[LDP] Team Management (30 03 10)


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[LDP] Team Management (30 03 10)

  1. 1. Trainer: Kevin Groen Topic: Team Management 30.03.2010, Amsterdam, The Netherlands
  2. 2. Team Management Leading high performing teams…
  3. 3. Purpose A participative online training that provides you with theory and practical exercises to improve the performance of your team
  4. 4. Particular focus will be given to: • Creating a vision • Performance management • Identifying and developing talent • Motivating people
  5. 5. Insights
  6. 6. Practical tools
  7. 7. Let’s get started!
  8. 8. Please click on the following link, and rate your team experience: http://www.doodle.com/7xges6rb6 4u8vmiw
  9. 9. Movie time
  10. 10. Please click on the link, and watch the movie: http://www.youtube.com/watch?v=LD72Gzax xuI&feature=channel
  11. 11. Individual exercise: Go to the online whiteboard: http://dabbleboard.com/draw?b=Guest314196&i=0&c=2937 88ebf43141d6df3b0bd5e24cad92392c8aa4 And add your answers to: What is your leadership style, and how does it engage/ inspire/ motivate your team?
  12. 12. Recap of LDP session 1: Virtual Leadership • What are you really passionate about? • How will you share that passion with people all around the world? • What is the ‘virtual’ signature / impact you’re leaving behind?
  13. 13. Team vision/purpose
  14. 14. A great vision: Has a purpose Shows a picture of the future Is guided by clear values Inspires to action
  15. 15. What’s your team vision?
  16. 16. How will you create your team vision?
  17. 17. State the exceptional and extraordinary! People should talk about it because it’s meaningful, appealing and enthralling!
  18. 18. Questions to think about: • How will we make a difference every single day? • How can we work on only what really matters to us and to everyone? • Why is it that we are so special, so committed and caring about our members? • What do we represent to our members? • What makes them stay with us?
  19. 19. Individual exercise: Take some time to think of your team vision and/or think of how you will develop one with your team… * Please share your insights on the online whiteboard:
  20. 20. Performance management
  21. 21. SMART goal setting: • Specific, simple, significant, stretching • Measurable, meaningful, motivational, manageable • Attainable, achievable, actionable, agreed, appropriate, assignable • Relevant, realistic, resourced, results • Time bound, track-able
  22. 22. 3-step method: 1. Verb  practise, increase, learn, fully understand 2. Middle part  giving feedback according to the BIO model 3. Quantity & Time  3 times by Sunday 04/03/2010
  23. 23. Individual exercise: Create a personal goal that relates to this training… * Please share your insights on the online whiteboard:
  24. 24. Talent Management
  25. 25. Talent Development Employment Retention & Recruitment Identification Development in the right Succession jobs plan
  26. 26. Identification Talent Development only works if you actually know where the talent sits in the organisation, otherwise it’s just “random” development of people  you need to identify talent
  27. 27. “Talent” Talent is a combination of performance and potential where: • Performance is based on goals you set and actual results • Potential is based on expressed behaviour (see CAR assessment) * Pleas download the CAR assessment here: http://rcpt.yousendit.com/845204485/cf435e6ab93095da4ac4a2058e0b1664
  28. 28. Talent Potential Matrix Low (C) Medium (B) High (A) Exceeds C1 B1 A1 Current Strong performer Top Talent Contributor Performance Meets C2 B2 A2 Limited Core Member Rising Talent contributor Below B3 C3 A3 Improvement Underperformer Unused Talent needed
  29. 29. Low (C) Medium (B) High (A) Limited/ no growth potential Shows signs of being able to progress Seeks new challenges. Shows signs of being within similar roles able to progress to next level up Performance above standard Current contributor Strong performer Top Talent Exceeds Expectations 6,5 •Demonstrates high performance but •Demonstrates high performance in •Demonstrates high performance and shows signs of being stretched to the current role and the behaviours to behaviours* that indicate clear limits in capability and capacity (e.g. progress in similar roles capability and capacity to advance skills and ability) •At right level position for capability beyond current role and level (in the •Valuable to the organisation as long and capacity (e.g. skills and ability) near or long-term future) as their skills remain critical Limited contributor Core employee Rising Talent Performance