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Team Management LDS TrackMariana CarvalhalJoão Lima
GOALS OF THE SESSION 1) Learning how to create a team culture 2) Learning how to push for members’ motivation 2) Learning practical tools to effectively manage team performanceEXPECTED OUTPUTS 1) Being able to manage a team to generate results
1. Team CreationBEHAVIOURS OF A HIGHPERFORMANCE MEMBER
TEAM CULTUREIn order for a team to succeed, leaders have to be able to create certain positive behavioursin their members, that will facilitate the achievement of results: Participation Commitment Pro-activity Solution Orientation Critical Thinking Sense of Responsabillity Culture Results Orientation Sacrifice Capacity Mutual-support Results
TEAM CULTURE • • But these are too many behaviours to be constantly paying attention to. So, the best thing you can do is to implement a team culture that will bring all those behaviours with it. • That team culture is the culture of MOTIVATION. It’s all about keeping your members motivated – if they are, they will naturally be committed, responsible towards the team’s goals, participative in the team and LC activities, willing to sacrifice, capable of face challenges and find solutions for them etc etc... • – – –
I WAS HIGHLY MOTIVATED WHEN…I WAS LACKING MOTIVATION WHEN… Write on small pieces of paper (5 min)
• But do you know what exact things you should be paying attention when you want to create that culture of motivation in your team?• I proudly present you the 4 spheres for creating a motivation team- culture!...
Personal and Professional Bonding EffectiveCommon Vision Culture Communicatio n Clear Roles and Responsabilitie s
PERSONAL AND PROFESSIONAL BONDING Importance Understand everyone’s personal characteristics/history Personal and Professional Know each other’s motivations and objectives Bonding Understand why of some reactions happen Support each other’s development Create a good working environment How to supply it? Why are you in AIESEC? (ask) Self reflection tests Group activities and team building Feedback sessions Team spirit creation – team motto, Public recognition team culture, private jokes… Working together mome Social activities outside work
PERSONAL AND PROFESSIONAL BONDING Questions to ask yourself • Do you know what characteristics your members need/want to develop? Do you keep track of that development? • Do feel there is a sense of belonging from your members to the team? • Can you feel there is a team identity? • Do you consider the working environment in your team to be good? • Do your members work together (phisically)? • Are your members friends with one another? Do they schedule social activities together? • Is it too hard to schedule a team meeting? • Do you have members who fail to attend several meetings in a row? • Do your members joke arround with one another? (especially right before the meeings) • What do they need to develop? Time management? Planning skills? Organization? Prioritizing? Can you help them? If not, who can?
COMMON VISION Importance • Envisioning the same purpose Common Vision • Commitment and identification with the team goals • Commitment of each member towards the team as a whole • Unified vision of the ideal team How to supply it? Defining expectations and team rules Involving everyone in the goal setting Always link to the team’s objectives Celebrate the team’s success Create excitement within the team Activities that involve interaction with their impact – contact with trainees, EPs…
COMMON VISION Questions to ask yourself • Does your team know what they are working for (the final result)? • Do they think it’s achievable? • Do they like the goal they are striving to achieve? (do they have any emotional connection with it?) – This question is important because some people join AIESEC for selfish reasons (to get a better CV, to be in contact with big companies) and fail to emotionally identify with the team and the organization’s purpose • Does your team know what they are working for (the final result)? • Do they think it’s achievable? – –
EFFECTIVE COMMUNICATION Importance • Open and honest environment to share ideas and opinions Effective • Everyone knows what’s happening Communication • Understanding of each other’s challenges • Everyone has access to information and materials How to deliver it? Use established communication channels Create links between the team and link it to key external entities Encouraging honest communication inside the team
EFFECTIVE COMMUNICATION • Has everybody given their opinion for the project? Was it taken into consideration? • Do your team members know exactly what their colleagues are doing and the help/challenges their facing in their work? • Do you use established communication channels? (facebook groups, wikis…) • Do you store all important information for the team in an easily- accessible platform? (wikis, dropbox…) • Do you have weekly team meetings? Do you skip a lot of them? • During the meetings, do you give space for your members to share the work they have been doing and the challenges they are facing? • Are your members confortable to call you and their team colleagues whenever they need help? • Do your members know how their personal tasks affect every colleague’s work and the final outcome of the project? •
CLEAR ROLES AND RESPONSABILITIES Importance • Each members knows the relevance and the purpose of their Clear Roles and own work to achieve the final goals Responsabilites • Each member has specific specific, measureable, attainable, relevant, timely goals (SMART goals) • Each member feels accountable towards for his/her own obligations • How to deliver it? Clear Job Descriptions Planning the work together with the members Tracking Tools Effective Delegation (don’t keep the work to yourself, leader!)
