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Team Analysis of Guild Mortgage
- 2. Outline 3 Evaluation of Team’s Effectiveness 4 Team’s Strengths 1 Team Description and Metrics 2 Guild’s Pillars to Success
- 3. TeamDescription ● Caisey Oiness: Team Manager ● 40 total employees ● Top performing branch last 3 months out of 335 branches ● Goal: 80 - 120 closings/per month Guild Mortgage - Bellevue Branch
- 5. What makes a Manager Successful ● Empowering Employees ● Constant Self-improvement ● Leading, not just managing ● High, realistic goals ● Business coach ● Knowledge of team morale Why is the Team Successful? ● Clear expectations ● Clear Job Duties ● Accountability ● Work-life balance ● Individual & Team Rewards - Everyone shares in success ● Think big, but don’t forget the small wins From Caisey’s Perspective
- 6. Conflict Resolution ● Address it Head On ● Be Direct ● No Drama or Gossip Teams Inside Branch ● Brainstorm ● Fun Committee ● Meeting Agendas ● Having Meeting Facilitator From Caisey’s Perspective
- 7. What To Do When Team Can’t Decide ● Pro’s and Con’s ● Listen to feedback ● Manager makes final decision Hiring ● Cultural fit ● Hard-working people ● Complementary personality traits ● Positive people From Caisey’s Perspective
- 9. 01 Trust ● Recruiting ○ Emotional Intelligence ○ “People want to be heard and cared for” ■ Openness, vulnerability 02 Conflict Resolution ● Address all conflicts in the moment ○ No gossip policy ■ Eliminate personal attacks Dysfunctions of a Team
- 10. 03 Commitment ● Facilitator in meeting to take notes ○ No ambiguity 05 Results ● Top branch last 3 months ○ Goals reached as a team, no ego 04 Accountability ● Common goals visible around office ○ Set high, attainable goals Dysfunctions of a Team
- 11. Secrets of Great Teamwor k 01 Compelling Direction ● “To rejuvenate and inspire” ● Engaging ● Leadership style: ○ Participating/facilitating ○ Servant 02 Strong Structure ● Team norms ○ Open, respectable environment
- 12. 03 Supportive Context ● Reward system (i.e. trophies, bonuses) ○ Public recognition ○ Branch raise 04 Shared Mindset ● Visible common goals ● All problems worked out as team ● Meaningful purpose ● Mutual accountability ● Strong commitment to how work gets done ● Good to Great by Jim Collins, 2001 ○ “Get the right people on the bus” Discipline
- 13. ● Recruiting: ○ Hard-working ○ personality traits ○ conflict resolution Three Criteria of Team Effectiveness ● Feedback ● Referrals ● Reviews Output Collaborative Ability Individual Development ● Successful meetings ○ Agenda ○ Facilitator ○ w/o managers Members learn, grow, improve.
- 14. ● High performing team ● Committed to growth and development ● Celebratory culture Analysis of Strengths 01 Interpersonal EQ ● They have check ins ● Take perspectives by challenging each other’s ideas 03 Cross-boundary EQ ● Consider who can influence the team outside of their team by seeking mentorship 02 Group EQ ● Perform team-evaluations by acknowledging everyone ● Seek feedback by analyzing pros and cons
- 15. Lessons 1 Putting the Right People on the Bus ● Cultural fit ● Personality 2 Empowering People ● Real to High-Performing team
- 16. Resolutions ● Smaller teams ● Leader interpersonal skills ● Building industry knowledge ○ Onboarding process ○ On-going training processes
- 18. References 1. Collins, J. (2001). Good to great: Why some companies make the leap ... and others dont. London: Random House. 2. HBR's 10 Must Reads On Teams Featuring Article the Discipline of Teams. (2013). Harvard Business School Publishing Corporation. 3. Schawbel, D. (2016, April 26). Patrick Lencioni: 3 Indispensable Virtues That Make Teams Successful. Retrieved July 10, 2018, from https://www.forbes.com/sites/danschawbel/2016/04/26/patrick-lencioni-3- indispensable-virtues-that-make-teams-successful/#7dae4d0f7fdc 4. Mortensen, Martine HaasMark. “The Secrets of Great Teamwork.” Harvard Business Review, HBR, 16 May 2016, hbr.org/2016/06/the-secrets-of-great-teamwork. 5. Coutu, Diane. “Why Teams Don't Work.” Harvard Business Review, HBR, 15 July 2015, hbr.org/2009/05/why-teams-dont-work.