Team Discovery Session SORIN GROUP HR SUMMIT, Boulder, CO. May
30 th, 2012
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2 Background Anton McBurnie Anton brings to 3Circle Partners
over 25 years of hands-on experience successfully growing, managing
and turning around companies all over the world As a strong
communicator and co-author of The Third Circle Interactions That
Drive Results, Anton leverages his deep personal experience and
general management skills to the benefit of our clients. His
previous positions include President of the Canadian affiliate of
Este Lauder Cosmetics, a Fortune 500 corporation; President of
Sparks.com, an Internet start-up, and COO of Premier Salons
International, a 1500 unit retail chain of beauty salons. He also
held a number of general management roles for L'Oral in Japan, Hong
Kong, and France as well as for Procter & Gamble in the UK.
Anton earned his MBA in International Business & Marketing from
the London Business School and his BSc in Zoology & Psychology
from the University of Exeter, England. Anton McBurnie San
Francisco Bay Area, California [email protected] (650)
533-5946
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3 Accelerating Performance
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Human Hurdles 5 Copyright 2011 3Circle Partners LLC Human
hurdles are where the main roadblocks to progress are rooted in how
people interact with each other. Here are the five biggest barriers
to effective interaction: 1.Dont want to go there Managers and
executives are reluctant to deal with interaction issues, either
because they dont believe they are important or are uncomfortable
dealing with them. 2.This is just business as usual Accepting poor
collaboration or silos as a given or as unfixable 3.Competition is
always healthy In the overzealous pursuit of competition, companies
create practices, policies, and structures that drive wedges
between the very groups and people they want to collaborate. 4.We
left our Ferraris in the garage Individual talent is left untapped
because the team or organization doesnt know how to identify or use
it to its full potential. 5.Its them, not me Not realizing how we
individually add to or create barriers to interaction
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Team Evolution 6 FORMING Politeness Uncertainty about others
Cover up weaknesses Lack of shared understanding STORMING
Frustration Open conflict, but unresolved Team becomes
inward-looking Actual self-images begin to emerge NORMING
Task-focused Conflicts getting resolved Systems, rules &
procedures Feedback occurs PERFORMING Tolerance & respect
within team Embrace & productive use of conflict
Principle-based, with flexibility Maximum effectiveness performance
time Use Discovery to accelerate performance Tuckmans Stage
Model
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What is Team Discovery? Understand the critical factors Y=f(X)
that speed up or slow down team performance Measure how the team is
performing in these key areas Plan next steps to build on strengths
and manage weaknesses at both the individual and team level 3Circle
Partners establish benchmark and database of key metrics 7
Copyright 2011 3Circle Partners LLC
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The Critical Factors Y=f(X) 8 In addition to EXPERIENCE &
DATA, Rapid, Quality Decisions require: 1.The right BALANCE of
people 2.An effective PROCESS 3.The appropriate INTERACTION from
the people involved DECISIONS 1 on 1 1 on Some 1 on All 3 2 1
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ACTIVITY A: A GUIDE TO TEAM ROLES Copyright 2011 3Circle
Partners LLC
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10 Activity A Guide To Team Roles Objectives 1.To strengthen
understanding of the principles studied in the pre-session reading.
2.To explore your effectiveness as members of a new team Discuss
the 15 questions from the pre-work. Make team decision about the
best (most complete) answer for each one. Although individuals may
change their minds during the discussion, do not change your
individual answers from the pre-session preparation phase. Scoring
is based on the reading assignment even though you may disagree.
Scoring: Correct answers will be worth 5 points, incorrect answers
negative 5 points, and unanswered items 0 points. Do not use the
text material during this exercise. Time = 35 minutes
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Activity A Interaction Efficiency Scoring Example 11 A.Record
the Workgroup Score here. It is the single score calculated after
discussion on handout.A.______ B.Record the score each workgroup
member made on the test in the spaces to the right.
B.______________________________ C.Calculate the Average Individual
Score. C.______ D.Subtract the Average Individual Score (C) from
the Workgroup Score (A) to get the Gain or Loss as a result of
collaborating. D.______ E.The Perfect Score for this activity is:E.
