Teams January 2013

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One day open training event held in Toronto, Canada.

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Teams January 2013

  1. 1. Making teams work for you in 2013 by Toronto Training and HR January 2013
  2. 2. CONTENTS3-4 Introduction to Toronto Training and HR 52-55 Team performance and knowledge5-6 Definition resources7-8 Types of teams 56-57 Factors that influence motivation9-14 Different types of teams 58-63 Team coaching15-16 Key features of effective teams 64-65 Dimensions of cultural differences17-18 Behaviours 66-70 Team effectiveness19-20 Team processes and team 71-74 Virtual teams knowledge-use behaviours 75-78 Teamwork21-23 Roles which people play 79-80 Drill A24-25 Team development 81-83 Reviewing your team26-27 Enabling top-notch performance 84-85 Productive conflict28-29 Team management wheel 86-88 How well is the team running?30-31 Leadership lessons 89-90 Dysfunctional teams32-35 Team productivity and positivity 91-92 Teams with poor leadership36-37 Outcomes of team competencies 93-94 Fixing a team that is broken38-39 Underlying constructs 95-96 Reshuffling teams40-41 Network content 97-98 Drill B42-44 Subgroups 99-100 Conclusion and questions45-46 Teaming47-49 A process for teambuilding50-51 Organizing a team building event Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. Definition • What is a team? • Benefits Page 6
  7. 7. Types of teams Page 7
  8. 8. Types of teams • Formal • Informal • Permanent • Temporary Page 8
  9. 9. Different team types Page 9
  10. 10. Different team types 1 of 5 • Advice/involvement groups • Production/service teams • Action/negotiation teams • Project/development teams • Project teams • Traditional work teams • Parallel teams • Management teams • Project teams • Production teams Page 10
  11. 11. Different team types 2 of 5 • Decision-making teams • Mixed teams • Ad hoc project teams • Ongoing project teams • Ad hoc production teams • Ongoing production teams • Ad hoc teams • Intact teams • Short-term teams • Long-term teams Page 11
  12. 12. Different team types 3 of 5 • Professional teams • Student teams • Cross-functional teams • Cross-functional project teams • Cross-functional product teams • New product development teams • X-teams • Extreme action teams Page 12
  13. 13. Different team types 4 of 5 • Crews • Multi-team systems • Small teams • Large teams • Hierarchical decision-making teams • Judge-adviser systems • Self-managing teams • Autonomous work teams Page 13
  14. 14. Different team types 5 of 5 • Lower-level managerial teams • Upper-level managerial teams • Top management teams • Conceptual teams • Behavioural teams Page 14
  15. 15. Key features of effective teams Page 15
  16. 16. Key features of effective teams • Individuals • Dynamics • Leadership • Structure • Boundary management • Image Page 16
  17. 17. Behaviours Page 17
  18. 18. Behaviours • Behaviours leading to successful teamwork • Behaviours inhibiting teamwork Page 18
  19. 19. Team processes and teamknowledge-use behaviours Page 19
  20. 20. Team processes and teamknowledge-use behaviours • Heightened drive for consensus • Increased propensity to focus on common knowledge • Switch in priorities from learning towards project completion • Emphasized conformity to each member’s position in the team’s hierarchy Page 20
  21. 21. Roles which people play Page 21
  22. 22. Roles which people play 1 of 2 • Skills developed • Positive, active roles • Positive, maintenance roles • Negative roles Page 22
  23. 23. Roles which people play 2 of 2 BELBIN • Plant • Resource-investigator • Co-ordinator • Shaper • Monitor-evaluator • Team worker • Implementer • Completer • Specialist Page 23
  24. 24. Team development Page 24
  25. 25. Team development • Forming • Storming • Norming • Performing Page 25
  26. 26. Enabling top-notch performance Page 26
  27. 27. Enabling top-notch performance • Team inclusion • Team identity • Team communication • Team context • Team recognition • Team purpose • Team governance • Team execution Page 27
  28. 28. Team management wheel Page 28
