Ncoa Set B 1

Front 1

Creators “see” problems or situations from a globalist perspective so they are often able to recognize alternatives that others may miss.

Able to see the “big picture.”

Back 1

They prefer to live in a world of possibilities. Creators look for activities that are unstructured or abstract, and they thrive on innovation and unique solutions. Creators are good at reframing a problem and looking for outside the box solutions.

Front 2

After ideas are created, savvy team leaders hand them off to the

Back 2

Advancer.

Front 3

Advancers focus on the interaction. They communicate new ideas and carry them forward.

Advancers manage the human component of any solution and enjoy whipping up enthusiasm for a project.

Back 3

Advancers use insightful planning based on past experiences and successful methods to “advance” ideas towards implementation.

Front 4

It is critical for Advancers to be open to what should happen next; this is when smart team leaders turn to the_______on the team.

Back 4

Refiner

Front 5

Refiners focus on the analysis. They challenge all concepts. Refiners use a methodical process to analyze things in an orderly manner to detect possible flaws and identify potential problems under discussion.

Back 5

Refiners use logic and a systematic approach to redesign a solution, and they make sure that ideas are sound before moving them to the next level.

Front 6

As the Refiner challenges and analyzes ideas and plans, they are often passed back and forth among the Advancer, Creator, and Refiner until the Refiner is satisfied that the idea or plan is ready for implementation by the

Back 6

Executor.

Front 7

The Executor focuses on ensuring the implementation process proceeds in an orderly manner, based on a well-thought-out plan. Executors strive for achieving high-quality results, with attention to details.

Back 7

Executors prefer to let others take the lead on creating and refining ideas because they enjoy the task and responsibility of final implementation. The Executor lays the groundwork for implementation, manages the details, and moves the process to completion.

Front 8

Flexers can often adapt their styles to fit the needs of the team, and they probably view issues from different perspectives.

Back 8

Given their ability to adapt their style, Flexers are very good at monitoring contributions of all team members and filling the gaps in order to keep things moving in the right direction.

Front 9

Without Creators...

Back 9

there are no new concepts

Front 10

Without Advancers...

Back 10

ideas stall or do not come to light

Front 11

Without Refiners...

Back 11

new directions are not thought through; details are overlooked

Front 12

Without Executors...

Back 12

there is no implementation

Front 13

Without Flexers,

Back 13

there are gaps in the team

Front 14

The P.E.P Cycle is a Panic-Elation-Panic cycle that occurs whenever

Back 14

you are in a situation that requires you to come up with new ideas (team meetings, problem solving sessions, AFSO21 events, etc.).

Front 15

The P.E.P. Cycle begins with the call for ideas in order to reach a specified team goal. At this point, all team members ...

Back 15

panic as they attempt to come up with ideas.

Front 16

Creators quickly move up the “bell curve” to Elation as every idea is a “great idea” to a Creator. However, without the Advancers’ support and encouragement without critical judgment, (or encouragement from the team leader)

Back 16

even creators return to Panic.

Front 17

NCOs who fully understand this process can utilize their knowledge to help team members embrace ideas during the

Back 17

elation phase.

When team leaders catch ideas, at the top of the P.E.P. cycle and hand off ideas appropriately, team members become highly motivated and, in turn, the team becomes very effective.

Front 18

Ideas often bounce back and forth among the Creators, Advancers, and Refiners in what’s called the

Back 18

“Z” Process.

Front 19

The Creator comes up with an idea and as the Advancer begins promoting it, the Refiner begins

Back 19

analyzing it.

Front 20

3 elements of team dynamics

Back 20

ongoing process

intercation of individuals is the essence

Achievement of the desired objective

Front 21

Five C's of Team

Back 21

Community
Cooperation
Coordination
Communication
Coaching

Front 22

Community. Part of our job is making sure every member of our team feels like an essential and important part of the team and the unit. Building the community begins the first day members report for duty.

Back 22

For Airmen, explaining the organization’s mission, culture, values, and expectations are very important. This is why sponsoring new arrivals is so important to individual and team needs.

It is an example of Service Before Self.

Front 23

Cooperation encourages the team concept by making sure everyone knows and understands the organization’s mission and purpose.Allowing members the opportunity to assist by sharing ideas, and suggestions is valuable in fostering team cohesion and mutual respect.

Back 23

Though you may not act on someone’s suggestion, allowing members to voice their opinion and listening to what they have to say develops a greater sense of involvement in the organization’s direction.

Front 24

Coordination ensures all members realize how important they are to the mission. Explain member responsibilities in detail and how their actions affect the organization’s success.

Back 24

Also, confirm members assigned to your team accept their roles and responsibilities and are held accountable for their actions. Each person is assigned to specific locations to fulfill Air Force needs; remind your people of that fact often.

Front 25

Communication. In order for people to feel like part of the team, they need feedback early and often. Make sure everyone knows what’s going on by including such vital information in staff meetings, roll calls, and other daily/weekly get-togethers

Back 25

Proper communication ensures everyone is on the same page and working toward the shared goal. Whenever possible, keep informational meetings to no longer than twenty minutes. Long meetings tend to drain energy and challenging attention spans.

Front 26

Coaching. When you teach others, you broadcast a very important message that says, “You’re important and I’m here to help you succeed.” Coaching creates a positive outlook for your personnel enabling your team to meet and even exceed their goals.

Back 26

Your team needs to know that coaching is available and that you promote from within. Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel.