Week 6 Rapport Breakthrough Teams

test-slide-2WEEK 6: Mission Statement

Have each member of your Rapport Breakthrough Team bring their mission statement that was created in Leadership Breakthrough One. Take turns sharing your mission statement with your top five action steps for pursuing it.

Get feedback from your Rapport Breakthrough Team members on your mission and action steps. Apply the feedback and discuss specific actions that will be taken over the next four weeks.

*Note: If you cannot find your mission statement or if your previously created statement no longer applies, create a new mission statement.


Have each person develop and/or clarify their personal mission statement by answering the following questions:

• Who do I want to be?

• What do I want to do?

• What do I want to achieve?

• How will I give back?

Share your personal mission statement at your next Rapport Breakthrough Team meeting.


Each Rapport Breakthrough Team member must bring 2-3 non Rapport Leadership graduates to the next meeting.They will only be joining you for the week seven meeting.

Week 5 Rapport Breakthrough Teams

Group of happy business people laughingWEEK 5: Values Development

Brainstorm a long list of values on a flip chart. On a separate sheet of paper, individually identify your top 8-10 values. Write out a definition for each of your top 8-10 values and share your definitions with your Rapport Breakthrough Team.

Discuss the similarities and differences of each value. Individually create two columns on a sheet of paper listing your 8-10 values down the left column. In the right column, list all the ways you demonstrate each value as well as why this value is important to you. After completing, take turns sharing your insights with your Rapport Breakthrough Team.


Narrow your list of 8-10 values down to your top four. Take time to reflect on why you chose these values and identify opportunities to improve on living your values everyday. Share your insights at your next Rapport Breakthrough Team meeting.

Week 4 Rapport Breakthrough Teams

WEEK 4: Recognizing and Celebrating Small Wins

Happy business people with hands upHave each member of your Rapport Breakthrough Team share the most important task, project or goal that was achieved over the past couple weeks (everyone has some important task or action, either personal or business that has been accomplished). Discuss how this small win reinforced your personal values. Discuss ways to demonstrate your enthusiasm for each Rapport Breakthrough Team member and opportunities to bring this enthusiasm back to your departments. Create and/or build on your company’s recognition program by brainstorming ways to celebrate the small everyday wins.


Everyone commit to recognizing and celebrating small wins throughout the next week. Share your thoughts, feelings and ideas at your next Rapport Breakthrough Team meeting.

Week 3 Rapport Breakthrough Teams

Portrait of a female executiveWEEK 3: Leadership Breakthrough One Competencies

List the following Leadership Breakthrough One competencies on six different flip chart pages.

  1. Teamwork and Support
  2. Passion and Enthusiasm
  3. Focus and Taking Action
  4. Feedback and Accountability
  5. Self Awareness and Values/Mission
  6. Self Confidence and Unleashing Potential

Create two columns on each page. In the left column, brainstorm a list of opportunities to put the leadership skills and competencies into action. In the right hand column, identify the business need and/or personal goal that will be improved and enhanced as a result of the practiced leadership skill.

Below are some examples …


• Improve interdepartmental collaboration

• Enthusiastically introduce new team members

• Celebrate our successes

• Understand other job responsibilities

• Take time to listen to others’ ideas

• Improve trust by keeping commitments and openly communicating


• Improve productivity on projects

• Enhance new employee learning curve and improve retention

• Improve team morale and strengthen the business culture

• Increase efficiency and eliminate repeated mistakes and task redundancies

• Capture innovative solutions and process improvement opportunities

• Improve team alignment for the execution of ongoing business strategies


Week 2 Rapport Breakthrough Teams

Multi-ethnic group portraitWEEK 2: Rapport Report Review (Modules 4-6)

Repeat the process completed in week one for your remaining three reports. Spend additional time on report number five, as this was your first half of your final exam. This report anchored in your powerful commitments, thoughts, and feelings for moving forward in your life.

Discuss your team cheer ideas and decide on your powerful  Rapport Breakthrough Team cheer anchor. Be sure to start and end each of your sessions with your team cheer!


Rapport Breakthrough Teams

rowers_350pxTypically, when people graduate from a Rapport Leadership course they are pumped up and enthusiastic about their future – both inside the workplace and outside it.

