making teams work within your organization september 2011

Making teams work for your organization

by Toronto Training and HR

September 2011

Contents

3-4 Introduction to Toronto Training and HR5-6 Definition7-8 What can be achieved by teamworking?9-10 Advantages of teamworking11-12 Quality training for teams13-14 Running improvement teams15-17 Roles within teams18-20 A model for teamwork21-29 Leading the team30-31 Dysfunctional teams 32-33 Empowering the workforce 34-36 Virtual teams37-38 Elements of collaboration39-40 Create a culture of teamwork41-42 Managing team conflict43-45 Challenges for the team46-48 Team alignment49-50 Drill51-52 Conclusion and questions

Introduction

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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionTeamwork

What can be achieved by teamworking?

What can be achieved by teamworking?

Responding to a specific change within a business, as a result of a merger or take-over or in response to new customer requirementsResponding to opportunities or risk as a result of change in the outside business environmentTo improve production, speed up workflow or improve customer focusTo improve employee morale and motivation and encourage flexibilityTo improve problem solving or creativity skills

Advantages of teamworking

Advantages of teamworkingA greater variety of complex issues can be tackled by pooling expertise and resourcesProblems are exposed to a greater diversity of knowledge, skill and experienceThe approach boosts morale and ownership through participative decision makingImprovement opportunities that cross departmental or functional boundaries can be more easily addressedThe recommendations are more likely to be implemented than if they come from an individual

Quality training for teams

Quality training for teams

Ensure training is part of the quality policyAllocate responsibilities for trainingDefine training objectivesEstablish a training organizationSpecify quality training needsPrepare training programs and materialsImplement and monitor trainingAssess the resultsReview the effectiveness of the training

Running improvement teams

Running improvement teams

Team selection and leadershipTeam objectivesTeam meetingsTeam assignmentsTeam dynamicsTeam results and reviews

Roles within teams

Roles within teams 1 of 2

Co-ordinatorShaperPlantMonitor-EvaluatorImplementerResource InvestigatorTeam WorkerFinisher

Roles within teams 2 of 2

IMPROVEMENTS THAT CAN TAKE PLACEUnderachievement demands a good co-ordinator or finisherConflict requires a team worker or strong co-ordinatorMediocre performance needs a resource investigator, innovator or shaperError prone teams need an evaluator

A model for teamwork

A model for teamwork 1 of 2

TeamTaskIndividual

A model for teamwork 2 of 2

PlanningInitiatingControllingSupportingInformingEvaluating

Leading the team

Leading the team 1 of 8

MANAGERIAL ROLE CHANGESReduction of some controlGreater use of “people skills”Understanding and usage of group dynamicsGreater use of facilitation skillsFamiliarity with cross-functional tasks and operationsVision developerHandling conflict and ambiguity


MANAGERIAL ROLE CHANGESBecoming a better listenerCommunicate to a greater degree the values and “shared” meanings of the organizationGenerating a consensus of opinion among team members

Leading the team 3 of 8INITIATIVES AS PART OF THE TEAMBUILDING PROCESSDevelop various “mind-joggers” that can be put on wall charts or on floor mats since many people look downwhen they walk. Concepts such as the following might be used:Focused excellenceEveryone is an internal supplierZero defectsWe are all dependent on each otherManage each impression as if it were your first and lastAttitude is everything

Leading the team 4 of 8INITIATIVES AS PART OF THE TEAMBUILDING PROCESSInitiate and update wall charts with pertinent information on such things as sales, labour costs, food costs, waste, promotional costs, etc.Put job-aid notes on the cash register to help out the employee who might not know what to say to a frustrated customer. All the employee has to do is “read the line.” This provides a certain degree of confidence.Develop and nurture an elite identity for your team.


INITIATIVES AS PART OF THE TEAMBUILDING PROCESSConstruct a Problem Avoidance List that can be placed where everyone can see it. Get the input of all team members as to what should go on thislist. You now have many eyes and ears spotting potential problems — such as wobbly chairs, burned-out lights, customers waiting, etc.

