HRDCS-Union Council Team Retreat-Final Report-6-25-08 Rev#2

USCIS COUNCIL’S ANNUAL BUSINESS & TEAM BUILDING RETREAT
“Moving the Council from Good to Great”
GETTING FROM GOOD TO GREAT
~ Final Team Retreat Report ~
The National Citizenship and Immigration

Services Council 119
The Council’s Business Retreat &

Team Building Session
National Labor College
10000 New Hampshire Ave.
Silver Spring, Maryland 20903-1706
Hicks@HRDConsultingServices.Com / 410-466-9023 1
Consultant Facilitator Engagement
Situation:
An external consultant from HRD Consulting Services was been engaged by the
Union Council 119 President to provide team building facilitation services for the
Annual Business and Team Building Retreat in June 18 – 20, 2008. The overall
purpose was to support the Members of the Council in their engagement of the
President’s mandate for initiating a cultural change in the Council, the Union, and
among the respective Governmental Agencies.
Purpose:
The primary purpose of the Council’s Retreat was to foster a climate of

engagement, commitment, and accountability to action learning and professional
development that results in the building of a high performing leadership team.
Outcome:
Outcomes sought include - expand the level of mutual respect, building trust,
establish an identity as a high performing team, formulate a shared vision, target
common goals, practice building a consensus, leverage team strengths, recognize
and modify operational performance norms as needed, establish outcome
benchmark measures for work products, initiate strategic and operational plans,
and set progress milestones that will monitor and evaluate the Council’s
performance over the next year.
It is expected that this team building initiative will move the Council from being
“Good” at what they are currently doing to a level of “Greatness” in their efforts
at working effectively as a high performing team - fulfilling the Vision, Mission,
Values, Goals, and Strategies of Council 119 - while leaving a legacy of leadership
and a future of excellence and sustainability.
Approach:
Council Members were involved in the planning process through several pre-work
assignments:
1. 7 Moments of Leadership Assessment

2. Life Styles Inventory (LSI) – Capturing the Leadership Styles of Council
Members individually and as a composite
3. Data Collection Form – Agenda, Expectations, Strengths, Opportunities, etc.
4. Organizational Culture Inventory (OCI) – Capturing the essence of the
Council’s Team Culture individually and as a composite
This Retreat was designed abound the pre-work assignments and information
collected from Senior Management and the Council Members. To support the
purpose and objectives for the team building engagement various team building
exercises, assessments, activities, simulations, and readings were selected to
foster a climate of respect and collaboration necessary for Members to learn
how to function as a high performing team through the various stages of which
teams develop.
It is expected that the Council will continue its team development process beyond
the June Retreat and that Council members will seek opportunities to populate
ideas and activities from the Retreat back into their respective local teams.
Report Format:
The following Retreat Report is divided into two sections:
I - Provides the reader with the Exhibit of the Table of Contents from the
Participant’s Binder, Background Statement from the President, the Retreat
Objectives, Outcomes, and the 2.5 Day Agenda.
II – Provides the reader with the Pre-work assessment findings, exhibits, and the
Capability Opportunity that exist for Council 119 to become a High Performing
Team as they navigate their pathway from “Good” to “Great”!
TEAM RETREAT REPORT
Section I
Page
Table of Contents (Binder Exhibit) 5
President’s Background Statement 6–8
Retreat Objectives / Outcomes 9 - 10
Retreat Agenda - 2.5 Days 11 - 13
TABLE OF CONTENTS (Exhibit)
Section DOCUMENT TITLE Page#
I OPENING
Labyrinth – Graphic Mental Relaxer 2
Table of Contents 3
Union Council 119 - Organizational Background 4–6
Consultant Facilitator Engagement 7–8
Union’s Foundation Documents – Definitions 9
Retreat Objectives 10
Retreat Outcomes – Process & Product 11
Retreat 2.5 Day Agenda 12 - 14
Suggested Ground Rules for Engagement 15
Opening Introductions Exercise 16
Please Understand Me 17
Seven Habits of Highly Successful People 18 - 19
14-Guidelines for Giving Constructive Feedback 20 – 21
Legacy Leadership Practices 22 -23
The Eight Team Member Roles 24
Strategic Organizational Positioning 25
Going-Forward Action Planning 26
Retreat Evaluation Form 27
II RETREAT ASSESSMENTS & SIMULATIONS