up to standard •Performs to expectations in current •Performs to expectations but can still •Performs to expectations, can still Meets expectations 4 role but does not demonstrate the develop and improve in current role improve within current role behaviours to advance beyond current •At right level position for capability •Also demonstrates behaviours that role and level and capacity (e.g. skills and ability) indicate has capacity and capability to •Stretched to limit in capability & advance to other levels or roles capacity (e.g. skills & ability) •Look at alternative positions at level below Underperformers Improvement needed Unused Talent •Underperforming in current role •Underperforming in current role •Underperforming in current role, but Performance below standard Below expectations 3,2,1 •Does not demonstrate the although demonstrating behaviours has capability and capacity to improve behaviours to advance beyond current that indicate is able to make •Also demonstrates behaviours that role and level improvements indicate they have clear capability and •Stretched to limit in capability & •Role should be the right level for capacity to advance to other levels and capacity (e.g. skills & ability) capability and capacity (e.g. skills and roles •Performance manage to improve, ability), but if improvement isn't made move to role at level below, or exit then need to look at roles at level below *Behaviours according to the CAR assessment
  30. 30. Developing talent Whether someone is capable of growing beyond their current role is dependent on their ability to apply behaviour/competencies at a wider level (personal, inter- personal, organisational) If someone expresses a particular kind of behaviour and therefore I assessed as low/medium/high potential doesn’t mean that they are fixed on that level. Several things will influence how people can change between the boxes: • Their manager  how they are managed (situational leadership, coaching) • When they move into a new position (performance usually drops) • Personal situation • Training & Development • Etc…
  31. 31. Individual exercise: Apply the talent matrix and to 2 of your team members… * Please share your insights on the online whiteboard:
  32. 32. Developing talent • Top talent: test them, challenge them with additional assignments/projects • Core member: keep them satisfied • Underperformer: analyse root of the underperformance, set up short term plan, e.g. planning of tasks, change roles, training etc. (if nothing changes; change roles, lay off…)
  33. 33. Developing talent – Day-2-day conversations – Just doing it – Feedback (22nd April) – Doing anything different – Appraisals – Internet & e-learning – Delegation – Manuals & books – Writing a report – Podcasts – Making a presentation – CDs and DVDs – Facilitating – Training – off the job – Visiting an external stakeholder – Training – on the job – Watching a colleague at work – Courses – Projects – Finding role models – Standing in for someone (e.g. – Mentoring when you’re gone) – Coaching (14th April) – Change in responsibilities – Life!
  34. 34. Motivation
  35. 35. Logical levels (Dilts) Identity Values & beliefs Skills & knowledge Behaviours Results
  36. 36. Individual exercise: Please share on the whiteboard “what is important to you in AIESEC?” * Please share your insights on the online whiteboard:
  37. 37. Motivating others to motivate your team members you need to understand who they are and what their values and beliefs are. If you don’t, you’ll run the risk of completely misunderstanding the motives behind someone’s actions
  38. 38. Individual exercise: Please reflect on the session and define a personal goal (related to the content of this session) that you will complete latest a week after this session… * Please share your insights on the Facebook group:
  39. 39. Individual exercise: Please take a moment and think of your main learning and key questions you still have unanswered, and add them to the online whiteboard, or Facebook group * Please share your insights on the Facebook group:
  40. 40. Individual exercise: Follow instructions from your trainer…
  41. 41. Final message It takes practise to strengthen your muscles, e.g. becoming more effective in managing teams is a matter of practise (taking a risk), and some failures (which really isn’t a failure, trying something, seeing the results, adapting accordingly is not failure; it is experimenting and moving forward. http://www.youtube.com/watch?v=dT4Fu-XDygw Enjoy the movie 
  42. 42. Contact details • Name: Kevin Groen • Email: kevin.groen83@gmail.com • Skype: kevin.groen • Facebook: Kevin Groen