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A presentation I made for the CEO Fusion group. It contains a new team diagnostic that I\'ve been developing. I\'d be interested in your comments.

A presentation I made for the CEO Fusion group. It contains a new team diagnostic that I\'ve been developing. I\'d be interested in your comments.

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Ceo Fusion Teams Presentation Transcript

  • 1. Is there a YOU in TEAM ? High performance teams as a competitive tool for the entrepreneurial business...
  • 2. Performance Advantage
    • A Canadian Consulting company with international reach
    • Focusing on helping public and private sector organizations achieve breakthrough levels of performance
    • Strategy, Process Transformation, Program and Project Excellence
    • Industries
      • ICT &Telecommunications
      • Financial Services
      • High Technology
      • Mining and Natural Resources
      • Health Care
      • Public Sector
    Where we’ve worked...
  • 3. Presenter
    • Jim Love, FCMC, Managing Partner
    • Jim is a consultant who has worked internationally to help companies develop and execute strategic plans
    • Expert in leveraging technology, process transformation and business strategy
    • Works with large multi-nationals and innovative startups (particularly “green tech”)
    • His approach is distinctly collaborative and team based
    • His work – both nationally and internationally -- has been featured in publications such as the Cutter Journal. His consulting career has included roles as Global Vice President for DMR Consulting and Principal at Ernst & Young.
    • He is the current president of CMC Canada’s Toronto Chapter
  • 4. Our Expertise in the Topic
  • 5. The Promise
    • To help CEO’s of high-growth companies identify issues that can seriously hamper the performance of your management team and present a number of strategies to keep them focused on performance.
    • In this economic climate, if the team isn’t effectively executing on its plans, it [could]…result in failure.
  • 6. The Promise
    • To help CEO’s of high-growth companies identify issues that can seriously hamper the performance of your management team and present a number of strategies to keep them focused on performance.
    • In this economic climate, if the team isn’t effectively executing on its plans, it [could]…result in failure.
  • 7. Do I Look Like A People Person? Ultimately, I don’t care whether you believe in people or not. This is about results .
  • 8. In this economic climate…
    • In one sentence –
    • What is your strategy to deal with the current economic climate?
    In One Sentence
  • 9. Take Up…
    • In one sentence –
    • What is your strategy to deal with the current economic climate?
    • Give us the best example from your table .
    In One Sentence
  • 10.
    • The value of teams
    When so many other assets and competencies are commodities – is there a more powerful competitive advantage than a culture that builds high performance teams?
  • 11. The Power of Teams…
    • Any team…if it focuses on performance regardless of where it is in an organization or what it does – will deliver results well beyond what individuals acting alone in non-team working situations could achieve…
    • The Wisdom of Teams
    Confidential
  • 12.
      • ‘ Talent wins games, but teamwork and intelligence wins championships.'
      • Michael Jordan
  • 13. Senge thought it did
    • "Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations“
      • Peter Senge
  • 14. So do I…
    • Increasingly a company’s real competitive advantage may rest on it’s ability to rapidly asse mble teams, bring them quickly to optimum performance and disassemble them when they are no longer needed…
      • Jim Love
  • 15.
    • So why do we suck at it so much?
  • 16. How can a team of committed managers with individual IQs above 120 have a collective IQ of 63? Peter Senge Author of the 5 th Discipline
  • 17. The reasons teams fail… Break off into teams – real teams this time Come to a consensus on the top reasons that your teams fail? And include at least ONE reason that YOU might cause your teams to fail or be sub-optimized… Put your results on the post it notes. Top Reasons Teams Fail To Achieve
  • 18. The Rules Politeness Not Platitudes
  • 19. The reasons teams fail… Break off into teams – real teams this time Come to a consensus on the top reasons that your teams fail? And include at least ONE reason that YOU might cause teams to fail or be sub-optimized… Put your results on the post it notes. Top Reasons Teams Fail To Achieve
  • 20. Why teams fail?
    • Myths and misconceptions – we don’t really understand teams. We mythologize them.
    • We don’t really believe in teams – but we are politically correct. Or we like to have fans and followers but not a team.