7 Moments That Define Excellent Leaders RHO
Organizational Culture Inventory RHO
Life Styles Inventory RHO
Meeting Effectiveness Simulation RHO
Strategic Planning Challenge RHO
Group Styles Inventory RHO
Union Council 119
Background:
The National Citizenship and Immigration Services Council 119 is apart of the
American Federation of Government Employees (AFGE). We commonly refer to
ourselves as: "the Council," or Council 119, or C-119. We represent some 7500
federal employees within US Citizenship and Immigration Services (USCIS), a
bureau/ component of the larger Department of Homeland Security. USCIS is
the "benefits side" of the former Immigration and Naturalization Service (INS),
which was split into three separate agencies that handle immigration law
enforcement within DHS after the events of September 2001. Our agency
adjudicates and processes all immigration benefits applications, including: visas
(student, employment-based, family), refugee and asylum status, permanent
residence status ("green cards") and naturalization (citizenship). The 7500
employee our union represents are collectively referred to as "the bargaining
unit" – i.e., the statutorily-recognized unit of employees who are represented by
a labor organization, under a collective bargaining agreement.
Our Council represents the USCIS bargaining unit at the national level. Our
constituents are organized into some 30 affiliated local unions around the
country. The local unions handle representation on matters that affect
employees at a local work site. The Council bargains the master labor agreement
(contract) and handles (at the Agency level) matters that affect employees in
more than one local, or nationwide. We handle grievances and appeals on behalf
of our national bargaining unit. We lobby congress and through media outreach
promote public policies that benefit federal employees -- specifically USCIS
employees. We provide technical advice, training and organizing assistance to our
constituent locals. We are not, however, a governing body that controls or
directs the local unions. Each local union has autonomy within the larger AFGE
federation.
AFGE -- the national federation with which our Council is affiliated -- is the
largest of several federal sector unions, representing some 600,000 employees,
of which about 200,000 are dues paying members. Of the 7500 USCIS
employees we represent, some 2000 are dues paying members. The national CIS
Council consists of a President and an eleven-person executive board. The
President supervises and leads the board, and is assisted by the officers of the
board in carrying out activities and programs that serve our constituent locals
and that promote their interests. The board is comprised of eight elected
officers who are voting board members:
President
Executive Vice President
Secretary-Treasurer
Western Region VP
Central Region VP
Eastern Region VP
Fair Practices Coordinator (EEO affairs)
Women's Coordinator
These voting board members are all elected by delegates of the constituent
locals, at the tri-annual conventions and their terms of office are three years.
In addition, we have four appointed Vice Presidents at Large. The VPs at Large
are appointed by the Council President with the approval of the executive board.
Historically, the Secretary-Treasurer serves concurrently as a Vice President at
Large. Each of three VPs at large assists a Regional VP. The remaining VP at
large assists the Council President.
The Council's constitution and by-laws are established by the member locals
voting in conventions or mail ballots. The executive board determines which
policies and plans best promote the interests and agenda of the member
locals. Policies and procedures, as well as expenditures to carry out those
policies, are determined by the voting board. The work assignments of the board
are made and supervised by the Council President and the Executive VP.
The Council is financed through a "per capita tax" -- i.e. a set portion of the
membership dues collected by the locals and rendered to AFGE is sent to the
Council for our operations and representational expenses on behalf of our

members.
From this brief description, you can see that we have a monumental task,
representing a far-flung and locally autonomous constituency. Many of our board
members are themselves local union presidents or officers. One of our biggest
challenges is learning to communicate more effectively with our members (and
each other) and learning to build a strong consensus for our shared vision and
objectives. We need to learn how to collaborate closely together through
effective team work and to carry out and implement the Council’s Vision and
Objectives.
Best regards, Michael.

