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One day open training event held in Toronto, Canada.
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Making teams work for you in 2013
by Toronto Training and HR
January 2013
Page 2
CONTENTS3-4 Introduction to Toronto Training and HR 52-55 Team performance and
knowledge 5-6 Definition resources 7-8 Types of teams 56-57 Factors that influence motivation9-14 Different types of teams 58-63 Team coaching15-16Key features of effective teams 64-65 Dimensions of cultural
differences17-18Behaviours 66-70 Team effectiveness19-20Team processes and team 71-74 Virtual teams
knowledge-use behaviours 75-78 Teamwork21-23Roles which people play 79-80 Drill A24-25Team development 81-83 Reviewing your team 26-27Enabling top-notch performance 84-85 Productive conflict28-29 Team management wheel 86-88 How well is the team running? 30-31 Leadership lessons 89-90 Dysfunctional teams32-35 Team productivity and positivity 91-92 Teams with poor leadership36-37 Outcomes of team competencies 93-94 Fixing a team that is
broken38-39 Underlying constructs 95-96 Reshuffling teams40-41 Network content 97-98 Drill B42-44Subgroups 99-100 Conclusion and questions45-46 Teaming47-49 A process for teambuilding50-51 Organizing a team building event
Page 3
Introduction
Page 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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definition
Page 6
Definition
• What is a team?• Benefits
Page 7
Types of teams
Page 8
Types of teams
• Formal• Informal• Permanent• Temporary
Page 9
Different team types
Different team types 1 of 5
• Advice/involvement groups• Production/service teams• Action/negotiation teams• Project/development teams• Project teams• Traditional work teams• Parallel teams• Management teams• Project teams• Production teams
Page 10
Different team types 2 of 5
• Decision-making teams• Mixed teams• Ad hoc project teams• Ongoing project teams• Ad hoc production teams• Ongoing production teams• Ad hoc teams• Intact teams• Short-term teams• Long-term teams
Page 11
Different team types 3 of 5
• Professional teams• Student teams• Cross-functional teams• Cross-functional project
teams• Cross-functional product
teams• New product development
teams• X-teams• Extreme action teams
Page 12
Different team types 4 of 5
• Crews • Multi-team systems• Small teams• Large teams• Hierarchical decision-
making teams• Judge-adviser systems• Self-managing teams• Autonomous work teams
Page 13
Different team types 5 of 5
• Lower-level managerial teams
• Upper-level managerial teams
• Top management teams• Conceptual teams• Behavioural teams
Page 14
Page 15
Key features of effective teams
Key features of effective teams
• Individuals• Dynamics• Leadership• Structure• Boundary management• Image
Page 16
Page 17
Behaviours
Page 18
Behaviours
• Behaviours leading to successful teamwork
• Behaviours inhibiting teamwork
Page 19
Team processes and team knowledge-use
behaviours
Team processes and team knowledge-use behaviours
• Heightened drive for consensus
• Increased propensity to focus on common knowledge
• Switch in priorities from learning towards project completion
• Emphasized conformity to each member’s position in the team’s hierarchy
Page 20
Page 21
Roles which people play
Roles which people play 1 of 2
• Skills developed• Positive, active roles• Positive, maintenance roles• Negative roles
Page 22
Roles which people play 2 of 2BELBIN• Plant• Resource-investigator• Co-ordinator• Shaper• Monitor-evaluator• Team worker• Implementer• Completer• Specialist
Page 23
Page 24
Team development
Team development
• Forming• Storming• Norming• Performing
Page 25
Page 26
Enabling top-notch performance
Enabling top-notch performance
• Team inclusion• Team identity• Team communication• Team context• Team recognition• Team purpose• Team governance• Team execution
Page 27
Page 28
Team management wheel
Team management wheel
• Advising• Innovating• Promoting• Developing• Organizing• Producing• Inspecting• Maintaining
Page 29
Page 30
Leadership lessons
Leadership lessons
• Total commitment• Empathy• Adversity management• Mutual respect for
teammates• We thinking• Ownership of project• Relinquish ego• Kinetic leadership
Page 31
Page 32
Team productivity and positivity
Team productivity and positivity 1 of 3
Team productivity and positivity
2 of 3PRODUCTIVITY STRENGTHS• Proactive• Goals and strategies• Leadership• Accountability• Alignment• Decision making• Resources
Page 34
Team productivity and positivity
3 of 3POSITIVITY STRENGTHS• Trust• Optimism• Constructive interaction• Communication• Camaraderie• Values diversity• Respect
Page 35
Page 36
Outcomes of team competencies
Outcomes of team competencies
• Knowledge• Attitudes• Performance
Page 37
Page 38
Underlying constructs
Underlying constructs
• Skill differentiation• Authority differentiation• Temporal stability
Page 39
Page 40
Network content
Network content
• Instrumental ties• Expressive ties
Page 41
Page 42
Subgroups
Subgroups 1 of 2
• Identity-based subgroups• Resource-based subgroups• Knowledge-based
subgroups
Page 43
Subgroups 2 of 2
FAULTLINES• Separation-based• Disparity-based• Variety-based
Page 44
Page 45
Teaming
Teaming
• Definition• New mindset• Hardware and software
Page 46
Page 47
A process for teambuilding
A process for teambuilding 1 of 2
• Get the right people on board the bus
• Control the message• Adopt the language of
teamwork• Share the vision• Model teamwork
Page 48
A process for teambuilding 2 of 2
• Provide cross-training where appropriate
• Set team goals• Evaluate individual
performance from a team perspective
• Celebrate team success
Page 49
Page 50
Organizing a team building event
Organizing a team building event
• Identify three potential suppliers or internal sources of support
• Ensure you provide the supplier with a clear brief
• Ensure you gain team member feedback
• Ensure you analyze the results and provide feedback
• Provide follow up
Page 51
Page 52
Team performance and knowledge resources
Page 53
Team performance and knowledge resources 1 of 3
• Team performance and decision quality improve when members possess the right type and level of task knowledge
Page 54
Team performance and knowledge resources 2 of 3
• Outcomes are better when team members are aware of the knowledge others hold
Page 55
Team performance and knowledge resources 3 of 3
• Distribution of knowledge resources within teams affects their ability to share and pool information from different members
Page 56
Factors that influence motivation
Factors that influence motivation
• Equity/fairness• Achievement• Camaraderie
Page 57
Page 58
Team coaching
Team coaching 1 of 5
STEP ONE• Identify the team• Why team coaching?• Why now?
