Making teams work within your organization September 2011

Making teams work for your organization by Toronto Training and HR September 2011

3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 What can be achieved by teamworking? 9-10 Advantages of teamworking 11-12 Quality training for teams 13-14 Running improvement teams 15-17 Roles within teams 18-20 A model for teamwork 21-29 Leading the team 30-31 Dysfunctional teams 32-33 Empowering the workforce 34-36 Virtual teams 37-38 Elements of collaboration 39-40Create a culture of teamwork 41-42 Managing team conflict 43-45 Challenges for the team 46-48 Team alignment 49-50 Drill 51-52 Conclusion and questions Contents Page 2

Introduction to Toronto Training and HR Toronto Training and HRis 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: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

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 requirements Responding to opportunities or risk as a result of change in the outside business environment To improve production, speed up workflow or improve customer focus To improve employee morale and motivation and encourage flexibility To improve problem solving or creativity skills

Advantages of teamworking

Advantages of teamworking A greater variety of complex issues can be tackled by pooling expertise and resources Problems are exposed to a greater diversity of knowledge, skill and experience The approach boosts morale and ownership through participative decision making Improvement opportunities that cross departmental or functional boundaries can be more easily addressed The 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 policy Allocate responsibilities for training Define training objectives Establish a training organization Specify quality training needs Prepare training programs and materials Implement and monitor training Assess the results Review the effectiveness of the training

Running improvement teams

Running improvement teams Team selection and leadership Team objectives Team meetings Team assignments Team dynamics Team results and reviews

Roles within teams 1 of 2 Co-ordinator Shaper Plant Monitor-Evaluator Implementer Resource Investigator Team Worker Finisher

Roles within teams 2 of 2 IMPROVEMENTS THAT CAN TAKE PLACE Underachievement demands a good co-ordinator or finisher Conflict requires a team worker or strong co-ordinator Mediocre performance needs a resource investigator, innovator or shaper Error prone teams need an evaluator

A model for teamwork 1 of 2 Team Task Individual

A model for teamwork 2 of 2 Planning Initiating Controlling Supporting Informing Evaluating

Leading the team 1 of 8 MANAGERIAL ROLE CHANGES Reduction of some control Greater use of “people skills” Understanding and usage of group dynamics Greater use of facilitation skills Familiarity with cross-functional tasks and operations Vision developer Handling conflict and ambiguity

Leading the team 2 of 8 MANAGERIAL ROLE CHANGES Becoming a better listener Communicate to a greater degree the values and “shared” meanings of the organization Generating a consensus of opinion among team members

Leading the team 3 of 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Develop various “mind-joggers” that can be put on wall charts or on floor mats since many people look down when they walk. Concepts such as the following might be used: Focused excellence Everyone is an internal supplier Zero defects We are all dependent on each other Manage each impression as if it were your first and last Attitude is everything

Leading the team 4 of 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Initiate 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.

Leading the team 5 of 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Construct 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 this list. 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 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Develop 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 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Publish 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, Action Taken 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 8 INITIATIVES AS PART OF THE TEAMBUILDING PROCESS Devise 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 ongoingbasis that supplements the individual compensation system. This can be done in a variety of ways.

Dysfunctional teams TYPES The team of individualists Factional teams The conflict-avoiding team The indecisive team

Empowering the workforce

Empowering the workforce Tell Sell Consult Join Delegate

Virtual teams 1 of 2 CRUCIAL CONVERSATIONS Talk before problems start Praise early Never raise individual concerns publicly

Virtual teams 2 of 2 WHAT MANAGERS SHOULD DO Make conversations more personal Be attuned to the mood and nuances of virtual meetings Keep employees engaged and focused Establish one-on-one time with each member of the team

Elements of collaboration

Elements of collaboration Stay connected to a compelling purpose Cultivate a culture of trust and respect The performance management system places emphasis and value on teamwork Increase competence in emotional competence, physical competence and intellectual competence Persevere in the face of breakdown and failure Engage the power of appreciation

Create a culture of teamwork

Create a culture of teamwork Leaders communicate the clear expectation that teamwork and collaboration are expected Leaders model teamwork in their interaction with each other and the rest of the organization The organization members talk about and identify the value of a teamwork culture Teamwork is rewarded and recognized Important stories and folklore that people discuss within the company emphasize teamwork The performance management system places emphasis and value on teamwork

Managing team conflict

Managing team conflict Ground rules Build cohesion and trust Stick to the facts Lead by example

Challenges for the team

Challenges for the team 1 of 2 Share as much information as you can Ask for their input Stretch your people Make it fun, actionable and visible Help people feel the challenge

Challenges for the team 2 of 2 BUILDING TEAM EFFECTIVENESSShare information Balance freedom and guidance Give people room to stretch Have some fun Make the challenge visceral

Team alignment 1 of 2 ESSENTIAL COMPONENTS Purpose Values Vision

Team alignment 2 of 2 MAINTAINING ALIGNMENT Expect 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.

Making teams work within your organization September 2011

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