Team Tools And Techniques Pmi Pw May 2004 Ff No Notes


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Team Tools And Techniques Pmi Pw May 2004 Ff No Notes

  1. 1. Tools and Techniques for Building a High-Performing Team <ul><li>Lois Raats, M.Ed. </li></ul><ul><li>Debra Bannister, MBA, PMP </li></ul>© Meta Team Solutions, 2004 “ Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.&quot; -Margaret Mead
  2. 2. Learning Goals / Agenda <ul><li>Explore the three essential components of team development that create employee ENGAGEMENT – the 3R’s </li></ul><ul><li>Examine in depth the intrinsic human needs involved in each component </li></ul><ul><li>Explore concrete ways to facilitate engagement by meeting these intrinsic needs </li></ul>© Meta Team Solutions, 2004
  3. 3. Exercise: Icebreaker <ul><li>Describe the best project team you’ve ever been on. What team behaviours helped to make it the best? </li></ul><ul><li>Describe the worst project team you have ever been on. What team behaviours helped to make it the worst? </li></ul>© Meta Team Solutions, 2004
  4. 4. Gallup researched these questions: <ul><li>What do the most talented employees need from their workplaces? </li></ul><ul><li>How do the world’s great managers find, focus, and keep talented employees? </li></ul><ul><li>What are the core issues that distinguish a great workplace from all the rest? </li></ul><ul><li>Source: Marcus Buckingham, First Break All the Rules </li></ul>© Meta Team Solutions, 2004
  5. 5. Great workplaces have higher: <ul><li>PRODUCTIVITY </li></ul><ul><li>PROFITABILITY </li></ul><ul><li>RETENTION </li></ul><ul><li>CUSTOMER SATISFACTION </li></ul>© Meta Team Solutions, 2004
  6. 6. <ul><li>Strong workplaces have greater a </li></ul><ul><li>percentages of employees who are </li></ul><ul><li>fully ENGAGED in their work. </li></ul>© Meta Team Solutions, 2004
  7. 7. How does a project team leader manage a successful project? © Meta Team Solutions, 2004
  8. 8. How does a project team leader coach a successful project? PEOPLE © Meta Team Solutions, 2004
  9. 9. What is ENGAGEMENT? <ul><li>Employees who are engaged are: </li></ul><ul><li>PASSIONATE – they care about their work </li></ul><ul><li>COMPETENT – they do a lot well </li></ul><ul><li>LEADERS – they have a sense of ownership and accountability for their work </li></ul>© Meta Team Solutions, 2004
  10. 10. ENGAGEMENT <ul><li>Three categories of employees: </li></ul><ul><li>ENGAGED </li></ul><ul><li>NOT ENGAGED </li></ul><ul><li>ACTIVELY DISENGAGED </li></ul><ul><li>Source: First, Break All the Rules , Marcus Buckingham </li></ul>© Meta Team Solutions, 2004 26% 55% 19%
  11. 11. How to Kill Engagement <ul><li>BODY LANGUAGE </li></ul><ul><li>-Visual, auditory, kinaesthetic </li></ul><ul><li>WORDS </li></ul><ul><ul><li>-D iscount idea / contribution </li></ul></ul><ul><ul><li>-Discount the contributor – character assassination </li></ul></ul><ul><li>ATTITUDES </li></ul><ul><ul><li>-Would take too much energy </li></ul></ul><ul><ul><li>-O nly one way </li></ul></ul><ul><ul><li>-Tried before and failed </li></ul></ul><ul><ul><li>-Not the way we do things around here </li></ul></ul>© Meta Team Solutions, 2004
  12. 12. How to Kill Engagement cont’d <ul><li>PRACTICES </li></ul><ul><ul><li>-Non-meaningful feedback, or no feedback </li></ul></ul><ul><ul><li>-Inconsiderate of people’s outside lives </li></ul></ul><ul><ul><li>-No time for proper training </li></ul></ul><ul><ul><li>-Task-oriented, assuming people will adapt </li></ul></ul><ul><ul><li>-Communication unclear, indirect, or dishonest </li></ul></ul><ul><ul><li>-No time to know your people </li></ul></ul>© Meta Team Solutions, 2004
