how to conduct a team huddle - loan servicing operations

Leadership Development Series

Team Huddles

Leader’s Manual

LoanMe Leadership Development Series – Team Huddles 2 | P a g e

Table of Contents

Contents Team Huddles Overview ........................................................................................................................................ 3 Learning Objectives ............................................................................................................................................. 4 Job Aids and Additional Materials: ............................................................................................................................. 4 The Training RoadMap to Success .............................................................................................................................. 5 Understanding Roles and Responsibilities ..................................................................................................................... 6

The Supervisor: ............................................................................................................................................... 6 The Manager: ................................................................................................................................................. 7 The Associate: ................................................................................................................................................ 7

Team Huddle Process - Preparing ............................................................................................................................. 10 Identify Topic: ............................................................................................................................................... 10 Top Performer: .............................................................................................................................................. 10 Logistics: ..................................................................................................................................................... 10 Open Space Area Exercise: ................................................................................................................................. 11

Presentation Skill Fundamentals .............................................................................................................................. 12 Facilitator Communication Awareness .................................................................................................................... 13 The Voice .................................................................................................................................................... 15 Body Language .............................................................................................................................................. 16 Nerves ........................................................................................................................................................ 18 Key Highlights ............................................................................................................................................... 19

Team Huddle Process - Planning .............................................................................................................................. 20 The Huddle Planner ......................................................................................................................................... 20

Team Huddle Process - Facilitating ............................................................................................................................ 21 Discussion Topic ................................................................................................................................................ 21

Discussion Topic Practice Exercise: ........................................................................................................................ 22 Accentuate the Positives ....................................................................................................................................... 23

Accentuate the Positives Discussion/Exercise: ........................................................................................................... 24 Check for Understanding ...................................................................................................................................... 25

Asking Questions ............................................................................................................................................ 25 Active Listening ............................................................................................................................................. 26 Listening vs. Hearing ........................................................................................................................................ 26 Check for Understanding Discussion/Exercise ............................................................................................................ 27

Positive Close ................................................................................................................................................... 28 Department Standings ...................................................................................................................................... 28 Positive Close Discussion/Exercise ........................................................................................................................ 29

Team Huddle Process – Facilitating Overview ................................................................................................................ 30 Team Huddle Process – Next Steps ........................................................................................................................... 31

Action Items: ................................................................................................................................................ 31 Lessons Learned: ............................................................................................................................................ 31 Concerns: .................................................................................................................................................... 31 Calibrate: .................................................................................................................................................... 31

CCoommmmuunniiccaattiioonn DDyynnaammiiccss RReessppoonnssee MMooddeell .................................................................................................................. 32 Final Assignment – Planning and Facilitating a Team Huddle ............................................................................................... 33 APPENDIX ....................................................................................................................................................... 34 Team Huddle Quick Reference Guide ......................................................................................................................... 35

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Team Huddles Overview

Welcome to our Leadership Development Series on Team Huddles. This workshop is intended for Leaders who supervise and manage teams. The workshop focuses on team activities, roles plays, discussions and demonstrations to increase knowledge and concepts related to Team Huddles.

What is a Team Huddle? A Team Huddle is defined as an energized daily “stand-up” meeting, typically held at the beginning of the day. It is intended to increase communication amongst the team and streamline productivity.

Why is the Team Huddle Important to Me as a Leader? A Team Huddle is a great way to ensure that all Associates on your team are working on the right things, are aware of how their work impacts their individual and team performance, and feel supported by the leadership team.

Purpose of the Team Huddle: Team Huddles provide leaders of the organization with an opportunity to communicate with their teams, get the day started in a positive way by motivating and “pumping up” their teams while also recognizing their top performers for a job Whale Done!

The Leadership Development Series is brought to you by the Leadership Committee and Executive Sponsors:

Designed and Developed by the LoanMe Training Department.

Leadership Committee:

Star Silverthorne Andrew Coffey

Sean Bennett John Sennett

Executive Sponsors: Louis Ochoa Cesar Guzman Steve Klopstock

Lance Knox Adrian Cabrera

Corrie Woolcott Robert Caracciola Thomas Von Eschen Alex Bulaon


Learning Objectives Leaders will be able to successfully:

Fully Complete a Team Huddle Planner (Prepare, Plan and Facilitate). Understand the Team Huddle process. Leverage the Presentation Skill Fundamentals to facilitate and manage a Team Huddle. Incorporate Whale Done! Philosophy to build positive relationships. Assess your soft skills and become more aware on how to facilitate Team Huddles. Take action steps to practice on your way to becoming a Team Huddle expert.

