Team building & Development CPA Leadership Forum Chad Cook Cook Consulting Katherine Burik The Interview Doctor, Inc. 1 © Cook Consulting LLC 2013 All

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Team building & DevelopmentCPA Leadership Forum

Chad CookCook Consulting

Katherine BurikThe Interview Doctor, Inc.

FormingStorming

NormingPerforming

Adjourning

© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

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POLL Currently, we use teams in our firm

for: 1. Special projects only2. All our clients are

handled in unique teams with specific people performing specific roles

3. Our employees work with individual deadlines and projects, independent of other co-workers


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POLL Our experience with teams has been:

1. Teams formed years ago still function well.

2. We tried it once but it didn’t work out

3. I have heard the term but I am not sure what it really means. I am curious.

4. We form teams when we need them and dissolve them when they complete their mission.


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TEAM© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

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Fad in 1990s

Still viable option for getting work done


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TEAM


Partner Manager StaffHR

Different motivations looking for

Best practices

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NOUN:

GROUP OF

PLAYERS


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VERB: COMING

TOGETHER TO ACHIEVE A

COMMON GOAL


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Not random

Not spontaneous

Not guaranteed


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TomCindyPatLamar

Random people© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

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Pool Resources

Project 1

Project 2TomCindyPatLamar

Random people© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

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Pool Resources Results!

Project 1

Project 2

TomCindyPatLamarHappy Clients

Random people


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Planning, support, resources

Pool Resources Results!

Project 1

Project 2

TomCindyPatLamarHappy Clients

Random people


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Lots of

different

kinds of

groups


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Lots of work behind the scenes to make the magic happen


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But a good leader does

not do all the work


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Leader sets the stage!


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The big question:

What makes a good team tick?

How can I turn my group into a team?


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“Hoosiers” A real experience

“Hoosiers”


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ABC CompanyBig problems


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No production supervisors

New management team

A RUDDERLESS

SHIP

What to do?


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POLLWhat would you do? 1. Hire more production

supervisors2. Move production

offshore3. Find different way of

structuring business4. None of these options

sound particularly good


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All options are risky


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“I don’t tell you what to do on the weekends? Why do I have to tell you every step at work?”


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Isn’t there some of

this you can know and

be responsible for?


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Created short term team

Identify the work to be done

Understand the process

What is necessary and not

Problems and bottlenecks


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Not a final fix

Don’t solve the problemJust identify major

barriers


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Note to self:Teams can be: Temporary to solve a

particular issue or A more permanent

way to address work needs


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Why teams are different from regular work groups?

The or ig ina l defi ni t ion of

“outs ide the box” th ink ing


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Balanced collaboration

Flexible

Versatile

Open to change

Reduce silos


Team is…

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Note to self:Work groups

complete tasks as directed

Teams are self directed to complete a

mission


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Teams can do things regular

individuals cannot!


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Have to be ready for

team experience


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Note to self:

Teams are built…

not born


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POLLWhy doesn’t a team

spring from nowhere?

1. Have to know what to do2. Have to have support

from leadership3. Has to be a goal4. All of the above


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“Hoosiers” A real experience

“Hoosiers”


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1. Does everyone agree to the business need?

Need support

throughout

organization


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Note to self:

Team must have a high level sponsor to

remove barriers and run

interference


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2. Is company willing to provide resources?

Support systems

are essential


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Resources? Training Leadership Rewards and

measurements Communication Goal setting Team integration


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Note to self:Teams require a lot of

training: communication

leadership

problem solving

overall business skills

Have to know how to think


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3. Are employees ready to be empowered?

Teams require more

authority


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Team members must value autonomy,

participation, and responsibility

Can’t wait for instructions


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4. Multiple key persons?

Must have a champion

Champions must have successors

One person is not a team


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5. Transformation in isolation?

Isolation doesn’t

promote success


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6. Will everyone be involved?

Takes extra effortEveryone needs to

believe they benefit


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Note to self:Teams can be: Formal or

Informal

Cross-functional

Best and brightest

Designed to end


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Note to self:

Teams display similar dynamics


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ORMING


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Move to the right…


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Team growth

Teams start as groups, unaffiliated and dependent on leader

then

become independent of leader to get results


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No guarantee that every

team moves through all

stages

√


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Leader needs to let go!

No guarantee that every

team moves through all

stages

√


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Team and leader change

Team moves to “perform”

As leader releases control


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Team and leader change

Team moves to “perform”

As leader releases control


If not, team

will not perform

well

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POLL

The team will not perform well if the

leader won’t let go

1. True2. False


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Note to self:

Getting to “team” is a transition

Necessary for leader to back off so team can function independent of leader


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Forming

Depend on leader

Storming

Norming

Performing

Adjourning


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Forming

Feelings

OptimismPrideSuspicionAnxiety

Behavior

Try to defineAbstract discussionsImpatience with abstract


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Voluntary

Work with people you like

Real definition of

“willing workers”

Form


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AccountableSpecific business outcomes


Form

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WE are accountable to team

for results

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Every team needs a charter

Form


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Define your missionTeam Name

Sponsored By

Mission

Goals 1. 2. 3. 4. 5. 6.

Climate

Membership

20 to 25 words identifying the primary customer/client, the primary service/product, and the link to Company’s

business.

3 to 6 statements reflect where you will invest the teams’ resources of time, money, information, and people in

achieving its’ mission. Brainstorm all the actions you feel must be done to achieve the mission, and then group

them in categories. Give the categories outcome names and place

them by the goal numbers.

Sponsor supports team, but is not a

member of the team. Must have enough control of

resources and power to break

down organizational

barriers. Coaches team, measures

and evaluates team performance.