May 30, 2008
Retreat Objectives
1) Define the business agenda, expectations, goals, and outcomes for the
Council’s Retreat.
2) Find “common ground” among the Council’s Members (former and new) and
clarify respective roles in order to forge respectful and collaborative
working relationships and a strong sense of community among the Council.
3) Practice and improve Council Member’s skills for meeting effectiveness -

effective listening, communications, discussion, consensus-building,
problem-solving, planning, organizing, coordinating, and implementing
policy and productive Council actions.
4) Understand how the Council’s culture and member’s

leadership/followership styles influence opportunities for building a
strong and cohesive team that will enable the Council in fulfilling its
Charter, Vision, Mission, and Strategy.
5) Establish internal communications processes for the Council to identify

the expectations of it’s’ membership, translate membership expectations
into program goals, and to deploy planning strategies for goal
achievement.
6) Form a consensus about the Council’s mission, goals, and objectives for
the coming year.
7) Establish an operational plan for an effective transition as Carol departs

to assume her new leadership role.
Retreat Process Outcomes
Provide a setting for Council Team Members to learn how to work effectively
together by understanding and managing the following:
Roles on the Council Work Collaboration

Channels of Communications Meeting Effectiveness
Goal Achievement Building a Consensus
Team Dynamics Making Decision
Levels of Trust Problem Solving
Operational Plans Resolving Conflict
Ground Rules Managing Change
Project Management Leadership / Followership
Retreat Product Outcomes
Provide a setting for Council Team Members to begin formulating operating

drafts of the following documents:
Welcoming new Members Ground Rules of Engagement

Identifying Expectations Communications Plan
Formulating a Vision Operational Plans
Mission Program Strategies
Identify Core Beliefs, Values Clarifying Program Goals
Council Charter Transition Plan
Council’s Retreat Agenda
Day 1 / Wednesday, June 18th

Modules A/B / 11:00 – 5:00
AM – Activities
• Arrival / Room Registration
• Down-load / Unpack Your Pre-work Assignments
• 11:00 - Council Member’s Reception / Room Setup
Noon - Activities
• 12:00 – Council Working Luncheon / Discuss & Finalize Agenda
o Distribute Participant Retreat Resource Packets
PM – Activities “Good to Great Theme”

• 1:00 – Welcome / Opening Comments / 2.5 Day Retreat Overview
• 1:30 - Getting Acquainted Exercise – Introduction Posting Gallery
1. Where did you grow up? 3. Important challenge as a child?

2. Number of children in the family? 4. My axiom for living …
5. My primary retreat take-away is …
• 2:00 – Establishing Council’s Retreat Ground Rules

• 2:15 – Visioning Exercise – (Video) / “Walking Voices”
• 2:30 – 25 Questions Guiding the Design of the Retreat****
• 2:45 - Professional Development Models & Exhibits
• 3:00 ~ Session Break ~
• 3:15 – Meeting Effectiveness Team Simulation / Set-up
• 3:30 – Deploy Simulation
• 4:00 – De-Brief / Team Evaluation
• 4:45 – Discuss Findings / What are the implications for the Council?
• 5:00 ~ Retreat Day 1 Adjournment ~
• 6:00 – ~ Council’s Retreat Dinner ~
Evening – Activities
• On-Going Sub-Team Project Activities / Retreat Discussions
• Dialoguing, Reflecting, Journaling
Day 2 / Thursday, June 19th

Modules C/D / 11:00 – 5:00
AM – Activities
• 7:00 – Morning Walk / Exercise / Reflection
• 7:30 ~ Breakfast ~
• 8:30 – Morning Session / Revisit Rules of Engagement
o “Good to Great” Theme – Stretching the Rubber band Exercise
o Review Pre-Assessment Posting: 7 Moments OCI/LSI Composites
o Implications for High Performing Teams
• 8:40 - Leadership Journey Exercise – Guides on the Trail / Lessons Learned
• 9:00 – 7 Moments Presentation – Implications for Working as a Team
• 9:15 - Team Building Exercise – Nuclear Isotope Transport / Instructions
• 9:30 – Exercise Deployment – Set-up / Location / Role Assignment
• 10:15 - De-Brief Exercise / Discuss Implications for HP-Teams
• 10:45 – Council’s Business - Article 10 Information Review & Planning
• 12:00 ~ Working Luncheon ~
PM – Activities
• 1:00 – Council’s Business - Article 10 Information Review & Planning
• 1:45 - Council’s Business – Council Organizing & Contract Campaign
• 3:15 - Council’s Business – Council’s Communication Plan
• 5:00 - ~ Retreat Day 1 Adjournment ~
• 6:00 – ~ Council’s Retreat Dinner ~
Evening – Activities
• On-Going Sub-Team Project Activities / Retreat Discussions
• Dialoguing, Reflecting, Journaling
Day 3 / Friday, June 20th

