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Half day open interactive workshop held in Windsor.
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Teams that make the difference
by Toronto Training and HR
October 2011
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Contents
3-4 Introduction to Toronto Training and HR5-7 Benefits of teamworking8-16 Effective teamworking17-18 Securing the team’s intelligence19-22 Individual behavioural preferences21-22 Physical or mental disability23-24 Ways to motivate the team25-28 Team development27-28 Marital and family status29-30 Reinvigorating the team31-32 Making a good team great33-34 Dysfunctional teams 35-41 Virtual teams42-45 Tips for teambuilding46-47 Drill48-49 Case study50-51 Conclusion and questions
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Introduction
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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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Benefits of teamworking
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Benefits of teamworking 1 of 2
Productivity, as teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high qualityEfficiency, as time is saved if activities, formerly performed sequentially by individuals, can be performed concurrently by people working in teamsLearning, as teams enable organizations tolearn (and retain learning) more effectivelyInnovation, as the cross-fertilization of ideas among members can aid creativity
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Benefits of teamworking 2 of 2
Information, as teams can integrate and linkinformation in ways that individuals cannotSafety, as co-ordination and communication in teams reduces the occurrence and impact of errorsEmployee well-being and satisfaction, associal support of teams promotes wellbeing,increased job satisfaction and commitment, and lower stress in the organization
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Effective teamworking
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Effective teamworking 1 of 8
BARRIERS TO EFFECTIVE TEAMWORKINGSocial loafing, whereby people make less effort or ‘free ride’ precisely because they are working in a team. Under teamworking, an individual’s work is less identifiable, and the efforts of others can be perceived as enough to achieve the desired outcome, making their own contribution seem lessimportant
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Effective teamworking 2 of 8
BARRIERS TO EFFECTIVE TEAMWORKINGDomination, as this may mean that those with dominant personalities or perceived superior status exert excessive influence over decision-making, with other members feeling pressure to conform and deferring to authority, even when a decision is incorrect or sub-optimal
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Effective teamworking 3 of 8
PRINCIPLES FOR TEAM PROCESSESBoth teams and individuals should haveintrinsically interesting and challengingtasks to perform.Individuals should feel they are important tothe fate of the team, a state which can beachieved by the team members exploringand clarifying jointly each other’s roles.
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Effective teamworking 4 of 8
PRINCIPLES FOR TEAM PROCESSESIndividual contributions should be indispensable, unique and evaluated against a standard that will help to make contributions visible and through providing a benchmark for monitoring performance over time will increase organizational learning.Decision-making processes should be managed, a state which may include setting rules to ensure that all members contribute and participate.
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Effective teamworking 5 of 8
PRINCIPLES FOR TEAM PROCESSESTeams should have goals with in-built performance feedback that monitors outcomes and processes over time. These goals must be clear and realizable; valued, shared and negotiated by members; and reviewed and modified in the light of changes in the organization or itsenvironment.
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Effective teamworking 6 of 8
PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTA clear organizational vision that informsthe processes by which team goals aredetermined and teams relate to each other.An organizational culture which is supportive of teamworking and not based on competitive individualism.
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Effective teamworking 7 of 8
PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTTraining for teamwork that is aimed at improving interpersonal skills (e.g. in communication, problem solving, group dynamics and perspective taking) andfacilitating self-management (e.g. in taskco-ordination and goal setting).Managers and leaders should be trained in how to facilitate teamworking and delegate responsibility and autonomy to the team.
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Effective teamworking 8 of 8
PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTFeedback that provides regular, clear and accurate information on the team’s functioning and performance over time.Organizational rewards should be orientatedtowards teamworking or at least include anelement that is the encouragement of supportive rather than competitive relations through liaison and communication devices (e.g. through cross team membership, methods for conflict resolution).
