making teams work within your organization june 2012
TRANSCRIPT
Making teams work within your organization
by Toronto Training and HR
June 2012
Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-11 Different team types12-15 Different team roles16-18 Effective and ineffective teams19-20 Team culture21-22 Succeeding at team-building23-24 Project teams 25-26 Re-invigorating the team 27-28 Using metaphors with teams29-35 Teams with generational differences36-37 Conflict38-39 Candour and interacting more directly40-42 Shifting the operating model43-44 Types of groups45-46 Modes of subgroups47-48 Skills and habits of teamwork49-51 Thinking smart52-53 Drill54-57 Case studies58-59 Conclusion and questions
Page 3
Introduction
Page 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- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionTeamworkTeams
What a team is not…
Page 7
Different team types
Page 8
Different team types 1 of 4Advice/involvement groupsProduction/service teamsAction/negotiation teamsProject/development teamsProject teamsTraditional work teamsParallel teamsManagement teamsProject teams, ad hoc project teams and on-going project teams
Page 9
Different team types 2 of 4Decision-making teamsMixed teamsProduction teams, ad hoc production teams and on-going production teamsAd hoc teamsIntact teamsShort-term teams and long-term teamsHierarchical decision-making teamsJudge-adviser systemsStudent teams
Page 10
Different team types 3 of 4Professional teamsNew product development teamsX-teamsExtreme action teamsCrewsMulti-team systemsSelf-managing teamsAutonomous work teamsConceptual teamsBehavioural teams
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Different team types 4 of 4Small teams and large teamsCross-functional teams, cross-functional project teams and cross-functional product teamsLower-level and upper-level managerial teamsTop management teams
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Different team roles
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Different team roles 1 of 3PlantResource investigatorCo-ordinatorShaperMonitor evaluatorTeam workerImplementerCompleter finisherSpecialist
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Different team roles 2 of 3POSITIVEInitiatorInformation giverInformation seekerSummarizerSocial supporterHarmonizerTension relieverCompromiserGatekeeper
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Different team roles 3 of 3NEGATIVENon-participantAttackerDominatorClown
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Effective and ineffective teams
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Effective and ineffective teams 1 of 2
KEY FEATURES OF EFFECTIVE TEAMSIndividualsDynamicLeadershipStructureBoundary managementImage
Page 18
Effective and ineffective teams 2 of 2
Behaviours leading to successful teamworkCharacteristics of ineffective teams Behaviours inhibiting teamwork
Page 19
Team culture
Page 20
Team cultureWhat makes a good team leader?Empowering your teamBoosting your teamSponsor risk-taking in your teamLeaders facilitate learningLeaders give directionLeaders inspire vision, purpose and motivation
Page 21
Succeeding at team-building
Page 22
Succeeding at team-building
Develop employees in the right jobLook to your leadersAssess the teamCreate a culture of engagementGive teams what they needEstablish conditions for success
Page 23
Project teams
Page 24
Project teamsFOUR CHARACTER TYPESAnalytical typesAmiable typesExpressive typesDriver types
STEP ONESTEP TWOSTEP THREESTEP FOUR
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Reinvigorating the team
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Reinvigorating the teamListen to themBe honest and transparentTell good news storiesEngage employees in decision-makingSet ambitious targets……but make sure they are achievableGive rewards for a job well done……and hold bad performers to accountTake the team to a local barThink glass half-full
Page 27
Using metaphors with teams
Page 28
Using metaphors with teams
Choose the right metaphorMake sure the metaphor fits the cultureKnow the limits of the metaphorWork the metaphor in different ways:Identify key valuesDescribe the everyday emotional climateAssess how well the metaphor fits the team’s purposeIdentify leadership skills implied by the metaphorGo to your team
Page 29
Teams with generational differences
Page 30
Teams with generational differences 1 of 6
DODesign in a degree of creative tension – friction maketh the pearlTake an experimental approach to the use of dynamic duos in relation to such areas as social innovation and sustainabilityLaunch pilot projects to promote greater interaction and joint working between the generations
Page 31
Teams with generational differences 2 of 6
DOEnsure the right combination of top-down and bottom-up dynamicsConsider matchmaking processes driven by younger people, rather than – as is more typical – by their seniorsBuild in candid feedback processesMonitor progress, pooling experience on how to identify and overcome barriers
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Teams with generational differences 3 of 6
DOConsider creating an internal website or Facebook site to link those interested in social innovation and sustainability and promote sharing, testing and refining of their ideasBe patient: true social innovations take time to evolve and embed
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Teams with generational differences 4 of 6
DON’TDon’t delayDon’t overlook the huge potential for dynamic duos and similar partnerships to ensure the persistence of the best of your corporate culture – and evolve it for new market conditionsDon’t forget personal chemistry – the best dynamic duos survive/thrive because the partners create the human equivalent of hybrid vigour
Page 34
Teams with generational differences 5 of 6
DON’TDon’t focus solely on the internal agenda – build dynamic duos that bridge with external organizations and agendasDon’t view such initiatives as corporate citizenship – explore the possibility of using them to investigate and map out future market opportunities
Page 35
Teams with generational differences 6 of 6
DON’TDon’t forget that even the best dynamic duos will have a shelf-lifeDon’t obsess with duos when trios, quartets or septets may be the way to go
Page 36
Conflict
Page 37
ConflictCommon causesFacts, myths, unknowns and valuesResources, barriers and covert agendasDecision making outside meetingsGroup members not taking ownership of the group processLack of clarity regarding decisionsPolitics and history of working togetherRules, regulations and bureaucraciesIf not your group, then who?
Page 38
Candour and interacting more
directly
Page 39
Candour and interacting more directly
Break meetings into smaller groupsDesignate a “Yoda”Teach caring criticism
Page 40
Shifting the operating model
Page 41
Shifting the operating model
1 of 2GOOD PLACES TO STARTRather than focusing on improving the seniorgroup’s interactions as a whole, design a group of smaller, more focused subgroups, drawing in others from around the company as neededInvest in the quality of links between top teammembers and the rest of the company
Page 42
Shifting the operating model
2 of 2GOOD PLACES TO STARTRecognize that conflicts among top executivesare often driven or exacerbated by broader tensions in the network, and deal with them at the constituent level first
Page 43
Types of groups
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Types of groupsFormal InformalTemporaryPermanent
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Modes of subgroups
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Modes of subgroupsDiscussion groupsSingle-leader unitsReal teams
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Skills and habits of teamwork
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Skills and habits of teamwork
Working cooperativelyContributing to groups with ideas, suggestions, and effort Communication (both giving and receiving) Sense of responsibility Healthy respect for different opinions, customs, and individual preferences Ability to participate in group decision-making
Page 49
Thinking smart
Page 50
Thinking smart 1 of 2TAPPING INTO THE TEAM’S INTELLIGENCE Start with desired resultsLet someone else take responsibilityDesign parametersDefine the problem, not the solutionTurn over decisions to the people with the dataInvent rules of playAsk for initiativeLook to the periphery
Page 51
Thinking smart 2 of 2TAPPING INTO THE TEAM’S INTELLIGENCE Agree on accountabilityBe clear on the consequences
Page 52
Drill
Page 53
Drill
Page 54
Case study A
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Case study A
Page 56
Case study B
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Case study B
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Conclusion and questions
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Conclusion and questionsSummaryVideosQuestions