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Making teams work for your organization ,[object Object],by Toronto Training and HR ,[object Object],September 2011,[object Object]
	3-4 Introduction to Toronto 	Training and HR,[object Object],	5-6	Definition,[object Object],7-8	What can be achieved by teamworking?,[object Object],9-10	Advantages of teamworking,[object Object],11-12	Quality training for teams,[object Object],13-14	Running improvement teams,[object Object],15-17	Roles within teams,[object Object],18-20	A model for teamwork,[object Object],21-29	Leading the team,[object Object],30-31	Dysfunctional teams ,[object Object],32-33	Empowering the workforce  ,[object Object],34-36	Virtual teams,[object Object],37-38	Elements of collaboration,[object Object],39-40Create a culture of teamwork,[object Object],41-42	Managing team conflict,[object Object],43-45	Challenges for the team,[object Object],46-48	Team alignment,[object Object],49-50	Drill,[object Object],51-52	Conclusion and questions,[object Object],Contents,[object Object],Page 2,[object Object]
Page 3,[object Object],Introduction,[object Object]
Page 4,[object Object],Introduction to Toronto Training and HR,[object Object],Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden ,[object Object],10 years in banking,[object Object],10 years in training and human resources,[object Object],Freelance practitioner since 2006,[object Object],The core services provided by Toronto Training and HR are:,[object Object],[object Object]
Training course delivery-  Reducing costs,[object Object],[object Object]
Improving employee engagement & morale
Services for job seekers,[object Object]
Page 6,[object Object],Definition,[object Object],Teamwork,[object Object]
Page 7,[object Object],What can be achieved by teamworking?,[object Object]
Page 8,[object Object],What can be achieved by teamworking? ,[object Object],Responding to a specific change within a business, as a result of a merger or take-over or in response to new customer requirements,[object Object],Responding to opportunities or risk as a result of change in the outside business environment,[object Object],To improve production, speed up workflow or improve customer focus,[object Object],To improve employee morale and motivation and encourage flexibility,[object Object],To improve problem solving or creativity skills,[object Object]
Page 9,[object Object],Advantages of teamworking,[object Object]
Page 10,[object Object],Advantages of teamworking,[object Object],A greater variety of complex issues can be tackled by pooling expertise and resources,[object Object],Problems are exposed to a greater diversity of knowledge, skill and experience,[object Object],The approach boosts morale and ownership through participative decision making,[object Object],Improvement opportunities that cross departmental or functional boundaries can be more easily addressed,[object Object],The recommendations are more likely to be implemented than if they come from an individual,[object Object]
Page 11,[object Object],Quality training for teams,[object Object]
Page 12,[object Object],Quality training for teams,[object Object],Ensure training is part of the quality policy,[object Object],Allocate responsibilities for training,[object Object],Define training objectives,[object Object],Establish a training organization,[object Object],Specify quality training needs,[object Object],Prepare training programs and materials,[object Object],Implement and monitor training,[object Object],Assess the results,[object Object],Review the effectiveness of the training,[object Object]
Page 13,[object Object],Running improvement teams,[object Object]
Page 14,[object Object],Running improvement teams,[object Object],Team selection and leadership,[object Object],Team objectives,[object Object],Team meetings,[object Object],Team assignments,[object Object],Team dynamics,[object Object],Team results and reviews,[object Object]
Page 15,[object Object],Roles within teams,[object Object]
Page 16,[object Object],Roles within teams 1 of 2,[object Object],Co-ordinator,[object Object],Shaper,[object Object],Plant,[object Object],Monitor-Evaluator,[object Object],Implementer,[object Object],Resource Investigator,[object Object],Team Worker,[object Object],Finisher,[object Object]
Page 17,[object Object],Roles within teams 2 of 2,[object Object],IMPROVEMENTS THAT CAN TAKE PLACE,[object Object],Underachievement demands a good co-ordinator or finisher,[object Object],Conflict requires a team worker or strong co-ordinator,[object Object],Mediocre performance needs a resource investigator, innovator or shaper,[object Object],Error prone teams need an evaluator,[object Object]
