One day open training event held in Toronto, Canada.

1. Making teams work for you in 2013
by Toronto Training and HR
January 2013

2. CONTENTS
3-4 Introduction to Toronto Training and HR 52-55 Team performance and knowledge
5-6 Definition resources
7-8 Types of teams 56-57 Factors that influence motivation
9-14 Different types of teams 58-63 Team coaching
15-16 Key features of effective teams 64-65 Dimensions of cultural differences
17-18 Behaviours 66-70 Team effectiveness
19-20 Team processes and team 71-74 Virtual teams
knowledge-use behaviours 75-78 Teamwork
21-23 Roles which people play 79-80 Drill A
24-25 Team development 81-83 Reviewing your team
26-27 Enabling top-notch performance 84-85 Productive conflict
28-29 Team management wheel 86-88 How well is the team running?
30-31 Leadership lessons 89-90 Dysfunctional teams
32-35 Team productivity and positivity 91-92 Teams with poor leadership
36-37 Outcomes of team competencies 93-94 Fixing a team that is broken
38-39 Underlying constructs 95-96 Reshuffling teams
40-41 Network content 97-98 Drill B
42-44 Subgroups 99-100 Conclusion and questions
45-46 Teaming
47-49 A process for teambuilding
50-51 Organizing a team building event
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is 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:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definition
Page 5

6. Definition
• What is a team?
• Benefits
Page 6

7. Types of teams
Page 7

8. Types of teams
• Formal
• Informal
• Permanent
• Temporary
Page 8

9. Different team types
Page 9

10. Different team types 1 of 5
• Advice/involvement groups
• Production/service teams
• Action/negotiation teams
• Project/development teams
• Project teams
• Traditional work teams
• Parallel teams
• Management teams
• Project teams
• Production teams
Page 10

11. Different team types 2 of 5
• Decision-making teams
• Mixed teams
• Ad hoc project teams
• Ongoing project teams
• Ad hoc production teams
• Ongoing production teams
• Ad hoc teams
• Intact teams
• Short-term teams
• Long-term teams
Page 11

12. Different team types 3 of 5
• Professional teams
• Student teams
• Cross-functional teams
• Cross-functional project teams
• Cross-functional product teams
• New product development
teams
• X-teams
• Extreme action teams
Page 12

13. Different team types 4 of 5
• Crews
• Multi-team systems
• Small teams
• Large teams
• Hierarchical decision-making
teams
• Judge-adviser systems
• Self-managing teams
• Autonomous work teams
Page 13

14. Different team types 5 of 5
• Lower-level managerial teams
• Upper-level managerial teams
• Top management teams
• Conceptual teams
• Behavioural teams
Page 14

15. Key features of effective
teams
Page 15

16. Key features of effective teams
• Individuals
• Dynamics
• Leadership
• Structure
• Boundary management
• Image
Page 16

17. Behaviours
Page 17

18. Behaviours
• Behaviours leading to
successful teamwork
• Behaviours inhibiting teamwork
Page 18

19. Team processes and team
knowledge-use behaviours
Page 19

20. Team processes and team
knowledge-use behaviours
• Heightened drive for consensus
• Increased propensity to focus
on common knowledge
• Switch in priorities from
learning towards project
completion
• Emphasized conformity to each
member’s position in the
team’s hierarchy
Page 20

21. Roles which people play
Page 21

22. Roles which people play 1 of 2
• Skills developed
• Positive, active roles
• Positive, maintenance roles
• Negative roles
Page 22

23. Roles which people play 2 of 2
BELBIN
• Plant
• Resource-investigator
• Co-ordinator
• Shaper
• Monitor-evaluator
• Team worker
• Implementer
• Completer
• Specialist
Page 23

24. Team development
Page 24

25. Team development
• Forming
• Storming
• Norming
• Performing
Page 25

26. Enabling top-notch
performance
Page 26

27. Enabling top-notch performance
• Team inclusion
• Team identity
• Team communication
• Team context
• Team recognition
• Team purpose
• Team governance
• Team execution
Page 27