75 F.Subtract the Average Individual Score (C) from the Perfect
Score (E) to get the Possible Improvement. F.______ G.Divide the
Gain or Loss (D) by the Possible Improvement (F) and multiply by
100. This is your Interaction Efficiency Score. G.______ 50 30 -10
25 50 50%
Learning Cycles & Feedback TA Index Benchmark Your Team
Management Process Discovery of Data Planning Team Processes
Handling Conflict & Decisions Assigning Responsibility
Executing Assign roles and accountability Encourage divergence and
diversity of thought Decide on a decision-making model Surface and
test assumptions; create valid data Resolve conflict productively
Monitor progress Planning Establish breakthrough goals Anticipate
barriers Develop plans and processes, set ground rules Learning
Reflect on performance Use learning cycles to ensure continuous
improvement. 14 Goal Setting & Alignment
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INDIVIDUAL EXERCISE 5 min On the Team Accelerator Index sheet
rate your teams performance in each criteria on a scale of 0 to 5,
by allocating one point for each question in that category that the
team successfully completed Answer 5 questions Yes or No Rating is
the number of Yes answers for this category
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TEAM EXERCISE 30 min 16 For all six criteria, the team should
agree on a final rating Identify Concrete Actions, or Ground rules,
that the Team will take in the future to improve performance Team
agree on a Final Rating for each category Discuss what Team did or
didnt do well Note Ground Rules to use moving forward
HIGH PERFORMING TEAMS & BELBIN TEAM ROLES Copyright 2011
3Circle Partners LLC
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High Performance Teams & Team Roles The formation of
effective teams is more by good fortune than good judgment.it
doesnt have to be that way! Rapid, high quality team performance is
not an accident. It requires discipline & effective interaction
skills: Balanced, diverse team Effective process Relevant
experience Team Role Profiles a scientifically proven, rapid way to
predict team effectiveness: Design effective teams Diagnose
existing teams 19
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Belbin Team Roles Dr. Meredith Belbin from Cambridge University
discovered over 20 years of research into team effectiveness: The
skill or individual excellence of the team members was not a
predictor of a teams results. It was the way that the individual
members behaved that contributed to or detracted from the teams
effectiveness. He identified nine predictable behavior patterns or
team roles. 20 He demonstrated that with a careful balance of
technical skills and the optimal behavior patterns, we can select
teams with a higher degree of predictable success.
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Predicting Team Performance 21 Predicted Order of Finish Actual
Order of Finish 11 23 32 44 55 A typical example of Belbins ability
to predict the order of finish of teams in the Henley Management
Simulations. Predicted Actual 5 5 4 4 3 3 21 2 1 X X X X X The red
x's on the graph represent the different teams participating in the
simulation. Red xs on the diagonal line represent where Belbin's
predictions and the team's performance matched exactly.
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BelbinTeam Roles What is a Team Role? A tendency to behave,
contribute, and interrelate with others in a particular way when
working in a team (Vs. A Functional Role which refers to the job
demands that a person has been engaged to meet by supplying the
requisite technical skills and operational knowledge) Nine Roles
Identified The team roles for most people fall into three
categories: Natural or Preferred roles Manageable roles they can
assume Least Preferred roles As individuals differ greatly in
personality & behavior so too will their team role profiles
vary. 22
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Factors Determining Individual Behavior in a Team Observed
behavior can be misleading Beware first impressions! Tendency to
over-rate Extroverts & under-rate Introverts Instability
between the factors can create inner- conflict, Team Roles unclear
conflict needs to be consciously resolved Absence of conflicting
factors leads to simple, uncomplicated behavior Team Roles easy to
see 23 Set of Observable Behaviors 4. Environment & Constraints
3. Current Values & Motivations 2. Mental Abilities 1.
Personality 6. Role Learning 5. Experience
The Nine Team Roles 25 Action SH Shaper IMP Implementer CF
Completer Finisher Thinking PL Plant ME Monitor Evaluator SP
Specialist People TW Team Worker RI Resource Investigator CO
Coordinator Hard Driving, Influencer, Dynamic Challenges, Puts on
the Pressure Organizing, Disciplined, Reliable Turns ideas into
practical actions Meticulous, Conscientious, On time Searches out
errors and omissions Diplomatic, Cooperative, Perceptive Listens,
Averts friction Outgoing, Enthusiastic, Networker Recognizes
Opportunities Motivator, Orchestrator, Facilitator Clarifies goals
& decision-making. Creative, Original, Unorthodox Solves
difficult problems Objective, Strategic, Discerning Judges all
options Deep Knowledge, Single-minded, Self-starting Team Role
Contribution Absent-minded Ignores details Uninspiring, Critical
Limited contribution Abrasive, Insensitive Easily provoked
Inflexible Reluctant to change Worrier, Nit-Picks Reluctant to
delegate Indecisive, Avoids Conflict Over-optimistic Easily Bored
Manipulative Over-delegates Allowable Weakness
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Team Roles Key Concepts Individual Be aware of and manage your
Allowable Weaknesses: This is the price to be paid for being good
in your preferred roles, e.g., a strong Shaper is going to hurt
some peoples feelings as they forge ahead Ensure that Allowable
Weakness does not become Disallowable: Lose a Plants attention
during a meeting because they are dreaming up a creative solution =
OK Plant forgets to come to meeting because they are thinking about
something else = NOT OK! Focus on what you do best: Understand and
excel in your natural, preferred roles & manage, rather than
struggle to be good at your least- preferred roles 26
Assessment Results in Rank Order 28 In the example above the
Observers see the candidate (David) as making a very strong
Coordinator or Resource Investigator contribution. The overall rank
order on the bottom line is the weighted addition of the Self-
Perception rank order and the total of the Observers rank order.
