Teams January 2013
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Teams January 2013

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One day open training event held in Toronto, Canada.

One day open training event held in Toronto, Canada.

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    Teams January 2013 Teams January 2013 Presentation Transcript

    • Making teams work for you in 2013 by Toronto Training and HR January 2013
    • CONTENTS3-4 Introduction to Toronto Training and HR 52-55 Team performance and knowledge5-6 Definition resources7-8 Types of teams 56-57 Factors that influence motivation9-14 Different types of teams 58-63 Team coaching15-16 Key features of effective teams 64-65 Dimensions of cultural differences17-18 Behaviours 66-70 Team effectiveness19-20 Team processes and team 71-74 Virtual teams knowledge-use behaviours 75-78 Teamwork21-23 Roles which people play 79-80 Drill A24-25 Team development 81-83 Reviewing your team26-27 Enabling top-notch performance 84-85 Productive conflict28-29 Team management wheel 86-88 How well is the team running?30-31 Leadership lessons 89-90 Dysfunctional teams32-35 Team productivity and positivity 91-92 Teams with poor leadership36-37 Outcomes of team competencies 93-94 Fixing a team that is broken38-39 Underlying constructs 95-96 Reshuffling teams40-41 Network content 97-98 Drill B42-44 Subgroups 99-100 Conclusion and questions45-46 Teaming47-49 A process for teambuilding50-51 Organizing a team building event Page 2
    • Introduction Page 3
    • Introduction to Toronto Training and HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
    • Definition Page 5
    • Definition • What is a team? • Benefits Page 6
    • Types of teams Page 7
    • Types of teams • Formal • Informal • Permanent • Temporary Page 8
    • Different team types Page 9
    • Different team types 1 of 5 • Advice/involvement groups • Production/service teams • Action/negotiation teams • Project/development teams • Project teams • Traditional work teams • Parallel teams • Management teams • Project teams • Production teams Page 10
    • Different team types 2 of 5 • Decision-making teams • Mixed teams • Ad hoc project teams • Ongoing project teams • Ad hoc production teams • Ongoing production teams • Ad hoc teams • Intact teams • Short-term teams • Long-term teams Page 11
    • Different team types 3 of 5 • Professional teams • Student teams • Cross-functional teams • Cross-functional project teams • Cross-functional product teams • New product development teams • X-teams • Extreme action teams Page 12
    • Different team types 4 of 5 • Crews • Multi-team systems • Small teams • Large teams • Hierarchical decision-making teams • Judge-adviser systems • Self-managing teams • Autonomous work teams Page 13
    • Different team types 5 of 5 • Lower-level managerial teams • Upper-level managerial teams • Top management teams • Conceptual teams • Behavioural teams Page 14
    • Key features of effective teams Page 15
    • Key features of effective teams • Individuals • Dynamics • Leadership • Structure • Boundary management • Image Page 16
    • Behaviours Page 17
    • Behaviours • Behaviours leading to successful teamwork • Behaviours inhibiting teamwork Page 18
    • Team processes and teamknowledge-use behaviours Page 19
    • Team processes and teamknowledge-use behaviours • Heightened drive for consensus • Increased propensity to focus on common knowledge • Switch in priorities from learning towards project completion • Emphasized conformity to each member’s position in the team’s hierarchy Page 20
    • Roles which people play Page 21
    • Roles which people play 1 of 2 • Skills developed • Positive, active roles • Positive, maintenance roles • Negative roles Page 22
    • Roles which people play 2 of 2 BELBIN • Plant • Resource-investigator • Co-ordinator • Shaper • Monitor-evaluator • Team worker • Implementer • Completer • Specialist Page 23
    • Team development Page 24
    • Team development • Forming • Storming • Norming • Performing Page 25
    • Enabling top-notch performance Page 26
    • Enabling top-notch performance • Team inclusion • Team identity • Team communication • Team context • Team recognition • Team purpose • Team governance • Team execution Page 27
    • Team management wheel Page 28
    • Team management wheel • Advising • Innovating • Promoting • Developing • Organizing • Producing • Inspecting • Maintaining Page 29
    • Leadership lessons Page 30
    • Leadership lessons • Total commitment • Empathy • Adversity management • Mutual respect for teammates • We thinking • Ownership of project • Relinquish ego • Kinetic leadership Page 31
    • Team productivity and positivity Page 32
    • Team productivity and positivity 1 of 3
    • Team productivity and positivity 2 of 3 PRODUCTIVITY STRENGTHS • Proactive • Goals and strategies • Leadership • Accountability • Alignment • Decision making • Resources Page 34
    • Team productivity and positivity 3 of 3 POSITIVITY STRENGTHS • Trust • Optimism • Constructive interaction • Communication • Camaraderie • Values diversity • Respect Page 35
    • Outcomes of team competencies Page 36
    • Outcomes of team competencies • Knowledge • Attitudes • Performance Page 37
    • Underlying constructs Page 38
    • Underlying constructs • Skill differentiation • Authority differentiation • Temporal stability Page 39
    • Network content Page 40
    • Network content • Instrumental ties • Expressive ties Page 41
    • Subgroups Page 42
    • Subgroups 1 of 2 • Identity-based subgroups • Resource-based subgroups • Knowledge-based subgroups Page 43
    • Subgroups 2 of 2 FAULTLINES • Separation-based • Disparity-based • Variety-based Page 44
    • Teaming Page 45
    • Teaming • Definition • New mindset • Hardware and software Page 46
    • A process for teambuilding Page 47
    • A process for teambuilding 1 of 2 • Get the right people on board the bus • Control the message • Adopt the language of teamwork • Share the vision • Model teamwork Page 48
