chapter 9 supervising teams, team building, and coaching copyright © 2012 by john wiley & sons,...

CHAPTER 9 Supervising Teams, Team Building, and Coaching

Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

Overview•What Is a Team?•Working Together•Building Teams•Installing Total Quality Management•Empowering Employees •Overcoming Team Challenges•Coaching



What is a Team?•A group is a large number of people working together, or considered together because of similarities.

•They interact to achieve a certain objective.•A team is a group of individuals who share a common goal & the responsibility of achieving it.

•The team attempts to achieve a positive collaboration among its members.

•The successful team will also be adaptive, flexible, and able to deal with conflicts as they arise.



Figure 9.1Team members can create a synergy.



The Formally Appointed Team•Has a appointed team leader. •The team leader may have more decision making authority than others.•Power may be delegated to them.•Delegation is when one gives a portion of their responsibility & authority to a subordinate.



The Informally Appointed Team

•Evolves on its own.•Has a rotation of leadership.•The group leader does not have formal power over the group.•The informally appointed team has some advantages over the formally appointed.



The Informally Appointed Team: Advantages

•One person probably does not possess every quality needed to be the perfect leader.•Everyone has a chance.•Formally appointed team leaders may also lose popularity among the group because of their connection with management. •In a informal team, eventually everyone is linked with management.



Why Do People Join Teams?

•To accomplish tasks as efficiently & swiftly as possible.•To feel like they are part of a whole.•Being part of the team assures you that you have others to fall back on if the going gets rough.•To feel like they contribute something to the overall success of the team.•To develop, enhance, and/or confirm some underlying identity needs.



Teamwork

•The actual action that a team performs.

•Cooperative effort by a group of persons acting together as a team.

•Team players are individuals that participate in a collective effort & cooperation to get the job done efficiently.



Team Norms

•Implicit, in addition to explicit rules of behavior that result from team interaction. •Norms occur within every type of team interaction.•Norms work best when the team creates them.•Positive team norms are behaviors that are agreed upon & accepted within the group.•One way a manager may increase positive team norms in the hospitality industry is by giving rewards.•Negative team norms are behaviors that are against the interest & are not accepted by the overall group.



A Cohesive Team

•Communicates well with each other & has well-defined norms, unity, respect, & trust among its members.•Strengths & weaknesses; hopefully what one member lacks another will make up for.•If a team lacks cohesion, the group will not have any sense of unity which will result in a hindered performance. •To build a cohesive team, goals & objectives need to be set.



Leading a Kitchen Team•Starts with a “battle plan” briefing to ensure that everyone is on the same page.•Every station discusses their action plan & then preps to par.•Then the chef/kitchen leader practices participative leadership, leading by example, working with the team.



Leading a Restaurant Shift

•Every shift is unique & presents different obstacles to overcome.

•Leaders must be ready to lead their staff through a successful shift.

•This is where the following come in handy:•Opening Checklists •Pre-shift Meetings•Closing Checklists



Pre-Shift Meetings

•Interactive meetings that offer the leader managing a shift the opportunity to address problem issues and lay out the strategy for a successful shift.

•A typical pre-shift meeting should last 10 to 15 minutes.

•Managers need to be involved with their staff and in the guest experience.



Three Ways Influence an Informal Team

1. Feed Back: The type (positive or negative) & amount should even itself off, or meet in the middle.

2. Identification: Identify the key players within the group.

3. Communication: Builds trust, & helps to confirm that you are addressing the right issues.



Building a Team•First consider what they want out of the team they are about to build & clarify these goals to pre-existing members.•Be very selective with who is hired, & always conduct a reference check!•You should always hire based on the idea that the applicant will provide something for the team (skills, personality, good attitude, etc.).•Remember that one team member’s problem affects the whole group in a downward spiral.•Build a positive work environment.



Formal vs. Informal Groups

•Formal groups are work groups established by the company.

•They include committees, group meetings, work teams & task forces.

•Informal groups are more social & form naturally in the workplace.



Turning Groups into Teams

Teambuilding goes through four stages:

1.Forming – Group members attempt to lay the ground rules for acceptable behavior.2.Storming – Hostilities and conflict arise. People jockey for positions of power and status.3.Norming – Group members agree on their shared goals, and closer relations develop.4.Performing – The group channels its energies into performing its tasks.



