overview - tablegroup.com template.docx · web viewthe myers-briggs type indicator(mbti) is a...

ACME Company LT Playbook<< Date of Offsite>>

ACME Company LTTeam Playbook

Facilitated and Prepared by

<<Consultant Name(s)>>www.tablegroup.com

©The Table Group, Inc. All rights reserved.


Overview

What did we accomplish? strengthening of the cohesion of #1 team Established / validated organizational clarity

What did we agree to do? To meet weekly on Mondays at Noon – 1:30 p.m. ET To be the Leadership Team (LT) for ACME COMPANY

Manageable sizeSenior Director and aboveThought Leaders for ACME COMPANY

Our goal is to Rollout POS successfully in the USA To validate the Management Team (MT) for ACME COMPANY LT +

Tina, Karen, Rick, Toby, Jose, Bob, Tony, Brad, Mike, Abe, Julio,Katie, Mike S, Bob H, Dave B

To hold strategy meetings on these topics:1. Catering2. FAF Relationship before board meeting3. New business4. Communications5. International / Unaterra

Cascading communication We identified our top priority is to Rollout POS successfully in the USA We uncovered / validated our core values are:

o Make Things Happeno Humble Professionalismo Franchisee Focus


O

October / November


Table of Contents

Overview..............................................................................................................................2What did we accomplish?..........................................................................................................2

What did we agree to do?..........................................................................................................2

Cascading communication.........................................................................................................2

The Four Disciplines of a Healthy Organization.................................................................5Discipline 1: Build a cohesive leadership team...................................................................6

The Five Behaviors of A Team..................................................................................................6

Team Assessment Results..............................................................................................................7

Establishing Trust.........................................................................................................................8

The Myers-Briggs Type Indicator...........................................................................................8

Important Points from the Myers-Briggs....................................................................................9

Team Mate 1..........................................................................................................................9

Team Mate 2..........................................................................................................................9

Team Mate 3........................................................................................................................10

Team Mate 4........................................................................................................................11

Team Mate 5........................................................................................................................11

Team Mate 6........................................................................................................................12

Team Mate 7........................................................................................................................13

Discipline 2: Create Clarity...............................................................................................14Why do we exist?.....................................................................................................................14

How do we behave?................................................................................................................14

What do we do?.......................................................................................................................14

How do we succeed?...............................................................................................................14

What is most important right now?...........................................................................................14

Who does what?......................................................................................................................15

Strategic Anchors.......................................................................................................................16

Thematic Goal and Defining Objectives.......................................................................................18

The Centrality of Meetings................................................................................................19



Meeting Structure.....................................................................................................................19

Team Norms............................................................................................................................19

Embracing Accountability - Team Effectiveness Exercise:.............................................................20

Team Mate 1........................................................................................................................20

Team Mate 2........................................................................................................................20

Team Mate 3........................................................................................................................20

Team Mate 4........................................................................................................................20

Team Mate 5........................................................................................................................20

Team Mate 6........................................................................................................................21

Team Mate 7........................................................................................................................21



The Four Disciplines of a Healthy OrganizationThe Four Disciplines methodology provides a framework for building – and managing – a healthy organization. A healthy organization is one that has minimal politics and confusion, and high standards of performance. People understand what is expected of them, what success will look like, and how their role impacts the organization. Here is an overview of the Four Disciplines, and what was covered during the offsite

Discipline 1: A cohesive leadership team understands the strengths and weaknesses of each team member, quickly cycles through conflict, and makes clear decisions upon which the entire organization can act. The 5 key elements of a cohesive team are shown on the next page (in The Five Dysfunctions of a Team model).

Discipline 2: Providing the answers to a few simple, high-level questions about the company allows a leadership team to create organizational clarity. From these answers, employees can better make decisions that build success for the organization.

Discipline 3: Many organizations struggle to communicate enough with employees, failing to cascade key messages and objectives. Companies should use all the available methods to get the word out. Beginning with this session, cascading communications should be a part of every team meeting.

Discipline 4: These are the processes put in place to protect the organizational clarity. Are systems in place to ensure people are hired who fit in, successful performers are rewarded, under-performers are managed, new hires are effective right away, and the right people are promoted? This is not about designing complex, bureaucratic documents, but ensuring managers are talking with their employees about the things that really matter.


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Discipline 1: Build a cohesive leadership team

The Five Behaviors of A Team.

1. Building Trust: Team members who trust one another are comfortable being open, even exposed, to one another about their failures, weaknesses and fears.

2. Mastering Conflict: When trust is present, teams are able to engage in unfiltered ideological debate around ideas, issues and decisions that must be made.

3. Achieving Commitment: The ability to engage in conflict and provide input enables team members to buy-in or commit to decisions.