Rapport Leadership encourages graduates who have many people in their company who have attended a Rapport Leadership course to form a Rapport Breakthrough Team.

Why is this important? Forming a Rapport Leadership Team helps to  deepen learning and continue developing leadership skills gained. It also increases team synergy and accountability.

If you do not have enough people in your organization to form a Rapport Breakthrough Team – contact Rapport Leadership and discuss having a Leadership Coach.


Over the next few days, I will share with you some exercises, homework for your Rapport Breakthrough Team to do each week to help keep the amazing feelings you experienced when you graduated from Rapport Leadership International!


Training and development is not an event; it’s a process. Upon graduating from Leadership Breakthrough One (or any Rapport Leadership International class), it is essential to surround yourself with other Rapport graduates. Team learning increases the application and integration of Rapport training competencies through collective thinking, power of support, open dialogue, celebration of success, connecting to values, brainstorming ideas and the sharing of goals.

Set Up
Identify teams of three to five Rapport Leadership graduates to establish your Rapport Breakthrough Team. Less than three individuals will not create the necessary team synergy, and more than five will begin to minimize individual participation and may be challenging to coordinate time schedules. Teams may be formed from the same department or members of a cross-functional team; they may also be created within your family or community.

Step One
Establish weekly meeting times with your team of three to five members. Create agreements similar to your Leadership Breakthrough One class (i.e. punctuality, full participation, accountability, honest feedback and trust to ensure personal information will remain confidential). Openly discuss everyone’s commitment to the 12 week process.

When possible, establish a common meeting time and location to ensure the Rapport Breakthrough Team is scheduled and prioritized on everyone’s calendar.

Step Two
Begin by reviewing the 12 week schedule and preparing for week one. Continue to look ahead at upcoming weeks to ensure all Rapport Breakthrough Team members are prepared for the upcoming meeting.

WEEK 1: Rapport Report Review (Modules 1-3)
At the end of every Leadership Breakthrough One module, you completed a process called report writing. This was your opportunity to recap and anchor in the exercises and processes that you participated in. With every report, you had the opportunity to capture your thoughts and feelings as well as write out how you planned on applying the benefits from the
training to your personal and business life.

Have each member of your Rapport Breakthrough Team take turns sharing their thoughts, feelings, and actions from the reports. Start with module one and discuss the processes, your thoughts on the purpose of the process, your actions and commitments under the thoughts and feelings section and the variety of ways that the leadership behaviors learned can be applied in your business and personal life. Continue to work through module 2 and 3 reports in the same way.

* Note: You may need to get a copy of your reports from your nominator. If you are unable to locate a copy of your reports, ensure that one member of your RBT has a copy of their reports. Use their reports and your memories
of the experience to complete the exercise.

Brainstorm a list of team cheers for your Rapport Breakthrough Team. Just like your Leadership Breakthrough One class, a team cheer becomes a memorable anchor for recalling your experience. Come prepared to discuss your team cheer ideas in week two.


Organizational Check-up

BU001978The following Rapport Leadership training process helps meeting facilitators use a SWOT analysis at a strategic planning meeting or retreat. A SWOT analysis of your organization is an important part of knowing and understanding your company’s strengths, weaknesses, opportunities and threats!


Capitalize on your organization’s greatest attributes and potential opportunities while minimizing or eliminating any weaknesses, challenges and threats. Perform a SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis to identify your organization’s strengths, weaknesses, opportunities, and threats.


A SWOT Analysis is an element of organizational strategic planning essential in defining strategy, making decisions, and allocating resources. This powerful tool and process will allow your business to take advantage of internal strengths and external opportunities.  It ensures that you minimize, mitigate or eliminate internal weaknesses and external threats.  This collaborative process allows an executive team, department or cross-functional group, to identify and clarify key objectives, goals, and strategies. The SWOT Analysis creates team clarity and focus through a facilitated brainstorming session, and increases commitment, execution and alignment around key business initiatives.

Set up:

Prepare four flip charts labeled with Strengths, Weaknesses, Opportunities, and Threats.  Share the SWOT purpose, background and link to your organization’s strategic planning objectives.