    • A process for teambuilding 2 of 2 • Provide cross-training where appropriate • Set team goals • Evaluate individual performance from a team perspective • Celebrate team success Page 49
    • Organizing a team building event Page 50
    • Organizing a team building event • Identify three potential suppliers or internal sources of support • Ensure you provide the supplier with a clear brief • Ensure you gain team member feedback • Ensure you analyze the results and provide feedback • Provide follow up Page 51
    • Team performance and knowledge resources Page 52
    • Team performance and knowledge resources 1 of 3 • Team performance and decision quality improve when members possess the right type and level of task knowledge Page 53
    • Team performance and knowledge resources 2 of 3 • Outcomes are better when team members are aware of the knowledge others hold Page 54
    • Team performance and knowledge resources 3 of 3 • Distribution of knowledge resources within teams affects their ability to share and pool information from different members Page 55
    • Factors that influence motivation Page 56
    • Factors that influence motivation • Equity/fairness • Achievement • Camaraderie Page 57
    • Team coaching Page 58
    • Team coaching 1 of 5 STEP ONE • Identify the team • Why team coaching? • Why now? Page 59
    • Team coaching 2 of 5 STEP TWO • Deploy the online assessment • Prepare for team session Page 60
    • Team coaching 3 of 5 STEP THREE • Conduct workshop to reveal results and train the team • Establish action plans Page 61
    • Team coaching 4 of 5 STEP FOUR • Schedule of ongoing team coaching sessions Page 62
    • Team coaching 5 of 5 STEP FIVE • Deploy follow-up assessment Page 63
    • Dimensions of cultural differences Page 64
    • Dimensions of cultural differences • Power/distance • Individualism • Masculinity • Uncertainty/avoidance • Long-term orientation Page 65
    • Team effectiveness Page 66
    • Team effectiveness 1 of 4 • Start by creating alignment around the purpose of the team • Align from the outside in by focusing the team on its core priorities-the real reasons it exists Page 67
    • Team effectiveness 2 of 4 • Using the list of key contributions, the team should come up with a mandate; this should be a concise statement explaining what the team exists to do Page 68
    • Team effectiveness 3 of 4 • Once a team has its mandate, create a list of imperatives • Use the team’s mandate and imperatives to define the rules of engagement Page 69
    • Team effectiveness 4 of 4 ALIGNMENT FIRST • Rules of engagement shift • Personality assessments change • Difficult conversations become less personal and more focused • Talking business all along results in behaviour in team meetings remaining healthy Page 70
    • Virtual teams Page 71
    • Virtual teams 1 of 3 • Definition • Types of virtual teams • Geographical challenges • Technological challenges • Communication • Benefits • Telecommuting • Effectiveness • Best practice Page 72
    • Virtual teams 2 of 3 TRUST • Building trust • Factors that impede trust • Understanding others Page 73
    • Virtual teams 3 of 3 • Social dynamics • Decision-making • Characteristics of those who work best in virtual teams • US v Canada • Engaging the virtual workforce • Managing change Page 74
    • Teamwork Page 75
    • Teamwork 1 of 3 • Important skills and habits • Teamwork quotes Page 76
    • Teamwork 2 of 3 STUMBLING BLOCKS • Conflict • Facts, myths, unknowns and values • Resources and barriers • Covert agendas • Decision-making outside of meetings • Group members not taking ownership of the group process Page 77
    • Teamwork 3 of 3 STUMBLING BLOCKS • Lack of clarity regarding decisions • Politics and history of working together • Rules, regulations and bureaucracies • If not your group, then who? Page 78
    • Drill A Page 79
    • Drill A Page 80
    • Reviewing your team Page 81
    • Reviewing your team 1 of 2 • Clear purpose and focus on long term achievement • Clearly aligned team roles Shared leadership and accountability • Clear open lines of communication • Team behaviours focused on results • Utilization and respect of team members’ talents Page 82
    • Reviewing your team 2 of 2 • Implicit trust between team members • Conflict is effectively managed • Regular evaluation of the team’s output and effectiveness • Shared recognition of team’s success • Quickly adapts to change • Representation of the team • Acquire focused support • Clear, cohesive team identity
    • Productive conflict Page 84
    • Productive conflict • Start with a positive assumption • Add your full value • Amplify other voices • Know when to say no • Embrace productive conflict Page 85
    • How well is the team running? Page 86
    • How well is the team running? 1 of 2 • Commitment • Creativity • Constituency • Challenge • Contribution • Communication • Celebration Page 87
    • How well is the team running? 2 of 2 HEAR THEM OUT • Challenge team members to push the limits, be creative and communicate the expectation that all must contribute • Champion and support their ideas and recommendations • Explain any barriers and encourage the team to rethink the idea with new information if necessary Page 88
    • Dysfunctional teams Page 89
    • Dysfunctional teams • Crisis Junkie • Bobbleheads • Bleeding Back • Spectator • Royal Rumble Page 90
    • Teams with poor leadership Page 91
    • Teams with poor leadership • Employees don’t know the team’s chief objective • Too few members end up doing too much of the work • There is no accountability • Nobody can make a decision Page 92
    • Fixing a team that is broken Page 93
    • Fixing a team that is broken • Make meetings better • Map your value add • Decide how you’ll decide • Make ideas better • Build all types of trust • Improve your communication connection Page 94
    • Reshuffling teams Page 95
    • Reshuffling teams • Why do it? • Feedback • Team audit • Development • Square pegs • Transparency • Team players • Looking forward Page 96
    • Drill B Page 97
    • Drill B Page 98
    • Conclusion and questions Page 99
    • Conclusion and questionsSummaryVideosQuestions Page 100