4. Embracing Accountability: After commitment is established, team members must be willing to hold one another accountable and remind each other when actions are counterproductive to the team.

5. Focusing on Results: Collective team results must supersede any departmental or personal objectives or pursuits.


The Role of the Leader…Focus on Collective Outcomes

Confront Difficult Issues

Force Clarity and Closure

Demand Debate

Be Vulnerable

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Team Assessment Results

Trust: Your score in this area was medium, which indicates that your team may need to get more comfortable being vulnerable and open with one another about individual strengths, weaknesses, mistakes and needs for help.

Conflict: Your score in this area was medium, which indicates that your team may need to learn to engage in more unfiltered discussion around important topics.

Commitment: Your score in this area was high, which indicates that your team is able to buy-in to clear decisions leaving little room for ambiguity and second-guessing.

Accountability: Your score in this area was low, which indicates that your team hesitates to confront one another about performance and behavioral concerns.

Results: Your score in this area was medium, which indicates that members of your team may be placing too much importance on individual or departmental recognition and ego, rather than focusing on the collective goals of the team.


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Focus

on Results

Embracing Accountabili

tyAchieving

Commitment

Engaging in Conflict

Building Trust


Establishing TrustPart of establishing and maintaining trust among team members involves understandingmore about your colleagues. By getting to know one another better the team can avoid misunderstanding and distrust created by the tendency to falsely attribute the negative behaviors of others to their character while attributing one’s own negative behaviors to environmental factors (fundamental attribution error). The Myers-Briggs Type Indicator(MBTI) is a tool which identifies preferences for each individual (how each person is wired). Using the assessment and a qualitative discussion, each team member identified his typeand temperament. The Myers-Briggs Type Indicator

Extraverting energy direction IntrovertingSensing accessing/gathering information iNtuitingThinking evaluating information FeelingJudging “organize” daily activity Perceiving

Team Profile:Name Myers-Briggs TemperamentTeam Mate 1 ESFP ArtisanTeam Mate 2 ISTJ GuardianTeam Mate 3 ENTP RationalTeam Mate 4 ESTJ GuardianTeam Mate 5 ISTP ArtisanTeam Mate 6 ESTJ GuardianTeam Mate 7 ENFJ IdealistTeam Type ESTJ Guardian

Team Type: ESTJ

An ESTJ team is a “get it done” team. They execute against the plan. There can be a lack of blue-sky, big picture, brainstorming conversations. Most team members are extraverts, so be careful not to speak over each other. Mine for conflict form the introverts. MBTI explains a great deal about each individual, but it should not be used as an excuse to justify behavior. Rather, once you put it out there in the open (i.e. your personality characteristics and preferences) it should be easier to address and call each other on it.


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Important Points from the Myers-Briggs

Who Myers-BriggsType

Page /para.

Top 3 - 4 things to know

Characteristics ImplicationsTeam Mate 1

ESFP 150.2 As leaders they often find themselves in a position of being troubleshooters since they naturally are inclined to work at solving problems. ESFPs have a keen sense of reality and can spot trouble early. Their capacity to focus with undivided attention on the present situation leads to a quick grasp of solutions for all kinds of dilemmas.

Do not expect their best solution to be permanent; tomorrow they may "invent" something which surpasses yesterday's superb improvisation. ESFPs are energized by movement, a fast pace and ever renewing challenges.

153.1 They abhor routine and rigid adherence to hierarchy. To "follow the book" is not their strong suit frequently because they have not read the book anyway.

ESFPs may rebel in more ways than one against too many constraints to their freedom. If their job is too routine, they typically will put their own little twist to it to get the variety and enjoyment they need out of an otherwise boring situation.

157.4 Liking things to be upbeat, ESFPs tend to avoid confrontation. They prefer harmonious and pleasant interactions.

The aversion to confrontation blends well with denial and avoidance. Approach ESFPs gently in a conflict situation and reveal your feelings first to keep them from responding defensively.

Team Mate 2

ISTJ 199.1 ISTJs have a hunger for responsibility that leads them to take on more and more of it. They pride themselves on being accountable and must do their duty.

They are driven to fulfill their duty even when they must make many sacrifices to carry out responsibilities.

200.1 Turn offs include having to work with "irresponsible people."

Do not be surprised if the ISTJ manager can be quite harsh and demonstrate disgust for low performance.


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Page /para.


Characteristics Implications202.4 With their extreme hunger for

responsibility, ISTJs may have trouble saying no and may get overloaded. Since they are perfectionists, it may be difficult for them to delegate unless they have a great deal of confidence that their subordinate will follow through.

They may need to remind themselves to delegate and take on less themselves.

Team Mate 3

ENTP 254.3 ENTPs typically are very project oriented and they can become obsessed or totally absorbed by an assignment or activity they tremendously enjoy.