Modules E/F / 8:30 - 4:30
AM – Activities
• 7:00 – Morning Walk / Exercise / Reflection
• 7:30 ~ Breakfast ~
• 8:30 – Morning Session / Revisit Rules of Engagement
• 8:35 – 5-Dysfunctions of Teams – Video / Highlights / Insights
• 8:50 - Strategic Planning Challenge – Team Building Simulation / Set-up
• 9:00 – Simulation Deployment
• 10:15 - De-Brief - Implications for HP-Teams
• 10:45 – Council’s Business – Action Plan Discussion & Work Group Issues
• 12:00 - ~ Working Luncheon ~
PM – Activities
• 1:00 – Sub-Team Project – POC’s Project Work Assignment & Discussions
• 3:15 – Sub-Team Project – POC’s Topic Report on Proposed Strategy
• 4:00 – Wrap-Up / Closing Comments / Retreat Highlights / Evaluation
• 4:30 ~ Retreat Day 3 Adjournment ~
~ Have a Safe Return Trip ~
TEAM RETREAT REPORT
Section II
Page
Assessment Findings
Exhibits
Council’s Capability Opportunity
7–Moments that Define Excellent Leaders 15
¾ Organizational Culture Inventory 16
¾ Life Styles Inventory 19 - 21
¾ Team Functioning Snapshot 22
Retreat Evaluation Form 24
UNION COUNCIL 119 7- MOMENTS PROFILE
7 – Moments that define every leader …
**
Moment Score Level Range Page# Capability Opportunity*
• Think Excellence
Commit 21 High* 17 – 24 25 • Have a Compelling Cause
• Secure Your Foundation
• Set Clear Vision

Plan 18 Mod 12 – 23 42 • Optimize Your Passion
• Magnify Your Leadership
• Check Your Focus

Act 18 Mod 14 22 56 • Treasure Your Resources
• Make Real-Time Decisions
• Show Interest in Others

Connect 18 Mod 12 – 21 71 • Cultivate a Network
• Use Team Rituals
• Inspire Others
Invest 20 High* 15 – 25 88 • Live Your Legacy Today
• Embrace Life-Long Learning
• Look Beyond the Status Quo

Change 19 Mod 17 – 22 104 • Know/Confront Your Fears
• YOU Can Make the Difference
• Move through Adversity

Conquer 20 High* 15 - 23 122 • Risk Your Humility
• Have Faith in your Leadership
“7 Moments .. That Define Excellent Leaders” **

by Lee J. Colan, CornerStone Leadership Institute, 2006
UNION COUNCIL 119 OCI STYLES PROFILE
This particular assessment (Organizational Culture Inventory- OCI) focuses on the essence of
the Organization’s Culture. The focus referenced in this application was the Team Members’
current perception of the Union Council 119 Culture. Since this Retreat was a reformation of a
new council with members from the previous Council as well as new members it was
assumed that having an extensive understanding of the current Council culture would
empower the team in its efforts to move from being a “good team to a great team” – meeting
their criteria of a high performing team, and as well, the President’s mandate – to transform
the culture of the Council, Union, and that of its respective agencies.
The concept of culture is used to provide a reference point to help in identifying, analyzing,
and evaluating the differentiating aspects of the Council culture that will either promote or
hinder its efforts in meeting their vision of becoming a high performing team. It provides a
point-in time picture in terms of 12 specific types of shared behavioral norms – those patterns
that members believe are required to “fit-in” in order to “meet the expectations” within the
Union’s Culture. Teams generally cycle through four stages of development – Forming,
Storming, Norming, and Performing. Having this knowledge would be useful to the Council
Team as it navigates itself on the journey from “good to great.”
The frequency and the percentiles in the table and in the circumplex below depict the Council
Team’s perception of how they see the culture of the Council. The circumplex profile projects
the shared behavioral expectations that operate within the Union Council and the level of
influence on team member behaviors and the dynamics within the Council. Plotting the levels
from the center, Level #1 to Level #6 toward the outer arch of the circumplex, provides - Low =
1 and 2; Moderate = 3 and 4; and High = 5 and 6.
The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflects a culture where
members are encouraged to interact with people and approach tasks in ways that will help
them to meet their higher-order satisfaction needs.
The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) reflects a culture in which
members believe they must interact with people in ways that will not threaten their own
security.
The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) reflects a culture in

