Making teams work within your organization June 2012


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Making teams work within your organization June 2012

  1. 1. Making teams work within your organization by Toronto Training and HR June 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-11 12-15 Different team types Different team roles 16-18 Effective and ineffective teams 19-20 Team culture 21-22 Succeeding at team-building 23-24 Project teams 25-26 Re-invigorating the team 27-28 Using metaphors with teams 29-35 Teams with generational differences 36-37 Conflict 38-39 Candour and interacting more directly 40-42 Shifting the operating model 43-44 Types of groups 45-46 Modes of subgroups 47-48 Skills and habits of teamwork 49-51 Thinking smart 52-53 Drill 54-57 Case studies 58-59 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. DefinitionTeamworkTeamsWhat a team is not… Page 6
  7. 7. Different team types Page 7
  8. 8. Different team types 1 of 4Advice/involvement groupsProduction/service teamsAction/negotiation teamsProject/development teamsProject teamsTraditional work teamsParallel teamsManagement teamsProject teams, ad hoc project teams and on-goingproject teams Page 8
  9. 9. Different team types 2 of 4Decision-making teamsMixed teamsProduction teams, ad hoc production teams andon-going production teamsAd hoc teamsIntact teamsShort-term teams and long-term teamsHierarchical decision-making teamsJudge-adviser systemsStudent teams Page 9
  10. 10. Different team types 3 of 4Professional teamsNew product development teamsX-teamsExtreme action teamsCrewsMulti-team systemsSelf-managing teamsAutonomous work teamsConceptual teamsBehavioural teams Page 10
  11. 11. Different team types 4 of 4Small teams and large teamsCross-functional teams, cross-functional projectteams and cross-functional product teamsLower-level and upper-level managerial teamsTop management teams Page 11
  12. 12. Different team roles Page 12
  13. 13. Different team roles 1 of 3PlantResource investigatorCo-ordinatorShaperMonitor evaluatorTeam workerImplementerCompleter finisherSpecialist Page 13
  14. 14. Different team roles 2 of 3POSITIVEInitiatorInformation giverInformation seekerSummarizerSocial supporterHarmonizerTension relieverCompromiserGatekeeper Page 14
  15. 15. Different team roles 3 of 3NEGATIVENon-participantAttackerDominatorClown Page 15
  16. 16. Effective and ineffective teams Page 16
  17. 17. Effective and ineffective teams 1 of 2KEY FEATURES OF EFFECTIVE TEAMSIndividualsDynamicLeadershipStructureBoundary managementImage Page 17
  18. 18. Effective and ineffective teams 2 of 2Behaviours leading to successful teamworkCharacteristics of ineffective teamsBehaviours inhibiting teamwork Page 18
  19. 19. Team culture Page 19
  20. 20. Team cultureWhat makes a good team leader?Empowering your teamBoosting your teamSponsor risk-taking in your teamLeaders facilitate learningLeaders give directionLeaders inspire vision, purpose and motivation Page 20
  21. 21. Succeeding atteam-building Page 21
  22. 22. Succeeding at team-buildingDevelop employees in the right jobLook to your leadersAssess the teamCreate a culture of engagementGive teams what they needEstablish conditions for success Page 22
  23. 23. Project teams Page 23
  24. 24. Project teamsFOUR CHARACTER TYPESAnalytical typesAmiable typesExpressive typesDriver typesSTEP ONESTEP TWOSTEP THREESTEP FOUR Page 24
  25. 25. Reinvigorating the team Page 25
  26. 26. Reinvigorating the teamListen to themBe honest and transparentTell good news storiesEngage employees in decision-makingSet ambitious targets……but make sure they are achievableGive rewards for a job well done……and hold bad performers to accountTake the team to a local barThink glass half-full Page 26
  27. 27. Using metaphors with teams Page 27
  28. 28. Using metaphors with teamsChoose the right metaphorMake sure the metaphor fits the cultureKnow the limits of the metaphorWork the metaphor in different ways:Identify key valuesDescribe the everyday emotional climateAssess how well the metaphor fits the team’s purposeIdentify leadership skills implied by the metaphorGo to your team Page 28
  29. 29. Teams with generational differences Page 29