Hence, managing ENTPs frequently calls for identification of projects and activities requiring a great deal of enthusiasm and energy.

259.3 Within the organization, their energy will be directed toward change and the development of long-range strategies to effect that change or the constant design of new products and revision of present ones.

ENTPs usually enjoy several trails to blaze—all at the same time. The more balls they have in the air at the same time, the better—even though at times one or two priorities may slip.

257.5 ENTPs have a very high need for achievement. However, the achievement is most often measured by standards set by the ENTP, not by society or the organization. This achievement need is reflected in a constant drive for competency and an ever present, even if hidden, fear of failure.

Performance feedback and reprimanding that takes this need into account will be much more effective. ENTPs are their own worst critics and will already know their "errors" and shortcomings. Usually, they view confrontation of less than optimal performances as valuable learning experiences.


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ESTJ 183.1 ESTJs are typically both highly gifted and skilled at anything having to do with logistics. They are masterful in getting the right things in the right place in the right quantity and the right quality at the right time and to the right people.

They are at their best when things work the way they are supposed to. To get to such a stage, they will be tough, usually tougher on themselves than their direct reports. Their level of expectation is uncompromising and as high as they can comprehend.

180.2 ESTJs tend to be exceptionally loyal to any organization they join. Their contribution is one of assuring that the integrity and goodness of the organization is perpetuated and solidified over time.

Organizations and predictable systems are the heart and soul of an ESTJ they provide an incredible sense of stability.

190.2 With their inner drive for responsibility and accomplishment, ESTJs may find it difficult to abstain from taking on more work than they should.

Consequently, it is not uncommon that they can become quite stressed—carrying a self-imposed overload.

Team Mate 5

ISTP 135.3 ISTPs tend to do exceptionally well when responding to crisis situations.

Without an occasional crisis, ISTPs may lose interest.

139.2 ISTP managers particularly appreciate the opportunity to make an important and memorable contribution. Indeed, they value the opportunity to be virtuosos by delivering magnificent, action-filled performances.

It makes a great deal of sense to think of ISTP managers as people who are tremendously motivated to achieving the impossible—preferably now. In other words, the ISTP types tend to direct an amazing amount of energy toward reaching a stage of perfection when involved with specific assignments. Do not be surprised, then, that when their projects end, they feel a certain amount of emptiness. They don't know exactly what to do and where to turn next.


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Page /para.


Characteristics Implications140.3 The basic attitude of ISTPs is

one of optimism. They expect the lucky break, the windfall, to always be just around the corner, and therefore, as we already have mentioned, ISTP managers consider risk taking to sometimes be the oxygen of life.

Since they expect things to turn out well, they take risks in the eyes of others without much notice of the possibility of failure.

Team Mate 6

ESTJ 182.5 ESTJs rarely see the world in terms of gray. It is either black or white.

Thus they have little tolerance for ambiguity and tend to get angry and bogged down by ambiguous situations.

186.2 They are cooperators, driven to establish and maintain the necessary regulatory processes to allow everyone to work both toward their own goals and, more importantly, the goals of the organization.

Originality is not important for ESTJs; being a team player, however, is. It is safe to assume that while ESTJs are often quite competitive, they will play by the rules and not attempt to take unfair advantage of anything or anyone by making up their own agenda.

191.2 Beauty for an ESTJ occurs when things work and work well.

Consequently, when someone tampers with systems and procedures, expect the ESTJ to be less than enthused and happy.


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Page /para.



ENFJ 277.3 ENFJs manage in a very personal way, focusing on the individuals in the organization. In other words, while they accept and know that organizations are necessary vehicles to accomplish goals and objectives, in their minds and hearts it is people who make things happen.

The ENFJ expects that there be adequate systems, policies and procedures allowing people to work well together, avoiding conflict and misunderstanding of tasks, roles and purposes. Yet, there would be minimal insistence on rules and procedures for, in the view of the ENFJ, these deny the climate of freedom and autonomy that promotes growth of individuals.

283.3 Over time, ENFJs take for granted that they are understood and, indeed, they usually are.

When they are misunderstood, they are frequently surprised and even hurt, especially if the connotations are negative.

287.2 ENFJs tend to be proactive and directive in relationships, that is, they take the first step in defining the relationship. They also tend to be proactive in working situations. In other words, they like to anticipate and bring about the most favorable conditions of which they are capable.

ENFJs will not burden people beyond their capacity. Simultaneously, they cast a dim view upon malingering and dishonesty.


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Discipline 2: Create Clarity

Why do we exist?To increase the profitability of ACME Company franchisees

How do we behave? We make things happen We are humbly professional We focus on our franchisees

(Core values are characterized by being True Today, Differentiating us, and by being Non-negotiable)

What do we do?We negotiate the lowest cost for purchasing good and services, while improving quality, enhancing competitiveness and ensuring the best value to ACME Company members and their customers.

