Teams that make the difference October 2011

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Half day open interactive workshop held in Windsor.

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Teams that make the difference October 2011

  1. 1. Teams that make the difference<br />by Toronto Training and HR <br />October 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br />5-7 Benefits of teamworking<br />8-16 Effective teamworking<br />17-18 Securing the team’s intelligence<br />19-22 Individual behavioural preferences<br />21-22 Physical or mental disability<br />23-24 Ways to motivate the team<br />25-28 Team development<br />27-28 Marital and family status<br />29-30 Reinvigorating the team<br />31-32 Making a good team great<br />33-34 Dysfunctional teams <br />35-41 Virtual teams<br />42-45 Tips for teambuilding<br />46-47 Drill<br />48-49 Case study<br />50-51 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Benefits of teamworking<br />
  8. 8. Page 6<br />Benefits of teamworking 1 of 2<br />Productivity, as teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high quality<br />Efficiency, as time is saved if activities, formerly performed sequentially by individuals, can be performed concurrently by people working in teams<br />Learning, as teams enable organizations to<br />learn (and retain learning) more effectively<br />Innovation, as the cross-fertilization of ideas among members can aid creativity<br />
  9. 9. Page 7<br />Benefits of teamworking 2 of 2<br />Information, as teams can integrate and link<br />information in ways that individuals cannot<br />Safety, as co-ordination and communication in teams reduces the occurrence and impact of errors<br />Employee well-being and satisfaction, as<br />social support of teams promotes wellbeing,<br />increased job satisfaction and commitment, and lower stress in the organization<br />
  10. 10. Page 8<br />Effective teamworking<br />
  11. 11. Page 9<br />Effective teamworking 1 of 8<br />BARRIERS TO EFFECTIVE TEAMWORKING<br />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<br />important<br />
  12. 12. Page 10<br />Effective teamworking2 of 8<br />BARRIERS TO EFFECTIVE TEAMWORKING<br />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<br />
  13. 13. Page 11<br />Effective teamworking3 of 8<br />PRINCIPLES FOR TEAM PROCESSES<br />Both teams and individuals should have<br />intrinsically interesting and challenging<br />tasks to perform.<br />Individuals should feel they are important to<br />the fate of the team, a state which can be<br />achieved by the team members exploring<br />and clarifying jointly each other’s roles.<br />
  14. 14. Page 12<br />Effective teamworking4 of 8<br />PRINCIPLES FOR TEAM PROCESSES<br />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.<br />Decision-making processes should be managed, a state which may include setting rules to ensure that all members contribute and participate.<br />
  15. 15. Page 13<br />Effective teamworking5 of 8<br />PRINCIPLES FOR TEAM PROCESSES<br />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<br />environment.<br />
  16. 16. Page 14<br />Effective teamworking6 of 8<br />PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT<br />A clear organizational vision that informs<br />the processes by which team goals are<br />determined and teams relate to each other.<br />An organizational culture which is supportive of teamworking and not based on competitive individualism.<br />
  17. 17. Page 15<br />Effective teamworking7 of 8<br />PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT<br />Training for teamwork that is aimed at improving interpersonal skills (e.g. in communication, problem solving, group dynamics and perspective taking) and<br />facilitating self-management (e.g. in task<br />co-ordination and goal setting).<br />Managers and leaders should be trained in how to facilitate teamworking and delegate responsibility and autonomy to the team.<br />
  18. 18. Page 16<br />Effective teamworking8 of 8<br />PRINCIPLES FOR THE ORGANIZATIONAL CONTEXT<br />Feedback that provides regular, clear and accurate information on the team’s functioning and performance over time.<br />Organizational rewards should be orientated<br />towards teamworking or at least include an<br />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).<br />
  19. 19. Page 17<br />Securing the team’s intelligence<br />
  20. 20. Page 18<br />Securing the team’s intelligence<br />Start with desired results<br />Let someone else take responsibility <br />Design parameters<br />Define the problem, not the solution<br />Turn over decisions to the people with the data<br />Invent rules of play<br />Ask for initiative<br />Look to the periphery<br />Agree on accountability<br />Be clear on the consequences<br />
  21. 21. Page 19<br />Individual behavioural preferences<br />
  22. 22. Page 20<br />Individual behavioural preferences 1 of 3<br />Extroversion – Introversion<br />how we prefer to give/receive energy or focus our<br />attention<br />Sensing – Intuition<br />how we prefer to gather information<br />Thinking <br />feeling how we prefer to make decisions<br />Judging – Perceiving<br />how we prefer to handle the outer world<br />
  23. 23. Page 21<br />Individual behavioural preferences 2 of 3<br />The Extrovertprefers action and the outer world<br />The Introvertprefers ideas and the inner world<br />Sensing-Thinkingtypes are interested in facts, analysing them impersonally and using a step-by-step process to reach a conclusion<br />The Sensing-Feelingtypes are also interested in facts, but analyse them personally and are concerned about how things matter to themselves and others<br />Intuition-Thinkingtypes are interested in patterns and possibilities, making decisions based on impersonal, logical analysis<br />
