Try the Morale Constructs Strategy to Build Great Teams

Try the Morale Constructs Strategy to Build Great Teams


This is a four part series that goes into building great teams. It is based on four focus-centric laws that lay a foundation for excellence through a Paradigm of Choice. The challenge with motivating people is that each person is different. They come from different backgrounds, speak and think differently, act and react differently, and most of all, each person has a different agenda. The critical part to building dynamic teams of individuals that all share the same vision is to get them to understand their survival ultimately depends on their success as a unified front. Infecting the team with positive and creative opinion is optional but you should be warned; in doing so, the team can become motivated for the wrong reasons if leadership is not at the front. Allowing teams to witness the actions of their leadership and not just hear lofty $20 words, provides a level of respect in the minds of the entire system. As they continue to see leadership's actions reap significant benefits to the organization, an increase in morale across the system will become apparent; especially when the benefits are solely due to the influence of a shared-vision.

Disposition for Righteousness – the art

As you think about how individuals are by nature, you quickly realize how selfish people really are. They consider their own actions first: how will this affect me? At the same time, we try to disguise our selfishness with an authentic portrayal of interests that ultimately show its true face that leads to problems. This brings us to the alpha and omega on influence. It is important to acknowledge an individual's ability to get along well with others while achieving their cooperation and shared-vision for reaching mission objectives and assigned tasks. There are several questions to consider here: how would one go about creating new paradigms to current reality and norms? How do you overcome resistance to change? A third issue to examine is the outcome of the future picture (a state that you intend to make happen as a successful platform for forward motion or an end-state). How do you stimulate change and own it as a requirement for transitioning your life, relationships, teams, or organizational development?

The answer to each question posed here lies in your ability to comprehend four specific laws: The Law of the TAPE (Binding), The Law of CARE (Leadership), The Law of the BENCH (Depth), and The Law of SPACE (Community). The laws each provide an increased capacity to a user; having an ability to work as a strategic weapon against the strategic vulnerabilities that attacks "righteousness" day-in and day-out. Applying the four laws to your approach for finding your voice, personally and professionally, keeps you on a continuous, yet discontinuous flight plan that binds a leadership environment through a depth of knowledge that stimulates prominence throughout a community that is influenced by great individuals. It all begins with the "Moral Constructs Strategy" – for many, a new paradigm; for most, a paradigm that overcomes resistance to change; but for some, a way to control the outcome within the future picture.

The Morale Constructs Strategy

Paradigm: "The Morale Constructs Strategy." The secret to building a shared-vision across an organization is to get the associates to think less of their motives and more of the mission at hand. Achieving this measure requires trust, credibility, character, and an understanding of your situational awareness at all times. Ensure the members of the community each understands the competitive forces against the system and the potential outcome should the forces breach the talent fields of the organization. Turn the mission into a crusade that everyone is a major influence to narrow the competitions base of support and room for tactical maneuvering. Always lean on "right," as the good guy's white hat never hits the ground due to his convictions and disposition for righteousness.

"There always are concrete human groupings which fight other concrete human groupings in the name of justice, humanity, order, or peace. When being reproached for immorality and cynicism, the spectator of political phenomena can always recognize in such reproaches a political weapon used in actual combat." - Carl Schmitt (1888 - 1985)

The Four Laws

The Law of the TAPE (Binding), the first part of the series, focuses on how we think about the foundation for success (training, applying, proposing, and equating). In doing so, we can't make exception to the very component that binds community, relationships, and personal conviction: "trust!" In most cases, failure in anything can be traced back to a lack of, an overlooked abundance for, and an underestimated power for trusting people and yourself.

This law offers ground breaking synergies and a paradigm shift to the assumption that "what binds together, let no one separate." Trust is the key leadership competency that articulates positive outcomes. In dealing with people, this law instructs individuals on how to permanently gain the trust while navigating across a community or environment they are responsible for leading. The focus on this law convincingly makes a strong case that trust is a significant and measurable accelerator to performance and when trust is high, so is the performance levels of each person involved in executing a cause or mission. A return on investment becomes significant to the community, in whole, as the law and its 'principle,' the "Principle of Credibility," become prevalent for its adoption for meeting a shared-vision. Here's how it works.

The Principle of Credibility: The Opposition to cunning and deceit, the Tao of power and expediency. "It is the business of a Democratic Leader to steer away from being still and enigmatic however, to become and remain upright and impartial. The choice of adopting the Morale Constructs Strategy, a construct that makes up the discipline of Democratic Leadership, places its owner in a position to make formal decisions of positive influence that deceives the eyes of competitive forces whose intent is focused on causing disharmony. At its best, the Principle of Credibility is inspirational and cultivates a holistic response to the human predicament that communicates reasons for transforming personal encounters into greater outcomes. The initial wave of trust is credibility and bases its foundation on four core disciplines: integrity, intent, capability, and results (reputation). These disciplines can be further articulated by a statement from the past by which a Japanese geisha in Arthur Golden's novel is quoted as saying; "We human beings are only a part of something very much larger…We must use whatever methods we can to understand the movement of the universe around us and time our actions so that we are not fighting the currents, but moving with them." To become an ultimate warrior, understanding the Law of the TAPE and the Principle of Credibility helps to define how and why strategists choose to fight their battles away from the battlefield without ever firing a shot or drawing upon an enemy.