Page 18,[object Object],A model for teamwork,[object Object]
Page 19,[object Object],A model for teamwork 1 of 2,[object Object],Team,[object Object],Task,[object Object],Individual,[object Object]
Page 20,[object Object],A model for teamwork 2 of 2,[object Object],Planning,[object Object],Initiating,[object Object],Controlling,[object Object],Supporting,[object Object],Informing,[object Object],Evaluating,[object Object]
Page 21,[object Object],Leading the team,[object Object]
Page 22,[object Object],Leading the team 1 of 8,[object Object],MANAGERIAL ROLE CHANGES,[object Object],Reduction of some control,[object Object],Greater use of “people skills”,[object Object],Understanding and usage of group dynamics,[object Object],Greater use of facilitation skills,[object Object],Familiarity with cross-functional tasks and operations,[object Object],Vision developer,[object Object],Handling conflict and ambiguity,[object Object]
Page 23,[object Object],Leading the team 2 of 8,[object Object],MANAGERIAL ROLE CHANGES,[object Object],Becoming a better listener,[object Object],Communicate to a greater degree the values and “shared” meanings of the organization,[object Object],Generating a consensus of opinion among team members,[object Object]
Page 24,[object Object],Leading the team 3 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Develop various “mind-joggers” that can be put on wall charts or on floor mats since many people look down,[object Object],when they walk. Concepts such as the following might be used:,[object Object],Focused excellence,[object Object],Everyone is an internal supplier,[object Object],Zero defects,[object Object],We are all dependent on each other,[object Object],Manage each impression as if it were your first and last,[object Object],Attitude is everything,[object Object]
Page 25,[object Object],Leading the team 4 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Initiate and update wall charts with pertinent information on such things as sales, labour costs, food costs, waste, promotional costs, etc.,[object Object],Put job-aid notes on the cash register to help out the employee who might not know what to say to a frustrated customer. All the employee has to do is “read the line.” This provides a certain degree of confidence.,[object Object],Develop and nurture an elite identity for your team.,[object Object]
Page 26,[object Object],Leading the team 5 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Construct a Problem Avoidance List that can be placed where everyone can see it. Get the input of all team members as to what should go on this,[object Object],list. You now have many eyes and ears spotting potential problems — such as wobbly chairs, burned-out lights, customers waiting, etc.,[object Object]
Page 27,[object Object],Leading the team 6 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Develop a “just-in-time” scheduling system. In the service business, you can never predict when someone will call in sick or whatever. On a busy day or night, this can be disastrous. So pay 2- 3 people to stay home for “x” number of hours in the event they might be needed. The amount of compensation per hour would have to be determined. Also be sure to check on the legal requirements regarding this.,[object Object]
Page 28,[object Object],Leading the team 7 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Publish an “Acres of Diamonds” bulletin. Let team members know what’s going right and point out some positive things employees might be taking for granted.,[object Object],Put together a “Shift Assessment Sheet.” The idea of this is to avoid surprises if you’re the head manager. On a piece of paper put three sections— Problem(s) Encountered, Action,[object Object],Taken and Comments. Ask each employee on each shift to complete the form, if necessary, and put it in a box outside your office. When you come in the next morning, you’ll be well advised of what was resolved and/or what to expect.,[object Object]
Page 29,[object Object],Leading the team 8 of 8,[object Object],INITIATIVES AS PART OF THE TEAMBUILDING PROCESS,[object Object],Devise an incentive system that rewards your “Best Month Ever” — one in which each member of the team benefits. The category you choose for measurement could, obviously, be one of many, e.g., sales volume, customer complaints, etc.,[object Object],Institute a system for team compensation on an ongoingbasis that supplements the individual compensation system. This can be done in a variety of ways.,[object Object]
