Teams that make the difference October 2011

Teams that make the difference by Toronto Training and HR October 2011

3-4 Introduction to Toronto Training and HR 5-7 Benefits of teamworking 8-16 Effective teamworking 17-18 Securing the team’s intelligence 19-22 Individual behavioural preferences 21-22 Physical or mental disability 23-24 Ways to motivate the team 25-28 Team development 27-28 Marital and family status 29-30 Reinvigorating the team 31-32 Making a good team great 33-34 Dysfunctional teams 35-41 Virtual teams 42-45 Tips for teambuilding 46-47 Drill 48-49 Case study 50-51 Conclusion and questions Contents Page 2

Introduction to Toronto Training and HR Toronto Training and HRis 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: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Benefits of teamworking 1 of 2 Productivity, as teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high quality Efficiency, as time is saved if activities, formerly performed sequentially by individuals, can be performed concurrently by people working in teams Learning, as teams enable organizations to learn (and retain learning) more effectively Innovation, as the cross-fertilization of ideas among members can aid creativity

Benefits of teamworking 2 of 2 Information, as teams can integrate and link information in ways that individuals cannot Safety, as co-ordination and communication in teams reduces the occurrence and impact of errors Employee well-being and satisfaction, as social support of teams promotes wellbeing, increased job satisfaction and commitment, and lower stress in the organization

Effective teamworking 1 of 8 BARRIERS TO EFFECTIVE TEAMWORKING Social loafing, whereby people make less effort or ‘free ride’ precisely because they are working in a team. Under teamworking, an individual’s work is less identifiable, and the efforts of others can be perceived as enough to achieve the desired outcome, making their own contribution seem less important

Effective teamworking2 of 8 BARRIERS TO EFFECTIVE TEAMWORKING Domination, as this may mean that those with dominant personalities or perceived superior status exert excessive influence over decision-making, with other members feeling pressure to conform and deferring to authority, even when a decision is incorrect or sub-optimal

Effective teamworking3 of 8 PRINCIPLES FOR TEAM PROCESSES Both teams and individuals should have intrinsically interesting and challenging tasks to perform. Individuals should feel they are important to the fate of the team, a state which can be achieved by the team members exploring and clarifying jointly each other’s roles.

Effective teamworking4 of 8 PRINCIPLES FOR TEAM PROCESSES Individual contributions should be indispensable, unique and evaluated against a standard that will help to make contributions visible and through providing a benchmark for monitoring performance over time will increase organizational learning. Decision-making processes should be managed, a state which may include setting rules to ensure that all members contribute and participate.

Effective teamworking5 of 8 PRINCIPLES FOR TEAM PROCESSES Teams should have goals with in-built performance feedback that monitors outcomes and processes over time. These goals must be clear and realizable; valued, shared and negotiated by members; and reviewed and modified in the light of changes in the organization or its environment.

Effective teamworking6 of 8 PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT A clear organizational vision that informs the processes by which team goals are determined and teams relate to each other. An organizational culture which is supportive of teamworking and not based on competitive individualism.

Effective teamworking7 of 8 PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT Training for teamwork that is aimed at improving interpersonal skills (e.g. in communication, problem solving, group dynamics and perspective taking) and facilitating self-management (e.g. in task co-ordination and goal setting). Managers and leaders should be trained in how to facilitate teamworking and delegate responsibility and autonomy to the team.

Effective teamworking8 of 8 PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT Feedback that provides regular, clear and accurate information on the team’s functioning and performance over time. Organizational rewards should be orientated towards teamworking or at least include an element that is the encouragement of supportive rather than competitive relations through liaison and communication devices (e.g. through cross team membership, methods for conflict resolution).