Step 1:

Explain to participants that strengths and weaknesses are typically internal to the organization, while opportunities and threats are external to the organization.  Review the following attributes which may be addressed in a SWOT Analysis:

Strengths and Weaknesses

Leadership and Management

Employees and Staff

Products and Services










Price / Costs


Flexibility / Adaptability




Processes and Procedures

Opportunities and Threats

Market changes and trends



Customers / Clients


Political and Government Forces


Speed of Change

Industry forces

Legal issues


Global factors

Tax changes

Law changes

Labor changes



Strategic alliances


Natural resources

Step 2:

Have participants break into four groups.  Have each group focus on identifying one of the following areas: Strengths, Weaknesses, Opportunities, and Threats.  Use the chart of questions below to help with the group brainstorming process.



What is our organization best at?

What makes our business unique?

What advantages do we have?


Internal elements to an organization

What resources make our company strong?What do our customers perceive as a strength?

How is our expertise and quality a strength?

What are the strengths of our brand and history?




What are our internal weaknesses and challenges?

What are our greatest opportunities for growth and improvement?

What keeps us from optimal performance?

What resources are missing?

What do our customers perceive as a weakness?

What is lacking within our leadership, employees, or business strategy?



What are our greatest opportunities?


External elements to an organization

What does the market need more of?What are our clients asking for/need?

How can we expand our core products/service offerings?

How will we use technology as an accelerator?

What economic and global trends can we capitalize on?




What are our biggest threats?

Who is our competition?  What makes them a strong competitor?

What changes in technology could threaten our business?

What changes in the market or globally could impact our business adversely?

What trends are changing the industry?

How is our customer changing?

What could negatively impact our cash flow?

Step 3:

Have each group present their part of the SWOT and then open the discussion to additions and clarifications from the group.  After all flip charts have been shared, have the entire group work to identify the top five items from each of the SWOT areas.  This creates tremendous dialogue and potential differences of opinion.  As a facilitator, allow the group to openly communicate and even disagree; through this process of productive conflict that true clarity eventually evolves.  High-trust teams openly communicate, think abundantly, listen to each others ideas, respectfully disagree and continue to work towards clarity and synergistic solutions.

Step 4:

With the condensed and prioritized SWOT list, take the time to develop key strategies and action steps.  Build and align your goals around Strengths and Opportunities, while considering how your strategies will simultaneously minimize Weaknesses and Threats. Review your current strategic plan to ensure movement in the right direction at the right time.  Make adjustments as necessary, communicate your plans to the organization, open up the process to feedback, listen to ideas, clarify roles and responsibilities and involve all team members.  As with the success of any process, the results from the SWOT Analysis come from taking action and executing . . . in other words JFDI!


The SWOT Analysis, a powerful team process, helps achieve department and organizational goals.  The speed of change requires that strategy discussions and organizational development become a regular part of ongoing operations.  Just like regular doctor check-ups, the only way to keep your organization healthy is to make strategy exercises, goal discussions and vision communication top of mind.

Circle of Trust

In the book “Five Dysfunctions of a Team” by Patrick Lencioni – trust is paramount to successful teams. Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors.

The following Rapport Leadership process is something you can use to help garner more trust called “Circle of Trust”.

circle chairs






Understand how your actions and behaviors influence the strength of your relationships.  Become aware of what you can specifically do to build trust with each member of your team.


Each action, or lack there of, will have a trust-building or a trust-diminishing impact on the strength of any relationship.  Every relationship is ‘individual and unique’ and can only be developed with a personal understanding of the needs and wants of each person.  Taking the time to give and receive feedback as it relates to building trust will create an environment for improving team communication and collaboration.  The Circle of Trust exercise provides a safe, open environment that helps to facilitate the development of high-trust relationships.

Set up:

Prepare a PowerPoint slide or flip chart that lists Trust Influencing Behaviors (see below).  Produce multiple copies of the “Trust-Feedback Template” so each person has a copy for every team member participating in the Circle of Trust exercise (20 participants will require 400 copies – template provided below).  Prepare a page that lists participant names and provide a copy of the Trust Influencing Behaviors.


Step 1:

Start by asking the participants about their definition of trust.  After several responses, ask the participants how they build trust with their teammates.  Allow approximately 10 minutes for discussion.

