Team Build Training compressed for web
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The Participant Leadership Capacity Building Programme, kicked off with a Team Building Session, with Team-Building games and an overview to put all future training into context.
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Team Build Training compressed for web
- 1. CWP Leadership 1
- 2. 2
- 3. 3
- 4. Projector Recorder 4
- 5. 5
- 6. Mere attention changes things. The “Big Mess” can be dealt with in bite-sized chunks. Time is set aside to work on and not only in. 6
- 7. 7
- 8. Not just a Feel-Good Exercise Team Aligned to purpose Also a Feel-Good Exercise 8
- 9. 9
- 10. Dealing with Disagreement The Relationship between Co-Operation and Competition in the Workplace. The Organisational Development Cycle 10
- 11. Agree - Commit Disagree - Commit Disagree Commit Agree 11
- 12. Those who Out-Compete are those who Out-Co-operate the rest. 12
- 13. Innovate Innovation Quantify Orchestrate Orchestration Quantification 13
- 14. Experimentation ◦ Free expression, but clarity is missing. ◦ Results in tension. ◦ From inception to now Prototyping ◦ Best experiments become the Standard. ◦ Results in Clarity. ◦ Where we are now. Bug Fixing ◦ Prototypes are refined but not re-invented. ◦ “Work-Arounds” incorporated or eliminated. ◦ Where we will be for the next 12 months. 14
- 15. Outcome Goals ◦ Defined towards the purpose of the department ◦ Progress is measured and shared ◦ Indicators are tracked Performance Goals ◦ Defined towards the purpose of the person’s role ◦ Progress is measured and shared ◦ Indicators are tracked Process Goals ◦ Defined for the person from Performance Goals. Outputs ◦ Defined for other departments towards the person’s Performance Goal. Inputs ◦ Indicators are tracked 15
- 16. Resources are allocated ◦ Based on Quantified Goals. ◦ Through standardised processes. Re-work is eliminated ◦ Towards the achievement of Goals ◦ Through maintaining Minimum Standards ◦ Through simplifying what is required by each person Activities are integrated ◦ So that Process Goals lead to over- all Outcome Goals. ◦ Through scheduling activities (Beginnings and Ends) 16
- 17. The Landscape The Battle-Plan The Outcome 17
- 18. CWP has been a huge Success. All eyes are on us with pressure to grow. For new sites: Slow is not an option. 18
- 19. All eyes are now on this Programme, so: Municipal involvement has - and will - increase. Direct CoGTA involvement has – and will – increase. Time is of the Essence! 19
- 20. From CoGTA’s, National point of view: Reporting from national sites are ◦ Erratic ◦ Hard to compare ◦ Unfocused Activities could better match their own core- focus: Service Delivery. 20
- 21. 21
- 22. The Innovation ◦ Village Approach The Quantification ◦ Design systems, procedures and standards from the village up. ◦ Build capacity from the top down. The Orchestration ◦ Align site activities around standardised best practice. ◦ Culminate in manuals with checklists for every output. 22
- 23. Click here to see the Village Approach Slides
- 24. 24
- 25. Fast Scaling-up of the Programme People know: ◦ What they need to do ◦ How to do it ◦ What their outputs must look like Funders know: ◦ What is happening ◦ Where ◦ How 25
- 26. 26
- 27. 27
- 28. 28
- 29. 29
- 30. Bulk SMS Picasa MS Excel Zoho Suite MS Project Mindmanager Dropbox 30
- 31. Bulk SMS Picasa MS Excel Zoho Suite MS Project Mindmana ger Dropbox 31
- 32. 32
- 33. 33
- 34. 34
- 35. Site Facilitator Assistant Site Facilitator Admin Clerk Storeman Supervisor Team Leader 35
- 36. 36
Editor's Notes
- The Lighting Story - Industrial lighting improves performance whether increased or decreased.Questions:Why do you think Workshops like these can have a lasting effect on how the sites perform?Brain has limits. Frontal CortexMultitaskingQueingTherefore Bite-Sized chunks. – Just listing tasks and sub-tasks clears the brain to do more effective work.Advancement of a system requires working ON it and not just IN it.Efficiency vs Effectiveness
- Team Building for it’s own sake is just another name for a Holiday.All the Team Building in the world will achieve nothing if the org’s Systems, Procedures and Standards are mis-aligned.Investing some time in Building Team Spirit is like going for a jog in the morning. It can contribute to health, but not if you drink a bottle of jack daniels straight after as a reward.The purpose of effective teams is to achieve one or several common goals.Small digression on Team GoalsOutcome GoalsPerformance GoalsProcess GoalsWe do want to have fun together and get to know each other as humans.
