• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Disciplined team
 

Disciplined team

on

  • 556 views

Discipline Teams can be more quickly assembled, deployed, refocused and disbanded, without disrupting more permanent structures and processes

Discipline Teams can be more quickly assembled, deployed, refocused and disbanded, without disrupting more permanent structures and processes

Statistics

Views

Total Views
556
Views on SlideShare
556
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Disciplined team Disciplined team Presentation Transcript

    • The purposes of disciplineThe purposes of discipline include:include: 1.1.Provide employees withProvide employees with adequate information aboutadequate information about how their current performance,how their current performance, attendance or behavior differsattendance or behavior differs from what’s expectedfrom what’s expected 2. Motivate and assist2. Motivate and assist employees in changing theiremployees in changing their
    • 3.3. Enhance employee moraleEnhance employee morale and performance byand performance by “showing” that inadequate“showing” that inadequate performance by fellowperformance by fellow employees won’t just beemployees won’t just be toleratedtolerated
    • Rule of thumb:Rule of thumb: Similarly situatedSimilarly situated employees should receive similaremployees should receive similar penalties for similar offenses.penalties for similar offenses. (Employees do not have to receive(Employees do not have to receive identical penalties, but if all relevantidentical penalties, but if all relevant circumstances are similar, the penaltiescircumstances are similar, the penalties should be similar.)should be similar.) Rule of other thumbRule of other thumb: Major: Major differences in situation or circumstancesdifferences in situation or circumstances can justify very different penalties.can justify very different penalties. Adapted from HR on CampusAdapted from HR on Campus
    • DISCIPLINEDISCIPLINE TEAMSTEAMSDISCIPLINEDISCIPLINE TEAMSTEAMS
    • DISCIPLINE TEAMSDISCIPLINE TEAMS •Teams are much more aboutTeams are much more about discipline than togetherness.discipline than togetherness. • Discipline Teams can beDiscipline Teams can be more quickly assembled,more quickly assembled, deployed, refocused anddeployed, refocused and disbanded, withoutdisbanded, without disrupting more permanentdisrupting more permanent structures and processesstructures and processes
    • •A distinction also needs to be madeA distinction also needs to be made between a performing team and a singlebetween a performing team and a single leader unit.leader unit. •In the single leader unit, someone takesIn the single leader unit, someone takes control, makes the key decisions,control, makes the key decisions, delegates and monitors individualdelegates and monitors individual assignments and chooses when and howassignments and chooses when and how to modify the working approach.to modify the working approach. •But teams are different. Members shareBut teams are different. Members share responsibilities and accountability andresponsibilities and accountability and complement each other. The team leadercomplement each other. The team leader is seldom the primary determinant of teamis seldom the primary determinant of team DISCIPLINE TEAMSDISCIPLINE TEAMS
    • THE THREE LITMUS TESTSTHE THREE LITMUS TESTS The need for collective workThe need for collective work products to be delivered byproducts to be delivered by two or more people workingtwo or more people working together in real time.together in real time. Leadership roles that need toLeadership roles that need to shift among the members.shift among the members. The need for mutualThe need for mutual accountability in addition toaccountability in addition to individual accountabilityindividual accountability
    • Katzenbach and Smith discussKatzenbach and Smith discuss the four elementsthe four elements •common commitment purpose.common commitment purpose. •performance goals.performance goals. •complementary skills.complementary skills. •mutual accountability. thatmutual accountability. that make teams function.make teams function. DISCIPLINE TEAMSDISCIPLINE TEAMS
    • They also classify teamsThey also classify teams into three varietiesinto three varieties • teams that recommendteams that recommend things,things, • teams that make or doteams that make or do things,things, • teams that run thingsteams that run things and describe how each typeand describe how each type DISCIPLINE TEAMSDISCIPLINE TEAMS
    • IF YOU HAVE……….IF YOU HAVE………. YOU WILL NOT NEED…..YOU WILL NOT NEED….. HIERARCHYHIERARCHY
    • IF YOU HAVE……….IF YOU HAVE………. YOU WILL NOT NEED…..YOU WILL NOT NEED….. BUREAUCRACYBUREAUCRACY
    • IF YOU HAVE……….IF YOU HAVE………. YOU WILL NOT NEED…..YOU WILL NOT NEED….. EXCESSIVEEXCESSIVE CONTROLSCONTROLS
    • IF YOU HAVE……….IF YOU HAVE………. YOU WILL NOT NEED…..YOU WILL NOT NEED….. INCONSISTENT VISIONINCONSISTENT VISION
    • First Who… Then What Confront the Brutal Facts WORK FOR ONE GOAL AT A TIME Culture of Discipline Technology Accelerators Disciplined People Disciplined Thought Disciplined Action
    •  People who “rinse their cottage cheese”People who “rinse their cottage cheese”  Not about a tyrant who disciplinesNot about a tyrant who disciplines  Getting disciplined people who engage inGetting disciplined people who engage in disciplined thought and who then takedisciplined thought and who then take disciplined action, fanatically consistentdisciplined action, fanatically consistent with three circleswith three circles
    • Involves a duality.Involves a duality.  Requires people who adhere to aRequires people who adhere to a consistent system.consistent system.  Gives people freedom and responsibilityGives people freedom and responsibility within framework of that system.within framework of that system.
    •  Budgeting is to decide which arenas fitBudgeting is to decide which arenas fit Hedgehog Concept and should be fully fundedHedgehog Concept and should be fully funded and which should not be funded at all.and which should not be funded at all.  ““Stop doing” lists are more important thanStop doing” lists are more important than “to do” lists.“to do” lists.  ““Anything that does not fit with ourAnything that does not fit with our Hedgehog Concept, we will not do.”Hedgehog Concept, we will not do.”  Includes willingness to shun opportunitiesIncludes willingness to shun opportunities that fall outside the three circles.that fall outside the three circles.
    • SYSTEMSPRACTICES DAT A OUTCOMESTeamTeam MeetingMeeting Process:Process: A tool toA tool to help ushelp us work morework more efficientlyefficiently
    • WWinin WWinin DDisciplineiscipline
    • WWinin WWinin DDiscipline is an effectiveiscipline is an effective approach to Team disciplineapproach to Team discipline
    • Connect Connect ContributeContribute Capable Capable
    • Win-Win Discipline
    • PreventionPrevention
    • • It is critical for a leader to know their teammates s’ positions in order to handle discipline problems effectively • A win-win leader ALWAYS accepts a teammates s’ position. • Correct identification of teammates s Position is key to the Win-Win Discipline.
    • 7 Positions
    • Key Lessons
    • Questions & Comments