Step 2:

 Explain to the participants that trust is often referred to as an intangible thing that exists or does not exist in a relationship.  We hear statements like, “I trust you” or “I don’t trust you” or “We have trust” or “We don’t have trust.”  This Circle of Trust exercise will allow each participant to share specific, tangible feedback with a team member about the one most important action they can take to build trust with them.  For example, John may tell Mary that the most important action that she can take to build trust with him is to listen more.  Then Mary may tell John that the most important action that he can take to build trust with her is to follow-through on his commitments.

Hand out the list of Trust Influencing Behaviors as well as your prepared list of participant names.  There are 80 behavior categories listed and each participant will have an opportunity to choose the most important behavior (or one of their own) that each of their team members can demonstrate in order to improve the level of trust in their relationship.

Step 3:

 Hand out the “Trust-Feedback Templates” to the participants.  Each participant will need a page for every participant in the room (i.e., if there are 20 participants, each person will need 19 templates).  Give the participants approximately 15 minutes to fill out the top half of the “Trust-Feedback Templates.”  Ensure that they select only one Trust Influencing Behavior for each of their teammates.

Step 4:

 Have the participants move their chairs into two concentric circles with pairs of chairs facing each other.  If there are an odd number of participants, place one chair on the outside of the circle.  Have all participants take a seat facing their partner with their completed “Trust-Feedback Templates.” Explain to the participants that the outer circle of participants will be rotating clockwise during the exercise and the inner circle of participants will remain stationary in their chairs throughout the exercise.

Step 5:

 Before beginning the Circle of Trust, explain that each of the partners will have two minutes together before the facilitator tells the outer circle to rotate.  Each person will use the following feedback approach:

“The most important thing you can do to build trust with me is ____________.”  A very short explanation is allowed.

The receiver will summarize the feedback and ask any clarifying questions.  The feedback must be specific as each person will have only one minute to share their most important Trust Influencing Behavior.  The purpose is not to dialogue at this time, it is simply to create an immediate awareness of the most important action each participant can take to build trust with their teammate.  Encourage the participants to build on these initial conversations, at a later time, to continue the building of high-trust relationships.

Every two minutes the facilitator will ask the participants to stop, exchange “Trust-Feedback Templates” with their partner, and then rotate clockwise.  This will continue until all members have had an opportunity to share feedback with every other team member.  (If there are an odd number of participants, have the person in the chair outside of the concentric circle rotate in and one person rotate out when the facilitator calls time.)

Step 6:

 Use the following questions to debrief the exercise:

  •  What did you learn about trust?
  • Did you experience any patterns or consistency in the feedback you received?
  • How do you plan to follow-up on the feedback?
  • How will improving trust impact your organizations culture?
  • How will you apply this exercise to your personal life?


Trust is built through the behaviors, actions and interactions we have with others.  All of our actions and behaviors have a short and a long-term effect on the people with whom we surround ourselves.  As we get conscious of our own actions, we can take the necessary steps to improve our interpersonal and interdependent relationships.   Make a commitment to enhance and deepen the trust in every relationship in your life!

 Trust Influencing Behaviors

  1.  Acceptance
  2. Accountability
  3. Accuracy
  4. Acknowledgement
  5. Action
  6. Allowing
  7. Avoid anger/frustration
  8. Avoid blaming
  9. Avoid complaining
  10. Avoid defensiveness
  11. Avoid judgments
  12. Avoid living in the past
  13. Belief
  14. Change
  15. Coaching
  16. Collaboration
  17. Commitment
  18. Communication (open, direct)
  19. Compassion
  20. Competence
  21. Consider long-term impacts
  22. Consistency
  23. Cooperation
  24. Creativity
  25. Dedication
  26. Delegating
  27. Discipline
  28. Diversity
  29. Eliminate gossip
  30. Empathy
  31. Empowering
  32. Encouragement
  33. Execution
  34. Experience
  35. Feedback for improvement
  36. Financial
  37. Focus
  38. Following-up/following through
  39. Full disclosure
  40. Heart
  41. Honesty
  42. Inclusion
  43. Integrity
  44. Involvement
  45. Keeping promises
  46. Knowledge
  47. Listening
  48. Loyalty
  49. Meetings
  50. Open minded
  51. Opportunity
  52. Optimism
  53. Organization
  54. Passion
  55. Patience
  56. Persistence
  57. Planning
  58. Positive attitude
  59. Positive feedback
  60. Proactive
  61. Professionalism
  62. Purpose
  63. Recognition
  64. Respect
  65. Responsibility
  66. Results
  67. Safety
  68. Security
  69. Self-confidence
  70. Service
  71. Share vision
  72. Share information
  73. Spend more time
  74. Strategic
  75. Support
  76. Teaching
  77. Teamwork
  78. Time/Timeliness
  79. Truth
  80. Understanding

