Teams that make the difference October 2011
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Teams that make the difference October 2011

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Half day open interactive workshop held in Windsor.

Half day open interactive workshop held in Windsor.

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Teams that make the difference October 2011 Teams that make the difference October 2011 Presentation Transcript

  • Teams that make the difference
    by Toronto Training and HR
    October 2011
  • 3-4 Introduction to Toronto Training and HR
    5-7 Benefits of teamworking
    8-16 Effective teamworking
    17-18 Securing the team’s intelligence
    19-22 Individual behavioural preferences
    21-22 Physical or mental disability
    23-24 Ways to motivate the team
    25-28 Team development
    27-28 Marital and family status
    29-30 Reinvigorating the team
    31-32 Making a good team great
    33-34 Dysfunctional teams
    35-41 Virtual teams
    42-45 Tips for teambuilding
    46-47 Drill
    48-49 Case study
    50-51 Conclusion and questions
    Contents
    Page 2
  • Page 3
    Introduction
  • Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • Training course delivery
    - Reducing costs
    • Saving time
    • Improving employee engagement & morale
    • Services for job seekers
  • Page 5
    Benefits of teamworking
  • Page 6
    Benefits of teamworking 1 of 2
    Productivity, as teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high quality
    Efficiency, as time is saved if activities, formerly performed sequentially by individuals, can be performed concurrently by people working in teams
    Learning, as teams enable organizations to
    learn (and retain learning) more effectively
    Innovation, as the cross-fertilization of ideas among members can aid creativity
  • Page 7
    Benefits of teamworking 2 of 2
    Information, as teams can integrate and link
    information in ways that individuals cannot
    Safety, as co-ordination and communication in teams reduces the occurrence and impact of errors
    Employee well-being and satisfaction, as
    social support of teams promotes wellbeing,
    increased job satisfaction and commitment, and lower stress in the organization
  • Page 8
    Effective teamworking
  • Page 9
    Effective teamworking 1 of 8
    BARRIERS TO EFFECTIVE TEAMWORKING
    Social loafing, whereby people make less effort or ‘free ride’ precisely because they are working in a team. Under teamworking, an individual’s work is less identifiable, and the efforts of others can be perceived as enough to achieve the desired outcome, making their own contribution seem less
    important
  • Page 10
    Effective teamworking2 of 8
    BARRIERS TO EFFECTIVE TEAMWORKING
    Domination, as this may mean that those with dominant personalities or perceived superior status exert excessive influence over decision-making, with other members feeling pressure to conform and deferring to authority, even when a decision is incorrect or sub-optimal
  • Page 11
    Effective teamworking3 of 8
    PRINCIPLES FOR TEAM PROCESSES
    Both teams and individuals should have
    intrinsically interesting and challenging
    tasks to perform.
    Individuals should feel they are important to
    the fate of the team, a state which can be
    achieved by the team members exploring
    and clarifying jointly each other’s roles.
  • Page 12
    Effective teamworking4 of 8
    PRINCIPLES FOR TEAM PROCESSES
    Individual contributions should be indispensable, unique and evaluated against a standard that will help to make contributions visible and through providing a benchmark for monitoring performance over time will increase organizational learning.
    Decision-making processes should be managed, a state which may include setting rules to ensure that all members contribute and participate.
  • Page 13
    Effective teamworking5 of 8
    PRINCIPLES FOR TEAM PROCESSES
    Teams should have goals with in-built performance feedback that monitors outcomes and processes over time. These goals must be clear and realizable; valued, shared and negotiated by members; and reviewed and modified in the light of changes in the organization or its
    environment.
  • Page 14
    Effective teamworking6 of 8
    PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT
    A clear organizational vision that informs
    the processes by which team goals are
    determined and teams relate to each other.
    An organizational culture which is supportive of teamworking and not based on competitive individualism.
  • Page 15
    Effective teamworking7 of 8
    PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT
    Training for teamwork that is aimed at improving interpersonal skills (e.g. in communication, problem solving, group dynamics and perspective taking) and
    facilitating self-management (e.g. in task
    co-ordination and goal setting).
    Managers and leaders should be trained in how to facilitate teamworking and delegate responsibility and autonomy to the team.
  • Page 16
    Effective teamworking8 of 8
    PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT
    Feedback that provides regular, clear and accurate information on the team’s functioning and performance over time.
    Organizational rewards should be orientated
    towards teamworking or at least include an
    element that is the encouragement of supportive rather than competitive relations through liaison and communication devices (e.g. through cross team membership, methods for conflict resolution).
  • Page 17
    Securing the team’s intelligence
  • Page 18
    Securing the team’s intelligence
    Start with desired results
    Let someone else take responsibility
    Design parameters
    Define the problem, not the solution
    Turn over decisions to the people with the data
    Invent rules of play
    Ask for initiative
    Look to the periphery
    Agree on accountability
    Be clear on the consequences
  • Page 19
    Individual behavioural preferences
  • Page 20
    Individual behavioural preferences 1 of 3
