Making teams work within your organization September 2011


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Half-day open interactive workshop on teams, teamwork and teamworking held in Toronto.

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Making teams work within your organization September 2011

  1. 1. Making teams work for your organization <br />by Toronto Training and HR <br />September 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br />7-8 What can be achieved by teamworking?<br />9-10 Advantages of teamworking<br />11-12 Quality training for teams<br />13-14 Running improvement teams<br />15-17 Roles within teams<br />18-20 A model for teamwork<br />21-29 Leading the team<br />30-31 Dysfunctional teams <br />32-33 Empowering the workforce <br />34-36 Virtual teams<br />37-38 Elements of collaboration<br />39-40Create a culture of teamwork<br />41-42 Managing team conflict<br />43-45 Challenges for the team<br />46-48 Team alignment<br />49-50 Drill<br />51-52 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />Teamwork<br />
  9. 9. Page 7<br />What can be achieved by teamworking?<br />
  10. 10. Page 8<br />What can be achieved by teamworking? <br />Responding to a specific change within a business, as a result of a merger or take-over or in response to new customer requirements<br />Responding to opportunities or risk as a result of change in the outside business environment<br />To improve production, speed up workflow or improve customer focus<br />To improve employee morale and motivation and encourage flexibility<br />To improve problem solving or creativity skills<br />
  11. 11. Page 9<br />Advantages of teamworking<br />
  12. 12. Page 10<br />Advantages of teamworking<br />A greater variety of complex issues can be tackled by pooling expertise and resources<br />Problems are exposed to a greater diversity of knowledge, skill and experience<br />The approach boosts morale and ownership through participative decision making<br />Improvement opportunities that cross departmental or functional boundaries can be more easily addressed<br />The recommendations are more likely to be implemented than if they come from an individual<br />
  13. 13. Page 11<br />Quality training for teams<br />
  14. 14. Page 12<br />Quality training for teams<br />Ensure training is part of the quality policy<br />Allocate responsibilities for training<br />Define training objectives<br />Establish a training organization<br />Specify quality training needs<br />Prepare training programs and materials<br />Implement and monitor training<br />Assess the results<br />Review the effectiveness of the training<br />
  15. 15. Page 13<br />Running improvement teams<br />
  16. 16. Page 14<br />Running improvement teams<br />Team selection and leadership<br />Team objectives<br />Team meetings<br />Team assignments<br />Team dynamics<br />Team results and reviews<br />
  17. 17. Page 15<br />Roles within teams<br />
  18. 18. Page 16<br />Roles within teams 1 of 2<br />Co-ordinator<br />Shaper<br />Plant<br />Monitor-Evaluator<br />Implementer<br />Resource Investigator<br />Team Worker<br />Finisher<br />
  19. 19. Page 17<br />Roles within teams 2 of 2<br />IMPROVEMENTS THAT CAN TAKE PLACE<br />Underachievement demands a good co-ordinator or finisher<br />Conflict requires a team worker or strong co-ordinator<br />Mediocre performance needs a resource investigator, innovator or shaper<br />Error prone teams need an evaluator<br />
  20. 20. Page 18<br />A model for teamwork<br />
  21. 21. Page 19<br />A model for teamwork 1 of 2<br />Team<br />Task<br />Individual<br />
  22. 22. Page 20<br />A model for teamwork 2 of 2<br />Planning<br />Initiating<br />Controlling<br />Supporting<br />Informing<br />Evaluating<br />
  23. 23. Page 21<br />Leading the team<br />
  24. 24. Page 22<br />Leading the team 1 of 8<br />MANAGERIAL ROLE CHANGES<br />Reduction of some control<br />Greater use of “people skills”<br />Understanding and usage of group dynamics<br />Greater use of facilitation skills<br />Familiarity with cross-functional tasks and operations<br />Vision developer<br />Handling conflict and ambiguity<br />
  25. 25. Page 23<br />Leading the team 2 of 8<br />MANAGERIAL ROLE CHANGES<br />Becoming a better listener<br />Communicate to a greater degree the values and “shared” meanings of the organization<br />Generating a consensus of opinion among team members<br />
  26. 26. Page 24<br />Leading the team 3 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Develop various “mind-joggers” that can be put on wall charts or on floor mats since many people look down<br />when they walk. Concepts such as the following might be used:<br />Focused excellence<br />Everyone is an internal supplier<br />Zero defects<br />We are all dependent on each other<br />Manage each impression as if it were your first and last<br />Attitude is everything<br />
  27. 27. Page 25<br />Leading the team 4 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Initiate and update wall charts with pertinent information on such things as sales, labour costs, food costs, waste, promotional costs, etc.<br />Put job-aid notes on the cash register to help out the employee who might not know what to say to a frustrated customer. All the employee has to do is “read the line.” This provides a certain degree of confidence.<br />Develop and nurture an elite identity for your team.<br />