How do we succeed?Our strategic anchors are:

Continuous improvement Lowest landed cost Franchisee focus

What is most important right now?Our Thematic Goal is “To Rollout POS Successfully in the USA”We will add Carmen, Rebecca and Cindy to our team to achieve this goalOur Defining Objectives are:

User Accepted POS implemented in USA by 3/31/13 (GL)o Define scope and identify exceptionso Identify quick wins e.g. No Sale button, rollout to a full market

Define and execute comprehensive communication plan (DC/JR)o DA Benefitso Define roles & responsibilitieso Define supporto PR

Define and implement robust support for POS (BW)o Support summit


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o DA Helpdesk? Execute first class training program (GG)

o Train key constituenciesHelp DeskMulti-unitEnd usersDas

o Develop Train the Trainer (T3) model Implement POS Hardware Platform by 3/31/13 (BW)

o Synchronize with the Software implementation plano Identify quick wins

Demonstrate/realize benefits through B.I. and APIs (WC/RT)o Clearly identify, prioritize and define benefitso Communicate the benefitso Set expectationso Create a dashboardo ACME COMPANY Capacity

Who does what?ACME COMPANY Leadership Team (LT) is comprised of:

Team Mate 1 Team Mate 2 Team Mate 3 Team Mate 4 Team Mate 5 Team Mate 6 Team Mate 7

The Management Team (MT) is comprised of the LT plus:Tina, Karen, Rick, Toby, Jose, Bob, Tony, Brad, Mike, Abe, Julio, Katie, Mike S, Bob H, Dave B


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Strategic Anchors


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17

Lowest Landed

Cost

Franchisee Focus

Continuous Improvement

Food Safety

FWH relationship

Buy Food

Build SalesBuild ProfitBuild Stores

Buy equipment

Timely & accurate data

Customerfocus

Fresh Problem solvers Equip & build stores

Collaborative

Successful rollout of POS in USA

User Accepted

POS Software

Comprehensive

Communication Plan

Robust Support

Frist class Training Program

Hardware implementation

Realize Benefits


Thematic Goal and Defining Objectives


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The Centrality of Meetings

Meeting Structure

1. Daily Check-in

2. Weekly Tactical Meetings. Every-other Tuesday, for 90 minutes starting at 11am.

3. Ad hoc Strategy Meetings. Every-other Tuesday for 3 hours starting at 11am.

4. Next Quarterly Offsite is going to be scheduled in November. Each offsite will be scheduled as a two-day session, but adjusted to one-day when necessary.

Team Norms

� Engage all team members in discussion� If you think someone has an opinion, push them to share� Bring it up even if someone may not like it� When in doubt, seek clarity


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Embracing Accountability - Team Effectiveness Exercise:

Keep Doing Needs to work on

Team Mate 1 Keep supporting your team Keep the team on mission clarity Keep relationship building going Warm friendly approach Genuine, honest and funny Passion and vulnerability Keep the room relaxed

Stay engaged and not go to the crackberry

Buy in starts with you Keep u s on track What are our priorities More structure around things Don’t dominate meetings

Team Mate 2 Challenge the team Keep the vision going Creating conflict Questioning and challenging Give your input Get us as team to strive for excellence

Stay open minded Watch the steamrolling Seek to understand others Positive reinforcement Listen carefully Delegate

Team Mate 3 Keep up the energy and great

initiatives Be creative Get results Think quickly No doesn’t mean no Innovative and positive can do spirit

Communicate more Give yourself a break Don’t be impatient Be more flexible Give more thought and communicate

Team Mate 4 Keep being dependable and practical Focus ton team Matter of fact Build strong team Organized Organization

Speak up more Communicate more Give more opinions Seek to understand other Less protective of your people Yell at someone

Team Mate 5 Keep being so positive Objective Can do take on more spirit Calm demeanor helps people to listen Optimism / confidence People skills build team

Share more More strategic Don’t accept other’s excuses as yours More responsibility outside your area Communication on projects Get aggressive on POS


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Keep Doing Needs to work on

Team Mate 6 Lets get it done attitude Level of trust Willingness to work together as a team Calm approach Teamwork Can do attitude

Make sure you have all facts Get out of comfort zone Give more thought to strategy Don’t worry when things don’t work out

take it in stride Joined at hip Earned respect, be vocal with the

groupTeam Mate 7

Being protective of us Give us confidence in making sure we

are doing it right Direct and to the point Strategic high level thinking Remind what is important Encouraging

Be patient Be patient Stay open to change Have lunch together Opinion is forceful, shuts the team

down Be more accessible


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overview - tablegroup.com template.docx · web viewthe myers-briggs type indicator(mbti) is a...

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