Job Aids and Additional Materials:

Team Huddle Planner This job aid was created to help you PLAN and DELIVER your daily Team Huddle. By the end of the workshop, you will be competent on how to complete each section. Refer to it as needed until you feel comfortable with it.

Leadership Development Kit These are supplemental materials in addition to your Leaders Manual. Refer back to Leadership Development Kit to complete discussions and exercises.


The Training RoadMap to Success It is expected by the time you complete this workshop that you will be able to PREPARE, PLAN, FACILITATE and leverage PRESENTATION SKILL FUNDAMENTALS to effectively conduct a Team Huddle. We have laid out a Training RoadMap to lead you to Success and build your skills in each of the following areas.

Understanding Roles and Responsibilities o The Supervisor’s Role o The Manager’s Role o The Associate’s Role

The Four Step Team Huddle Process o Step 1 - Preparing o Step 2 - Planning (Team Huddle Planner) o Step 3 - Facilitating o Step 4 - Next Steps

Introducing Presentation Skills Fundamentals Additional leadership communication tools:

o Facilitator Awareness o Voice o Body Language o Nerves o Active Listening

Practical Skill Building o Knowledge o Skill o Abilities


Understanding Roles and Responsibilities The Supervisor, Manager and Associate are all involved in the Team Huddle process.

The Supervisor: Supervisors focus on four objectives:

1) Discuss and communicate team challenges and relevant performance topics. 2) Recognize Associates doing things right by Accentuating the Positives. 3) Help Associates understand what’s expected of them (knowledge, skills, and abilities). 4) Drive performance by boosting Associate morale.

Phase What How

Preparing

Identify Topic

• Managers will provide Supervisors with the topic of discussion. • Understand the topic thoroughly before delivering the topic. • Ask your Manager questions when things are unclear. • Other options include selecting a topic from the Resource Library.

Top Performer

• Review all Associate KPI’s and examine at all the data. • Identify an Associate who thoroughly exhibits the desired behavior you are seeking to spotlight. • Think of good performance examples to highlight in your Team Huddle.

Logistics • Schedule and coordinate your Team Huddle • Locate an open space to deliver your Team Huddle.

Planning Team Huddle

Planner

• Completing your team Huddle Planner

Facilitating

Discussion Topic

• Introduce your topic by telling your associate what we are going to cover. • Articulate the message you are trying to convey. • Maintain a high energy level and follow a steady pace.

Accentuate the Positives

• Establish a connection between your topic and your top performer achieving success. • State exactly how the top performer got there by citing one or several performance examples.

(What does success look like for your team?) • Have the top performer provide additional information, if anything missed. • Whale Done! Philosophy

o Each Team Huddle must incorporate this positive relationship building philosophy by acknowledging and praising positive behavior.

o Use this approach when you identify and recognize top performers with tangible KPI metrics.

Check for Understanding

• Read body language, do your Associates get the message? • Look for facial expressions or other body gestures for signs of discomfort. • Ask open ended questions. • Ask for examples of how they intend to achieve success. • Re-iterate your message.

Positive Close

• Discuss department highlights. • Talk about on-going or new daily/weekly contests. • Stay upbeat and positive when you encourage your team.

Next-Steps

Action Items • Completion Summary email. • Follow-up on questions.

Lessons Learned Did you learn any new information from you Associates?

What worked well during the Team Huddle?

Any room for opportunities?

Concerns Address any Associate issues or questions.

Conduct Associate Re-direction.


Understanding Roles and Responsibilities The Manager:

Manager’s focus on three objectives: 1) Strategize on Team Huddle topics and process when needed. 2) Drive the Team Huddle department strategy. 3) Provide a collaborative environment to share Next Step and discuss opportunities.

Phase What How

Preparing

Identify Topic

• In most cases, the Manager will provide the Supervisor with the topic of discussion.

