Your Profit TeamYour Profit TeamA Guide to Getting StartedA Guide to Getting Started

Slide Source:Lisa HoldenPenn State Dairy Alliance(814) 863-3672lah7@psu.edu

A Guide to Getting Started

How a team works? Phases of Team Development Role of the Facilitator Monitoring data for the team Questions Mini-Team Meeting

Good Teams Have

4-8 core team members Regular, scheduled meetings

1 to 1.5 hours in length Written, shared agenda Structured format for operation Focused, productive discussion Systems for monitoring progress/performance

Stages of Team Development

A. Forming

B. Storming

C. Norming

D. Performing

E. Ending

A B C D E

Stages of Teams, con’t

Forming – Anticipation, commitment, positive feelings

Storming – Disagreement, uncertainty, negative feelings

Norming – Some level of accomplishment,, positive feelings – sometimes stop here.

Performing – Positive challenge, learn, grow, achieve.

End – When team is no longer needed.

Storm to Norm to Perform

Lack of progress ---WHY??? Too much info – overwhelming

Refocus, prioritize, accomplish, celebrate. Dragging our feet (accountability)

Clarity and consequences. Think we know, but . . .

Use outside experts, review data, reset goals. Dairy producer won’t change.

Discuss. Direct. Disband team.

Ending the team

Reasons to disband a team: Purpose completed (no new purpose). Team is not functioning (and can’t be fixed). Team members no longer committed. Dairy producer does not value. New team needs to be formed

Different issues New members

Questions??

Phases for Team Development

Phase I – Planning for Success Phase II – Starting Strong Phase III – Keeping the Pace Phase IV – Cycling Out (Ending)

Phase I – Planning for Success

I-1. Decide to use a Profit TeamI-2. Select of team membersI-3. Choose a facilitatorI-4. Organize first team meeting

Phase I-1. Decide to use a team. Why is the Profit Team Needed?

ALL team members take an index card. Think about WHY this team is needed.

Phase I-1. Why use a Team?

Why is the Profit Team Needed? Improve dairy profitability Improve communication and work together Correct a specific problem – low milk production,

poor reproduction, low cash flow, others. Plan for a significant change – herd expansion,

management succession, etc. Make a good business better.

Phase I-2: Selecting Team Members Has an interest in being on a team Willing to listen and learn Willing to put “own” interests second to team Committed to attending meetings Usually, some area of technical expertise

Phase I-3: Choosing a Good Facilitator Someone who can guide the team

Both the People and the Process Someone who can be organized Someone who is a good communicator Someone who is able to change “hats”

Technical specialist vs. facilitator Asks tough questions, summarize data, manage time

Remember: ALL team members are responsible for outcomes of the team.

Phase I-4: Organize the first team meeting Mini-meeting today

Set date and time Exchange contact info Use your cards to get started on purpose for team

On-farm Walk through and review data Analyze information, determine what else is needed. Set goals, ground rules, “structure.” Be clear about expectations!

Phase I-4: Planning for SuccessFirst On-farm Team Meeting1. Allow at least 90 minutes2. Walk through farm operation at beginning3. Evaluate data, trends, share thoughts4. Identify strengths and areas for improvement5. Ask producer to share expectations6. Develop – ground rules, communication, expectations,

questions.7. Assign roles to team members.8. Begin to develop goals and monitoring systems9. Identify “key items” that need to be worked on by next meeting.10. Set meeting dates for next 6-12 months.

Phase II – Starting Strong

II-1. Defining the purpose of the team

II-2. Setting Goals

II-3. Building a Framework

Phase II-1. Finding a common purpose for the team Clear, common goal or purpose

Will NOT work well without this! Think Sports – home run, touchdown, “win the game”.

Use cards to write down what YOU think the team’s purpose is – What should be accomplished? Why is the team needed? Share ideas and develop a common purpose. Start this during your mini-team meeting and finish at first meeting.

Phase II-2. SMART and DRIVE Goals SSpecific

MMeasurable

AAttainable

RResult oriented

TTime bounded

Attain pregnancy rate of 20% by June 30, 2008.

DDirectional

RReasonable

IInspirational

VVisible

EEventual

Improve reproduction in the herd

Phase II-2. Setting Team Goals All teams need to have a shared vision or common

purpose.

Write down and gain agreement on 2-4 shorter term (first two months) and 2-4 longer term(6 months to 3 years) goals.

Don’t set too many goals It is overwhelming.It is overwhelming.

Set “stretch” goals that challenge a bit.

PhaseII-3. Building a framework Choose core team

May need temporary team members May need additional outside expertise

Establish communication expectations Both within and outside the team

Establish ground rules Set GOALS Set meeting dates/times

PhaseII-3. Building a framework Analyze the Dairy Operation Gather Information

Monthly Monitor Sheet Profit Team Data

Production information – DHIA (1 yr), on farm records Financial information – balance sheet, income statement SWOT – Strengths, Weaknesses, Opportunities, Threats

Access to key information Must share data that will be monitored Must have good tracking system in place Must have common understanding

Phase III – Keeping the Pace

Continue to celebrate successes Seek new challenges to incorporate Move from more “tactical” issues to more

“strategic” issues as appropriate Refine communication

Can meetings be shorter? Can meetings be less frequent?

Phase III: Keeping the Pace Manage the information

Analyze the data Remember: Not everyone has the same understanding. Use benchmarks – internal and external Agree on key areas that are targeted for improvement

Monitor the data One page “monthly monitor” Charts, graphs

Goal lines Change or variation

Use time wisely

Phase III: Keeping the PaceManage through the “Storming Stage” Conflict occurs Recognize and respond to it

Disagreements or Disengaging Interpreting information Next steps of action

Conflict offers opportunity for the team to grow Avoid it. Accommodate people. Competing – Majority vote. Compromise – Best solution? Collaborate – Spend time on the most important items

Phase III: Keeping the Pace

Some teams get too comfortable, need new challenges.

Some teams get “stuck in the mud” or slow down and need to refocus.

Some teams accomplish goals and are no longer needed.

Phase III: Keeping the PaceTop Performing Teams Challenge and move to next level

Strategic issues More complex decisions

Some of the original Dairy Advisory Teams in Pennsylvania disbanded in their first year. Some continue to operate and excel more than 10 years later.

Expect more!!

Phase IV: Cycling out (ending the team) Met purpose, no longer reason for team. Team not functioning, can’t be fixed. Social event, rather than real work. Significant change in farm. Not the right time for the dairy. Other reasons?

"There are no problems we cannot solve together, and very few that we can solve by ourselves."--Lyndon Baines Johnson    

Questions?