CLEAR ROLES AND RESPONSABILITIES Questions to ask yourself • Are you putting your members in charge of a responsability, or in charge of a task? • Are the responsabilities of your members specific enough? – Do they state exactly what is pretended as a final outcome? (what exactly is it that we want to happen, who’s involved, who can help, why it’s important...) • Are the responsabilities of your members measurable enough? – Do you have criteria to measure the outcome of their work (milestones, deliverables...)? Do you use tracking tools to measure the progress towards the final outcome? • Are the responsabilities of your members enough attainable? – Do they have enough knowledge and trainning to achieve them? • Are the responsabilities of your members relevant enough? – Are the expected outcomes externally relevant? Do they matter? Do they bring something good? Do they contribute to the team vision? Do they follow a plan? Were the members involved int he creation of that plan? • Are the responsabilities of your members timely enough? – Do you present your members a timeline of their work for the whole semester or you just delegate as it’s needed? Do you give them timelines? – –
CLEAR ROLES AND RESPONSABILITIES Questions to ask yourself • Are your members confused about their roles and the ones of their teamates? (do they overlap?) • Do your members leave important tasks unfinished for you to complete (without telling you beforhand)? • Do the responsabilities you delegate follow a flow (are your members in charge of a hole process – from preparation to delivery – or are they just doing sparse and random tasks they don’t carry until the final product)? • Do you do most of your members’ work?
YOUR ROLE• You have to lead by example – If you are organized, responsible, collaborative, sympathetic, uplifted and caring, the members will look up to you and strive to do the same –• Be available for your members, both personally and professionally•• Be attentive to your member’s needs and their development - and help them (if you can’t, find someone who can)
SUMMARIZING... The team knows one another at the personal level - they know Personal and Personal and how to handle the different personalities, Professional Bonding Bonding they like one another, enjoy being together and therefore they feel motivated to work in the team. The team is aligned in terms of its purpose – they know what they Common Common envision, they identify emotionally with it, they believe in it, and Vision Vision therefore they feel motivated to achieve it. Team The team works in an open environment, where everyone knows Culture of Effective Effective Communicati Communicati what’s happening at all times, feels free to share the difficulties and ask for help and, therefore, feels motivated to work and learn Motivation on on with one another. Clear Roles Clear Roles The team has SMART goals, they know their own roles and and and Responsabilit Responsabilit contribution to achieve them, they know how to measure their ies ies success and, therefore, they feel motivated to achieve it.
2. Goal Setting & PlanningGoal Setting Operations AreasGoals have to be SMART Program MoS (number of GCDP, GIP, TMP and TLP) are already SMART if they have a proper timeline Supportive Areas COM – number of subscriptions, number of facebook likes... ER – number of revenue, number of people engaged in events...
When you do goal setting make sure:-Everyone is involved in the goal setting and understand the WHY of the goal;-- Break down the goals (per quarter; month; week) – it will help you to make abetter tracking-- Create milestones towards the final goal-- In the operations’ areas (ICX; OGX; TM) break down per RA-MA-RE
Planning What is it? How to do it? - Set of tasks that need to be - Make a timeline according to the HR allocation; done to achieve the goals put - Every member should do its own timeline! into a timeline Your role? - Ensure the needed synergies and cross- check timelines
3. TrackingWhy tracking?To indentify soon enough if we are on the right track to achieve the results and if not, tohave time to act upon that! Break down the goals inWhat you dont want: a timelineTo find out that you’re not achievingyour results 2 days before the deadline! Define success rates (for operations)How to conduct effective tracking?Results Tracking ≠ Tasks Tracking
Results Tracking - track the numerical goals you defined through the timeline - if goals are not being met, look at the plan to see which activities are running late - if no activities are running late and results are still not coming, the activities youdesigned to achieve the goals are not working. Change them – innovate! ≠Tasks Tracking 3 Quarterly priorities 1 Monthly priority 3 Weekly priorities Track results and tasks EVERY WEEK! – no exceptions! Now what? Act upon it! Create an alternative action plan!
4. CoachingWhat is it?It’s a teaching or training process in which an individual gets support while learning toachieve a specific personal or professional result or goal. Current State GAP Ideal State Causes Solutions
A - The coachee Share the key next challenge in yourExercise leadership that you find most difficult to address. B – The observer• Groups of 3 Note down key feedback for the coach• Allocate a letter to each person: and share your insights in the debrief– A: The Coachee stage.– B: The Observer– C: The Coach C – The coach Support Person A to find new ways to address their issue and commit to a powerful next action.
WRAPPING UP…1. Creating a team culture 3. Planning - ensuring motivation of members leads to - what activities are you going to run toresults achieve the goals? - how to ensure motivation? - timeline of all those activities - personal and professional bonding - common vision 5. Tracking - effective communication - making sure the plan is being properly - clear roles and responsibilities executed - results tracking and tasks tracking3. Goal setting - deciding what you want to achieve with 7. Coachingthe team - Supporting the members in - goals have to be SMART overcoming their own difficulties - and obstacles6. - Guiding the members through a self- reflection process