Page 30,[object Object],Dysfunctional teams,[object Object]
Page 31,[object Object],Dysfunctional teams,[object Object],TYPES ,[object Object],The team of individualists,[object Object],Factional teams,[object Object],The conflict-avoiding team,[object Object],The indecisive team,[object Object]
Page 32,[object Object],Empowering the workforce,[object Object]
Page 33,[object Object],Empowering the workforce,[object Object],Tell,[object Object],Sell ,[object Object],Consult,[object Object],Join,[object Object],Delegate,[object Object]
Page 34,[object Object],Virtual teams,[object Object]
Page 35,[object Object],Virtual teams 1 of 2,[object Object],CRUCIAL CONVERSATIONS,[object Object],Talk before problems start,[object Object],Praise early,[object Object],Never raise individual concerns publicly,[object Object]
Page 36,[object Object],Virtual teams 2 of 2,[object Object],WHAT MANAGERS SHOULD DO,[object Object],Make conversations more personal,[object Object],Be attuned to the mood and nuances of virtual meetings,[object Object],Keep employees engaged and focused,[object Object],Establish one-on-one time with each member of the team ,[object Object]
Page 37,[object Object],Elements of collaboration,[object Object]
Page 38,[object Object],Elements of collaboration,[object Object],Stay connected to a compelling purpose,[object Object],Cultivate a culture of trust and respect,[object Object],The performance management system places emphasis and value on teamwork,[object Object],Increase competence in emotional competence, physical competence and intellectual competence,[object Object],Persevere in the face of breakdown and failure,[object Object],Engage the power of appreciation,[object Object]
Page 39,[object Object],Create a culture of teamwork,[object Object]
Page 40,[object Object],Create a culture of teamwork,[object Object],Leaders communicate the clear expectation that teamwork and collaboration are expected,[object Object],Leaders model teamwork in their interaction with each other and the rest of the organization,[object Object],The organization members talk about and identify the value of a teamwork culture,[object Object],Teamwork is rewarded and recognized,[object Object],Important stories and folklore that people discuss within the company emphasize teamwork,[object Object],The performance management system places emphasis and value on teamwork,[object Object]
Page 41,[object Object],Managing team conflict,[object Object]
Page 42,[object Object],Managing team conflict,[object Object],Ground rules,[object Object],Build cohesion and trust,[object Object],Stick to the facts,[object Object],Lead by example,[object Object]
Page 43,[object Object],Challenges for the team,[object Object]
Page 44,[object Object],Challenges for the team 1 of 2,[object Object],Share as much information as you can,[object Object],Ask for their input,[object Object],Stretch your people,[object Object],Make it fun, actionable and visible,[object Object],Help people feel the challenge ,[object Object]
Page 45,[object Object],Challenges for the team 2 of 2,[object Object],BUILDING TEAM EFFECTIVENESSShare information,[object Object],Balance freedom and guidance,[object Object],Give people room to stretch,[object Object],Have some fun,[object Object],Make the challenge visceral,[object Object]
Page 46,[object Object],Team alignment,[object Object]
Page 47,[object Object],Team alignment 1 of 2,[object Object],ESSENTIAL COMPONENTS,[object Object],Purpose,[object Object],Values,[object Object],Vision,[object Object]
Page 48,[object Object],Team alignment 2 of 2,[object Object],MAINTAINING ALIGNMENT,[object Object],Expect an absolute commitment to alignment from the team to the purpose, values, and vision.,[object Object],Build trust, leading by example: tell the truth, be open to new ideas, be respectful of each individual, keep commitments, seek excellence—and expect the same from all team members.,[object Object],Get tough where necessary and provide strong leadership, without micromanaging his team. Senior team members need to be free to use their creativity and exercise their talents, provided they stay in alignment with the purpose, values, and vision.,[object Object]
Page 49,[object Object],Drill,[object Object]
Page 50,[object Object],Drill,[object Object]

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