which members are expected to approach tasks in forceful ways to protect their status and
security.
The raw and percentile scores in the table below represent the findings of the Council Team’s
perception regarding the Council’ Culture. The results are compared to those of others who
recently completed the Organizational Culture Inventory. For example, a percentile score of
75 means that you scored higher along a particular position than 75% of the other
respondents in the sample and, in turn, indicates that the style represented by that position is
strongly descriptive of your Council Team. In contrast, a score of 25 means that Team scored
higher than only about 25% of the other respondents and, therefore, would indicate that the
culture style represented by that position is not very descriptive of your Team’s view of the
Council’s Culture.
UNION COUNCIL 119’S OCI STYLES PROFILE
Raw Score Raw Scores/ Profile Levels

Position Style
Ranges %tile Scores
Low Mod Hi
1 Humanistic-Encouraging 16 – 48 37 / 50% 3
2 Affiliative 23 – 50 40 / 50% 3
3 Approval 15 – 30 24 /50% 3
4 Conventional 13 – 41 23 / 50% 2
5 Dependent 20 – 45 27 / 50% 2
6 Avoidance 12 – 22 18 / 50% 3
7 Oppositional 16 – 34 20 / 50% 3
8 Power 11 – 32 24 / 50% 3
9 Competitive 10 – 36 20 / 50% 3
10 Perfectionistic 13 – 32 24 / 25% 2
11 Achievement 25 – 24 37 / 50% 3
12 Self-Actualizing 17 – 43 35 / 50% 3
UNION COUNCIL 119’S OCI STYLES CIRCUMPLEX
(N=11)
UNION COUNCIL OCI FINDINGS & IMPLICATIONS
Capability Opportunity Capability Opportunity
1. To some extent Members are expected to 2. To a lesser extent Members are expected
set challenging but realistic goals, to to do what they’re told and clear all
establish plans and to reach those goals decisions with their superiors (5)
and to pursue them with enthusiasm (11).
3. To some extent Members are expected to 4. To some extent Members are expected to
enjoy their work, develop themselves, and shift responsibilities to others and avoid
take on new and interesting activities (12). any possibility for being blamed for a
mistake (6).
5. To some extent Members are expected 6. Toa lesser extent Members are expected
to be supportive, constructive, and open to be critical, oppose the ideas of others,
to influence in their dealing with one and make safe (but ineffectual) decisions
another (1). (7).
7. To some extent Members are expected to 8. To some extent members are expected to
be friendly, cooperative, and sensitive to take charge, control their subordinates, and
the satisfaction needs of their other yield to the demands of their superiors (8).
Council’s Members (2).
9. To some extent Members are expected to

agree with, gain the approval of, and be 10. To a lesser extent members are expected
liked by others (3). to operate in a “win-lose” framework and
work against (rather than with) their peers
(9).
11. To some extent Members are expected to 12. To a lesser extent Members are expected
conform, follow the rules, and make a good to avoid mistakes, keep track of everything,
impression (4). and work long hours to attain narrowly-
defined objectives (10).
UNION COUNCIL 119 LSI STYLES PROFILE