    • Team behaviour is not natural – it’s learned (or not). We need to be trained in team formation and team work.
  • 21. Discussion Does it even matter?
  • 22. The Myths – And Myth Busting
    • Teams are groups of people who:
    • like each other
    • cover each other’s back
    • get along
    • spend time together
    • share common interests
    • have a lot in common
    • agree on things
    • have top talent
    • have a great leader
  • 23. What is a team? A team is a group of individuals pooling their collective talents , ability and effort in pursuing a shared goal or common purpose .
  • 24. In fact, many teams defy the normal descriptions…
    • Great teams make each other uncomfortable
    • They have strong discipline and expectations
    • They can be extremely diverse
    • They often disagree
    • Some teams never meet
    Any unanimous decision by a group is inevitably wrong. Craig Hubley, --one of the developers of the Green Party’s Living Platform
  • 25. Harnessing Diversity
    • The best teams harness their diversity and achieve synergy…and can be in a state on continual conflict.
    Any unanimous decision by a group is inevitably wrong. Craig Hubley, --one of the developers of the Green Party’s Living Platform
  • 26. Teams Are Developed – Not Just Picked
    • Teams develop in stages
    • Attempting to skip a stage can cause the team to underperform
    • Conflict is a normal and vital part of the development process
    BruceTuckman 1965
      • Forming
      • Storming
      • Norming
      • Performing
  • 27. Virtual Teams – Some Teams Never Meet
    • Virtual teams are often MORE productive than teams which are collocated
    • An AT&T study showed savings of 100 million dollars per year
    • Another study showed a gain of 25% in productivity and a 90% reduction in absenteeism
    • In a recent HBR study, it was shown that virtual teams could:
      • Deliver in a fraction of the time and cost
      • In as little as 1/10 th of time
      • For a little as 1/8 th of the cost
      • Often delivered better results
  • 28. Effortless Leadership
    • Perhaps most puzzling is the strong impression of intentional centralized control. Yet all evidence indicates that flock motion must be merely the aggregate result of the actions of individual animals, each acting solely on the basis of its local perception of the world." - Craig Reynolds
    Confidential - Copyright 2005 Performance Advantage
  • 29. Common Goals – Common Processes
    • Some of us think that the real purpose of leadership is to help team members:
      • Challenge the group to stay true to those things that work and discard those that don’t
      • Hold up a mirror when required – make the process visible, manage with the force of facts, measure progress (or lack of it), confront issues
      • Stay united behind a common purpose
      • Keep a focus on the end goal
  • 30. Acton Refinery, U.K.
    • They believed right from the start that there would be savings, I think the focus they provided proved this to be possible.
    Process Transformation • Project Excellence • Performance Metrics
  • 31. Peter Drucker
    • The best and the brightest are volunteers
  • 32. The Talent Myth
    • If you don’t know where the bus is going – get the best people on the bus…
    • Jim Collins,
    • Good to Great
    But is this realistic? After all – don’t many of us don’t get to choose the members of our teams. And even when we do…
  • 33. Somehow we always seem to win the “prize”
    • Slacker
    • Skeptic
    • Promises, Promises
    • Apologist
    • The Questioner
    • Silent Witness
    • Born Leader
    • Sunshine
    • Boxer
  • 34. You have to ask yourself… All that dead wood… weren’t they live trees when you got them?
  • 35. Maybe… You can’t change the hand you were dealt…. Maybe you have to change the game … So what can we do?
  • 36. The Rules Politeness Not Platitudes
  • 37. Change the game..
    • We can truly start to understand teams – We can dispel the myths. We can really understand what they are, how they are formed, the rules that govern team functions.
    • We can cut the crap and start talking realistically about teams. We can start talking about teams not as something moral or inborn but as a way of working that has to be learned . We can honestly look at the barriers and address the reasons for failure.
    • We can learn some of the skills that are needed to work effectively and practice them .
  • 38. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution.
  • 39. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution. You’d be amazed at how many times people start at step three.
  • 40. Identifying the Problem Models and frameworks are useful devices for analyzing a problem or issue. I’ve created a framework which can help you analyze your teams and promote the type of discussion that leads to team development.