Securing the team’s intelligence

Securing the team’s intelligence Start with desired results Let someone else take responsibility Design parameters Define the problem, not the solution Turn over decisions to the people with the data Invent rules of play Ask for initiative Look to the periphery Agree on accountability Be clear on the consequences

Individual behavioural preferences

Individual behavioural preferences 1 of 3 Extroversion – Introversion how we prefer to give/receive energy or focus our attention Sensing – Intuition how we prefer to gather information Thinking feeling how we prefer to make decisions Judging – Perceiving how we prefer to handle the outer world

Individual behavioural preferences 2 of 3 The Extrovertprefers action and the outer world The Introvertprefers ideas and the inner world Sensing-Thinkingtypes are interested in facts, analysing them impersonally and using a step-by-step process to reach a conclusion The Sensing-Feelingtypes are also interested in facts, but analyse them personally and are concerned about how things matter to themselves and others Intuition-Thinkingtypes are interested in patterns and possibilities, making decisions based on impersonal, logical analysis

Individual behavioural preferences 3 of 3 Intuition-Feelingtypes are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individuals Judgingtypes are seen by others as preferring to live in an orderly, planned fashion and liking to regulate and control Perceiving types are seen by others as being flexible, spontaneous, and showing a willingness to understand and adapt readily

Ways to motivate the team

Ways to motivate the team Let people choose Make it a pleasant place to work Allow staff to work flexibly Consider an internal awards scheme Show an interest Avoid cash incentives Create clear goals... ...and track progress Lead from the front Say thank you

Team development 1 of 3 Forming Storming Norming Performing

Team development 2 of 3 TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE Clear objectives and agreed performance goals Openness and confrontation Support and trust Co-operation and conflict Good decision making Appropriate leadership Review of the team process

Team development 3 of 3 TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE Sound inter-group relationships Individual development opportunities

Reinvigorating the team

Reinvigorating the team Listen to them Be honest and transparent Tell good-news stories Engage staff in decision-making Set ambitious targets but make sure they're achievable Give rewards for a job well done and hold poor performers to account Take the team to the bar Think glass half-full

Making a good team great

Making a good team great Make time for team members to appreciate each other’s skills Surface and manage emotional issues that can help or hinder the team’s progress Celebrate success

Dysfunctional teams DIAGNOSING AND FIXING Trust Cohesiveness-conflict and commitment Accountability Clearly defined purpose Pulling it all together

Virtual teams 1 of 6 BENEFITS FOR THE ORGANIZATION Ability to locate, recruit, and retain top-notch employees anywhere in the world Access to global and cross-cultural viewpoints Ability to build a global presence with a geographically distributed workforce A more horizontal organizational structure with a geographically distributed workforce

Virtual teams 2 of 6 BENEFITS FOR THE ORGANIZATION Significant cost savings in travel, lodging, relocation, office space, equipment and parking A 24-hour global workday instead of the traditional 8 hours A continuing shift from a production to a service/knowledge workplace Greater flexibility for a stronger competitive advantage

Virtual teams 3 of 6 BENEFITS FOR THE EMPLOYEE Less commuting time Lower commuting costs Ability to work from home Flexible scheduling Enhanced productivity and motivation

Virtual teams 4 of 6 DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS Finding quality technology everyone can work with Difficulty in creating foundation expectations Differences in time zones creating different working days Managing the team’s performance Sensitivity to interpersonal communication and cultural differences

Virtual teams 5 of 6 DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS Communication misunderstanding due to language and cultural borders Lack of human contact and body language cues Finding ways to support team spirit and productivity Accountability among team members

Virtual teams 6 of 6 BUILDING STRONG VIRTUAL TEAMS Develop ways to support team spirit, trust, productivity, and communication Create a team agreement that guides members’ interactions Develop a set of formal or informal behaviouralnorms Develop strategies for coping with geographical and cultural differences Establish a skills inventory that allows members to allocate resources to compensate for each others’ weaknesses

Tips for teambuilding 1 of 3 Form teams to solve real work issues and to improve real work processes Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes Build fun and shared occasions into the organization’s agenda Use ice breakers and teamwork exercises at meetings Celebrate team successes publicly

Tips for teambuilding 2 of 3 TWELVE Cs Clear expectations Context Commitment Competence Charter Control Collaboration Communication

Tips for teambuilding 3 of 3 TWELVE Cs Creativity Consequences Co-ordination Cultural change

Teams that make the difference October 2011

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