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www.create-learning.comSlides from a Team Development Workshop. How to develop high performance Quality teams; With a prescriptive model that can be applied and utilized. Facilitative leadership of teams. Effective Prevention and intervention methods of maladaptive team member behaviors. Steps to create “buy in” for the Quality projects from people who are outside the team. A community of professionals that will share resources, best practices, and serve as solution finders to Quality Teams within their organizations.
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Making Teams & Leaders Better.
By improving team processes and
individual effectiveness. Resulting in
increased productivity & people who
love the work they do.
High Performance
Team Development:
Quality Tools for Quality Teams
www.create-learning.com
TeamBuilding Resource Articles
9 Team Dynamics That Get ResultsSystems Drive BehaviorsWhat Makes Teams Succeed?How to Identify Project Stakeholders InterestsHow to Select the Right Project Team MembersDeadlines Being Missed; Return to the GoalsComplexity and Achieving Goals5 Checks for Persuasive Data6 Steps for Delegation of Tasks2 Facilitative Preventions for Team Projects8 Ways YOU team member can do your best work5 m’s and 1 P – Feedback for ServiceS-Curve of Team DevelopmentHow to Expedite Innovation: Communication Loops & Red-Tape-WormsAccountability to the Team When Does That Happen?How to Avoid Pitfalls of Emails on Quality Projects
Should you be here?• We are going to have discussions.• We are going to end with action steps, hand outs, checklists, and real-
time + theoretical application that you can use. • We are going to cover team based practices and pragmatic steps that
are needed for project success and completions.• We are going to ask each other questions.• We are going to challenge dogmatic views and ideas you already have
about leadership and time span.• We are going to ask you to reflect on your personal values and
commitments; to your organization; team; and self.• We are going to learn from experiential activities. • We are going to have fun & laugh.• We are going to make the greatest effort possible to remain collegial
and continue to learn from each other. Even after our “set time” is done.
Do you want to stay?www.create-learning.com
http://www.businessballs.com/kolblearningstyles.htm
Kolb's learning styles
Reflective Observation
Watching
Concrete Experience
Feeling
Active Experimentatio
n Doing
Abstract Conceptualisati
on Thinking
Processing Continuum
how we do things
Perc
ep
tion
Con
tin
uu
mhow
we t
hin
k a
bou
t th
ings
Assimilating(think and watch)
AC/RO
Diverging(feel and watch)
CE/RO
Converging(think and do)
AC/AE
Accommodating
(feel and do)CE/AE
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http://www.infed.org/biblio/b-explrn.htm
Peter Jarvis on (experiential) learning
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Goals & Objectives (Mike’s);
• Meet other Quality Professionals & people on teams.• Develop team processes and systems for effectiveness.• Learn skills in Team Development and accountability +
authority of Quality Teams.• Develop some planning & decision making methods for the
team.
Goals & Objectives (Yours + Teams)
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The great organizational paradox is that effective group collaboration stems from clear recognition of individuals and individual accountability combined with clear specifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002
CP + V + SK +Wi + (-T) = CAChttp://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-know Jaques formula for Role Competence.
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“…the complexity in a task lies not in the goal but in what you have to do in order to get there.”
http://create-learning.com/blog/manager-training/complexity-and-achieving-goals-at-work
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• Orange - Strongly (+) predictor of effectiveness
• Yellow – (+) predictor of effectiveness
• Grey – Insignificant predictor of effectiveness
• Brown - (-) predictor of effectiveness
Which Managerial Behaviors Predict Effectiveness?
http://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php
Team Development &
Leadership
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• In the past when involved in interactive facilitative programs what was successful for you to learn and find value in the program?
• On a scale of 0 – 10 where would you rank your confidence in your team to make you successful?
• What would things be like if you were 1 step higher on that scale?
• For you to leave here saying that our time added value to your work, what must be accomplished?
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"Beware of the belief that things cannot be all that bad with current managerial systems. Their serious defects are concealed by the sound common sense and constructive impulse of their people."
- Elliott Jaques
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www.create-learning.com
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Great team dynamics
include ?
