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Teams January 2013
The document provides an overview of teams and teamwork. It discusses definitions of teams, different types of teams, key features of effective teams, behaviors that help or hinder teamwork, roles that individuals play on teams, factors that influence team motivation, coaching teams, dimensions of cultural differences, virtual teams, and how to review and improve team effectiveness. The document contains information to help understand teams and optimize team performance.
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Teams January 2013
- 1. Making teams workfor 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 TorontoTraining 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 types1 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 types2 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 types3 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 types4 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 types5 of 5 • Lower-level managerial teams • Upper-level managerial teams • Top management teams • Conceptual teams • Behavioural teams Page 14
- 15. Key features ofeffective teams Page 15
- 16. Key features ofeffective 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 andteam knowledge-use behaviours Page 19
- 20. Team processes andteam 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 peopleplay Page 21
- 22. Roles which peopleplay 1 of 2 • Skills developed • Positive, active roles • Positive, maintenance roles • Negative roles Page 22
- 23. Roles which peopleplay 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 andpositivity 1 of 3
- 34. Team productivity andpositivity 2 of 3 PRODUCTIVITY STRENGTHS • Proactive • Goals and strategies • Leadership • Accountability • Alignment • Decision making • Resources Page 34
- 35. Team productivity andpositivity 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 teamcompetencies • 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 of2 • Identity-based subgroups • Resource-based subgroups • Knowledge-based subgroups Page 43
- 44. Subgroups 2 of2 FAULTLINES • Separation-based • Disparity-based • Variety-based Page 44
- 45.
- 46. Teaming • Definition • New mindset • Hardware and software Page 46
- 47. A process forteambuilding Page 47
- 48. A process forteambuilding 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 forteambuilding 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 teambuilding 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 andknowledge 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 andknowledge resources 2 of 3 • Outcomes are better when team members are aware of the knowledge others hold Page 54
- 55. Team performance andknowledge 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 influencemotivation • Equity/fairness • Achievement • Camaraderie Page 57
- 58. Team coaching Page 58
- 59. Team coaching 1of 5 STEP ONE • Identify the team • Why team coaching? • Why now? Page 59
- 60. Team coaching 2of 5 STEP TWO • Deploy the online assessment • Prepare for team session Page 60
- 61. Team coaching 3of 5 STEP THREE • Conduct workshop to reveal results and train the team • Establish action plans Page 61
- 62. Team coaching 4of 5 STEP FOUR • Schedule of ongoing team coaching sessions Page 62
- 63. Team coaching 5of 5 STEP FIVE • Deploy follow-up assessment Page 63
- 64. Dimensions of cultural differences Page 64
- 65. Dimensions of culturaldifferences • Power/distance • Individualism • Masculinity • Uncertainty/avoidance • Long-term orientation Page 65
- 66. Team effectiveness Page 66
- 67. Team effectiveness 1of 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 2of 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 3of 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 4of 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 1of 3 • Definition • Types of virtual teams • Geographical challenges • Technological challenges • Communication • Benefits • Telecommuting • Effectiveness • Best practice Page 72
- 73. Virtual teams 2of 3 TRUST • Building trust • Factors that impede trust • Understanding others Page 73
- 74. Virtual teams 3of 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 of3 • Important skills and habits • Teamwork quotes Page 76
- 77. Teamwork 2 of3 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 of3 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 team1 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 team2 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 isthe team running? Page 86
- 87. How well isthe team running? 1 of 2 • Commitment • Creativity • Constituency • Challenge • Contribution • Communication • Celebration Page 87
- 88. How well isthe 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 poorleadership • 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 teamthat is broken Page 93
- 94. Fixing a teamthat 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.