  28. 28. Page 26<br />Leading the team 5 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Construct a Problem Avoidance List that can be placed where everyone can see it. Get the input of all team members as to what should go on this<br />list. You now have many eyes and ears spotting potential problems — such as wobbly chairs, burned-out lights, customers waiting, etc.<br />
  29. 29. Page 27<br />Leading the team 6 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Develop a “just-in-time” scheduling system. In the service business, you can never predict when someone will call in sick or whatever. On a busy day or night, this can be disastrous. So pay 2- 3 people to stay home for “x” number of hours in the event they might be needed. The amount of compensation per hour would have to be determined. Also be sure to check on the legal requirements regarding this.<br />
  30. 30. Page 28<br />Leading the team 7 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Publish an “Acres of Diamonds” bulletin. Let team members know what’s going right and point out some positive things employees might be taking for granted.<br />Put together a “Shift Assessment Sheet.” The idea of this is to avoid surprises if you’re the head manager. On a piece of paper put three sections— Problem(s) Encountered, Action<br />Taken and Comments. Ask each employee on each shift to complete the form, if necessary, and put it in a box outside your office. When you come in the next morning, you’ll be well advised of what was resolved and/or what to expect.<br />
  31. 31. Page 29<br />Leading the team 8 of 8<br />INITIATIVES AS PART OF THE TEAMBUILDING PROCESS<br />Devise an incentive system that rewards your “Best Month Ever” — one in which each member of the team benefits. The category you choose for measurement could, obviously, be one of many, e.g., sales volume, customer complaints, etc.<br />Institute a system for team compensation on an ongoingbasis that supplements the individual compensation system. This can be done in a variety of ways.<br />
  32. 32. Page 30<br />Dysfunctional teams<br />
  33. 33. Page 31<br />Dysfunctional teams<br />TYPES <br />The team of individualists<br />Factional teams<br />The conflict-avoiding team<br />The indecisive team<br />
  34. 34. Page 32<br />Empowering the workforce<br />
  35. 35. Page 33<br />Empowering the workforce<br />Tell<br />Sell <br />Consult<br />Join<br />Delegate<br />
  36. 36. Page 34<br />Virtual teams<br />
  37. 37. Page 35<br />Virtual teams 1 of 2<br />CRUCIAL CONVERSATIONS<br />Talk before problems start<br />Praise early<br />Never raise individual concerns publicly<br />
  38. 38. Page 36<br />Virtual teams 2 of 2<br />WHAT MANAGERS SHOULD DO<br />Make conversations more personal<br />Be attuned to the mood and nuances of virtual meetings<br />Keep employees engaged and focused<br />Establish one-on-one time with each member of the team <br />
  39. 39. Page 37<br />Elements of collaboration<br />
  40. 40. Page 38<br />Elements of collaboration<br />Stay connected to a compelling purpose<br />Cultivate a culture of trust and respect<br />The performance management system places emphasis and value on teamwork<br />Increase competence in emotional competence, physical competence and intellectual competence<br />Persevere in the face of breakdown and failure<br />Engage the power of appreciation<br />
  41. 41. Page 39<br />Create a culture of teamwork<br />
  42. 42. Page 40<br />Create a culture of teamwork<br />Leaders communicate the clear expectation that teamwork and collaboration are expected<br />Leaders model teamwork in their interaction with each other and the rest of the organization<br />The organization members talk about and identify the value of a teamwork culture<br />Teamwork is rewarded and recognized<br />Important stories and folklore that people discuss within the company emphasize teamwork<br />The performance management system places emphasis and value on teamwork<br />
  43. 43. Page 41<br />Managing team conflict<br />
  44. 44. Page 42<br />Managing team conflict<br />Ground rules<br />Build cohesion and trust<br />Stick to the facts<br />Lead by example<br />
  45. 45. Page 43<br />Challenges for the team<br />
  46. 46. Page 44<br />Challenges for the team 1 of 2<br />Share as much information as you can<br />Ask for their input<br />Stretch your people<br />Make it fun, actionable and visible<br />Help people feel the challenge <br />
  47. 47. Page 45<br />Challenges for the team 2 of 2<br />BUILDING TEAM EFFECTIVENESSShare information<br />Balance freedom and guidance<br />Give people room to stretch<br />Have some fun<br />Make the challenge visceral<br />
  48. 48. Page 46<br />Team alignment<br />
  49. 49. Page 47<br />Team alignment 1 of 2<br />ESSENTIAL COMPONENTS<br />Purpose<br />Values<br />Vision<br />
  50. 50. Page 48<br />Team alignment 2 of 2<br />MAINTAINING ALIGNMENT<br />Expect an absolute commitment to alignment from the team to the purpose, values, and vision.<br />Build trust, leading by example: tell the truth, be open to new ideas, be respectful of each individual, keep commitments, seek excellence—and expect the same from all team members.<br />Get tough where necessary and provide strong leadership, without micromanaging his team. Senior team members need to be free to use their creativity and exercise their talents, provided they stay in alignment with the purpose, values, and vision.<br />
  51. 51. Page 49<br />Drill<br />
  52. 52. Page 50<br />Drill<br />
  53. 53. Page 51<br />Conclusion & Questions<br />
  54. 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />
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