Steve Zuieback is president of Synectics and a member of Dalmau Consulting based in Australia. Steve has extensive consulting and training experience with private business, governmental organizations, schools, communities and non-profit organizations in the areas of leadership, creative planning, change implementation, team development, and community building.
Steve's professional activities take him around the country and around the world. He has worked with BHP, ALSOC, Coles Myer and Transport South Australia in intensive leadership development and planning sessions in Australia and with Ernst & Young in South Africa, Australia and Indonesia.
The key focus of work now is in the area of building deep leadership and facilitation capacity within large organizations, especially in educational systems. Steve’s has assisted the following educational systems over the last 2 years:
Steve lives in Ukiah, California with his wife Joyce Paterson and he is very involved as a community volunteer in Mendocino County. He is one of several founders of MendoFutures, which is a volunteer-based organization that facilitates community dialogue and solutions on environmental, economic and social issues in Mendocino county.
This is a second blog and video about the Performance Continuum developed by Steve Zuieback. The focus of this work is on "How to move teams to greater levels of performance." In order to accurately intervene with a team it is important to first be able to determine where your team is on a continuum from low to high performance levels. Once you have accurately diagnosed this level, the leader can then employ specific strategies to move their teams to higher levels of performance.
The Paired Weighting Process is one of four methods for narrowing down multiple strategies to the few or one most important strategy for a team or organization.
It is easy for a team to come up with lots of strategies to address a priority issue. It is often difficult for the team to come up with the few, or one, most critical strategy. This video provides you 4 four simple techniques to narrow down the focus of your team.
It is easy for members of a team to become confused by the behavior of their leader in terms of when they are leading and when they are facilitating a conversation. This blog and video provides 3 simple guidelines to minimize the feeling of confusing and manipulation in group participants.
The Performance Continuum provides a leader or facilitator with a quick way to diagnose a team's performance level, to determine their role based on the diagnosis, all the way down to using the right process at the right time. The whole purpose of the continuum is to allow a facilitative leader to move their team to high levels of performance.
The Process Enneagram seems complex at first. Here is a simple way of beginning to use the Process Enneagram. Begin using the Process Enneagram as a linear sequence.
Sometimes leaders become the source of dysfunction in their teams. This short blog is useful for team members and leaders alike.
You want to know how to identify Early Adopters in your organization or community then click on the 5 easy steps outlined in this blog and accompanying video.
We owe a debt of thanks to Everett Rogers who developed the Diffusion of Innovation model. This blog and accompanying video provide an overview of the Adoption of An Idea model and how to apply it to your organization and community.
This blog with the accompanying video outlines the Ladder of Inference Process developed by Chris Argyris and Donald Schon. Great process for surfacing the underlying values and beliefs behind peeoples' positions.
This blog features the work of Tim Dalamu from Dalmau Consulting on the Seven Conversations of leadership.
The 4 Step Action Planning Process is an excellent strategy to develop a completed action plan in about 1 hour. Great to use for small chunks of work, but disasterous for using for a big scope of work.
The Need Set Exercise is a great process to idenitfy highly-held values in a team. It can be used as a starting point for developing powerful team agreements.
The Decision Matrix is a powerful process for narrowing down several possible strategies to the one best strategy - especially when emotions run high.
Here is an informative blog on the use of the Process Enneagram as a conversation process. Two alternative approaches are covered along with the rational for using each.
This blog provides the leader and consultant with a powerful overivew of the William Bridges Model and Change and Transition and provides some real-life stories about the impact of organizational transition.
Totems, Taboos and Repetitive Interactions is a wonderful process for taking high level principles or values and operationalizing them into a powerful set of agreements.
This video provides a great review of the meaning and sequence of the Process Enneagram used as a planning framework.
This short story demonstrates how the "below the green line" is balanced with the "above the green line" in actual facilitated work.
"Are we going to eat or just keep on talking?" When people first learn about the 6 Circle Model they tend to misunderstand the model and spend too much emphasis on the "below the green line." Check this video out to get a better sense of the balance between the "above and below the green line."
The Process Enneagram can be used as a diagnostic tool, a facilitation design tool, a planning framework and a powerful conversation process. This video reviews the various strategies on how to use the model as a conversation process.
One of the most frequent questions I am asked in the trainings sessions has to do with, “When should you handle a difficult issue one-on-one rather than inside a team meeting”? This short video provides you with some answers to this important question.
Do you ever wonder about how to keep people focused and on task in conversations and planning meetings? Here are some useful tools and tips.
This blog and video provide a short, yet clear, overview of the 6 Circle Model of Leadership.
Do you remember City Slickers? Curly askes Billy Crystal if he know the most important thing to know about life. In facilitation, my answer is that you need to know your rational and experiential outcomes. To learn more, check out this blog and video.
“What are the most important skills to be an effective facilitator?” I ticked the skills off the fingers of one hand, and this became known as the Five Finger Model.
Powerful leaders and consultants have an explicit "Theory of Practice". This video provides some of my thoughts about this important set of principles.
Below the Green Line is much, much more than a model or theory – it is a way of being as a leader in an organization. This blog post provides a quick overview of the first chapter of an emerging book about, "Below the Green Line - Theory into Practice."
Knowing your outcomes - both rational and experiential is the name of the game for effective meeting design and facilitation. This blog reviews some key tips about designing outcomes.
This is the first in a series of articles about barriers to effective communication in relationships and in workplace teams. This blog focuses on the communication positions. First position is, "It is all about me."
Facilitators chart way too much. Read this blog to learn about some helpful tips on when to chart and when not to chart.
“How do you create professional development (PD) opportunities that people want to attend?” Check out this blog to learn about my tips.
Leaders and consultants are frequently frustrated about when to work on the long-term dyamics and issues as opposed to the short term urgencies. It seems they can never get out of short-term planning. Check out this blog to learn 2 big tips on how to do both.
This has got to be the most common concern of leaders and facilitators. This blog will give you some practical tips and strategies to handle people how dominate groups and teams.
Diagnosis: From Theory to Practice
The Role of Leadership in a World of Global Warming
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Note: Zuieback, Zuiebock, Zuiebeck, Zweiback, Zweiback, etc. are potential misspellings of Steve's name.