  • 41. The Diagnostic
  • 42. N-SATH-YR* Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose * N o S illy A cronym T o H elp Y ou R emember
  • 43. Vision Vision Goals Shared Purpose
    • Big Hairy Audacious Goals (BHAGs)
    • Challenge
    • Motivate
    • Inspire
    Hint : Dollars are not enough! Challenge : Don’t you dare lie to them. Believe it or leave it .
  • 44. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 45. Checklist
    • Clear mandate and scope
    • Sufficient authority and latitude to act
    • Competence and skills
    • Resources commensurate with the task
    • Clear lines of accountability
    • Understanding rights and obligations
    • Relevant performance measures
  • 46. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 47. Peter Drucker
    • The best and the brightest are volunteers
  • 48. Communication Requires Interaction DMR Consulting Group Inc. Sender Target Audience Message Response
  • 49. Communications Breakdown DMR Consulting Group Inc. Sender Target Audience Message Response
  • 50. Wasn’t It Shakespeare Who Said…
    • Verily, email doth make cowards of us all…
    • Shakespeare
  • 51. Check your soft side at the door
    • If you consider it a functional necessity and not a moral imperative , you might be more successful at building and maintaining it.
  • 52. Achieving Trust Like teamwork, trust is built consciously and continually earned …
  • 53. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 54. Diversity
  • 55. We say we like “out of the box” thinking…
  • 56. Making It Visible – Declaring Our Patterns
    • Helps me hear?
    • Logic, proof and thought
    • I like to know there is a process that will take us where we need to go
    • Honest about what YOU need
    • What I need to BE heard
    • Time to absorb
    • Visual – pictures, symbols
    • Permission – outside signals
    • What shuts me down
    • Time pressures and deadlines
    • Absence of reflection
    • Criticism and blaming
    • Not taking responsibility
    Real teams don’t just talk about diversity – they work at it!
  • 57. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 58. The Hockey Stick
    • Hope is not a strategy….
    • And this is not a plan
  • 59. Plans are created and owned by teams Confidential - Copyright 2005 Performance Advantage You can tell them what needs to be done. Beware telling them how to do it.
  • 60. And it’s a process, not an accident… This LEAN Six Sigma program was created in collaboration with team at one of our clients. We trained and facilitated the process. But they did the work! And their team owned the process and the results.
  • 61. Execution
    • Sweat the small stuff
    • Cut the crap
    • Measure the outcomes
    • Manage the change
  • 62. Change – A Simple Four Step Process Step One – We acknowledge that there is a problem. Step Two – We agree on what the problem is. Step Three – We agree on the potential solution. Step Four – We implement the solution.
  • 63. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 64. Accountability Requires 7 PLUS 1
    • Clear mandate and scope
    • Sufficient authority and latitude to act
    • Competence and skills
    • Resources commensurate with the task
    • Clear lines of accountability
    • Understanding rights and obligations
    • Relevant performance measures
  • 65. Accountability Requires 7 PLUS 1
    • Clear mandate and scope
    • Sufficient authority and latitude to act
    • Competence and skills
    • Resources commensurate with the task
    • Clear lines of accountability
    • Understanding rights and obligations
    • Relevant performance measures
    Acceptance of Accountability
  • 66. N-SATH-YR Team Diagnostic Framework Do we have the right leadership? Is there a high degree of trust? Do they have excellent communications? Do they have the right skills? Do they have the right budgets and resources? Do they have a high degree of accountability? Do they harness diversity? Do they have an action plan? Is it believable? Are they motivated? Do They Have the Right Tools? Vision Goals Shared Purpose
  • 67. Are You Part of the Problem?
  • 68. Open It Up – Get Messy Confidential - Copyright 2005 Performance Advantage You can tell them what needs to be done. Beware telling them how to do it.
  • 69.
    • Looking in the mirror can be painful.
  • 70. But great leaders find their place…
    • With teams that soar to new heights!
    Confidential - Copyright 2005 Performance Advantage
  • 71. Care to share? What is something that you learned from doing your own self evaluation? What might you change? ??? How
  • 72. What Did You Take From the Presentation
  • 73. Thank You!