Trainer: Kevin GroenTopic: Team Management

30.03.2010, Amsterdam, The Netherlands

Team Management

Leading high performing teams…

Purpose

A participative online training that provides you with theory and

practical exercises to improve the performance of your team

Particular focus will be given to:

• Creating a vision

• Performance management

• Identifying and developing talent

• Motivating people

Insights

Practical tools

Let’s get started!

Please click on the following link, and rate your team experience:

http://www.doodle.com/7xges6rb64u8vmiw

Movie time

Please click on the link, and watch the movie:

http://www.youtube.com/watch?v=LD72GzaxxuI&feature=channel

Individual exercise:

Go to the online whiteboard:http://dabbleboard.com/draw?b=Guest314196&i=0&c=2937

88ebf43141d6df3b0bd5e24cad92392c8aa4

And add your answers to:

What is your leadership style, and how does it engage/ inspire/ motivate

your team?

Recap of LDP session 1:Virtual Leadership

• What are you really passionate about?

• How will you share that passion with people all around the world?

• What is the ‘virtual’ signature / impact you’re leaving behind?

Team vision/purpose

A great vision:

Has a purpose

Shows a picture of the future

Is guided by clear values

Inspires to action

What’s your team vision?

How will you create your team

vision?

State the exceptional and extraordinary!

People should talk about it because it’s meaningful, appealing and

enthralling!

Questions to think about:

• How will we make a difference every single day?

• How can we work on only what really matters to us and to everyone?

• Why is it that we are so special, so committed and caring about our members?

• What do we represent to our members?

• What makes them stay with us?

Individual exercise:

Take some time to think of your team vision and/or think of how you will

develop one with your team…

* Please share your insights on the online whiteboard:

Performance management

SMART goal setting:

• Specific, simple, significant, stretching

• Measurable, meaningful, motivational, manageable

• Attainable, achievable, actionable, agreed, appropriate, assignable

• Relevant, realistic, resourced, results

• Time bound, track-able

3-step method:

1. Verb practise, increase, learn, fully understand

2. Middle part giving feedback according to the BIO model

3. Quantity & Time 3 times by Sunday 04/03/2010

Individual exercise:

Create a personal goal that relates to this training…

* Please share your insights on the online whiteboard:

Talent Management

Recruitment Identification DevelopmentEmployment in the right

jobs

Retention & Succession

plan

Talent Development

Identification

Talent Development only works if you actually know where the talent sits in the organisation, otherwise it’s just “random”

development of people you need to identify talent

“Talent”

Talent is a combination of performance and potential where:

• Performance is based on goals you set and actual results

• Potential is based on expressed behaviour (see CAR assessment)

* Pleas download the CAR assessment here:http://rcpt.yousendit.com/845204485/cf435e6ab93095da4ac4a2058e0b1664

Talent Matrix

Potential

Low (C) Medium (B) High (A)

Pe

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ce

Exceeds C1

Current Contributor

B1Strong performer

A1Top Talent

Meets C2

Limited contributor

B2Core Member

A2Rising Talent

Below

C3Underperformer

B3Improvement

needed

A3Unused Talent

Low (C)Limited/ no growth potential

Medium (B)Shows signs of being able to progress within similar roles

High (A)Seeks new challenges. Shows signs of being able to progress to next level up

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Current contributor•Demonstrates high performance but shows signs of being stretched to the limits in capability and capacity (e.g. skills and ability)•Valuable to the organisation as long as their skills remain critical

Strong performer•Demonstrates high performance in current role and the behaviours to progress in similar roles•At right level position for capability and capacity (e.g. skills and ability)

Top Talent•Demonstrates high performance and behaviours* that indicate clear capability and capacity to advance beyond current role and level (in the near or long-term future)

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d Limited contributor•Performs to expectations in current role but does not demonstrate the behaviours to advance beyond current role and level•Stretched to limit in capability & capacity (e.g. skills & ability)•Look at alternative positions at level below

Core employee•Performs to expectations but can still develop and improve in current role•At right level position for capability and capacity (e.g. skills and ability)

Rising Talent•Performs to expectations, can still improve within current role •Also demonstrates behaviours that indicate has capacity and capability to advance to other levels or roles

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Underperformers•Underperforming in current role•Does not demonstrate the behaviours to advance beyond current role and level •Stretched to limit in capability & capacity (e.g. skills & ability)•Performance manage to improve, move to role at level below, or exit

Improvement needed•Underperforming in current role although demonstrating behaviours that indicate is able to make improvements •Role should be the right level for capability and capacity (e.g. skills and ability), but if improvement isn't made then need to look at roles at level below

Unused Talent•Underperforming in current role, but has capability and capacity to improve•Also demonstrates behaviours that indicate they have clear capability and capacity to advance to other levels and roles

*Behaviours according to the CAR assessment

Developing talentWhether someone is capable of growing beyond their current

role is dependent on their ability to apply behaviour/competencies at a wider level (personal, inter-

personal, organisational)

If someone expresses a particular kind of behaviour and therefore I assessed as low/medium/high potential doesn’t mean that they are fixed on that level. Several things will influence how people can change between the boxes:• Their manager how they are managed (situational leadership, coaching)

• When they move into a new position (performance usually drops)

• Personal situation

• Training & Development

• Etc…

Individual exercise:

Apply the talent matrix and to 2 of your team members…

* Please share your insights on the online whiteboard:

Developing talent•Top talent: test them, challenge them with

additional assignments/projects

•Core member: keep them satisfied

•Underperformer: analyse root of the underperformance, set up short term plan, e.g. planning of tasks, change roles, training etc. (if nothing changes; change roles, lay off…)

Developing talent– Day-2-day conversations

– Feedback (22nd April)

– Appraisals

– Delegation

– Writing a report

– Making a presentation

– Facilitating

– Visiting an external stakeholder

– Watching a colleague at work

– Projects

– Standing in for someone (e.g. when you’re gone)

– Change in responsibilities

– Just doing it

– Doing anything different

– Internet & e-learning

– Manuals & books

– Podcasts

– CDs and DVDs

– Training – off the job

– Training – on the job

– Courses

– Finding role models

– Mentoring

– Coaching (14th April)

– Life!

Motivation

Logical levels (Dilts)

Identity

Values & beliefs

Skills & knowledge

Behaviours

Results

Individual exercise:

Please share on the whiteboard “what is

important to you in AIESEC?”

* Please share your insights on the online whiteboard:

Motivating others

to motivate your team members you need to understand who they are and what their

values and beliefs are.

If you don’t, you’ll run the risk of completely misunderstanding the motives behind

someone’s actions

Individual exercise:

Please reflect on the session and define a personal goal (related to

the content of this session) that you will complete latest a week after

this session…

* Please share your insights on the Facebook group:

Individual exercise:

Please take a moment and think of your main learning and key questions you

still have unanswered, and add them to the online whiteboard, or Facebook

group

* Please share your insights on the Facebook group:

Individual exercise:

Follow instructions from your trainer…

Final message

It takes practise to strengthen your muscles, e.g. becoming more effective in managing teams is a

matter of practise (taking a risk), and some failures (which really isn’t a failure, trying something, seeing the results, adapting accordingly is not failure; it is

experimenting and moving forward.

http://www.youtube.com/watch?v=dT4Fu-XDygw

Enjoy the movie

Contact details

• Name: Kevin Groen

• Email: kevin.groen83@gmail.com

• Skype: kevin.groen

• Facebook: Kevin Groen