  29. 29. Team management wheel • Advising • Innovating • Promoting • Developing • Organizing • Producing • Inspecting • Maintaining Page 29
  30. 30. Leadership lessons Page 30
  31. 31. Leadership lessons • Total commitment • Empathy • Adversity management • Mutual respect for teammates • We thinking • Ownership of project • Relinquish ego • Kinetic leadership Page 31
  32. 32. Team productivity and positivity Page 32
  33. 33. Team productivity and positivity 1 of 3
  34. 34. Team productivity and positivity 2 of 3 PRODUCTIVITY STRENGTHS • Proactive • Goals and strategies • Leadership • Accountability • Alignment • Decision making • Resources Page 34
  35. 35. Team productivity and positivity 3 of 3 POSITIVITY STRENGTHS • Trust • Optimism • Constructive interaction • Communication • Camaraderie • Values diversity • Respect Page 35
  36. 36. Outcomes of team competencies Page 36
  37. 37. Outcomes of team competencies • Knowledge • Attitudes • Performance Page 37
  38. 38. Underlying constructs Page 38
  39. 39. Underlying constructs • Skill differentiation • Authority differentiation • Temporal stability Page 39
  40. 40. Network content Page 40
  41. 41. Network content • Instrumental ties • Expressive ties Page 41
  42. 42. Subgroups Page 42
  43. 43. Subgroups 1 of 2 • Identity-based subgroups • Resource-based subgroups • Knowledge-based subgroups Page 43
  44. 44. Subgroups 2 of 2 FAULTLINES • Separation-based • Disparity-based • Variety-based Page 44
  45. 45. Teaming Page 45
  46. 46. Teaming • Definition • New mindset • Hardware and software Page 46
  47. 47. A process for teambuilding Page 47
  48. 48. A process for teambuilding 1 of 2 • Get the right people on board the bus • Control the message • Adopt the language of teamwork • Share the vision • Model teamwork Page 48
  49. 49. A process for teambuilding 2 of 2 • Provide cross-training where appropriate • Set team goals • Evaluate individual performance from a team perspective • Celebrate team success Page 49
  50. 50. Organizing a team building event Page 50
  51. 51. Organizing a team building event • Identify three potential suppliers or internal sources of support • Ensure you provide the supplier with a clear brief • Ensure you gain team member feedback • Ensure you analyze the results and provide feedback • Provide follow up Page 51
  52. 52. Team performance and knowledge resources Page 52
  53. 53. Team performance and knowledge resources 1 of 3 • Team performance and decision quality improve when members possess the right type and level of task knowledge Page 53
  54. 54. Team performance and knowledge resources 2 of 3 • Outcomes are better when team members are aware of the knowledge others hold Page 54
  55. 55. Team performance and knowledge resources 3 of 3 • Distribution of knowledge resources within teams affects their ability to share and pool information from different members Page 55
  56. 56. Factors that influence motivation Page 56
  57. 57. Factors that influence motivation • Equity/fairness • Achievement • Camaraderie Page 57
  58. 58. Team coaching Page 58
  59. 59. Team coaching 1 of 5 STEP ONE • Identify the team • Why team coaching? • Why now? Page 59
  60. 60. Team coaching 2 of 5 STEP TWO • Deploy the online assessment • Prepare for team session Page 60
  61. 61. Team coaching 3 of 5 STEP THREE • Conduct workshop to reveal results and train the team • Establish action plans Page 61
  62. 62. Team coaching 4 of 5 STEP FOUR • Schedule of ongoing team coaching sessions Page 62
  63. 63. Team coaching 5 of 5 STEP FIVE • Deploy follow-up assessment Page 63
  64. 64. Dimensions of cultural differences Page 64
  65. 65. Dimensions of cultural differences • Power/distance • Individualism • Masculinity • Uncertainty/avoidance • Long-term orientation Page 65
  66. 66. Team effectiveness Page 66
  67. 67. Team effectiveness 1 of 4 • Start by creating alignment around the purpose of the team • Align from the outside in by focusing the team on its core priorities-the real reasons it exists Page 67