  13. 13. Manage vs. Coach © Meta Team Solutions, 2004 MANAGE (tasks) ● What, content ● PMBOK – I, P, C, C ● Driver / Thinker ● Tell, teach ● Delegate ● Task ● Lead by managing context, crises, results COACH (people) ● Who, process ● PMBOK - E ● Influencer / Supporter ● Ask, facilitate ● Collaborate ● People ● Lead by managing strengths, energy, opportunities
  14. 14. The 3R’s of PEOPLE MANAGEMENT 1. RELATE <ul><li>Intrinsic Needs: </li></ul><ul><li>“ Mom” factor </li></ul><ul><li>HEART </li></ul><ul><li>Basic Trust </li></ul><ul><li>Attachment </li></ul><ul><li>Mirroring </li></ul><ul><li>Affirmation </li></ul><ul><li>Belonging </li></ul>© Meta Team Solutions, 2004
  15. 15. Symptoms of a Lack of Relationship: <ul><li>Personal Symptoms </li></ul><ul><li>Anxiety, indifference, apathy, isolation, disappointment, disillusionment </li></ul><ul><li>Team Symptoms </li></ul><ul><li>Lack of trust, lack of respect, no personal effects visible, “silos”, cliques, apathy, lack of humour, low energy, high turnover, gossip, sabotage </li></ul>© Meta Team Solutions, 2004
  16. 16. Diagnosing RELATIONSHIP (Gallup Questions) <ul><li>Does my supervisor, or someone at work, seem to care about me as a person? </li></ul><ul><li>At work, do my opinions seem to count? </li></ul><ul><li>In the last seven days, have I received </li></ul><ul><li>recognition or praise for doing good work? </li></ul><ul><li>Do I have a good friend at work? </li></ul><ul><li>Source: Marcus Buckingham, First Break All the Rules </li></ul>© Meta Team Solutions, 2004
  17. 17. Team Activities and Exercises that Facilitate RELATIONSHIP <ul><li>Goals of exercises: </li></ul><ul><li>Develop trust </li></ul><ul><li>Generate energy </li></ul><ul><li>Foster passion </li></ul>© Meta Team Solutions, 2004
  18. 18. Exercises for building RELATIONSHIP: <ul><li>Ice-breakers </li></ul><ul><li>High-participation techniques </li></ul><ul><li>Hopes, Fears, and Norms </li></ul><ul><li>Obtaining Buy-In (pairs) </li></ul><ul><li>Other factors: eye contact, humour, physical space, size of interactive group </li></ul><ul><li>Coaching Conversations </li></ul>© Meta Team Solutions, 2004
  19. 19. Exercise: Obtaining Buy-in <ul><li>What are the two largest factors that prevent me from fully participating / engaging in my current project? </li></ul><ul><li>What supports and conditions need to be in place so that I will give this task or project my full attention? </li></ul>© Meta Team Solutions, 2004
  20. 20. 2. RESOLVE <ul><li>Intrinsic Needs: </li></ul><ul><li>“ Dad” factor </li></ul><ul><li>MIND </li></ul><ul><li>Clarity </li></ul><ul><li>Competence </li></ul><ul><li>Control </li></ul><ul><li>Mgt. of Boundaries / Expectations </li></ul>© Meta Team Solutions, 2004
  21. 21. Symptoms of a lack of RESOLUTION: <ul><li>Personal Symptoms: </li></ul><ul><li>Stress, anxiety, sense of failure or incompetence, long-term: low self-esteem </li></ul><ul><li>Team Symptoms: </li></ul><ul><li>Low morale, lack of trust, poor communication, confusion, duplication, anger/sarcasm, gossip, tribal warfare - individuals vying for same space </li></ul>© Meta Team Solutions, 2004
  22. 22. Diagnosing RESOLUTION (Gallup Questions) <ul><li>● Do I know what is expected of me at work? </li></ul><ul><li>Do I have the materials and equipment I need to do my work right? </li></ul><ul><li>At work, do I have the opportunity to do what I do best every day? </li></ul><ul><li>Are my co-workers committed to doing quality work? </li></ul><ul><li>Source: Marcus Buckingham, First Break All the Rules </li></ul>© Meta Team Solutions, 2004