    Extroversion – Introversion
    how we prefer to give/receive energy or focus our
    attention
    Sensing – Intuition
    how we prefer to gather information
    Thinking
    feeling how we prefer to make decisions
    Judging – Perceiving
    how we prefer to handle the outer world
  • Page 21
    Individual behavioural preferences 2 of 3
    The Extrovertprefers action and the outer world
    The Introvertprefers ideas and the inner world
    Sensing-Thinkingtypes are interested in facts, analysing them impersonally and using a step-by-step process to reach a conclusion
    The Sensing-Feelingtypes are also interested in facts, but analyse them personally and are concerned about how things matter to themselves and others
    Intuition-Thinkingtypes are interested in patterns and possibilities, making decisions based on impersonal, logical analysis
  • Page 22
    Individual behavioural preferences 3 of 3
    Intuition-Feelingtypes are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individuals
    Judgingtypes are seen by others as preferring to live in an orderly, planned fashion and liking to
    regulate and control
    Perceiving types are seen by others as being flexible, spontaneous, and showing a willingness to
    understand and adapt readily
  • Page 23
    Ways to motivate the team
  • Page 24
    Ways to motivate the team
    Let people choose
    Make it a pleasant place to work
    Allow staff to work flexibly
    Consider an internal awards scheme
    Show an interest
    Avoid cash incentives
    Create clear goals...
    ...and track progress
    Lead from the front
    Say thank you
  • Page 25
    Team development
  • Page 26
    Team development 1 of 3
    Forming
    Storming
    Norming
    Performing
  • Page 27
    Team development 2 of 3
    TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE
    Clear objectives and agreed performance goals
    Openness and confrontation
    Support and trust
    Co-operation and conflict
    Good decision making
    Appropriate leadership
    Review of the team process
  • Page 28
    Team development 3 of 3
    TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE
    Sound inter-group relationships
    Individual development opportunities
  • Page 29
    Reinvigorating the team
  • Page 30
    Reinvigorating the team
    Listen to them
    Be honest and transparent
    Tell good-news stories
    Engage staff in decision-making
    Set ambitious targets but make sure they're achievable
    Give rewards for a job well done and hold poor performers to account
    Take the team to the bar
    Think glass half-full
  • Page 31
    Making a good team great
  • Page 32
    Making a good team great
    Make time for team members to appreciate each other’s skills
    Surface and manage emotional issues that can help or hinder the team’s progress
    Celebrate success
  • Page 33
    Dysfunctional teams
  • Page 34
    Dysfunctional teams
    DIAGNOSING AND FIXING
    Trust
    Cohesiveness-conflict and commitment
    Accountability
    Clearly defined purpose
    Pulling it all together
  • Page 35
    Virtual teams
  • Page 36
    Virtual teams 1 of 6
    BENEFITS FOR THE ORGANIZATION
    Ability to locate, recruit, and retain top-notch
    employees anywhere in the world
    Access to global and cross-cultural viewpoints
    Ability to build a global presence with a geographically distributed workforce
    A more horizontal organizational structure with a geographically distributed workforce
  • Page 37
    Virtual teams 2 of 6
    BENEFITS FOR THE ORGANIZATION
    Significant cost savings in travel, lodging, relocation, office space, equipment and parking
    A 24-hour global workday instead of the traditional 8 hours
    A continuing shift from a production to a service/knowledge workplace
    Greater flexibility for a stronger competitive
    advantage
  • Page 38
    Virtual teams 3 of 6
    BENEFITS FOR THE EMPLOYEE
    Less commuting time
    Lower commuting costs
    Ability to work from home
    Flexible scheduling
    Enhanced productivity and motivation
  • Page 39
    Virtual teams 4 of 6
    DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS
    Finding quality technology everyone can work with
    Difficulty in creating foundation expectations
    Differences in time zones creating different working days
    Managing the team’s performance
    Sensitivity to interpersonal communication
    and cultural differences
  • Page 40
    Virtual teams 5 of 6
    DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS
    Communication misunderstanding due to language and cultural borders
    Lack of human contact and body language cues
    Finding ways to support team spirit and productivity
    Accountability among team members
  • Page 41
    Virtual teams 6 of 6
    BUILDING STRONG VIRTUAL TEAMS
    Develop ways to support team spirit, trust, productivity, and communication
    Create a team agreement that guides members’ interactions
    Develop a set of formal or informal behaviouralnorms
    Develop strategies for coping with geographical
    and cultural differences
    Establish a skills inventory that allows members to allocate resources to compensate for each others’ weaknesses
  • Page 42
    Tips for teambuilding
  • Page 43
    Tips for teambuilding 1 of 3
    Form teams to solve real work issues and to improve real work processes
    Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes
    Build fun and shared occasions into the organization’s agenda
    Use ice breakers and teamwork exercises at meetings
    Celebrate team successes publicly
  • Page 44
    Tips for teambuilding 2 of 3
    TWELVE Cs
    Clear expectations
    Context
    Commitment
    Competence
    Charter
    Control
    Collaboration
    Communication
  • Page 45
    Tips for teambuilding 3 of 3
    TWELVE Cs
    Creativity
    Consequences
    Co-ordination
    Cultural change
  • Page 46
    Drill
  • Page 47
    Drill
  • Page 48
    Case study
  • Page 49
    Case study
  • Page 50
    Conclusion & Questions
  • Page 51
    Conclusion
    Summary
    Questions