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Great team dynamics include – which if any apply to your team effort;
o Identify a leader
o Establish roles & responsibilities + discuss what each person ‘brings to the table’
o Establish a set of goals & objectives
o Establish an agenda for managing time to complete the task/meeting
o Establish a method to determine how they will reach agreement
o Establish ground rules for their meetings
o Proper & timely use of quality tools
o Maladaptive behaviors are properly dealt with immediately and have consequences
o Ability to get started on task/project quickly
o Ability to state what is working and how to improve.
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http://create-learning.com/blog/manager-training/10-team-dynamics-that-produce-results
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http://create-learning.com/blog/experiential-theory/using-activities-to-build-teams-works-when-framed-correctly
What?So What?
Now What?
Champions Role Prior to formation of Project team;
• Select team members/ possibly with team leader• Create the business case for the project• Formulate the preliminary problem statement• Identify the preliminary scope of the project• Identify the preliminary goals of the project• Allocate the resources for the team to complete its work• Identify team leaders• Communicate the business case to each team member• Establish a timeline for the project team to complete it’s
work• Establish the milestones along the way for input from the
Champion/Sponsor• Distinguish decisions requiring Champion input from
independent team decisionswww.create-learning.com
Team Leaders Role Prior to initial team meeting;
• Clear & Distinct understanding and support from Champion • Works in correspondence with Champion to select team
members• Contact and welcome members to the team• Draft initial agenda for first team meeting• Send preliminary charter and initial agenda for comment;
incorporates suggestions prior to meeting• Establish team meeting logistics• Establish a relationship and expectations with the process
owner• Do a stakeholder analysis on those you’ve selected as team
members• Begin to create a list of people from outside the team
whose support you’ll needwww.create-learning.com
Team Leader Guidelines: How to select the Right Project Team Members
Key Principle Team leaders ensure that the work gets done, it is not their responsibility to actually do all the project work. The main reason for having a project team is that each member brings something important to the project, so the work can be divided among contributing members.
Guidelines < > Consider including a combination of people who: • have detailed knowledge of the target process • have the technical skills required to complete the project. • can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.
< > Identify the main activities of the project and ensure that you have the right people to handle them
< > Look in the workgroup of the target process and ensure those closest to the work are represented. < > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.
< > Ensure finance is involved, even if not on the core team.
< > Include member who can represent internal and external customers and suppliers.
From Rath & Strong’s Six Sigma Team Pocket Guide.
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Project Team Members Role Prior to initial team meeting;
• If you hear about a project in your area, and want to get involved; Volunteer.
• If you’ve been selected for the project team and you don’t know why, ask prior to the first meeting.
• If you haven't met the team leader, try and establish contact prior to the first meeting.
• If you haven’t seen a draft agenda or team charter, ask the team leader if they have one
• If you have ideas for the agenda and comments on the draft, send them to the team leader prior to the first meeting
• Discuss with your boss the project time commitments and potential conflicts with your “regular job.”
• Prior to the meeting, make notes on what you might be able to contribute to the team, the role you might play, your goals and expectations relative to this project, and any concerns you may have. Be ready to share this with the team
• Come with an open mind and positive attitude. This will help the team get off to a good start and make it a better experience for you and everyone else.
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Met
hod C
ontent
Content=the “what” of the work.DMAIC is
the “what” of 6S teams’
work.
Method=“how” the work
gets done.FacilitativeLeadership
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When we talk about the “how” of work (method) we are talking about the language of facilitative
leadership which has two components;
1. Facilitative Prevention2. Facilitative Intervention
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Facilitative Preventions;
Creating and utilizing clear & distinct agendasDetermining the desired outcomes for each Team meeting
Agreement on team ground rules for each meeting
Agreement on Decision-Making methods for team
Obtaining agreement on specific team roles and responsibilities
Agreement on an evaluation method for each meeting
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www.create-learning.com
Element Desired Outcome
Method Responsible Party
Time Allotted
Project CharterClarify project scope
Affinity Diagram
Team Leader 45 minutes
*Determining desired outcomes for each Team Meeting
Example of Desired Outcomes to Team Meeting – Business Case•Explain why this project is worth doing •Explain why the project is worth doing now •Identify what strategic objective(s) are affected by the project •Explain why this project has priority over other projects •Create an agreed-upon statement around the above outcome(s) for the team meeting.