28. Team management wheel
Page 28

29. Team management wheel
• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting
• Maintaining
Page 29

30. Leadership lessons
Page 30

31. Leadership lessons
• Total commitment
• Empathy
• Adversity management
• Mutual respect for teammates
• We thinking
• Ownership of project
• Relinquish ego
• Kinetic leadership
Page 31

32. Team productivity and
positivity
Page 32

33. Team productivity and positivity
1 of 3

34. Team productivity and positivity
2 of 3
PRODUCTIVITY STRENGTHS
• Proactive
• Goals and strategies
• Leadership
• Accountability
• Alignment
• Decision making
• Resources
Page 34

35. Team productivity and positivity
3 of 3
POSITIVITY STRENGTHS
• Trust
• Optimism
• Constructive interaction
• Communication
• Camaraderie
• Values diversity
• Respect
Page 35

36. Outcomes of team
competencies
Page 36

37. Outcomes of team competencies
• Knowledge
• Attitudes
• Performance
Page 37

38. Underlying constructs
Page 38

39. Underlying constructs
• Skill differentiation
• Authority differentiation
• Temporal stability
Page 39

40. Network content
Page 40

41. Network content
• Instrumental ties
• Expressive ties
Page 41

42. Subgroups
Page 42

43. Subgroups 1 of 2
• Identity-based subgroups
• Resource-based subgroups
• Knowledge-based subgroups
Page 43

44. Subgroups 2 of 2
FAULTLINES
• Separation-based
• Disparity-based
• Variety-based
Page 44

45. Teaming
Page 45

46. Teaming
• Definition
• New mindset
• Hardware and software
Page 46

47. A process for teambuilding
Page 47

48. A process for teambuilding 1 of 2
• Get the right people on board
the bus
• Control the message
• Adopt the language of
teamwork
• Share the vision
• Model teamwork
Page 48

49. A process for teambuilding 2 of 2
• Provide cross-training where
appropriate
• Set team goals
• Evaluate individual
performance from a team
perspective
• Celebrate team success
Page 49

50. Organizing a team
building event
Page 50

51. Organizing a team building event
• Identify three potential
suppliers or internal sources of
support
• Ensure you provide the
supplier with a clear brief
• Ensure you gain team member
feedback
• Ensure you analyze the results
and provide feedback
• Provide follow up
Page 51

52. Team performance and
knowledge resources
Page 52

53. Team performance and knowledge
resources 1 of 3
• Team performance and
decision quality improve when
members possess the right
type and level of task
knowledge
Page 53

54. Team performance and knowledge
resources 2 of 3
• Outcomes are better when
team members are aware of
the knowledge others hold
Page 54

55. Team performance and knowledge
resources 3 of 3
• Distribution of knowledge
resources within teams affects
their ability to share and pool
information from different
members
Page 55

56. Factors that influence
motivation
Page 56

57. Factors that influence motivation
• Equity/fairness
• Achievement
• Camaraderie
Page 57

58. Team coaching
Page 58

59. Team coaching 1 of 5
STEP ONE
• Identify the team
• Why team coaching?
• Why now?
Page 59

60. Team coaching 2 of 5
STEP TWO
• Deploy the online assessment
• Prepare for team session
Page 60

61. Team coaching 3 of 5
STEP THREE
• Conduct workshop to reveal
results and train the team
• Establish action plans
Page 61

62. Team coaching 4 of 5
STEP FOUR
• Schedule of ongoing team
coaching sessions
Page 62

63. Team coaching 5 of 5
STEP FIVE
• Deploy follow-up assessment
Page 63

64. Dimensions of cultural
differences
Page 64

65. Dimensions of cultural differences
• Power/distance
• Individualism
• Masculinity
• Uncertainty/avoidance
• Long-term orientation
Page 65

66. Team effectiveness
Page 66

67. Team effectiveness 1 of 4
• Start by creating alignment
around the purpose of the
team
• Align from the outside in by
focusing the team on its core
priorities-the real reasons it
exists
Page 67