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Securing the team’s intelligence
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Securing the team’s intelligence
Start with desired resultsLet someone else take responsibility Design parametersDefine the problem, not the solutionTurn over decisions to the people with the dataInvent rules of playAsk for initiativeLook to the peripheryAgree on accountabilityBe clear on the consequences
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Individual behavioural preferences
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Individual behavioural preferences 1 of 3
Extroversion – Introversionhow we prefer to give/receive energy or focus ourattentionSensing – Intuitionhow we prefer to gather informationThinking feeling how we prefer to make decisionsJudging – Perceivinghow we prefer to handle the outer world
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Individual behavioural preferences 2 of 3
The Extrovert prefers action and the outer worldThe Introvert prefers ideas and the inner worldSensing-Thinking types are interested in facts, analysing them impersonally and using a step-by-step process to reach a conclusionThe Sensing-Feeling types are also interested in facts, but analyse them personally and are concerned about how things matter to themselves and othersIntuition-Thinking types are interested in patterns and possibilities, making decisions based on impersonal, logical analysis
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Individual behavioural preferences 3 of 3
Intuition-Feeling types are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individualsJudging types are seen by others as preferring to live in an orderly, planned fashion and liking toregulate and controlPerceiving types are seen by others as being flexible, spontaneous, and showing a willingness tounderstand and adapt readily
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Ways to motivate the team
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Ways to motivate the team
Let people chooseMake it a pleasant place to workAllow staff to work flexiblyConsider an internal awards schemeShow an interestAvoid cash incentivesCreate clear goals......and track progressLead from the frontSay thank you
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Team development
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Team development 1 of 3
FormingStormingNormingPerforming
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Team development 2 of 3
TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGEClear objectives and agreed performance goalsOpenness and confrontationSupport and trustCo-operation and conflictGood decision makingAppropriate leadershipReview of the team process
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Team development 3 of 3
TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGESound inter-group relationshipsIndividual development opportunities
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Reinvigorating the team
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Reinvigorating the team
Listen to themBe honest and transparentTell good-news storiesEngage staff in decision-makingSet ambitious targets but make sure they're achievableGive rewards for a job well done and hold poor performers to accountTake the team to the barThink glass half-full
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Making a good team great
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Making a good team great
Make time for team members to appreciate each other’s skillsSurface and manage emotional issues that can help or hinder the team’s progressCelebrate success
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Dysfunctional teams
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Dysfunctional teams
DIAGNOSING AND FIXINGTrustCohesiveness-conflict and commitmentAccountabilityClearly defined purposePulling it all together
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Virtual teams
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Virtual teams 1 of 6
BENEFITS FOR THE ORGANIZATIONAbility to locate, recruit, and retain top-notchemployees anywhere in the worldAccess to global and cross-cultural viewpointsAbility to build a global presence with a geographically distributed workforceA more horizontal organizational structure with a geographically distributed workforce
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Virtual teams 2 of 6
BENEFITS FOR THE ORGANIZATIONSignificant cost savings in travel, lodging, relocation, office space, equipment and parkingA 24-hour global workday instead of the traditional 8 hoursA continuing shift from a production to a service/knowledge workplaceGreater flexibility for a stronger competitiveadvantage
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Virtual teams 3 of 6
BENEFITS FOR THE EMPLOYEELess commuting timeLower commuting costsAbility to work from homeFlexible schedulingEnhanced productivity and motivation
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Virtual teams 4 of 6
DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMSFinding quality technology everyone can work withDifficulty in creating foundation expectationsDifferences in time zones creating different working daysManaging the team’s performanceSensitivity to interpersonal communicationand cultural differences
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Virtual teams 5 of 6
DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMSCommunication misunderstanding due to language and cultural bordersLack of human contact and body language cuesFinding ways to support team spirit and productivityAccountability among team members
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Virtual teams 6 of 6BUILDING STRONG VIRTUAL TEAMSDevelop ways to support team spirit, trust, productivity, and communicationCreate a team agreement that guides members’ interactionsDevelop a set of formal or informal behavioural normsDevelop strategies for coping with geographicaland cultural differencesEstablish a skills inventory that allows members to allocate resources to compensate for each others’ weaknesses
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Tips for teambuilding
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Tips for teambuilding 1 of 3
Form teams to solve real work issues and to improve real work processesHold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processesBuild fun and shared occasions into the organization’s agendaUse ice breakers and teamwork exercises at meetingsCelebrate team successes publicly
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Tips for teambuilding 2 of 3
TWELVE CsClear expectationsContextCommitmentCompetenceCharterControlCollaborationCommunication
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Tips for teambuilding 3 of 3
TWELVE CsCreativityConsequencesCo-ordinationCultural change
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Drill
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Drill
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Case study
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Case study
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Conclusion & Questions
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Conclusion
SummaryQuestions
