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Building a Productive Team One Person at a Time
The document outlines strategies for building a productive team through effective communication, relationship building, and leadership. It emphasizes the importance of frameworks like 'Talk, Listen, and Commit' (TLC) for addressing employee concerns and fostering an inclusive work environment. Additionally, it provides insights into team dynamics, successful team characteristics, and offers HR resources for managing various employee-related issues.
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Building a Productive Team One Person at a Time
- 1. Building a ProductiveTeam One Person at a Time GAMMA Gary Wheeler, SPHR, GPHR, CCP, CBP
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- 3. GoogleSearch • What comesup when you type in GAMMA? • The 3rd letter of the Greek Alphabet Trivia question • How many letters in the Greek Alphabet? • 24 • Can anyone recite the Greek Alphabet? 3
- 4. MedicalGroupManagementAssociation • Who wasthe founder of MGMA? • Harry J. Harwick • Where did he go to work? • MAYO Clinic • What year? • 1908 • When was the first MGMA conference? • 1926 • What year did GAMMA begin? • 1984 4
- 6. • Are youa manager or a leader on the job? • Manage to accomplish tasks • Lead to achieve goals • In your role, you have to do both • Leaders build teams Building Your Team
- 7. Objectives • Building aTeam Through • Communication • Relationships • Team Opportunities • What Does a Team Look Like? 7
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- 9. • Greet yourteam daily with enthusiasm • Conduct a 3-minute daily meeting • Meet face-to-face to ask questions (v. email) • Mix small talk in with your conversations • Hold weekly meetings with team • Hold monthly staff meetings with team Daily Communication
- 10. • Inform • Instruct •Inspect • Recognize 3-MinuteDaily Meeting
- 11. Employees respect leaderswho are respectful and honest • Address the situation the first time • Maintain and enhance self-esteem • Communicate openly and honestly • Speak from the heart • Listen and respond with empathy • Ask for help in solving the problem • Communicate, communicate, communicate Correcting Behavior
- 12. Employees respect leaderswho are fair and listen • Talk with and note the conversation • Talk with, write up, signed • Talk with, write up, signed • Talk with, write up, signed, one-day suspension • Talk with, write up, signed final warning • Talk with, write up, signed termination ProgressiveDiscipline
- 13. Correct behavior basedon individual and situation • Stay away from pre designed forms and templates • Handwritten documentation • Typed documentation • Does not have to be fancy • Correct within an appropriate time frame Discipline
- 14. Correct behavior basedon individual and situation • Don’t make it personal • Talk with individuals respectfully • Shake hands afterwards • Encourage the person and let them know you believe • Use the Columbo approach Discipline
- 15. Logistics and Approach •Choose the setting • Later (preferred) or immediate (illegal/safety) • Indirect (coaching preferred) or direct (tell) • Private (1 or 2) v. public (group) • What is the issue • Who is impacted • Customers/Patients • Doctors/Co-workers • Me • What is the best resolution 15 11
- 16. 4 C’s ofCommunication 16 Communicate Constructive Conflict Courage Commitment 11
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- 18. Talk, Listen andCommit • Leadership tool to build productive relationships 18 13
- 19. Communication • Talk, Listenand Commit • Employee talks • Manager listens • We commit to work together • Keys to Positive Communication • Maintain and enhance self-esteem • Listen and respond with empathy • Ask for help in solving the problem 19 13
- 20. Planning the Talk •Notify the employee in advance • Choose a private place free of distractions • Allow 15 to 30-minutes • Plan to take notes • Be prepared to follow up promptly after the talk
- 21. During the Talk •Greet your employee professionally • Set the person at ease with small talk • Review the purpose of the discussion • Ask permission to take notes • Ask open ended questions • Ask for help in solving problems • Let the employee know when you will follow up
- 22. Follow Up • Themost important part of the discussion is to follow up on issues, questions and concerns • Send a thank you note