The LSI is a tool for self-discovery - responding to the question: Who am I and what causes
me to act the way that I do? Behavioral Science research has determined that our thoughts
and self-concept are the two key components determining our behavior.
The LSI provides Team Members with a valuable opportunity to reflect on their thinking and
behaviors in order to recognize their specific strengths as well as any “stumbling blocks” that
may impede performance and strategies for self-development. It identifies thinking and
behavior along 12 thinking patterns or “styles” that have a bearing upon performance.
Scores and the percentiles in the table below and in the circumplex on the next page are
comprised from the average of the individual scores of the team members. The profile as a
composite depicts just how Team Members are thinking and behaving. Plotting the levels
from the center, Level #1 to Level #6 toward the outer arch of the circumplex, provides - Low =
1 and 2; Moderate = 3 and 4; and High = 5 and 6.
The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflect self-enhancing
thinking and behavior that contribute to one's level of satisfaction, ability to develop healthy
relationships and work effectively with people, and proficiency at accomplishing tasks.
The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) represent self-protecting

thinking and behavior that promote the fulfillment of security needs through interaction with
people.
The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) describe self-

promoting thinking and behavior used to maintain status/position and fulfill security needs
through task-related activities.
Profile Levels
Position Style Frequency Percentile
Low Mod Hi
1 Humanistic-Encouraging 18% 62 4
2 Affiliative 18% 54 4
3 Approval 0% 34 3
4 Conventional 0% 19 3
5 Dependent 0% 32 3
6 Avoidance 0% 32 3
7 Oppositional 9% 31 3
8 Power 9% 30 3
9 Competitive 9% 22 2
10 Perfectionistic 18% 26 3
11 Achievement 18% 44 3
12 Self-Actualizing 0% 46 3
The percentile scores in the table above represent your results compared to those of others
who recently completed the Life Styles Inventory. For example, a percentile score of 75
means that you scored higher along a particular position than 75% of the other respondents in
the sample and, in turn, indicates that the style represented by that position is strongly
descriptive of you. In contrast, a score of 25 means that you scored higher than only about
25% of the other respondents and, therefore, would indicate that the style represented by that
position is not very descriptive of you.
The Bold Yellow highlights above show six target areas of capability opportunity for emerging
the cultural transformation of the Council 119 to becoming more Humanistic-Encouraging,
Affiliative, and Perfectionistic while being less Conventional, Dependent, and Competitive.
UNION COUNCIL 119’S LSI STYLES CIRCUMPLEX
(N=11)
UNION COUNCIL LSI FINDINGS & IMPLICATIONS
Capability Opportunity Capability Opportunity
1. Members indicate that they have a 2. Members may have doubts about taking
moderate level of desire for achievement. responsibility and being held accountable
Capable of doing their best but at times for their actions. However, they are
may experience doubt. Current situation competent in response to problems and
may be reducing interests in goal setting or challenges (5).
cause setting goals that are unrealistic
(11).
3. Members are somewhat less skilled at 4. Members are usually confident although
encouraging others. Although friendly & may occasionally doubt their abilities. They
able to sustain healthy relationships, they can be effective in their roles but may have
may not be consistent in their support of reservations over taking on new
others (12). responsibilities (6).
5. Members often demonstrate concern for 6. Members tend to walk a fine line in terms
others and can be supportive of them. of their use of oppositional behavior. They
Efforts at encouraging others to improve are seen as “questioning” if they are careful
are often seen as an inspirational gesture. to use tact and diplomacy with oppositional
The value of positive feedback is behavior, or “abrasive” if they are too blunt
recognized and is frequently used as a and sarcastic (7).
motivator (1).
7. Members are basically friendly and enjoy 8. Members may be experiencing power-
the company of others. They are able to oriented leadership and as a result have
establish warm and trusting relationships adopted a tendency toward this behavior.
with those who interest them (2). Preferring to take charge and make
decisions they may at times have difficulty
taking direction from others. (8).
9. Members have a strong need for approval. 10. Members do not feel driven to compete.
Although they may occasionally “go along More likely to appreciate teamwork using it
to get along” they prefer to give voice to to accomplish tasks and achieve goals.
their opinions and are very much guided by This approach is effective but there may be
their own beliefs and values (3). times when some may find it difficult to be
assertive when it is necessary (9).
11. Members may not always follow set 12. Members tend to work hard to attain quality
procedures to the letter. Tend to use their results by taking an efficient business-like
own judgment to determine whether or not to approach to completing tasks. Want to do
“bend” the rules in some circumstances while things well and able to separate self-worth
using conventional approaches in others (4). from the quality of results (10).
UNION COUNCIL TEAM FUNCTIONING

