Managing teams

What is a team?

Why/When create teams?How are teams beneficial?How to manage a

team?

Chapter V

Managing styles

Coaching

Feedback

“Triangle of relationships”

Motivating and Inspiring Managing Conflicts

What is a team?

…it's a small number of individuals with complementary skills committed to: – A common purpose

– Shared performance goals

– An approach to their mission for which they hold themselves collectively accountable

Why/When create teams?

…When the job requires a combination of knowledge, expertise, and perspective that can't be found in a single individual

…When is required a large degree of interdependence among group members

…When the company faces a major challenge, such as reversing falling profitability

How are teams beneficial?

Increased performance and creativity

Effective use of delegation and flexibility in task assignments

Improved communication

Increased cross-training and development

Effective implementation when everyone on the team shares commitment and responsibility

How to manage a team?

Embrace individual

differences

Embrace individual

differences

Embrace groupidentity and

goals

Embrace groupidentity and

goals

Foster support among team

members

Foster support among team

members

Foster confrontation among team

members

Foster confrontation among team

members

Focus on

current team

performance

Focus on

current team

performance

Focus on team

learningand

development

Focus on team

learningand

development

Emphasize your

managerial authority

Emphasize your

managerial authority

Emphasize team members' discretion

and autonomy

Emphasize team members' discretion

and autonomy

Managing styles

Emphasize team members' discretion

and autonomy

Emphasize team members' discretion

and autonomy

Beginner

Disillusioned

Reluctant

Peak performan

ce

DEVELOPMENTAL/COMMITMENT LEVEL

SCENARIO APPROPRIATE MANAGERIAL STYLE

A team member is just starting out in his or

her career, or is taking on a new position or task

A team member feels bitter or resentful about problems in

the team.

A team member lacks confidence to fully engage in the work

at hand.

A team member is at the top of his/her

"game."

Directive: You monitor the person more closely and

provide more explicit instructions

and demands. Coaching: You identify the person's concerns and work

together with him or her to move past

them.Supportive: You encourage the person to identify his or her strengths and build

on them, and to gradually take more

risks. Delegating: You give the person significant latitude and entrust him or her with key task responsibilities

and decision making.

Management vs. Leadership

MANAGING LEADING

Planning and budgeting Planning and budgeting Setting a direction Setting a direction

Organizing and staffing Organizing and staffing Aligning people Aligning people

Controlling and problem solving Controlling and problem solving Motivating and inspiring Motivating and inspiring

Motivating and Inspiring

What is Motivation?– The ability to pursue goals with energy

and persistence, for reasons that go beyond money or status

How to Motivate an Inspire?– by satisfying basic human needs for

achievement—a sense of belonging, recognition, self-esteem, and having control over one’s life

Where Motivation begins?

…in the corporate vision creation phase– An effective vision helps to overcome

people’s reluctance to do what is necessary by providing hope and inspiration for the future

Motivating Others

Leaders do not achieve their goals by force or pushing people in a certain direction

Instead, successful leaders get the results they seek by appealing to people’s inner drives, needs, and desires

Using External Factors to Motivate

Company policies and benefits

Working conditions

Salary and other forms of compensation

Status

Job security

…provide only a short-term means of motivation

Tapping into internal sources of motivation Achievement on the job

Direct feedback from people internal and external to the company about the quality of their work

The work itself

A sense of responsibility for the work they are doing

Opportunities for growth or learning

… finding out what motivates people on an individual level is critical

Motivate by Celebrating Success Celebrate milestones, whether large or small!

Broadcast every milestone reached or project completed to upper management, colleagues, and even outside stakeholders

Recognize everyone responsible for achieving the milestone, and strive to provide each person the type of “reward” that best motivates him or her

… Good leaders not only recognize individuals for their efforts, but also the successful completion of goals on the group, unit, and organizational level

Motivate “Difficult” Employees

Uncover their inherent motivations and try to direct them effectively in the workplace

As a leader, then, your role is not to try to motivate your problem employees; rather it’s to help them motivate themselves

Motivate “Difficult” Employees

Step 1 Step 2 Step 3

•Flesh out your picture of the employee and the problem

•Try to gain a better understanding of the issue

•Attempt to see the situation from the employee’s vantage point

•Pinpoint any context that may be influencing his behavior

•Consider several different possibilities

• he should be moved to a different department/function •he needs better coaching

•Meet to discuss the problem and reach a resolution

Create a Motivating Work Environment

Create a holding environment—a “safe” organizational space in which the conflicts, emotions, and stresses related to the change associated with your vision can be worked out

Create a Motivating Work Environment Articulate a vision in a manner that stresses the values of their audience Regularly explain to your staff the importance of their work to the

company’s larger goals

Break long-term assignments down into clear, achievable, short-term goals

Demonstrate confidence in your staff’s ability to overcome problems At regular intervals, take staff members aside and ask them if they feel

challenged, listened to, and recognized

When giving feedback, balance negative criticism with comments that also accentuate the positive.

Always recognize others for a job well done. Establish reward systems to acknowledge superior performance

Recognize and reward success If possible, improve your staff’s physical workspace

Motivate by Regulating Distress Treat everyone, at every level of the organization,

with the same respect Give everyone’s ideas serious consideration

Be fair, kind, and courteous at all times Be honest, admitting when you make a mistake

or when you don’t have an answer

Never put other people down Do not tolerate scapegoating or misapplied

blame

Use every reasonable opportunity to foster others’ professional growth

Managing Conflicts • Personal attacks, either

directly or through gossip• Scapegoating • Pointless griping about

irrelevant issues Destructive

Conflicts

• Divergent perspectives on your most important tasks or priorities

• Solve the conflict

• Use persuasion• Deploying your power as a

leader to resolve the conflict

• Incorporate into vision

• Ask pointed questions to draw the issues out

• Insist your employees discuss them …openly and work out solutions

Constructive Conflicts

Definition Action

Method

Coaching

COACHING IS… COACHING IS NOT…

means for learning and development

way to guide someone toward his/her goals

sharing of experiences and opinions to generate agreed-upon outcomes

means for inspiring and supporting another person

time to only criticize

means for directing someone's actions in order to meet your own goals

chance to be the expert or supervisor with "all the answers"

way to address personal issues

Why coach?

1. Maximize direct reports strengths2. Overcome personal obstacles 3. Achieve new skills and competencies to become more

effective 4. Prepare themselves for new responsibilities 5. Manage themselves 6. Clarify and work toward performance goals

Other benefits 1. Increase job satisfaction and motivation for the

coachee 2. Improve working relationship between you and direct

reports 3. Productive team members 4. Effective use of organizational resources 5. Increased learning—as you coach, you will gain

knowledge and experience as well

Giving and receiving feedback

Upward to your boss

Downward to a direct report

Laterally to a colleague or peer

… sharing of observations about job performance or work-related behaviors for the purpose of reinforcing effective behaviors and changing ineffective ones

Why give feedback?

Give feedbackGive feedback Receive feedbackReceive

feedback

Benefits:•Relationship•Work process•Performances

Benefits:•Relationship•Work process•Performances

To/From: Your boss, a peer, direct

reports

To/From: Your boss, a peer, direct

reports

Purpose:• Helps their

work objectives

• Helps your own performance

Purpose:• Helps their

work objectives

• Helps your own performance

The “Triangle of Relationships”