  68. 68. Team effectiveness 2 of 4 • Using the list of key contributions, the team should come up with a mandate; this should be a concise statement explaining what the team exists to do Page 68
  69. 69. Team effectiveness 3 of 4 • Once a team has its mandate, create a list of imperatives • Use the team’s mandate and imperatives to define the rules of engagement Page 69
  70. 70. Team effectiveness 4 of 4 ALIGNMENT FIRST • Rules of engagement shift • Personality assessments change • Difficult conversations become less personal and more focused • Talking business all along results in behaviour in team meetings remaining healthy Page 70
  71. 71. Virtual teams Page 71
  72. 72. Virtual teams 1 of 3 • Definition • Types of virtual teams • Geographical challenges • Technological challenges • Communication • Benefits • Telecommuting • Effectiveness • Best practice Page 72
  73. 73. Virtual teams 2 of 3 TRUST • Building trust • Factors that impede trust • Understanding others Page 73
  74. 74. Virtual teams 3 of 3 • Social dynamics • Decision-making • Characteristics of those who work best in virtual teams • US v Canada • Engaging the virtual workforce • Managing change Page 74
  75. 75. Teamwork Page 75
  76. 76. Teamwork 1 of 3 • Important skills and habits • Teamwork quotes Page 76
  77. 77. Teamwork 2 of 3 STUMBLING BLOCKS • Conflict • Facts, myths, unknowns and values • Resources and barriers • Covert agendas • Decision-making outside of meetings • Group members not taking ownership of the group process Page 77
  78. 78. Teamwork 3 of 3 STUMBLING BLOCKS • Lack of clarity regarding decisions • Politics and history of working together • Rules, regulations and bureaucracies • If not your group, then who? Page 78
  79. 79. Drill A Page 79
  80. 80. Drill A Page 80
  81. 81. Reviewing your team Page 81
  82. 82. Reviewing your team 1 of 2 • Clear purpose and focus on long term achievement • Clearly aligned team roles Shared leadership and accountability • Clear open lines of communication • Team behaviours focused on results • Utilization and respect of team members’ talents Page 82
  83. 83. Reviewing your team 2 of 2 • Implicit trust between team members • Conflict is effectively managed • Regular evaluation of the team’s output and effectiveness • Shared recognition of team’s success • Quickly adapts to change • Representation of the team • Acquire focused support • Clear, cohesive team identity
  84. 84. Productive conflict Page 84
  85. 85. Productive conflict • Start with a positive assumption • Add your full value • Amplify other voices • Know when to say no • Embrace productive conflict Page 85
  86. 86. How well is the team running? Page 86
  87. 87. How well is the team running? 1 of 2 • Commitment • Creativity • Constituency • Challenge • Contribution • Communication • Celebration Page 87
  88. 88. How well is the team running? 2 of 2 HEAR THEM OUT • Challenge team members to push the limits, be creative and communicate the expectation that all must contribute • Champion and support their ideas and recommendations • Explain any barriers and encourage the team to rethink the idea with new information if necessary Page 88
  89. 89. Dysfunctional teams Page 89
  90. 90. Dysfunctional teams • Crisis Junkie • Bobbleheads • Bleeding Back • Spectator • Royal Rumble Page 90
  91. 91. Teams with poor leadership Page 91
  92. 92. Teams with poor leadership • Employees don’t know the team’s chief objective • Too few members end up doing too much of the work • There is no accountability • Nobody can make a decision Page 92
  93. 93. Fixing a team that is broken Page 93
  94. 94. Fixing a team that is broken • Make meetings better • Map your value add • Decide how you’ll decide • Make ideas better • Build all types of trust • Improve your communication connection Page 94
  95. 95. Reshuffling teams Page 95
  96. 96. Reshuffling teams • Why do it? • Feedback • Team audit • Development • Square pegs • Transparency • Team players • Looking forward Page 96
  97. 97. Drill B Page 97
  98. 98. Drill B Page 98
  99. 99. Conclusion and questions Page 99
  100. 100. Conclusion and questionsSummaryVideosQuestions Page 100

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