The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Making teams work within your organization June 2012
1. Making teams work within your
organization
by Toronto Training and HR
June 2012
2. 3-4 Introduction to Toronto Training and HR
5-6 Definition
Contents 7-11
12-15
Different team types
Different team roles
16-18 Effective and ineffective teams
19-20 Team culture
21-22 Succeeding at team-building
23-24 Project teams
25-26 Re-invigorating the team
27-28 Using metaphors with teams
29-35 Teams with generational differences
36-37 Conflict
38-39 Candour and interacting more directly
40-42 Shifting the operating model
43-44 Types of groups
45-46 Modes of subgroups
47-48 Skills and habits of teamwork
49-51 Thinking smart
52-53 Drill
54-57 Case studies
58-59 Conclusion and questions
4. 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 event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4
8. Different team types 1 of 4
Advice/involvement groups
Production/service teams
Action/negotiation teams
Project/development teams
Project teams
Traditional work teams
Parallel teams
Management teams
Project teams, ad hoc project teams and on-going
project teams
Page 8
9. Different team types 2 of 4
Decision-making teams
Mixed teams
Production teams, ad hoc production teams and
on-going production teams
Ad hoc teams
Intact teams
Short-term teams and long-term teams
Hierarchical decision-making teams
Judge-adviser systems
Student teams
Page 9
10. Different team types 3 of 4
Professional teams
New product development teams
X-teams
Extreme action teams
Crews
Multi-team systems
Self-managing teams
Autonomous work teams
Conceptual teams
Behavioural teams
Page 10
11. Different team types 4 of 4
Small teams and large teams
Cross-functional teams, cross-functional project
teams and cross-functional product teams
Lower-level and upper-level managerial teams
Top management teams
Page 11
13. Different team roles 1 of 3
Plant
Resource investigator
Co-ordinator
Shaper
Monitor evaluator
Team worker
Implementer
Completer finisher
Specialist
Page 13
14. Different team roles 2 of 3
POSITIVE
Initiator
Information giver
Information seeker
Summarizer
Social supporter
Harmonizer
Tension reliever
Compromiser
Gatekeeper
Page 14
15. Different team roles 3 of 3
NEGATIVE
Non-participant
Attacker
Dominator
Clown
Page 15
17. Effective and ineffective teams
1 of 2
KEY FEATURES OF EFFECTIVE TEAMS
Individuals
Dynamic
Leadership
Structure
Boundary management
Image
Page 17
18. Effective and ineffective teams
2 of 2
Behaviours leading to successful teamwork
Characteristics of ineffective teams
Behaviours inhibiting teamwork
Page 18
20. Team culture
What makes a good team leader?
Empowering your team
Boosting your team
Sponsor risk-taking in your team
Leaders facilitate learning
Leaders give direction
Leaders inspire vision, purpose and motivation
Page 20
22. Succeeding at team-building
Develop employees in the right job
Look to your leaders
Assess the team
Create a culture of engagement
Give teams what they need
Establish conditions for success
Page 22
26. Reinvigorating the team
Listen to them
Be honest and transparent
Tell good news stories
Engage employees in decision-making
Set ambitious targets…
…but make sure they are achievable
Give rewards for a job well done…
…and hold bad performers to account
Take the team to a local bar
Think glass half-full
Page 26
28. Using metaphors with teams
Choose the right metaphor
Make sure the metaphor fits the culture
Know the limits of the metaphor
Work the metaphor in different ways:
Identify key values
Describe the everyday emotional climate
Assess how well the metaphor fits the team’s purpose
Identify leadership skills implied by the metaphor
Go to your team
Page 28
30. Teams with generational
differences 1 of 6
DO
Design in a degree of creative tension – friction
maketh the pearl
Take an experimental approach to the use of
dynamic duos in relation to such areas as social
innovation and sustainability
Launch pilot projects to promote greater
interaction and joint working between the
generations
Page 30
31. Teams with generational
differences 2 of 6
DO
Ensure the right combination of top-down and
bottom-up dynamics
Consider matchmaking processes driven by
younger people, rather than – as is more typical –
by their seniors
Build in candid feedback processes
Monitor progress, pooling experience on how to
identify and overcome barriers
Page 31
32. Teams with generational
differences 3 of 6
DO
Consider creating an internal website or Facebook
site to link those interested in social innovation
and sustainability and promote sharing, testing
and refining of their ideas
Be patient: true social innovations take time to
evolve and embed
Page 32
33. Teams with generational
differences 4 of 6
DON’T
Don’t delay
Don’t overlook the huge potential for dynamic
duos and similar partnerships to ensure the
persistence of the best of your corporate culture –
and evolve it for new market conditions
Don’t forget personal chemistry – the best
dynamic duos survive/thrive because the partners
create the human equivalent of hybrid vigour
Page 33
34. Teams with generational
differences 5 of 6
DON’T
Don’t focus solely on the internal agenda – build
dynamic duos that bridge with external
organizations and agendas
Don’t view such initiatives as corporate
citizenship – explore the possibility of using them
to investigate and map out future market
opportunities
Page 34
35. Teams with generational
differences 6 of 6
DON’T
Don’t forget that even the best dynamic duos will
have a shelf-life
Don’t obsess with duos when trios, quartets or
septets may be the way to go
Page 35
37. Conflict
Common causes
Facts, myths, unknowns and values
Resources, barriers and covert agendas
Decision making outside meetings
Group members not taking ownership of the group
process
Lack of clarity regarding decisions
Politics and history of working together
Rules, regulations and bureaucracies
If not your group, then who?
Page 37
41. Shifting the operating model
1 of 2
GOOD PLACES TO START
Rather than focusing on improving the senior
group’s interactions as a whole, design a group of
smaller, more focused subgroups, drawing in
others from around the company as needed
Invest in the quality of links between top team
members and the rest of the company
Page 41
42. Shifting the operating model
2 of 2
GOOD PLACES TO START
Recognize that conflicts among top executives
are often driven or exacerbated by broader
tensions in the network, and deal with them at the
constituent level first
Page 42
48. Skills and habits of teamwork
Working cooperatively
Contributing to groups with
ideas, suggestions, and effort
Communication (both giving and receiving)
Sense of responsibility
Healthy respect for different
opinions, customs, and individual preferences
Ability to participate in group decision-making
Page 48
50. Thinking smart 1 of 2
TAPPING INTO THE TEAM’S INTELLIGENCE
Start with desired results
Let someone else take responsibility
Design parameters
Define the problem, not the solution
Turn over decisions to the people with the data
Invent rules of play
Ask for initiative
Look to the periphery
Page 50
51. Thinking smart 2 of 2
TAPPING INTO THE TEAM’S INTELLIGENCE
Agree on accountability
Be clear on the consequences
Page 51