The Four Core Disciplines

Core Discipline: Integrity. The first of the core disciplines deals with integrity. This is the one thing that most people think about when they are asked to define trust. Integrity comprises the personal inner sense of "wholeness" deriving from honesty and consistent uprightness of character. Integrity, although encompasses honesty, it's much more. The etymology of the word relates it to the Latin adjective integer (whole, complete). Usually, integrity is assessed from a point of view based upon character and a specific vale system: your talk matching your walk, even when no one is watching. Or, simply being congruent: a relationship that implies a kind of equivalence. When integrity becomes compromised, trust is significantly violated.

Core Discipline: Intent. The second core discipline deals with your agenda or motives and your behavioral perspectives on planned outcomes. Intent is the planning and desire to perform an act, to fail to act (i.e. an omission) or to achieve a state of affairs. As it relates to an individuals agenda, trust is interwoven throughout a set of issues that intends to dictate outcomes based on mutual benefit. Intent addresses genuine concern for well being; not only for yourself, but for those people the objective requires you to interact with. When a team of associates are grouped together to mission a cause and everyone's agenda are not aligned, intent becomes compromised. Both integrity and intent are matters of character.

Core Discipline: Capability. The third core discipline identifies abilities that both encourage and inspire confidence. Capability is the ability to perform actions based on an individual's talents, skills, attributes, and knowledge. They are a greatly prevalent to current reality and the nature of relevancy is significant to the actions of the individual. An attorney that possess a highly successful record as a litigation specialists might be perceived as having high integrity, but unless he has the skill to represent a murder suspect in an open court of law, he'll be lacking in credibility in that specific area. Capabilities can also be traced to an individual's ability to project or restore trust across a community.

Core Discipline: Results (reputation). The fourth and last discipline identifies a means for outcomes. A result is the final consequence of a sequence of actions or events (broadly incidents and accidents) expressed qualitatively or quantitatively, being a loss, injury, disadvantage, advantage, gain, victory or simply a value. There may be a range of possible outcomes associated with an event possibly depending on the point of view, historical analysis or relevance. Results are also attributed to an individual's reputation (history) for getting things done.

When our future actions delivers results that are aligned with expectations based on our history, we establish a track record for performing successfully. On the other hand, having a history for reaching little or no result proves that behavioral actions are inefficient, ineffective, and meaningless or flawed. Both capabilities and results are issue of competence. Author Stephen M.R. Covey in his publication, "The Speed of Trust," (a significant resource that assisted in the development of this series) stated; "each core is vital… in any situation. For example, you may have a person who has great integrity, good intent, and a marvelous track record. But if he/she does not have the capabilities for a particular job, you won't trust that person to do that job. Or, you may have a person who has great integrity, is extremely capable, and has produced excellent results. But, if you sense that he/she doesn't care about you or about your 'win' in a particular negotiation, you won't fully trust that person in that situation."

As the four core disciplines become prevalent to the user, it is very important to gain a full understanding for each of their uses. They can be used to support the decisions for executing a series of tasks and will assist you in learning yourself as a credible person or lacking there of. This simply means you may have areas of improvement that requires attention. The four core disciplines within the principle of the Law of the TAPE will give you the wisdom to increase your level of credibility that ultimately leads to an increase of trust – in yourself and from those influenced by your actions.

As we examine how things come together to work towards a shared-vision, the first of four laws binds a critical component that goes into your understanding for using the Morale Constructs Strategy. In order to gain synergy across a community using the Law of the TAPE as a valued ingredient, individuals chosen for leadership are required to train the entire community on the four core disciplines that increases trust by improving upon levels of credibility from all perspectives. Using the law, the community learns the importance for achieving the necessary synergies between credibility and trust for successful application. In doing so, it is critical for leadership to make the case that proposes reasons for increasing credibility and trust by everyone. When this occurs, the initial steps for a shared-vision can be achieved. Lastly, each stakeholder responsible for the expected outcomes is required to increase the quality of the community, as by instructing on the use of the Morale Constructs Strategy – the glue that allows great teams to grow. As stated at the beginning of the topic, when we look at the foundation for success, we can't make exception to the very component that binds community, relationships, and personal conviction: "trust!"

The Law of the TAPE offers a paradigm shift to the assumption that says "what binds together, let no one separate." Trust is the key leadership competency that articulates positive outcomes within a community's vision. Use the law wisely and appropriately lend the four core disciplines to those you feel may be valued within your community. Using the law, you can divert a full blown conundrum using trust as a quintessential part for making things happen the way you see them into the future. In essence, leadership must be capable to 'train' its community, 'apply' reformed techniques, 'propose' methods for learning how to employ dynamics to credible strategies, and assume the level of quality (equate) between reality and future expectations that is designed to improve and journey the community, as a whole, from effectiveness to greatness.

More on the Morale Constructs Strategy can be seen in the publication, the "Art of Detachment." The next part of the series, the Law of CARE (Leadership), will provide additional value to the title's perspective for creating new paradigms that overcomes resistance to change – or the Fear to Change.

For more information, please contact us directly at:

Sales@BisonGroupUS.com, Re: The Art of Detachment