  24. 24. Page 22<br />Individual behavioural preferences 3 of 3<br />Intuition-Feelingtypes are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individuals<br />Judgingtypes are seen by others as preferring to live in an orderly, planned fashion and liking to<br />regulate and control<br />Perceiving types are seen by others as being flexible, spontaneous, and showing a willingness to<br />understand and adapt readily<br />
  25. 25. Page 23<br />Ways to motivate the team<br />
  26. 26. Page 24<br />Ways to motivate the team<br />Let people choose<br />Make it a pleasant place to work<br />Allow staff to work flexibly<br />Consider an internal awards scheme<br />Show an interest<br />Avoid cash incentives<br />Create clear goals...<br />...and track progress<br />Lead from the front<br />Say thank you<br />
  27. 27. Page 25<br />Team development<br />
  28. 28. Page 26<br />Team development 1 of 3<br />Forming<br />Storming<br />Norming<br />Performing<br />
  29. 29. Page 27<br />Team development 2 of 3<br />TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE<br />Clear objectives and agreed performance goals<br />Openness and confrontation<br />Support and trust<br />Co-operation and conflict<br />Good decision making<br />Appropriate leadership<br />Review of the team process<br />
  30. 30. Page 28<br />Team development 3 of 3<br />TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGE<br />Sound inter-group relationships<br />Individual development opportunities<br />
  31. 31. Page 29<br />Reinvigorating the team<br />
  32. 32. Page 30<br />Reinvigorating the team<br />Listen to them<br />Be honest and transparent<br />Tell good-news stories<br />Engage staff in decision-making<br />Set ambitious targets but make sure they're achievable<br />Give rewards for a job well done and hold poor performers to account<br />Take the team to the bar<br />Think glass half-full<br />
  33. 33. Page 31<br />Making a good team great<br />
  34. 34. Page 32<br />Making a good team great<br />Make time for team members to appreciate each other’s skills<br />Surface and manage emotional issues that can help or hinder the team’s progress<br />Celebrate success<br />
  35. 35. Page 33<br />Dysfunctional teams<br />
  36. 36. Page 34<br />Dysfunctional teams <br />DIAGNOSING AND FIXING<br />Trust<br />Cohesiveness-conflict and commitment<br />Accountability<br />Clearly defined purpose<br />Pulling it all together<br />
  37. 37. Page 35<br />Virtual teams<br />
  38. 38. Page 36<br />Virtual teams 1 of 6<br />BENEFITS FOR THE ORGANIZATION<br />Ability to locate, recruit, and retain top-notch<br />employees anywhere in the world<br />Access to global and cross-cultural viewpoints<br />Ability to build a global presence with a geographically distributed workforce<br />A more horizontal organizational structure with a geographically distributed workforce<br />
  39. 39. Page 37<br />Virtual teams 2 of 6<br />BENEFITS FOR THE ORGANIZATION<br />Significant cost savings in travel, lodging, relocation, office space, equipment and parking<br />A 24-hour global workday instead of the traditional 8 hours<br />A continuing shift from a production to a service/knowledge workplace<br />Greater flexibility for a stronger competitive<br />advantage<br />
  40. 40. Page 38<br />Virtual teams 3 of 6<br />BENEFITS FOR THE EMPLOYEE<br />Less commuting time<br />Lower commuting costs<br />Ability to work from home<br />Flexible scheduling<br />Enhanced productivity and motivation<br />
  41. 41. Page 39<br />Virtual teams 4 of 6<br />DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS<br />Finding quality technology everyone can work with<br />Difficulty in creating foundation expectations<br />Differences in time zones creating different working days<br />Managing the team’s performance<br />Sensitivity to interpersonal communication<br />and cultural differences<br />
  42. 42. Page 40<br />Virtual teams 5 of 6<br />DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMS<br />Communication misunderstanding due to language and cultural borders<br />Lack of human contact and body language cues<br />Finding ways to support team spirit and productivity<br />Accountability among team members<br />
  43. 43. Page 41<br />Virtual teams 6 of 6<br />BUILDING STRONG VIRTUAL TEAMS<br />Develop ways to support team spirit, trust, productivity, and communication<br />Create a team agreement that guides members’ interactions<br />Develop a set of formal or informal behaviouralnorms<br />Develop strategies for coping with geographical<br />and cultural differences<br />Establish a skills inventory that allows members to allocate resources to compensate for each others’ weaknesses<br />
  44. 44. Page 42<br />Tips for teambuilding<br />
  45. 45. Page 43<br />Tips for teambuilding 1 of 3<br />Form teams to solve real work issues and to improve real work processes<br />Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes<br />Build fun and shared occasions into the organization’s agenda<br />Use ice breakers and teamwork exercises at meetings<br />Celebrate team successes publicly<br />
  46. 46. Page 44<br />Tips for teambuilding 2 of 3<br />TWELVE Cs<br />Clear expectations<br />Context<br />Commitment<br />Competence<br />Charter<br />Control<br />Collaboration<br />Communication<br />
  47. 47. Page 45<br />Tips for teambuilding 3 of 3<br />TWELVE Cs<br />Creativity<br />Consequences<br />Co-ordination<br />Cultural change<br />
  48. 48. Page 46<br />Drill<br />
  49. 49. Page 47<br />Drill<br />
  50. 50. Page 48<br />Case study<br />
  51. 51. Page 49<br />Case study<br />
  52. 52. Page 50<br />Conclusion & Questions<br />
  53. 53. Page 51<br />Conclusion<br />Summary<br />Questions<br />

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