- What you measure improves Eg Get in shape, lost focus when stopped measuring.Take care to measure the right thingsEg. Goal not always to lose weight, but rather to look good.Waist measurement better than Weight on scale.
- What you measure improves Eg Get in shape, lost focus when stopped measuring.Take care to measure the right thingsEg. Goal not always to lose weight, but rather to look good.Wais measurement better than Weight on scale.
- What you measure improves Eg Get in shape, lost focus when stopped measuring.Take care to measure the right thingsEg. Goal not always to lose weight, but rather to look good.Wais measurement better than Weight on scale.
- What you measure improves Eg Get in shape, lost focus when stopped measuring.Take care to measure the right thingsEg. Goal not always to lose weight, but rather to look good.Wais measurement better than Weight on scale.
- The LandscapeCWP is growing. More Participants, more sites, more detailed data required from each site. CWP is changing. Higher standards, Higher profile, Greater direct CoGTA involvement. A Local implementing agent needs to be in a position to grow in numbers and sites at a fast rate. Every site needs to be brought up to the standard of mature sites at a fast rate (prefereably immediately) Municipal involvement must be there from the outset. Reference Groups must be formed at the outset. Mature sites need to catch up with the Norms and standards that new sites have in their inception. Every site is unique, with its own unique challenges.Growing, fast rate, standards.
- Playing “The Game”Why call it a game? Healthy distance.Help the funder Win.Work with municipality.Politicians might not contribute much, but can make problems so:Keep polititicians busy with politics.Defence Lawyer story: Don’t attack the man with the white hat.Share the glory
- One system. Each person must know what their job is and how it is to be carried out. The systems must be so clear that the process of implementing a site is as automatic as possible. The need for decision making is minimised at the site-level, as decision-making takes time or leads to error. Standardisation is the key to speed of quality delivery. Orchestration is the key to fitting all parts together into a seamless whole.It is not enough to just hand someone a manual and tell them to get down to it. We need to ensure that each person is well-trained to carry out their duties in an effective manner. Our existing, mature sites have “grown up” in a more organic manner – and in many respects grown in different directions based upon decisions that the site leadership needed to make. A focus on diagnosis and diagnosis-based Prescription training admits that we’ve so far been “winging it” with each site acting as a laboratory for what does and does not work. By rolling out a comprehensive training programme with our existing sites we are preparing ourselves to quantify what works and to create manuals that can then be used for all new sites and new Roleplayers.
- The OutcomeA system that can churn out successful CWP sites, like McDonalds franchises and burgers.People know what they need to do, how to do it, and have the tools and skills they need to do it properly.Because so many descisions are made in advance, cycles from inception, to procurement, to impact can occur much quicker.
- The LandscapeCWP is growing. More Participants, more sites, more detailed data required from each site. CWP is changing. Higher standards, Higher profile, Greater direct CoGTA involvement. A Local implementing agent needs to be in a position to grow in numbers and sites at a fast rate. Every site needs to be brought up to the standard of mature sites at a fast rate (prefereably immediately) Municipal involvement must be there from the outset. Reference Groups must be formed at the outset. Mature sites need to catch up with the Norms and standards that new sites have in their inception. Every site is unique, with its own unique challenges.Growing, fast rate, standards.
- The LandscapeCWP is growing. More Participants, more sites, more detailed data required from each site. CWP is changing. Higher standards, Higher profile, Greater direct CoGTA involvement. A Local implementing agent needs to be in a position to grow in numbers and sites at a fast rate. Every site needs to be brought up to the standard of mature sites at a fast rate (prefereably immediately) Municipal involvement must be there from the outset. Reference Groups must be formed at the outset. Mature sites need to catch up with the Norms and standards that new sites have in their inception. Every site is unique, with its own unique challenges.Growing, fast rate, standards.
- Site Facilitator Toolpack WorkshopSite Facilitators from all existing sites attend.Five Trainees in total.
- Site Facilitator Toolpack WorkshopSite Facilitators from all existing sites attend.Five Trainees in total.
- Creating an effective Site OfficeConducted on-site with the office team.
- Manuals ProducedDraft Manuals are now being produced for each role. These manuals will be fine-tuned based on the results of the above training programme.New roleplayers will therefore have a clear manual from day one within the programme.