Trust-Feedback Template

From ___________________   To ____________________

The most important thing you can do to build trust with me is:


Additional information (optional):


Action Plan:

(To be completed by the receiver of feedback at a later time)



Below you will find links to Rapport’s Circle of Trust process …

Process-Circle of trust

trust feedback template

trust influencing behaviors

Creating the Wave of HOW

Rapport Leadership in its leadership training classes and courses uses processes to help students learn.

Here is a Rapport Leadership process called Creating the Wave of HOW that you can use at your next team training.

This image was produced by an application from HighWater Designs Limited.

Purpose: To gain awareness and experience the importance of the approach, i.e., the HOW as it impacts personal and business interactions.

 Background: In his book, HOW – Why HOW We Do Anything Means Everything…in Business (and in Life), Dov Siedman states, “In today’s business world, those companies building lasting success have something going on in them, a certain energy, very much like a ‘Wave.’” The Wave he refers to is the one you see in a stadium, where everyone is compelled to stand up, throw their hands up in the air and let out a big cheer -and not because they have to participate, rather they want to participate.

The experience of the wave serves as a metaphor for getting everyone engaged, involved and interacting with each other. While any company can duplicate the “what” of another organization, the unique character of any company can only be formed by the “HOW” of the organization – the approach used and the experience they provide to both customers and employees. Every business has the opportunity to create the Wave of HOW and earn enthusiastic participants for their cause!

Set Up:

This process has 2 phases.

PHASE 1:  Creating the Awareness of HOW

PHASE 2:  Creating the Wave of HOW  

For both phases, the participants will be divided into three groups

Provide each group with an easel, flip chart paper, markers and copies of the “Creating the Wave” worksheets (“Restaurant Example” and “Our Company” –  at the end of this blog post)


PHASE 1:  Creating the “Awareness” of HOW (10-15 Minutes)

In this phase, individuals will work alone at first and then work together in groups.

Phase One

Objective:  To identify the differences in “HOW” a restaurant executes compared to “WHAT” a restaurant delivers and the impact each has on the customer’s experience.


Explain the objective to the participants

Review the worksheet with the entire group.

Divide the room into three groups and assign each group one of the three types of restaurants: Fast Food, Family Style or Fine Dining

At the top of the worksheet are the three basic “WHATs” that every restaurant provides whether it’s a fast food restaurant (e.g., McDonald’s), a family style restaurant (e.g., Denny’s) or a fine dining restaurant (e.g., Ruth’s Chris Steakhouse).

Ask each group member to think of three examples of the type of restaurant they’ve been assigned. Have them write these individually on the worksheet provided. They are to only think of restaurants in the category they’ve been assigned.

The first is a restaurant they would never visit again.

The second is a restaurant they would probably go back to.

The third is a restaurant they would definitely go back to.

Then have each person, write down on the worksheet 3 examples of HOW they experienced each of the WHATs listed on their worksheet

For example:  in a restaurant you would never visit again, “HOW” was your order taken?  “HOW” was your food prepared or delivered to you?  “HOW” was your payment taken?  Repeat this for the other two restaurants listed.

Once everyone has written down their three restaurants and their “HOWs”, have each group share and discuss their experiences within their group.

What are some of the key HOWs that determine whether you will return to the restaurant?  Be specific.

Write these on the flipchart.

Highlight the top five HOWs that made the difference.

