness Behavior Self Contained! Open/Direct Open/Indirect Self contained Pattern Direct Indirect Appearance Formal/ Fashionable/ Casual/ Formal Functional Stylish Conforming Conservative Work Busy I Formal/ Stimulating/Friendly Personal/Relaxed Organized/Structured Space Ef icient/Struct&ed Personal/Cluttered Friendly/Informal Functional/Formal Pace Fast/Decisive Fast/Spontaneous Slow I Easy Slow/Systematic Priority The Task and Relationships and Maintaining The task and Results Interacting relationships the process Fears Loss of Control Loss of Prestige Confrontation Embarrassment Under Tension Dictate/Assert Attack/Sarcastic Submit/Acquiesce Withdraw I Avoid They Will: Seeks Productivity Recognition Attention Accuracy Needs to WHAT it does, WHO else uses it- HOW it will affect Logically WHY would Know: by when, how it enhances their personal they justify the purchase what it costs their status circumstances, Gains Control Flexibility Close Preparation Security By: Relationships Wants to Success Status Relationships Credibility Maintain Support Their: Goals Ideas Feelings Thoughts Achieves Leadership/ Playfulness/ Conformity and Correctness and Acceptance Competition Stimulating Environ Loyalty Thoroughness by: Environment Likes you To the point Stimulating Pleasant Precise to be: Wants to Be: In charge Admired Liked Correct Is Irritated By: Inefficiency and Boredom and Insensitivity and Surprises and Indecision Routine Im atience Unpredictability Measures Results,Track Acknowledgement, Compatibility with Precision, Personal Record Recognition, and others, Depth of Accuracy, Worth By: Compliments Relationships Activity Decisions Are: Decisive Spontaneous Considered Deliberate p gg ie Wants: Results— Intimidating To show authority, Acts: Decisively Aggressive Dominant " Fast Paced to feel strong _ Asks" "WhatDomineering Control Specialist Firm Stance and in control Strong Gestures f {i 4 Unrealistic To appear Wants People— Overselling Warm Acts: Enthusiastically Influence � Overly Friendly Asks" "Who" Easy Smile Emotional Communication And Safe Specialist Alert Eyes Enthusiastic Wide gestures Wants: Stability— _ Inflexible To appear Acts: Systematically _ Aloof Calm Steadiness Asks: "How?" Passive Steady Direct Gaze Harmonizing Relaxed Stance Indecisive Stable Specialist Few Gestures Wants: Accuracy Perfectionist To appear Acts: Cautiously Too Critical of Knowledgeable ,� Self and Others Conscientiousness Asks Why Reserved Logical Information Eyebrows Raised Solo Player Specialist Controlled Gestures In Control u , ProfilI e� �t ie Overly Assertive Explosive Autocratic— Unbending Emotionally attacks Overly-Controlling others and their ideas Strong-Willed Uses condemnations and put downs to discredit others Attempts to impose thoughts Tells people how he/she and feelings on others "feels" about things D & 'i - fends to Vent i t) S & C - Tends t® Suppress (Flight) "C'*- Avoids Complies Less Assertive Gives in to keep peace Keeps thoughts to self and reduce conflict More controlled Appears to agree with others, Withdraws from people Tolerates things even and/or undesirable situations, though he/she may disagree Plans next move Desires to save the relationship even if it hurts them the most i .a ? %. rsil' ^s"v..-,. ,a Y sat=,a,t- r., rc:.xu^ r.+ .et^ffi.'.»a; .wb,:x fe-b*" r'.WB,.,rvmry i^wt ti a «.x:u.:at^,, *• lu'r . ': mow• � 't•F ......A � ., 24 5 i � Yds@ :� -m r5 '� !t 9t4rL 6� .�c +`.+M�n,Yfif°, .. ." <.:. .: t..Y 14 .>3.�.:o, � 'n�ati#�4.. ... � .4.'s..1. .� ..»Sl. •E: �• x ,.x' Think of a person with whom you would like to build trust and improve interpersonal communications. If you aren't certain of this person's style, predict their behavioral style using the DiSC People Reader. Then,using the DiSC strategy planner below,create a Relationship Action Plan for improving communications. Consider ways that you are alike and ways that you are different. In what ways would you be naturally effective and in what ways might you need to flex or adapt. Name the person with whom you would like to relate more positively: Date: The individual's primary style: Secondary Style: Name the relationship and desired outcome for interacting with this person: Your plan of Action: Given this person's DiSC Behavioral style,what should you be sure to do and what should you avoid doing? Initial Contact: How much and what kind of interaction would reduce tension and increase the comfort level between you? Relating Effectively: What type of questions will you ask to confirm that you are responding to their needs and will you focus on tasks or personal issues? How? What will be the pacing of the interaction be slow or fast? Responding to Concerns: What are some likely concerns (needs,goals,fears) this person may have? Should you concentrate on results,feelings,support,and evidence? Agreements and Commitments: What approach is likely to be most effective for gaining commitment &cooperation? I Strengthening: Given this person's style,what expectations will he or she likely have and how can you effectively respond? Debriefing: What have you learned from your meeting? List ways to improve your next contact with this person? Planning: Do you still think this person's DISC style is what you originally thought it was? Why? Were you able to build trust by moving from judging this person to respecting,appreciating,honoring and valuing? Initiating: What was the tension/comfort level? What changes could increase the comfort for both of you? Interacting: What needs were discovered? What are some other questions you might ask during your next meeting? Responding To'Comerns: What were this person's main concerns? How can you respond to these concerns in the future? Agreements&Commitments: Did you gain the type of shared commitments you sought with this person, and what strategy will you use to further build a relationship with this person? Benefits: What benefits can be derived for you,the other person,and the organization by improving your relationship?