How will you work together to accomplish the mission and goals defined above. What is

environment? Team name gives team

identity


Form

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Note to self:

Agreeing to a mission with specific outcomes at the beginning keeps everyone on the same page

Do it while “Forming”

Form


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Raise your hands!

Raise your hands if: You have a

written mission or charter for each of YOUR

teams


Form

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Leader is active and directLeader owns the vision

Not command and control but quite direct

Accepts little variation

The team is not ready to have much input yet

Form


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Forming

Depend on leader

Storming

Jockeying for positionLeader coaches

Norming

Performing

Adjourning


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Storming

Feelings ResistanceAttitudes fluctuate

Behavior

ArguingDefensiveCompetitionQuestion each other


Storm

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Not always fun

Arguing

Jockeying for

position

Clarifying

boundaries

Requires: Training, coaching,

problem solving Good to have

coach push problem solving back on group

Storm


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Watch for:

Relationship problems• Confusion• Resentment• Competitive feelings

Role problems: • Hidden agendas• Unwilling to accept

defined role


Storm

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Can lead to…

• Disagreements over procedures

• Climate of fear• Lack of clarity and

uncertainty


Undermines team effort

Storm

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Team members argueKey people back out

Support wans at champion level

This is a dangerous

time!

Storm


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Team members argueKey people back out

Support wans at champion level

Just like in the movies!

Storm


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Leader adjusts style

Leader coaches

Not command and control

Hang in there with the vision

BE COMMITTED

This is not the flavor of the

day

Storm


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Forming

Depend on leader

Storming


Norming

Working togetherLeader facilitates

Performing

Adjourning


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Norming

Feelings

Constructive AcceptanceRelief

Behavior

Look for harmonyFriendly & personalCohesion and spiritMaintain team norms


Norm

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We like each other


Norm

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Team has to grow

Understand each other

Internalize the mission

Norm


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Improve team interaction

Use STYLE tools DiSC

Tracom

MBTI

Wilson

Insights…


Norm

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Team development exercises

Active learning to

FEEL the change you want to happen


Norm

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Note to self:Lots of training required at beginning

Additional training and analysis at NORMING level is really meaningful

Members finally understand WHY

Norm


Four Questions

• What engaged you?

• What concerns

you?

• What questions?

• What changes?

1 2

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Help clarify the issues


Norm

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SWOT – understand the mission

Internal to Organization

Strengths Weaknesses

Opportunities Threats

External to Organization


Norm

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Note to self:Team needs to own the planning:

Who

What

When

Where

Why

Norm


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Answers questions and provides feedback

Removes barriers

Supplies needed tools and training

Runs interference as needed

Norm


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Forming

Depend on leader

Storming


Norming

Working togetherLeader facilitates

Performing

Optimizing individual for the team’s bestLeader gets out of the way

Adjourning


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Performing

Feelings

InsightUnderstand each other wellSatisfaction High trust

Behavior

Constructive self-changeWork through problemsClose attachment to each other


Perform

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Work together

Start to achieve goals

It feels pretty good


Perform

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Team starts winning

Wins BIG

Great passing and shooting

Team sees next move, begins

planning

Perform


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Production exceeds every measure

Big WIN

Just like in the movies!

Perform


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Really proud!!

Considers other ways to grow the business

Perform


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CELEBRATE!!

Perform


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Ok, so how does YOUR team rate?

Do you have a group or a team?


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How do you measure progress? Scorecards? Charts? Graphs? Performance

reviews?

Measure everything

Measure?What should I measure?


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Raise your handsRaise your hands

if:

You regularly track

team progress with

scorecards, charts,

graphs, and or

performance

reviews?


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How do you communicate progress?

Does everyone understand the goals, measures, and progress?

Does everyone have a piece of the pie?

Communicate everything Everyone has a role

Communicate?Not with this confidential company information!


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Raise your hands!

Raise your hands if:All team members

know exactly where the team is regarding

progress towards goals


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Note to self:

Successful teams share all information and status results


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Ok, so get moving!Make a chart for each performance target Success indicators Tracking methods Reporting procedures


Update regularly!Share with everyone

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How healthy is your team environment?

Take the quiz,

health audit, & team member preferences

What can be done to improve team environment?

We are on our way

What can we do to improve your team environment?


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Tips for Team Development

OnboardingResolve conflict

promptlyExercise to grow

Continuous improvement


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Note to self:

A positive team environment encourages participation, sharing, ideas, and extra effort


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Let’s take it up a notch!

High Performanc

e Teams


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Committed to Synergy

Use common tools, processes, and behaviors interdependently


Can be life

changing

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POLLHave you ever

worked on a high performance team for a life-changing

experience?

1. Yes2. No


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Final Words of Wisdom

Teams don’t just happen You have to work at it!

But it is SO worth it!


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Show hands

Was this session useful

to you?


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Questions?

Katherine Burik, Partner, The Interview Doctor, Inc.®www.InterviewDoc.com [email protected]

Chad Cook, Chief Catalyst, Cook Consulting Group, LLCwww.cookconsulting.biz (330) [email protected]


Forming

Storming

Norming

Performing

Adjourning

http://www.interviewdoc.com/

http://www.cookconsulting.biz/

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Team building & DevelopmentCPA Leadership Forum

Forming

Storming

Norming

Performing

Adjourning

Chad Cook, Chief Catalyst, Cook Consulting Group, LLCwww.cookconsulting.biz (330) [email protected]

Katherine Burik, Partner, The Interview Doctor, Inc.®www.InterviewDoc.com [email protected]

CONNECT WITH US ON LINKEDIN

http://www.cookconsulting.biz/

http://www.interviewdoc.com/

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Team building & Development CPA Leadership Forum Chad Cook Cook Consulting Katherine Burik The Interview Doctor, Inc. 1 © Cook Consulting LLC 2013 All