- 23. Summary • Talk, Listenand Commit is a leadership tool • Brand the talk as talk, listen and commit or TLC • Conduct at least two TLC’s per year • The key is to listen • The most important element is to follow up • Your people should be able to come to you with any situation (performance, relationships) • Never get upset
- 24. Summary cont. • Askfor help in solving the challenge, problem, issue, question or concern • TLC can be used to proactively correct behavior • People work for their manager • Conduct informal TLC’s to build relationships • Relationships drive results/success • Our primary goal is to get our people to come to us • BUILD A TEAM ONE PERSON AT A TIME
- 25. • Know thenames of spouses and kids • Know staff hobbies, interests and accomplsihments • Know if employee is a public or private person • Understand what the motivation climate is for your employees Relationship Building
- 26. • Send abirthday card through the mail signed by the doctors and staff • Send holiday cards through mail and email • Desk side chats • 3 by 5 card thank you • Spontaneous thank you letter mailed to home • Coffee meeting • Gift certificate to Massage Envy • Starbucks Coffee gift card Relationship Ideas
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- 28. • Monthly birthdayand company anniversary celebrations • Favorite candy bar • Ice cream break • After work happy hour • Picnic • Backyard cookout • Bowling tournament • Baseball game • Other ideas Team Relationship Ideas
- 29. Objective • What Doesa Team Look Like? 29
- 30. Definition of ateam • A small number of people with complementary skills who are committed to a common purpose and who are working interdependently to achieve specific performance goals using an approach for which they hold themselves mutually accountable
- 31. Successfulteam Characteristics • Commitmentto a common goal • Clear roles and work assignments • Respect for each other • Full participation • Conflict management • Mutual accountability • Honest communication • Active listening • Appreciation for each other • Trustworthiness • Willingness to share
- 32. Stages of TeamPerformance • Forming • Storming • Norming • Performing • Adjourning
- 33. Forming • Team membersfeel uncertainty or confusion about team goals
- 34. Storming • Team membersmay clash with and confront each other on all aspects of the project • Team members begin to assess their commitment to the project and their attitude toward other team members • Team members begin to refine their pattern of interaction; some choose to withdraw • Morale may go from high to low
- 35. Norming • Team memberscooperate and collaborate with each other • The team begins to form a group identity; members appreciate each other and are committed to the project • Team members begin to open up to each other and freely exchange ideas and thoughts • Team members work toward mutually agreed upon goals • Team members interact according to what has been established and accepted by the team
- 36. Performing • Team structure,goals and responsibilities are firmly established • Team members work consistently to accomplish project tasks • Team maintains effectiveness, either by continuing to learn and develop or by maintaining a routine
- 37. SuccessfulTeams • Document andreview team guidelines • Update guidelines as needed • Outline individual expectations • Hold each other accountable • Open and honest communication • Respect others • Agree to disagree • Platinum rule: • Treat others as they would like to be treated
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- 39. •Your Virtual HRManager •$500 Per Year Annual Membership Program
- 40. • Unlimited phonecalls or emails to review employee issues, questions or concerns • Employee performance issues • HR compliance issues • Contractor v. employee • Exempt v. non-exempt • Recruiting and retention challenges • EEO & harassment complaints • Safety challenges Unlimited Calls or Emails
- 41. • Customized employeehandbook • HR Compliance Risk Audit • Resources to mitigate HR Risks • Customized employee application • Essential employment forms • I-9 Training • Reference Request form • New Employee Orientation Power Point Template OtherBenefits
- 42. • Hazardous CommunicationTraining Power Point • OSHA Forms (301, 300, 300A) Training • Online Sexual Harassment Training Video • Online Training on How to Communicate and Document Discipline • 8 Job descriptions • 8 Performance evaluations linked to business profitability • Monthly newsletter • Weekly video or best practices • Stay current on HR litigation OtherBenefits cont.
- 43. Gary Wheeler The VirtualHR Director, LLC 678-997-0017 gary@thevirtualhrdirector.com http://www.thevirtualhrdirector.com Thank You