IMAGE FROM NUWAVE FACEBOOK

Alisha ChaseBethany Hall

David MullikinJoshua Reilly

Anita StampsSiena Heights University – LDR 636

NuWave TwitterNuWave FacebookNuWave Website

BETHANY HALL

Established in 2006 by a father (Rick Paalman) and two sons (Kyle Paalman and Chad Paalman)

Michigan-based IT Company providing technology services and support throughout the greater Michigan area

NuWave Technology

BETHANY HALL

Named one of the Top-Performing SMB Channel Partners in the U.S. by Ingram Micro.

Ranks 245 of the top 500 SMB companies out of 20,000 entries.

Has experienced 141% growth between 6/2009 and 6/2012.

NuWave Technology

BETHANY HALL

NuWave Technology Clients

*This is just a sampling of the clients that use NuWave

Fiserv Liberty Mutual Insurance First Horizon National

Corporation First Data Heidelberg Shell West Corporation JP Morgan, Chase & Co. AARP

Big Brothers/Big Sisters Washington Federal

Savings Federal Aviation

Administration Office Max JC Penny Bank Serv Raymond James BP RBC

BETHANY HALL

Current president of company: Rick Paalman

Director of Operations: Chuck Elenbaas (8 months)

Managing Partners: Kyle Paalman (Services and Operations) and Chad Paalman (Sales and Marketing)

Five branch offices in MI, projects in development in Mexico and Africa

NuWave Technology

BETHANY HALL

According to Lourdes Martin-Rosa (2014), “Teaming has become very valuable for small business owners in government contracting because it opens up more opportunities and enables small business owners to qualify for larger contracts” (para 3).

NuWave is currently in partnership with CISCO information technology

Teaming and Opportunity

BETHANY HALL

Performed with Chad Paalman and Chuck Elenbaas

Discussion of:◦ Teaming◦ Communication◦ Future of teaming within company

Interview

ANITA STAMPS

Surround the company with smart people

Hold interstate (global) online meetings

Coordinate office parties

Hold frequent department breakfasts

Supportive, talented employees make a difference with teaming

Focus on passion

NuWave Team Building

ANITA STAMPS

“Enthusiasm from a leader enables people to sustain themselves through demanding times” (para 11)

Shouldn’t be underestimated

Hard to be successful when not passionate

Passion for Work

ANITA STAMPS

Effective coaching/leading◦ According to Mackin (2012): “A launching team

needs a coach who is very present, provides advice and guidance and encourages and nurtures the team’s independence” (para 5).

Discipline◦ Mackin (2012) also comments: “Team-based

environments believe that workers – as adults – are all capable of disciplining themselves once they buy into the values, long-term goals, performance standards and methods of a high performance environment” (para 7).

Tools to build a team

ANITA STAMPS

“Teaming is very different from the idea of building a high-performance team to fit a known task. It is dynamic; learning and execution occur simultaneously. ‘Teaming is the engine of organizational learning,’ says Edmondson” (para 7).

Importance of Teaming

Starvish, M. (2012 Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html

ANITA STAMPS

Benefits of Teaming in Organizations

Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html(para 2-6)

Greater experience◦ Individual experiences

and accomplishments◦ Adds depth to ideas◦ Wide assortments of

skills Idea Flow

◦ Each team member provides input

◦ Able to share ideas◦ Relieves pressure

Efficiency◦ Concentrate on own

expertise while experiencing support from other team members

Project centralization◦ One area for the project

management Virtual ability

◦ Allows for quicker communications (i.e. bouncing ideas off team members)

ANITA STAMPS

“Closeness and intimacy”

“It is not about technology, it is about people.”

Relationships with clients require privacy and trust

Treat employees as valued and respected team members

All employees have passion for what they do

Team Building Atmosphere

Types of Teams at NuWave

Ongoing & Self-Directed◦ When given a task, run

with it

Informal◦ Assign one person, who

may need help◦ Collaborative teams

Formal◦ Specific objectives

IMAGE FROM NUWAVE FACEBOOK PAGE JOSHUA REILLY

JOSHUA REILLY

According to Jeff Colvin (2012) these are the characteristics that self-managing teams maintain:◦ Hierarchy is based entirely on competence◦ Goals are clear◦ Values are shared

Self-managing Teams

JOSHUA REILLY

According to Jagg Xaxx (n.d.) informal teams have the following qualities:◦ Little to no hierarchal structure◦ Less planned and predetermined than formal◦ Roles played by members ‘as-needed’◦ More likely to come and go (para 2-6)

Informal Teams

JOSHUA REILLY

According to Stacey Roberts (n.d.), “Formal teams…are equipped with financial and physical resources, together with the appropriate amount of authority to carry out their roles. The principal role of formal teams is to further the aims and objectives of the organization as established in the mission statement and policy statement” (para 1).