Go around the room and have each group share their Top five HOWs

Group Discussion:

  1. What was similar? What was different?
  2. How many other restaurant employees demonstrated a similar HOW?
  3. What impact did the type of restaurant (Fast Food, Family Style or Find Dining) have on the HOW the restaurant provided? Can any restaurant deliver an exceptional HOW? Can any business deliver an exceptional HOW (i.e, Target vs. Nordstrom)?
  4. When choosing to return to a restaurant (or any business) how important is the HOW?

Conclusion:  All restaurants, no matter how large or small, provide essentially the same things: they take an order, give you food and take your payment. What determines the difference in whether we choose to go to a particular restaurant, is HOW they do this. In a fast food restaurant, if the person behind the counter is friendly, smiles and looks you in the eye when they take your order you are more likely to go back. In a family style restaurant or fine dining restaurant, if the person taking your order is friendly, smiles and makes eye contact with each person as they take the order, you are also more likely to go back! If the person taking an order is rude, distracted and doesn’t smile while taking your order chances are you will not go back to that restaurant. The difference isn’t WHAT the restaurant does, the difference is HOW they do it!


PHASE 2:  Creating the “Wave” of HOW (15-20 Minutes)

Objective: To create and present passionately, enthusiastically and creatively a 3-4 minute presentation on “HOW” your company does what it does.

Background: All businesses have three major WHATs that they do, regardless of the industry they are in.

  1. They offer a product or service
  2. They employ individuals to perform the work
  3. They deliver the product or service to the customer


  1. Divide the room into three Groups. (These can be the same groups or you can create new groups.) Each group will be responsible for one of the above company “WHATs”.
  2. Create a 3-4 minute skit that highlights “HOW” your company executes the “WHAT” you’ve been assigned. The skit will have 2 parts.

Part 1:  Wave Stoppers

These are the “HOWs” that will stop the “Wave” of involvement in your organization

Part 2:  Wave Creators

These are the “HOWs” that will create energy and enthusiasm and get people engaged and involved in your organization.

Use the attached worksheet or a flip chart to help you brainstorm and plan your skit.

Yes, this is a Rapport process and there are criteria!

Skit Criteria:

Enthusiasm                    Passion

Creativity                         Full Participation

Group Discussion:

1.    What are some of the differences between stopping and creating a “Wave” in your organization?

2.    What similarities are there in HOW you provide the different WHATs in your company?

3.    What are some examples of other WHATs that your company provides? Reflect on the HOW in each of these areas. 

4.    What does the “Wave” look like, sound like or feel like? 

5.    What consistency is there in the HOW?

6.    Does the HOW differentiate WHAT you do from your competition or from others in your business? If yes, what else will you do to create an even stronger Wave of HOW?  If no, what will you do differently to create the Wave of HOW?


In today’s fast paced business environment it takes more than providing a quality product.  Customers are demanding a quality experience! The ability to provide both elements is in the HOW your company does business. The HOW goes beyond great service. The HOW embodies the way in which your company approaches all interactions. This is the “Wave” that people want to be a part of!


Creating the Wave of “HOW”

Restaurant Example


Restaurant Type

Takes the Order

Provides Food/Drink

Takes Payment

Group 1: Fast Food




  1.    Never Return


Name of Restaurant

  1.    Possibly Return


Name of Restaurant

  1.    Definitely Return


Name of Restaurant

Group 2: Family   Style      
  1.   Never Return


Name of Restaurant

  1.   Possibly Return


Name of Restaurant

  1.   Definitely Return


Name of Restaurant

Group 3: Fine   Dining      
  1.   Never Return


Name of Restaurant

  1.   Possibly Return


Name of Restaurant

  1.   Definitely Return


Name of Restaurant



  1. What are some of the key HOWs that determine whether you will return to the restaurant?  Be specific.
  2. Write these on the flipchart.
  3. Highlight the top 5 HOWs that made the biggest difference on whether you will return.


Creating the Wave of “HOW”

Our Company:


Your Company Name








Offer a Product or   Service


Employ Individuals


Deliver A Product or   Service


 HOW #1:






HOW   #2:





HOW   #3:







HOW   #1:





HOW   #2:






HOW   #3:






If you would like to print out the pdf copy of this Rapport Leadership process – you can download it here Process-The Wave_V1

Be sure to let us know what you think …