(N = 9)
**
5 Factors Score Level Range Capability Opportunity
• The Team lacks the necessary

level of vulnerability about
Trust 3.2 Low 2.7 – 4.0 being open regarding
individual strengths,
weakness, mistakes, and their
comfort in receiving help from
others.
• The Team needs to learn

how to effectively engage in a
Conflict 3.3 Med 3.0 – 4.1 more unfiltered discussion
around important topics.
• The Team may struggle at

times to get buy-in for making
Commitment 3.4 Med 3.0 – 4.0 clear decisions. This could be
creating ambiguity within the
Council.
• The Team may be hesitant to

confront one another about
Accountability performance expectations and
3.1 Low 2.3 – 4.0
other behavioral conduct
issues.
• The Team may be placing too

much importance on
Results individual or regional
3.1 Mod 2.3 – 4.0
recognition and ego rather
than focusing on the
collective goals of the
Council.
“The Five Dysfunctions of a Team: A Leadership Fable” by Patrick M. Lencioni **

© Copyright 2008 The Table Group, Inc., Lafayette, CA 94549 - www.tablegroup.com
Council 119 Team Retreat Evaluation Form
Today’s Date: June 24, 2008
For each of the following areas, please indicate your reaction with a check mark (9):
Content / Activities / Presentation Excellent Good Needs Not

Improvement Applicable
1. Relevant to the team needs 78% 22%

2. Appropriate to my needs 67% 33%
3. Well organized 78% 22%
4. Presented at the right level 78% 22%
5. Effective activities & exercises 78% 22%
6. Useful visual aids & handouts 89% 11%
7. Practical applications 67% 33%
8. Assessments generated insights 56% 33% 11%
9. Well paced for the audience 56% 44%
10. Facilitator was knowledgeable 100%
11. Responsive to questions 89% 11%
12. Presented material clearly 89% 11%
13. Covered material thoroughly 67% 33%
14. Engaged participants 100%
15. Asked useful questions 78% 22%
How could this workshop be improved?
• Participants complete pre-work assessments ahead • Not sure – There was an inability to get the prep
of time. “homework” done prior to, but that is more due to the
• Workshop could not be improved, only “time” issues extremely busy schedules of all participants.
due to Council’s agenda items (additional). • Would like clearer explanations & examples of self &
culture assessments.
Any other comments or suggestions?
• This was new territory for most participants. I believe, • I think that our Council is more united than before.
however, all benefited and know it.
• Great!
Overall Excellent Good Needs Not

Improvement Applicable
How would you evaluate this
Team Building Retreat? 78% 22%
HRD Consulting Services

P.O. Box 20846 / Mt. Washington, MD 21209 / 410/466-9023
hicks@hrdconsultingservices.com / http://www.hrdconsultingservices.com
ORGANIZATIONAL CAPABILITY PROFILE
• EXECUTIVE COACHING SERVICES -- provides coaching consultation to individuals seeking to

maximize their performance effectiveness within their current position; offers developmental strategies
for career enhancement, enrichment, advancement, and reinvention.
• DIAGNOSTIC ORGANIZATIONAL ASSESSMENTS -- conducts front-end data analysis of the

organization's culture and re-engineering strategy; provides feedback sessions of the results; facilitates
the design and development of customized organizational effectiveness interventions; and provides ongoing
process consultation to implement program initiatives.
• 360 MULTI-RATER DEVELOPMENTAL ASSESSMENT/FEEDBACK -- an instrumented approach to

formulating a base line for performance effectiveness; identifies developmental targets for performance
improvement and utilization parameters for leveraging strengths; formulates and aligns action plans with
business strategies; and monitors implementation steps.
• TEAM FACILITATION -- works with new and intact teams in their efforts to ensure quality service &
products for the end-user; collaborates with management and team members in identifying team issues;
collects diagnostic data via interviews and survey questionnaires; provides feedback on the findings & makes
recommendations for team development interventions; facilitates real-time team sessions for studying &
understanding team member’s roles, unique contributions, & the behavioral impact on team performance.
• CUSTOMIZED TRAINING -- designs and delivers training sessions; facilitates effectiveness of intact
teams & focus group sessions; delivers staff training in the areas of leadership development, community
leadership training, employee retention and utilization strategies, resiliency training, workforce diversity,
and organizational change management and revitalization.
• TEAM PERFORMANCE COACHING -- provides coaching consultation to individuals and team members who
are translating their 360-degree diagnostic team results into an overall team performance plan.
• CAREER TRANSITION MANAGEMENT -- provides career assessment and transition management

consultation services to organizations re-engineering and reducing staff; designs and delivers strategic
career venture workshops for impacted candidates embarking upon a major career transition.
• ASSESSMENT INSTRUMENTS -- experienced/certified to use Benchmarks, Profilor, Emotional