Changing a Group into a Team

1. Get the teams input toward establishing team goals.

2. Allow some team decision-making.

3. Stress communication within the team.

4. Have collaboration among team members.



Figure 9.2

The steps involved in turning groups into teams.



Creating a Successful TeamTogether, Everyone, Achieves, More!

Team effectiveness is defined by 3 criteria:

1. The productive output of the team meets or exceeds the standards of quantity & quality.

2. Team members realize satisfaction of their personal needs. 3. Team members remain committed to working together.



Characteristics of Successful Teams1. Understands & is committed to the vision, mission, & goals of

the company.2. Is mature.3. Works to continually improve how it operates.4. Treat each other with respect.5. Differences are handled in a professional manner.6. Respect their supervisor.7. Members are consulted & their input is requested in decision-

making.8. Members encourage & assist other team members to succeed.9. The team meets or exceeds its goals.10. Has synergy.

CHAPTER

9Supervising Teams, Team Building, and Coaching


Figure 9.3Elements of a successful team.



Total Quality Management (TQM)•Goal is to ensure continuous quality improvement of services & products for guests.

•TQM is applied in all areas of business at every level.

•It consists of 10 steps



Ten Steps to TQM1. Have excellent leaders as supervisors & managers.2. Build & train teams of volunteer associates within each department & later

cross departmentally in problem solving.3. Teams decide on & write down the appropriate levels of guest service &

relative weighting for ”their guests”. 4. Set mission, goals, & strategies based on guest expectations.5. Empower & inspire associates to reach goals.6. Identify deficiencies, which are areas where service falls below expectations.7. Analyze & resolve identified deficiencies8. Modify processes to incorporate corrections to improve service to expected

levels.9. Track results – improvements in service, guest satisfaction, employee

satisfaction, cost reduction, & profit.10. Evaluate & support the process.



Empowerment•Empowerment: ensuring that employees have the skills, knowledge & authority to make decisions that would otherwise be made by management. •Structured empowerment allows employees to make decisions within specified limits.•Flexible empowerment gives employees more scope in making decisions.



Team Challenges•Overcoming negativity - including “us verses them”.

•Learning how to delegate (appropriate) responsibilities.

•Overcoming high turnover.

•Gaining respect from & within the team.



Coaching

•Coaching is a process involving observation of employee performance & conversation focusing on job performance between the manager & the employee.•Coaching focuses on enhancing skills of the employee, productivity of the employee & elevating employee motivation.

•Self-fulfilling prophecy•If the leader takes the coach approach, they will still be part of the team, involved in employee performance.



Coaching8 Step Coaching Model:

1. Be supportive2. Define the problem & expectations 3. Establish impact4. Initiate a plan5. Get a commitment6. Confront excuses/resistance7. Clarify consequences8. Don’t give up



CoachingWhy do supervisors avoid coaching?

•Lack of time. •Fear of confrontation.•Assuming the employee knows they are doing a good job.•Little experience coaching.•Assuming that the employee will ask questions when appropriate & does not need feedback.



The Coach• Is present.• Is a teacher. • Observes employees doing their jobs. • Asks questions. • Gives feedback.



Counseling Sessions1. Speak in private with the employee. Be relaxed & friendly.2. Express in a calm manner your concern about the specific

aspect of job performance you feel needs to be improved. 3. Ask the employee for his or her thoughts & opinions, including

possible solutions. 4. Ask the employee to restate what has been agreed upon to

check on understanding.5. At a later time, you should follow up & make sure that the

performance concern has been addressed.



Behaviors of a Coach•Do not think about employees as people that need to be controlled.•Listen, listen, listen!•Develop the individual strengths of each employee.•Endorse effort & growth (instead of pointing out mistakes).•Stop providing solutions. Give your employees an opportunity to figure it out.•Stop making all the decisions. Delegate decisions where appropriate & engage your employees. •Be unconditionally constructive. •Create an environment where people want to work with you, feel valued, respected & part of a team

chapter 9 supervising teams, team building, and coaching copyright © 2012 by john wiley & sons,...

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