68. Team effectiveness 2 of 4
• Using the list of key
contributions, the team should
come up with a mandate; this
should be a concise statement
explaining what the team
exists to do
Page 68

69. Team effectiveness 3 of 4
• Once a team has its
mandate, create a list of
imperatives
• Use the team’s mandate and
imperatives to define the rules
of engagement
Page 69

70. Team effectiveness 4 of 4
ALIGNMENT FIRST
• Rules of engagement shift
• Personality assessments
change
• Difficult conversations become
less personal and more
focused
• Talking business all along
results in behaviour in team
meetings remaining healthy
Page 70

71. Virtual teams
Page 71

72. Virtual teams 1 of 3
• Definition
• Types of virtual teams
• Geographical challenges
• Technological challenges
• Communication
• Benefits
• Telecommuting
• Effectiveness
• Best practice
Page 72

73. Virtual teams 2 of 3
TRUST
• Building trust
• Factors that impede trust
• Understanding others
Page 73

74. Virtual teams 3 of 3
• Social dynamics
• Decision-making
• Characteristics of those who
work best in virtual teams
• US v Canada
• Engaging the virtual workforce
• Managing change
Page 74

75. Teamwork
Page 75

76. Teamwork 1 of 3
• Important skills and habits
• Teamwork quotes
Page 76

77. Teamwork 2 of 3
STUMBLING BLOCKS
• Conflict
• Facts, myths, unknowns and
values
• Resources and barriers
• Covert agendas
• Decision-making outside of
meetings
• Group members not taking
ownership of the group
process
Page 77

78. Teamwork 3 of 3
STUMBLING BLOCKS
• Lack of clarity regarding
decisions
• Politics and history of working
together
• Rules, regulations and
bureaucracies
• If not your group, then who?
Page 78

79. Drill A
Page 79

80. Drill A
Page 80

81. Reviewing your team
Page 81

82. Reviewing your team 1 of 2
• Clear purpose and focus on
long term achievement
• Clearly aligned team roles
Shared leadership and
accountability
• Clear open lines of
communication
• Team behaviours focused on
results
• Utilization and respect of team
members’ talents
Page 82

83. Reviewing your team 2 of 2
• Implicit trust between team
members
• Conflict is effectively managed
• Regular evaluation of the
team’s output and
effectiveness
• Shared recognition of team’s
success
• Quickly adapts to change
• Representation of the team
• Acquire focused support
• Clear, cohesive team identity

84. Productive conflict
Page 84

85. Productive conflict
• Start with a positive
assumption
• Add your full value
• Amplify other voices
• Know when to say no
• Embrace productive conflict
Page 85

86. How well is the team
running?
Page 86

87. How well is the team running?
1 of 2
• Commitment
• Creativity
• Constituency
• Challenge
• Contribution
• Communication
• Celebration
Page 87

88. How well is the team running?
2 of 2
HEAR THEM OUT
• Challenge team members to
push the limits, be creative and
communicate the expectation
that all must contribute
• Champion and support their
ideas and recommendations
• Explain any barriers and
encourage the team to rethink
the idea with new information
if necessary
Page 88

89. Dysfunctional teams
Page 89

90. Dysfunctional teams
• Crisis Junkie
• Bobbleheads
• Bleeding Back
• Spectator
• Royal Rumble
Page 90

91. Teams with poor
leadership
Page 91

92. Teams with poor leadership
• Employees don’t know the
team’s chief objective
• Too few members end up
doing too much of the work
• There is no accountability
• Nobody can make a decision
Page 92

93. Fixing a team that is
broken
Page 93

94. Fixing a team that is broken
• Make meetings better
• Map your value add
• Decide how you’ll decide
• Make ideas better
• Build all types of trust
• Improve your communication
connection
Page 94

95. Reshuffling teams
Page 95

96. Reshuffling teams
• Why do it?
• Feedback
• Team audit
• Development
• Square pegs
• Transparency
• Team players
• Looking forward
Page 96

97. Drill B
Page 97

98. Drill B
Page 98

99. Conclusion and questions
Page 99

100. Conclusion and questions
Summary
Videos
Questions
Page 100