Making teams work within your organization June 2012
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Making teams work within your organization June 2012
- 1. Making teams work within your organization by Toronto Training and HR June 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Definition Contents 7-11 12-15 Different team types Different team roles 16-18 Effective and ineffective teams 19-20 Team culture 21-22 Succeeding at team-building 23-24 Project teams 25-26 Re-invigorating the team 27-28 Using metaphors with teams 29-35 Teams with generational differences 36-37 Conflict 38-39 Candour and interacting more directly 40-42 Shifting the operating model 43-44 Types of groups 45-46 Modes of subgroups 47-48 Skills and habits of teamwork 49-51 Thinking smart 52-53 Drill 54-57 Case studies 58-59 Conclusion and questions
- 3. Introduction Page 3
- 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 4
- 5. Definition Page 5
- 6. Definition Teamwork Teams What a team is not… Page 6
- 7. Different team types Page 7
- 8. Different team types 1 of 4 Advice/involvement groups Production/service teams Action/negotiation teams Project/development teams Project teams Traditional work teams Parallel teams Management teams Project teams, ad hoc project teams and on-going project teams Page 8
- 9. Different team types 2 of 4 Decision-making teams Mixed teams Production teams, ad hoc production teams and on-going production teams Ad hoc teams Intact teams Short-term teams and long-term teams Hierarchical decision-making teams Judge-adviser systems Student teams Page 9
- 10. Different team types 3 of 4 Professional teams New product development teams X-teams Extreme action teams Crews Multi-team systems Self-managing teams Autonomous work teams Conceptual teams Behavioural teams Page 10
- 11. Different team types 4 of 4 Small teams and large teams Cross-functional teams, cross-functional project teams and cross-functional product teams Lower-level and upper-level managerial teams Top management teams Page 11
- 12. Different team roles Page 12
- 13. Different team roles 1 of 3 Plant Resource investigator Co-ordinator Shaper Monitor evaluator Team worker Implementer Completer finisher Specialist Page 13
- 14. Different team roles 2 of 3 POSITIVE Initiator Information giver Information seeker Summarizer Social supporter Harmonizer Tension reliever Compromiser Gatekeeper Page 14
- 15. Different team roles 3 of 3 NEGATIVE Non-participant Attacker Dominator Clown Page 15
- 16. Effective and ineffective teams Page 16
- 17. Effective and ineffective teams 1 of 2 KEY FEATURES OF EFFECTIVE TEAMS Individuals Dynamic Leadership Structure Boundary management Image Page 17
- 18. Effective and ineffective teams 2 of 2 Behaviours leading to successful teamwork Characteristics of ineffective teams Behaviours inhibiting teamwork Page 18
- 19. Team culture Page 19
- 20. Team culture What makes a good team leader? Empowering your team Boosting your team Sponsor risk-taking in your team Leaders facilitate learning Leaders give direction Leaders inspire vision, purpose and motivation Page 20
- 21. Succeeding at team-building Page 21
- 22. Succeeding at team-building Develop employees in the right job Look to your leaders Assess the team Create a culture of engagement Give teams what they need Establish conditions for success Page 22
- 23. Project teams Page 23
- 24. Project teams FOUR CHARACTER TYPES Analytical types Amiable types Expressive types Driver types STEP ONE STEP TWO STEP THREE STEP FOUR Page 24
- 25. Reinvigorating the team Page 25
- 26. Reinvigorating the team Listen to them Be honest and transparent Tell good news stories Engage employees in decision-making Set ambitious targets… …but make sure they are achievable Give rewards for a job well done… …and hold bad performers to account Take the team to a local bar Think glass half-full Page 26
- 27. Using metaphors with teams Page 27
- 28. Using metaphors with teams Choose the right metaphor Make sure the metaphor fits the culture Know the limits of the metaphor Work the metaphor in different ways: Identify key values Describe the everyday emotional climate Assess how well the metaphor fits the team’s purpose Identify leadership skills implied by the metaphor Go to your team Page 28
- 29. Teams with generational differences Page 29
- 30. Teams with generational differences 1 of 6 DO Design in a degree of creative tension – friction maketh the pearl Take an experimental approach to the use of dynamic duos in relation to such areas as social innovation and sustainability Launch pilot projects to promote greater interaction and joint working between the generations Page 30
- 31. Teams with generational differences 2 of 6 DO Ensure the right combination of top-down and bottom-up dynamics Consider matchmaking processes driven by younger people, rather than – as is more typical – by their seniors Build in candid feedback processes Monitor progress, pooling experience on how to identify and overcome barriers Page 31
- 32. Teams with generational differences 3 of 6 DO Consider creating an internal website or Facebook site to link those interested in social innovation and sustainability and promote sharing, testing and refining of their ideas Be patient: true social innovations take time to evolve and embed Page 32
- 33. Teams with generational differences 4 of 6 DON’T Don’t delay Don’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 conditions Don’t forget personal chemistry – the best dynamic duos survive/thrive because the partners create the human equivalent of hybrid vigour Page 33
- 34. Teams with generational differences 5 of 6 DON’T Don’t focus solely on the internal agenda – build dynamic duos that bridge with external organizations and agendas Don’t view such initiatives as corporate citizenship – explore the possibility of using them to investigate and map out future market opportunities Page 34
- 35. Teams with generational differences 6 of 6 DON’T Don’t forget that even the best dynamic duos will have a shelf-life Don’t obsess with duos when trios, quartets or septets may be the way to go Page 35
- 36. Conflict Page 36
- 37. Conflict Common causes Facts, myths, unknowns and values Resources, barriers and covert agendas Decision making outside meetings Group members not taking ownership of the group process Lack of clarity regarding decisions Politics and history of working together Rules, regulations and bureaucracies If not your group, then who? Page 37
- 38. Candour and interacting more directly Page 38
- 39. Candour and interacting more directly Break meetings into smaller groups Designate a “Yoda” Teach caring criticism Page 39
- 40. Shifting the operating model Page 40
- 41. Shifting the operating model 1 of 2 GOOD PLACES TO START Rather than focusing on improving the senior group’s interactions as a whole, design a group of smaller, more focused subgroups, drawing in others from around the company as needed Invest in the quality of links between top team members and the rest of the company Page 41
- 42. Shifting the operating model 2 of 2 GOOD PLACES TO START Recognize that conflicts among top executives are often driven or exacerbated by broader tensions in the network, and deal with them at the constituent level first Page 42
- 43. Types of groups Page 43
- 45. Modes of subgroups Page 45
- 46. Modes of subgroups Discussion groups Single-leader units Real teams Page 46
- 47. Skills and habits of teamwork Page 47
- 48. Skills and habits of teamwork Working cooperatively Contributing 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 48
- 49. Thinking smart Page 49
- 50. Thinking smart 1 of 2 TAPPING INTO THE TEAM’S INTELLIGENCE Start with desired results Let someone else take responsibility Design parameters Define the problem, not the solution Turn over decisions to the people with the data Invent rules of play Ask for initiative Look to the periphery Page 50
- 51. Thinking smart 2 of 2 TAPPING INTO THE TEAM’S INTELLIGENCE Agree on accountability Be clear on the consequences Page 51
- 52. Drill Page 52
- 53. Drill Page 53
- 54. Case study A Page 54
- 55. Case study A Page 55
- 56. Case study B Page 56
- 57. Case study B Page 57
- 58. Conclusion and questions Page 58