EXTRAORDINARY

GROUPS:
How Ordinary Teams Achieve
Amazing Results

with
Geoff Bellman and Kathleen Ryan
Bellman/Ryan © 2009 1
Recall an extraordinary experience with a
small group about which you might have
exclaimed:

Amazing! Surprising!
Profound! Exceptional!
Moving! Magical!

--and--

What allowed that experience to be so special?

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Our questions
• Why do some groups achieve amazing
results while most others do not?

• What do extraordinary groups have in

common that sorts them from the rest?

• How might we create these terrific results

more often?

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Our Field Study

• Sixty groups of 2—20

• Work, volunteer, personal life
• Self-identified as “extraordinary”
• Interviews with 1—3 members each
• 1.5—2 hour telephone interviews
• Set of open-ended questions

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Impact of Amazing Group Experiences

• All (but two) declared great intangible results

and being positively changed
• Ten people declared the experience “life
changing”
• 70% had great tangible results
• Of the groups that sought tangible results,
39% saved or made significant amounts of
money

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Intangible Results
• Learned about one’s self
• Gained or deepened knowledge/skills
• Applied to other parts of life
• Built new or strengthened relationships
• Increased pride
• Heightened self confidence
• Greater sense of community

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Tangible Results
• Library built • Political candidates
• Software developed screened
• Research completed • Championships won
• Conferences held • Market share gained
• Strategies planned • Military missions
• Beach cleaned accomplished
• Micro-credit • Successful int’l
extended internships
• Equipment moved • Cargo transported
• Lives saved • Millions $$$ saved

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Why Groups Are Important Now

• Individuals cannot relate to organizations

• Organizations cannot relate to individuals
• It’s a matter of scale
• Groups are the way work gets done
• Individuals can relate to small groups

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Eight Performance Indicators

1. Compelling Purpose 5. Embracing Difference

2. Shared Leadership 6. Unexpected Learning

3. Just-Enough Structure 7. Strengthened Relationships

8. Great Results
4. Full Engagement

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 Six Core Group Needs
 Accept one’s self
while
moving toward own Potential
 Bond with others
while
pursuing common Purpose
 Understand Reality of the world
while
making an Impact

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 ACCEPTANCE:
Knowing and
appreciating myself for
who I am.

I know who I am and what I bring—strengths

and weaknesses.

I can express who I am to myself and others.

I accept myself for who I am right now.

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 POTENTIAL:
Sensing and growing into
my fuller and better self.

I sense that I could be more.

I am drawn to my possibilities.

I want to learn and grow.

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 BOND:
Connections among us that
create a shared sense of
identity and belonging.

We create a safe space for each other.

We know who we are together.

We each play our parts.

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 PURPOSE:
The reason why we come
together.

We are committed to a common purpose.

We influence each other.

We count on each other.

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 REALITY:
Understanding and accepting
the world as it is and how it
affects us.

We are alert to the world around us.

We are intrigued with our world.

We accept our reality.

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 IMPACT:
Our intention to make a
difference and our readiness
to act.

We want to make our world better.

We need each other to make a difference.

We are powerful together.

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Transformation is
a fundamental shift
in individual perception that
accelerates behavior change
and personal vitality.

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Four Feelings at the Heart
of Transformation
Energized !

Connected !

Hopeful !

Changed !

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Did this experience energize you
or your group?

Do you feel more

deeply connected to
your group or the world
around you?

Are you more hopeful about

yourself, your group, or your world?

Do you feel changed by

this experience?
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Transformation
•Is a Heart-felt Experience

•Happens One Person at a Time

•Seldom Happens Simultaneously

to an Entire Group

•Is Personal

•Is Not Guaranteed

•Can Be Encouraged

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Meeting Group Needs
• Acting based on these needs leads to new options

• Meeting the six needs makes results and

transformation more likely

• There is no formula/recipe/guarantee

• Why not give this a try?

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 EXCEPTIONAL RESULTS

FOUR TRANSFORMATIVE FEELINGS

EIGHT PERFORMANCE INDICATORS

SIX GROUP NEEDS

INSTINCTIVE HUMAN DRIVES

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Use Model to
• Draw out individual and group aspirations
• Design a meeting or event
• Review recent or current group experience
• Coach others in work and life
• Introduce new concepts and language
• Clarify the array of outcomes possible

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Use Model to
• Frame questions about a group’s work
• Diagnose a group or organization
• Create a compelling place to work
• Design an organization for group success
• Frame a common model of group leadership
• Maintain personal focus in your work and life

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 Geoff Bellman’s Books…

 Extraordinary Groups. (w/K. Ryan) Jossey-Bass.

2009.
 The Consultant’s Calling. (2nd ed.) Jossey-Bass.
2002.
 Getting Things Done When You Are Not in
Charge. (2nd ed.) Berrett-Koehler. 2001.
 The Beauty of the Beast. Berrett-Koehler. 2000.
 Your Signature Path. Berrett-Koehler. 1996.
 The Quest for Staff Leadership. Scott-Foresman.
1986.

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 Kathleen Ryan’s Books…

 Extraordinary Groups. (w/G. Bellman) Jossey-

Bass. 2009.

 The Courageous Messenger. (w/Oestreich & Orr)

Jossey-Bass. 1996.

 Driving Fear Out of the Workplace. (w/Oestreich)

Jossey-Bass. 1991.

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www.extraordinarygroups.com
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