  30. 30. Teams with generational differences 1 of 6DODesign in a degree of creative tension – frictionmaketh the pearlTake an experimental approach to the use ofdynamic duos in relation to such areas as socialinnovation and sustainabilityLaunch pilot projects to promote greaterinteraction and joint working between thegenerations Page 30
  31. 31. Teams with generational differences 2 of 6DOEnsure the right combination of top-down andbottom-up dynamicsConsider matchmaking processes driven byyounger people, rather than – as is more typical –by their seniorsBuild in candid feedback processesMonitor progress, pooling experience on how toidentify and overcome barriers Page 31
  32. 32. Teams with generational differences 3 of 6DOConsider creating an internal website or Facebooksite to link those interested in social innovationand sustainability and promote sharing, testingand refining of their ideasBe patient: true social innovations take time toevolve and embed Page 32
  33. 33. Teams with generational differences 4 of 6DON’TDon’t delayDon’t overlook the huge potential for dynamicduos and similar partnerships to ensure thepersistence of the best of your corporate culture –and evolve it for new market conditionsDon’t forget personal chemistry – the bestdynamic duos survive/thrive because the partnerscreate the human equivalent of hybrid vigour Page 33
  34. 34. Teams with generational differences 5 of 6DON’TDon’t focus solely on the internal agenda – builddynamic duos that bridge with externalorganizations and agendasDon’t view such initiatives as corporatecitizenship – explore the possibility of using themto investigate and map out future marketopportunities Page 34
  35. 35. Teams with generational differences 6 of 6DON’TDon’t forget that even the best dynamic duos willhave a shelf-lifeDon’t obsess with duos when trios, quartets orseptets may be the way to go Page 35
  36. 36. Conflict Page 36
  37. 37. ConflictCommon causesFacts, myths, unknowns and valuesResources, barriers and covert agendasDecision making outside meetingsGroup members not taking ownership of the groupprocessLack of clarity regarding decisionsPolitics and history of working togetherRules, regulations and bureaucraciesIf not your group, then who? Page 37
  38. 38. Candour and interacting more directly Page 38
  39. 39. Candour and interacting more directlyBreak meetings into smaller groupsDesignate a “Yoda”Teach caring criticism Page 39
  40. 40. Shifting the operating model Page 40
  41. 41. Shifting the operating model 1 of 2GOOD PLACES TO STARTRather than focusing on improving the seniorgroup’s interactions as a whole, design a group ofsmaller, more focused subgroups, drawing inothers from around the company as neededInvest in the quality of links between top teammembers and the rest of the company Page 41
  42. 42. Shifting the operating model 2 of 2GOOD PLACES TO STARTRecognize that conflicts among top executivesare often driven or exacerbated by broadertensions in the network, and deal with them at theconstituent level first Page 42
  43. 43. Types of groups Page 43
  44. 44. Types of groupsFormalInformalTemporaryPermanent Page 44
  45. 45. Modes of subgroups Page 45
  46. 46. Modes of subgroupsDiscussion groupsSingle-leader unitsReal teams Page 46
  47. 47. Skills and habits of teamwork Page 47
  48. 48. Skills and habits of teamworkWorking cooperativelyContributing to groups withideas, suggestions, and effortCommunication (both giving and receiving)Sense of responsibilityHealthy respect for differentopinions, customs, and individual preferencesAbility to participate in group decision-making Page 48
  49. 49. Thinking smart Page 49
  50. 50. Thinking smart 1 of 2TAPPING INTO THE TEAM’S INTELLIGENCEStart with desired resultsLet someone else take responsibilityDesign parametersDefine the problem, not the solutionTurn over decisions to the people with the dataInvent rules of playAsk for initiativeLook to the periphery Page 50
  51. 51. Thinking smart 2 of 2TAPPING INTO THE TEAM’S INTELLIGENCEAgree on accountabilityBe clear on the consequences Page 51
  52. 52. Drill Page 52
  53. 53. DrillPage 53
  54. 54. Case study A Page 54
  55. 55. Case study A Page 55
  56. 56. Case study B Page 56
  57. 57. Case study B Page 57
  58. 58. Conclusion and questions Page 58
  59. 59. Conclusion and questionsSummaryVideosQuestions Page 59