  23. 23. Team Activities and Exercises that Facilitate RESOLUTION <ul><li>Goals of Exercises: </li></ul><ul><li>Reduce anxiety and stress </li></ul><ul><li>Minimize conflict </li></ul><ul><li>Clarify roles and responsibilities </li></ul><ul><li>Increase competence and morale </li></ul><ul><li>Increase likelihood of project success </li></ul>© Meta Team Solutions, 2004
  24. 24. Exercises for RESOLVING <ul><li>Name the problem </li></ul><ul><li>Generate a common vision </li></ul><ul><li>Define mission and objectives </li></ul><ul><li>Plan roles and responsibilities </li></ul><ul><li>Coaching Conversations </li></ul>© Meta Team Solutions, 2004
  25. 25. Facilitating Consensus for Resolution <ul><li>Straw votes </li></ul><ul><li>Modify and reframe </li></ul><ul><li>Crea te combinations </li></ul><ul><li>Air reservations </li></ul><ul><li>Reassess and re-evaluat e </li></ul><ul><li>Tak e a break </li></ul><ul><li>T rial runs </li></ul><ul><li>  </li></ul>© Meta Team Solutions, 2004
  26. 26. 3. RESPOND <ul><li>Intrinsic Needs : </li></ul><ul><li>“ Community” factor </li></ul><ul><li>SOUL </li></ul><ul><li>Transcendence </li></ul><ul><li>Bigger picture, longer-term view of work </li></ul><ul><li>Leadership </li></ul><ul><li>Accountability </li></ul><ul><li>Personal investment </li></ul><ul><li>Legacy </li></ul>© Meta Team Solutions, 2004
  27. 27. Diagnosing RESPONSE ability (Gallup Questions) <ul><li>Does the mission/purpose of my company make me feel my job is important? </li></ul><ul><li>Is there someone at work who encourages my development? </li></ul><ul><li>In the last six months, has someone at work talked to me about my progress? </li></ul><ul><li>This last year, have I had opportunities at work to learn and grow? </li></ul><ul><li>Source: Marcus Buckingham First Break All the Rules </li></ul>© Meta Team Solutions, 2004
  28. 28. Outcomes of RESPONSE ability <ul><li>Job gets done </li></ul><ul><li>People motivated to work </li></ul><ul><li>People care about each other </li></ul><ul><li>Take personal responsibility for team success </li></ul><ul><li>Contribute positively </li></ul><ul><li>Determined to persist and succeed </li></ul>© Meta Team Solutions, 2004 RESPONSEability = Passion + Competence
  29. 29. Team Activities and Exercises to Facilitate RESPONSE ability <ul><li>1. Rules of Engagement </li></ul><ul><li>If there was only one “rule of engagement” on your team, what would it be? Why? </li></ul><ul><li>2. Coaching Conversations: Individual </li></ul><ul><li>-Identify individual strengths </li></ul><ul><li>-Identify gaps and set goals for learning </li></ul><ul><li>-Identify and plan for career development </li></ul><ul><li>opportunities </li></ul>© Meta Team Solutions, 2004
  30. 30. Coaching for RESPONSE ability <ul><li>Coaching Conversations </li></ul><ul><li>… 3 Roles for a Team Coach </li></ul><ul><li>1. Facilitate [facilitate = to make easy; to free from difficulty or impediment] </li></ul><ul><li>-trust and respect </li></ul><ul><li>-information-sharing </li></ul><ul><li>-shared accountability and responsibility </li></ul><ul><li>- sense of community </li></ul><ul><li>-leveraging of individual differences </li></ul>© Meta Team Solutions, 2004
  31. 31. Coaching for RESPONSE ability cont’d <ul><li>2. Teach </li></ul><ul><li>-understanding of the business </li></ul><ul><li>-goal-setting and self-organization </li></ul><ul><li>-conflict resolution </li></ul><ul><li>3. Lead </li></ul><ul><li>-model d esired b ehaviors – walk the talk </li></ul><ul><li>-model open and honest communication </li></ul>© Meta Team Solutions, 2004
  32. 32. Summary © Meta Team Solutions, 2004