Leading the team 6 of 8INITIATIVES AS PART OF THE TEAMBUILDING PROCESSDevelop a “just-in-time” scheduling system. In the service business, you can never predict when someone will call in sick or whatever. On a busy day or night, this can be disastrous. So pay 2- 3 people to stay home for “x” number of hours in the event they might be needed. The amount of compensation per hour would have to be determined. Also be sure to check on the legal requirements regarding this.

Leading the team 7 of 8INITIATIVES AS PART OF THE TEAMBUILDING PROCESSPublish an “Acres of Diamonds” bulletin. Let team members know what’s going right and point out some positive things employees might be taking for granted.Put together a “Shift Assessment Sheet.” The idea of this is to avoid surprises if you’re the head manager. On a piece of paper put three sections— Problem(s) Encountered, ActionTaken and Comments. Ask each employee on each shift to complete the form, if necessary, and put it in a box outside your office. When you come in the next morning, you’ll be well advised of what was resolved and/or what to expect.

Leading the team 8 of 8INITIATIVES AS PART OF THE TEAMBUILDING PROCESSDevise an incentive system that rewards your “Best Month Ever” — one in which each member of the team benefits. The category you choose for measurement could, obviously, be one of many, e.g., sales volume, customer complaints, etc.Institute a system for team compensation on an ongoing basis that supplements the individual compensation system. This can be done in a variety of ways.

Dysfunctional teams

Dysfunctional teams

TYPES The team of individualistsFactional teamsThe conflict-avoiding teamThe indecisive team

Empowering the workforce

Empowering the workforce

TellSell ConsultJoinDelegate

Virtual teams

Virtual teams 1 of 2

CRUCIAL CONVERSATIONSTalk before problems startPraise earlyNever raise individual concerns publicly

Virtual teams 2 of 2

WHAT MANAGERS SHOULD DOMake conversations more personalBe attuned to the mood and nuances of virtual meetingsKeep employees engaged and focusedEstablish one-on-one time with each member of the team

Elements of collaboration

Elements of collaboration

Stay connected to a compelling purposeCultivate a culture of trust and respectThe performance management system places emphasis and value on teamworkIncrease competence in emotional competence, physical competence and intellectual competencePersevere in the face of breakdown and failureEngage the power of appreciation

Create a culture of teamwork

Create a culture of teamwork

Leaders communicate the clear expectation that teamwork and collaboration are expectedLeaders model teamwork in their interaction with each other and the rest of the organizationThe organization members talk about and identify the value of a teamwork cultureTeamwork is rewarded and recognizedImportant stories and folklore that people discuss within the company emphasize teamworkThe performance management system places emphasis and value on teamwork

Managing team conflict

Managing team conflict

Ground rulesBuild cohesion and trustStick to the factsLead by example

Challenges for the team

Challenges for the team 1 of 2

Share as much information as you canAsk for their inputStretch your peopleMake it fun, actionable and visibleHelp people feel the challenge

Challenges for the team 2 of 2

BUILDING TEAM EFFECTIVENESSShare informationBalance freedom and guidanceGive people room to stretchHave some funMake the challenge visceral

Team alignment

Team alignment 1 of 2

ESSENTIAL COMPONENTSPurposeValuesVision

Team alignment 2 of 2MAINTAINING ALIGNMENTExpect an absolute commitment to alignment from the team to the purpose, values, and vision.Build trust, leading by example: tell the truth, be open to new ideas, be respectful of each individual, keep commitments, seek excellence—and expect the same from all team members.Get tough where necessary and provide strong leadership, without micromanaging his team. Senior team members need to be free to use their creativity and exercise their talents, provided they stay in alignment with the purpose, values, and vision.

Conclusion & Questions

Conclusion

SummaryQuestions

making teams work within your organization september 2011

Business

specialist training

hrtoronto training

quality training

training course delivery

training course design

banking10 years

core services

dysfunctional teams