Page 59
Team coaching 2 of 5
STEP TWO• Deploy the online
assessment• Prepare for team session
Page 60
Team coaching 3 of 5
STEP THREE• Conduct workshop to
reveal results and train the team
• Establish action plans
Page 61
Team coaching 4 of 5
STEP FOUR• Schedule of ongoing team
coaching sessions
Page 62
Team coaching 5 of 5
STEP FIVE• Deploy follow-up
assessment
Page 63
Page 64
Dimensions of cultural differences
Dimensions of cultural differences
• Power/distance• Individualism• Masculinity• Uncertainty/avoidance• Long-term orientation
Page 65
Page 66
Team effectiveness
Team effectiveness 1 of 4
• Start by creating alignment around the purpose of the team
• Align from the outside in by focusing the team on its core priorities-the real reasons it exists
Page 67
Team effectiveness 2 of 4• Using the list of key
contributions, the team should come up with a mandate; this should be a concise statement explaining what the team exists to do
Page 68
Team effectiveness 3 of 4• Once a team has its
mandate, create a list of imperatives
• Use the team’s mandate and imperatives to define the rules of engagement
Page 69
Team effectiveness 4 of 4ALIGNMENT FIRST• Rules of engagement shift• Personality assessments
change• Difficult conversations
become less personal and more focused
• Talking business all along results in behaviour in team meetings remaining healthy
Page 70
Page 71
Virtual teams
Virtual teams 1 of 3
• Definition• Types of virtual teams• Geographical challenges• Technological challenges• Communication• Benefits• Telecommuting• Effectiveness• Best practice
Page 72
Virtual teams 2 of 3
TRUST• Building trust• Factors that impede trust• Understanding others
Page 73
Virtual teams 3 of 3
• Social dynamics• Decision-making• Characteristics of those
who work best in virtual teams
• US v Canada• Engaging the virtual
workforce• Managing change
Page 74
Page 75
Teamwork
Page 76
Teamwork 1 of 3
• Important skills and habits• Teamwork quotes
Teamwork 2 of 3
STUMBLING BLOCKS• Conflict• Facts, myths, unknowns
and values• Resources and barriers• Covert agendas• Decision-making outside of
meetings• Group members not taking
ownership of the group process
Page 77
Teamwork 3 of 3
STUMBLING BLOCKS• Lack of clarity regarding
decisions• Politics and history of
working together• Rules, regulations and
bureaucracies• If not your group, then who?
Page 78
Page 79
Drill A
Page 80
Drill A
Page 81
Reviewing your team
Reviewing your team 1 of 2
• Clear purpose and focus on long term achievement
• Clearly aligned team rolesShared leadership and accountability
• Clear open lines of communication
• Team behaviours focused on results
• Utilization and respect of team members’ talents
Page 82
Reviewing your team 2 of 2
• Implicit trust between team members
• Conflict is effectively managed
• Regular evaluation of the team’s output and effectiveness
• Shared recognition of team’s success
• Quickly adapts to change• Representation of the team• Acquire focused support• Clear, cohesive team
identity
Page 84
Productive conflict
Productive conflict
• Start with a positive assumption
• Add your full value• Amplify other voices• Know when to say no• Embrace productive
conflict
Page 85
Page 86
How well is the team running?
How well is the team running? 1 of 2
• Commitment• Creativity• Constituency• Challenge• Contribution• Communication• Celebration
Page 87
How well is the team running? 2 of 2
HEAR THEM OUT• Challenge team members
to push the limits, be creative and communicate the expectation that all must contribute
• Champion and support their ideas and recommendations
• Explain any barriers and encourage the team to rethink the idea with new information if necessaryPage 88
Page 89
Dysfunctional teams
Dysfunctional teams
• Crisis Junkie• Bobbleheads• Bleeding Back• Spectator• Royal Rumble
Page 90
Page 91
Teams with poor leadership
Teams with poor leadership
• Employees don’t know the team’s chief objective
• Too few members end up doing too much of the work
• There is no accountability• Nobody can make a
decision
Page 92
Page 93
Fixing a team that is broken
Fixing a team that is broken
• Make meetings better• Map your value add• Decide how you’ll decide• Make ideas better• Build all types of trust• Improve your
communication connection
Page 94
Page 95
Reshuffling teams
Reshuffling teams
• Why do it?• Feedback• Team audit• Development• Square pegs• Transparency• Team players• Looking forward
Page 96
Page 97
Drill B
Page 98
Drill B
Page 99
Conclusion and questions
Page 100
Conclusion and questions
SummaryVideosQuestions
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