Competency Inventory, Leadership Effective Assessment, Personal Values Questionnaire, MBTI, DISC,
FIRO-B, CPI, 16PF, SDS, CLI, CAI, ACCI, COS, CISS, CLI, COS, TDS, Skillscope. Capability for delivering
on-line leadership and team building assessments.

HRDCS-Union Council Team Retreat-Final Report-6-25-08 Rev#2

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HRDCS-Union Council Team Retreat-Final Report-6-25-08 Rev#2

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USCIS COUNCIL’S ANNUAL BUSINESS & TEAM BUILDING RETREAT

“Moving the Council from Good to Great”

GETTING FROM GOOD TO GREAT

~ Final Team Retreat Report ~

The National Citizenship and Immigration

The Council’s Business Retreat &

Consultant Facilitator Engagement

The primary purpose of the Council’s Retreat was to foster a climate of

1. 7 Moments of Leadership Assessment

The following Retreat Report is divided into two sections:

TEAM RETREAT REPORT

 Table of Contents (Binder Exhibit) 5

 President’s Background Statement 6–8

 Retreat Objectives / Outcomes 9 - 10

 Retreat Agenda - 2.5 Days 11 - 13

TABLE OF CONTENTS (Exhibit)

Section DOCUMENT TITLE Page#

II RETREAT ASSESSMENTS & SIMULATIONS

Union Council 119

Council for our operations and representational expenses on behalf of our

Best regards, Michael.

3) Practice and improve Council Member’s skills for meeting effectiveness -

4) Understand how the Council’s culture and member’s

5) Establish internal communications processes for the Council to identify

7) Establish an operational plan for an effective transition as Carol departs

Retreat Process Outcomes

 Roles on the Council  Work Collaboration

Retreat Product Outcomes

Provide a setting for Council Team Members to begin formulating operating

 Welcoming new Members  Ground Rules of Engagement

Council’s Retreat Agenda

Day 1 / Wednesday, June 18th

PM – Activities “Good to Great Theme”

1. Where did you grow up? 3. Important challenge as a child?

5. My primary retreat take-away is …

• 2:00 – Establishing Council’s Retreat Ground Rules

Council’s Retreat Agenda

Day 2 / Thursday, June 19th

Council’s Retreat Agenda

Day 3 / Friday, June 20th

~ Have a Safe Return Trip ~

TEAM RETREAT REPORT

 7–Moments that Define Excellent Leaders 15

¾ Organizational Culture Inventory 16

¾ Life Styles Inventory 19 - 21

¾ Team Functioning Snapshot 22

 Retreat Evaluation Form 24

UNION COUNCIL 119 7- MOMENTS PROFILE

7 – Moments that define every leader …

• Set Clear Vision

• Check Your Focus

• Show Interest in Others

• Look Beyond the Status Quo

• Move through Adversity

“7 Moments .. That Define Excellent Leaders” **

UNION COUNCIL 119 OCI STYLES PROFILE

The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) reflects a culture in

UNION COUNCIL 119’S OCI STYLES PROFILE

Raw Score Raw Scores/ Profile Levels

UNION COUNCIL 119’S OCI STYLES CIRCUMPLEX

UNION COUNCIL OCI FINDINGS & IMPLICATIONS

Capability Opportunity Capability Opportunity

9. To some extent Members are expected to

UNION COUNCIL 119 LSI STYLES PROFILE

Table of Contents (Binder Exhibit) 5

President’s Background Statement 6–8

Retreat Objectives / Outcomes 9 - 10

Retreat Agenda - 2.5 Days 11 - 13

Roles on the Council Work Collaboration

Welcoming new Members Ground Rules of Engagement

7–Moments that Define Excellent Leaders 15

Retreat Evaluation Form 24