*Example Team Agenda
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Most common types of behaviors people on teams display;
WhispererStory tellerDominant PersonalityDropoutNaysayerVerbal attackerPoliticianTeam Clown
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Telling Persuading Negotiating Involving Appealing
5 Ways to Influence People to Cooperate with Your Team Project
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Is Your Data Persuasive? Relevant: You’re presenting data that the person cares about
and can do something about.
User-Friendly: You’re presenting data in multiple forms, with pictures where possible, in language that is familiar to the person.
Easily Verifiable: You’re letting the person know where the data came from, and how/by whom it was collected. (Still better: the person was involved in the collection process.)
Selective: So that the person will not be overwhelmed, you’ve resisted the urge to include every bit of data you have, and you’ve prepared backup in case it’s necessary.
In Context: You’ve made it clear to the person how this data fits in what he/she already knows, and have provided points of comparison where available and appropriate.
From Rath & Strong’s Six Sigma Team Pocket Guide.
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If you know the person …
You should…
Tells stories
Engages in pleasantries.
Exhibits interest in people involved in situation
Tolerates Digressions
Has positions that involves people issues.
Speak at their pace.
Make small talk first; include pleasantries in e-mail and voice mail. Ensure you have details on people involved, including effects on the team
Schedule enough time to allow for off-agenda items
Matching your communication to the person
whose help you need.
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Pitfalls of
and how to avoid them
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Pitfall How to avoid
Not knowing when to use / not use email
Consider alternate ways of responding, and be certain that email is appropriate.Don’t email to avoid the recipient and their reaction to your message.Follow the other persons lead: if they usually call and are expecting a call, call them. Don’t “cc” people (such as someone's boss) to punish the recipient.Don’t introduce an idea that might cause the recipient to resist (such as a request for resources that you know they will find disturbing.)Don’t escalate an ongoing email war.If something has upset you, take time to calm down and (if appropriate) request clarification rather than assuming the offense was intentional; refrain from firing off an email in anger.If in doubt about the appropriateness of what you are sending, ask a colleague for an objective opinion on how the recipient might interpret your message.
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achieving the taskbuilding & maintaining the teamdeveloping the individual
TM John Adair
ActionCentered Leadership
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http://create-learning.com/blog/team-building/leaderships-responsibility-in-team-building
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What to do when you are not getting cooperation
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DO Don’t
Start by giving the “resistor” the benefit of the doubt. Consider whether he/she is truly resisting your good idea, or just reacting sensibly to a bad idea.Perform a project stake holder analysisCreate a plan for addressing this person’s specific reason for resistance and gaining their cooperation.Be sensitive and tactful when presenting data that might threaten this person (such as root cause and performance data).Exhibit patience, respect, empathy.Stay connected. Don’t be put off by the person’s emotion. Maintain focus and perspective, and relax. Work your way through this problem methodically one step at a time, just as you do when you apply the DMAIC approach.
Force and manipulate people into complianceUse persuasion when it is not appropriateContinue as if everything is fineAssume you can’t do anything and just give upLie
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Pluses & DeltasBreakfast of Champions
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morale Shows itselfAs a state of mindRadiating confidenceIn people
where each memberFeels sure of his own niche,Stands on his own abilitiesAnd works out his own solutions- Knowing he isPart of a team
where there existsA sharing of ideasA freedom to planA sureness of worth,And a knowledgeThat help is availableFor the asking
to the end thatPeople grow and matureWarmed by a friendly climate
-anon
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www.create-learning.com
Michael Cardus of Create-Learning Team Building & Leadership
Making Teams & Leaders Better. By improving team processes and individual effectiveness. Resulting in increased productivity & people who love the work they do.
Create-Learning's Consulting, Facilitation, Training and Coaching results in increased retention of staff, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations.
Photo Attributionsmikecolvin82 BarkAnsikepSos.deJronaldleeCarbonNYCKevindooleySubcircleHouse Of SimsOliBacDewitahsBugGuideGjofiliFabian BromannMichaelcardusTama Leaverzanthrax-dot-nlKodomutterren in Virginia
Content Attributions:Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;Wiley: 2003
Six Sigma Team Pocket Guide; Rath & Stong’s;McGraw-Hill: 2003
Engagement is Not Enough; Ayers, Keith; Advantage: 2006
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