Facilitator Resources

A set of cards, one for each behavior, that participants can use as a reminder of what they’ve learned.

Learn how to facilitate The Five Behaviors Personal Development with this facilitation guide.

Download The Five Behaviors Licensing Agreement to review the terms and conditions accepted upon accessing, downloading, or using any material found within The Five Behaviors Facilitation Kit.

A detailed example of a Five Behaviors Personal Development sample profile.

This overview provides a high-level look at the activities and options for facilitating Team Development.

Download The Five Behaviors Licensing Agreement to review the terms and conditions accepted upon accessing, downloading, or using any material found within The Five Behaviors Facilitation Kit.

A detailed example of a Five Behaviors Team Development sample profile.

A look into the background and validity research behind The Five Behaviors.

Click here to access The Five Behaviors podcasts.

Advice for Facilitating this Program
Key pieces of advice for facilitators of The Five Behaviors program: embody the concepts, tolerate conflict, and hold people accountable.

The Impact of The Five Behaviors Program
How the program changes the way people feel about themselves and going to work.

Misconceptions About The Five Behaviors
Puts to rest the two main misconceptions that people have about working with the five behaviors: it's never "over" and it's not easy.

The Power of Teamwork
Pat explains how he got interested in teamwork and discusses the power of a high-functioning, cohesive team.

What about people who struggle with one or more of the behaviors?
Pat responds to the question about how to work with individuals who struggle with one or more of the behaviors. The answer lies in getting them to be vulnerable.

Tips for a Successful Virtual Facilitation

Gain insight into how to lead a successful virtual facilitation.

Sample report with annotations.

What can you do as a team member if the team is lacking trust?
Even if you're not the team leader, you can still take action to encourage trust on the team.

Vulnerability Is the Key to Building Great Teams
You can't build a great team if vulnerability-based trust is lacking.

The Fundamental Attribution Error
Discusses the difference between how we ascribe fault to ourselves and to others. If we see someone else doing something wrong, we tend to think of it as a failure on their part. If we do something wrong, we tend to blame circumstances, the environment.

Learn how to get started facilitating The Five Behaviors Personal Development.

Learn how to get started facilitating The Five Behaviors Team Development.

A detailed example of a Five Behaviors Team Development sample progress report.

Conflict Will Be Uncomfortable
Pat explains why the use of the term "conflict," rather than something like "discussion," is important.

Conflict About People vs Conflict About Issues
Stresses the importance of keeping conflict focused on issues rather than personal attacks.

How do you encourage constructive conflict when people are holding back?
Pat offers two tips for encouraging conflict: don't be afraid to point it out if you think people may have a different idea but aren't speaking up, and don't be afraid to say "that's great" when you see people engaging in conflict.

How do you handle especially combative people?
If you've got a team member who seems to relish conflict or playing the devil's advocate, Pat offers some different ways to approach this situation.

What is the difference between Conflict and Accountability?
Although both behaviors have an emotional element, conflict is a disagreement about an objective issue and accountability involves confronting someone about their role or actions.

A guide that includes everything you need to successfully facilitate the Personal Development program.

A detailed example of a Five Behaviors Comparison Report, designed to help users better understand each other.

A guide that includes everything you need to successfully facilitate the Team Development program.

A detailed example of a Five Behaviors Comparison Report, designed to help users better understand each other.

Why is Conflict important for Commitment?
If people don't have a chance to offer their opinions and ideas, they're far less likely to commit to whatever decision the team makes.

How can an individual address a team’s lack of commitment?
If a team member is concerned about potential lack of commitment,  Pat suggests "calling the question" by asking  "How confident are we that everyone will act on the decision that we just made?"

The Trouble with Faux Agreement
Pat relates a story about a company where the executives failed to get true commitment to a decision.

Intel’s Philosophy: Disagree and Commit
Pat describes the philosophy at Intel: people may well disagree with a decision,  but they are expected to commit.

An overview of the video content used in the Personal Development facilitation.
 

An overview of the video content used in the Team Development facilitation.

What is the difference between Conflict and Accountability?
Although both behaviors have an emotional element, conflict is a disagreement about an objective issue and accountability involves confronting someone about their role or actions.

What can you do as a team member if the team is lacking accountability?
If you're not the team leader, one thing you can do to build a culture of accountability is to ask your team members to tell you what they think you could do better.

What to Do When a Leader is Unwilling to Keep Others Accountable
Often leaders will say that they're just too busy to hold others accountable. Pat relates two stories about what can happen when they don't.

Pat’s Reluctance to Hold Others Accountable
Pat explains that if you withhold feedback, you're depriving others of a chance to improve.

Download this guide that includes an overview of program content and modules.

Description and overview of the one-day Team Development program.

What can you do as a team member if the team lacks a focus on collective results?
Even if you're not the leader, you can help the team to focus on collective results by asking your team members to let you know if they see you doing something contrary to the best interests of the team.

Importance of Focus on Collective Results
To help illustrate what it means to focus on collective results, Pat relates the story of one tech start-up.

Updated PowerPoint slide number 27 to include in Kits purchased prior to 6/4/19.

Description and overview of the three-day Team Development program.

Leaders Need to Be Vulnerable
Although some leaders fear seeming weak, team members probably already know if the team leader is struggling.

Can a leader be too vulnerable?
Pat explains why a leader can’t be too vulnerable.

How do you manage a large team?
Team leaders may need to meet with a smaller group more regularly, but it's key to communicate with everyone about what's going on and why.

The Number One Team
Pat explains the somewhat counter-intuitive notion that the leader's #1 priority needs to be the executive team rather than their own departmental team.

Your Impact as a Leader
Some leaders talk about the good works they'll do when they retire. Pat wants them to recognize that they're likely already having an impact on people's lives.

What if the team leader is the problem?
Pat suggests that first, you don't assume that the leader wants to be that way and, second, you take a risk and tell the leader the "kind truth."

How can I influence the team if I’m not the team leader?
If you're not the team leader, you can still make a difference on the team by embracing vulnerability.  Building trust is the foundation for all the other behaviors the team needs to adopt.

View and download this video to learn how to facilitate Personal Development.

View an overview of different DiSC® styles and their teamwork tendencies on a map.

Download additional optional activities that can be done in a facilitated session.