(Note: Observers names can be shown or remain anonymous: Observer
1, 2 etc.) What are my Top Roles ?
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Pie Charts Self-Perception vs Observers 29 In this example,
many of David's perceived roles are in general accord with the
perceptions of others. However, there are disconnects in the RI and
SH roles, shown by large differences between self perception and
observer scores at the bottom. Differences of 8 or more Am I
coherent ?
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Self-Perception Team Role Profile 30 In this example, the
candidate (David) would PREFER to play the roles of Team Worker
(TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL),
Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP)
and LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and
Completer Finisher (CF).
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Bar Graph of Observer Words 31 In the example above David's
most prominent role, as seen by others is COORDINATOR (CO). The
role at the bottom of the graph, SPECIALIST (SP), is David's
weakest role as perceived by others. Are these weaknesses allowable
?
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Counseling Report 32 Generated by the Belbin software this
report is based on the top two and bottom team roles from Overall
Ranking line of the first report: Assessment Results in Rank Order
It offers advice on adopting a management style which fits in with
the individuals team role strengths and weaknesses: It also makes
an interactive comparison of the top role from David's
Self-Perception Inventory compared to where this is seen by the
Observers.
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List of Observer Responses 33 This list shows at the top Davids
main strengths, e.g. broad in outlook, diplomatic, calm &
confident. David should try to work with people who will cover what
he lacks and who will most appreciate his strengths. Most
appreciated behavioral characteristics. Maximum score = No. of
Observers x 2 A score of 0 means no Observers felt these behaviors
were descriptive
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TEAM MAPPING 34
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Shifting Culture 1 Team At A Time 35 Awareness of Others Team
Awareness & Effectiveness Organization Awareness & Change
Self-Awareness Self- Management Self-Mastery Successful change must
begin at the individual level, but as anyone who tries to change a
habit knows - while it may be simple, it is certainly not easy to
sustain Initiatives imposed on the organization have a very reduced
success rate Change at the team level typically takes hold more
rapidly and lasts longer this is Team- Focused Change
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Creating Awareness throughout the Organization 36 Awareness of
Others Team Awareness & Effectiveness Organization Awareness
& Change Self-Awareness Self- Management Self-Mastery 1.
Individual Team Role Reports 3. Culture Analysis 2. Team Maps &
Pairs Analysis
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Team Roles Key Concepts Team Diversity is essential - Need all
9 roles to be most effective long-term Diversity is a key predictor
of actual results, it provides a framework for constructive
conflict Does NOT mean a team needs 9 people (4-7 is best) Each
role should be represented (who plays each role may evolve &
change over time) Some roles will be more or less important at a
given time or for certain tasks 37
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Team Roles Key Concepts Team Understand the impact of surplus
and voids: Too many Plants all brainstorming, no action No Plants
no innovation Too many Monitor Evaluators analysis paralysis No
Monitor Evaluators wasted time on poor ideas Too many Shapers
CONFLICT & !!***#%!!/ No Shapers no sense of urgency to get
things done 38
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CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech)
STARTDECISION PL RI IM CF SH Team Roles in Decision Process
Deadline
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CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech)
STARTDECISION PL* RI IM CF SH Deadline *Surplus of PL Surplus of
Plants
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CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME * SP (Tech)
STARTDECISION PL RI IM CF SH Surplus of Monitor Evaluators Deadline
*Surplus of ME
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Team Roles Key Concepts Team BEWARE OF LABELLING PEOPLE:
Everyone has 3 to 6 roles they prefer or are comfortable with They
may prefer or need to use different roles in different
circumstances 42
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Prepare Team Map 5mins 43 PL ME SP SH CF IMP CO TW RI Mike
Susan Tim John Beth Raj Denise 1 3 2 8 9 7 7 8 9 1 2 3 7 8 9 1 2 3
7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 Use 1st report:
ASSESSMENT RESULTS IN RANK ORDER Thinking Action People
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Team Map Analysis 15mins 44 PL ME SP SH CF IMP CO TW RI Mike
Susan Tim John Beth Raj Denise 1 3 2 8 9 7 7 8 9 1 2 3 7 8 9 1 2 3
7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 Thinking Action
People SURPLUS >50% have in Top 3 roles VOID no-one has in Top 3
roles NATURAL BIAS count no. of Top 3 roles in
Thinking/Action/People categories ACTION PLAN what will team do
differently based on this information?
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SORIN GROUP HR SUMMIT 45 Copyright 2011 3Circle Partners
LLC
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NEXT STEPS 46
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47 www.3circlepartners.com
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48
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Next Steps 1.In next few days you will receive an email with
these overheads 2.Maggie Carveth will contact each of you to set up
an Individual Discovery session (1 hour web meeting) with myself of
my colleague DeeDee Smartt Lynch
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THANK YOU! 50 Any questions on Team Discovery and Belbin Team
Roles ? please email: [email protected]
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