Formal Teams

ALISHA CHASE

Commonly used tools (email, face to face, web-cams, video presentations)

Blog site as method to communicate internally and externally

Preferred method: Face to face

Dislike email◦ Believe to be detrimental to teams◦ Often misused

Methods of Communication

ALISHA CHASE

Technology can be both a blessing and a curse

In regard to virtual teaming, according to Joseph Grenny (2010), “unless leaders invest in communication skill building, to make their teams work more effectively, they’ll continue to undercut the potentional” (pg 20).

Communication and Teaming

ALISHA CHASE

According to an article by Carmen Nobel (2012), “Having communication that goes bottom-up is just as important as having communication that goes top-down” (para 4).

Without effective communication, organizations can and will fail.

Without leadership and training, teams may not communicate effectively

Communication in Organizations

DAVID MULLIKIN

Interstate communications Depth of management Training on teaming-no one is an island Work more at building relationships

continuously Keeping passion as the focus and not

competition Continue to build on and communicate

individual and team achievements

Weaknesses

DAVID MULLIKIN

Leadership constantly researching for new technology

Encourage talent and creativity amongst employees

Post information as learned – keeps employees empowered and informed

Sharing information resolves issues and grows partnerships

Keeping Up With Changes

DAVID MULLIKIN

Risks are a part of every business – especially with talent and creativity.

Ed Catmull (2013) says, “executives have to resist our natural tendency to avoid or minimize risks” (pg 4).

Ed Catmull (2013) also believe getting talented people to work together requires:◦ Trust and respect from management◦ Construct an environment that nurtures relationships and

allows creativity to be unleashed (pg 4)

Encouraging Talent/Creativity

DAVID MULLIKIN

Deepening our management team IT experts with Strong people skills Relational leaders for teaming Researchers and developers People with a passion for IT

Looking for New Talent

DAVID MULLIKIN

Teaming Process Changes◦ Need another sales leader to expand and grow◦ More depth in management

Going Global?◦ Not brick and mortar◦ National growth still needed◦ Virtual expansion only (if explored)

Future of NuWave

DAVID MULLIKIN

According to JC Heinen (2013), “Building international teams will give an organization a increased level of agility to more effectively meet the needs of their clients. An added advantage to global teams is the access to diverse view points and perspectives which creates a heightened awareness that encourages innovation” (para 2).

Teaming and Going Global

Catmull, Ed. (2008 Sept). How Pixar fosters collective creativity. Harvard Business Review. [PDF file]. Retrieved from: http://www.resourceful-humans.com/Documents/Catmull-CollectiveCreativity.pdf

Colvin, G. (2012, Dec 5). The art of the self-managing team. Forbes. Retrieved from: http://management.fortune.cnn.com/2012/12/05/self-managing-workers/

Field, C. (2004, April 15). Total leadership – How to build a great team. CIO. Retrieved from: http://www.cio.com/article/32236/Total_Leadership_How_to_Build_a_Great_Team?page=1&taxonomyId=3185

Grenny, J. (2010 May). Virtual teaming. Leadership Excellence. 27:5. 20. ProQuest Business Collection.

References

Heinen, JC. (2013, June 7). Workplace trends: Global teaming on the rise. Workplace Insights. Retrieved from: http://workplaceinsights.lhh.com/2013/06/07/workplace-trends-global-teaming-on-the-rise/

Mackin, D. (2012, March 29). Building a team that is great by choice. New Directions Consulting, Inc. Retrieved from: http://newdirectionsconsulting.com/4257/blog/teaming-in-the-workplace-building-a-team-that-is-great-by-choice/

Martin-Rosa. (2013, June 24). Why teaming can help your small business grow despite the sequester. Business 2 Community. Retrieved from: http://www.business2community.com/small-business/why-teaming-can-help-your-small-business-grow-despite-the-sequester-0532620

Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html

References

Nobel, C. (2012, July 23). The power of conversational leadership. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/6876.html

Roberts, Stacey. (n.d.). Definition of a formal group in the workplace. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/definition-formal-group-workplace-16589.html

Starvish, M. (2012, Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html

Xaxx, J. (n.d.). Difference in teamwork process in formal & informal settings. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/difference-teamwork-process-formal-informal-settings-24400.html

References