• Manager supports Supervisor with any additional information and is made available to answer questions.

• Managers can access and select the Topic from the Resource Library.

Top Performer N/A

Logistics N/A

Planning Team Huddle

Planner N/A

Facilitating N/A N/A

Next-Steps

Action Items • Ensure completion summary email is received from the Supervisor. • Follow-up on questions from Supervisor.

Lessons Learned Opportunity to collaborate best business practices with other Supervisors.


Concerns Follow-up on and assist in addressing issues or questions.

Provide support with Associate Re-direction.

The Associate:

Associate’s area of focus during Team Huddles: 1) Attend the Team Huddle. 2) Participate by actively listening and asking questions. 3) Follow meeting ground rules. 4) Collaborate and share best practices. 5) Execute on deliverables.

Phase What How

Preparing N/A N/A

Planning N/A N/A

Facilitating N/A N/A

Next Steps N/A N/A


The Team Huddle Process

The Team Huddle Flow is divided into four steps. Each step has its own primary area of focus. They are interrelated strategically with one another to ensure fluidity and are summarized as follows:

Step 1 - Preparing (Supervisor and Manager Collaborate)

A. Identify Topic (Manager) B. Top Performer C. Logistics

Step 2 - Planning (Supervisor)

A. Complete Team Huddle Planner

Step 3 - Facilitating (Supervisor)

A. Discussion Topic: Opening, Introduction and Delivery B. Accentuate the Positives: Recognizing Top Performers C. Check for Understanding: Drive Desired Behavior ask Follow-up Questions D. Positive Close: Department Standings and Simplify the Numbers

Step 4 - Next-Steps (Supervisor and Manager Collaborate)

A. Action Items B. Lessons Learned C. Concerns D. Calibrate Supervisors on Best Practices


Team Huddle Process - Preparing

Identify Topic: Manager will provide you with your area of focus I.e. Conversion, Bridging, Contact, etc.

o Monday and Wednesday’s

Understand the topic thoroughly before delivering the topic.

Ask your Manager questions when things are unclear.

Other options include selecting a topic from the Resource Library. o Typically on Friday’s

When a topic has not been provided to you by your Manager, collaborate when necessary in identifying a topic of discussion.

Top Performer: Review all Associate KPI’s and examine all the data, what story is the data telling you?

Identify an Associate who thoroughly exhibits the desired behavior you are seeking to spotlight.

Think of good performance examples to highlight that is most relevant to your topic.

Logistics:

Schedule o Completed early on during the shift. o Scheduled at on Monday’s, Wednesday and sometimes Friday’s (per business need). o Coordinate with other Supervisors to ensure adequate shift coverage and no overlap. o Must not occur during dialer passes. o Last no longer than 10-12 minutes.

Open Space: o Find an open space to hold your Team Huddle.

BEST PRACTICES: If a manager has not given you a topic of discussion, be pro-active and communicate with your Manager. If you don’t understand the topic and key challenges your team is experiencing, ask your Manager

questions until it makes sense.

BEST PRACTICES: When seeking to spotlight an Associate:

o Select an Associate that has the most balanced performance, look at all the KPI’s not just one. o Use an example from a top performer that will help tie in your message with your Topic of Discussion.

BEST PRACTICES: If you are still unclear or have questions, seek input from your Manager. If you include handouts, print and bring enough copies.


Team Huddle Process - Preparing Open Space Area Exercise: Which pictured location is the most appropriate and non-disruptive for holding a Team Huddle? Circle your answer and explain why.

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Presentation Skill Fundamentals Let’s cover some presentation skills basics to help you prepare, facilitate, and manage your Team Huddles. Once you learn and practice these fundamental skills you will be able to bring your human element to every session as you will feel more capable and comfortable with the process.


Presentation Skill Fundamentals

Facilitator Communication Awareness We all have different communication styles when it comes to facilitating a team Huddle. Our style and tendencies become very apparent to our Associates because Team Huddles are Supervisor driven and it puts a spotlight on us. Great facilitators become self-aware of their own communication style and are able to adapt with their audience because they understand themselves and react accordingly. Once you become aware of your own facilitator communication style, then you can begin to work on building on your strengths and mitigating your weaknesses. To help you gain a better understanding about yourself, read the facilitator scenarios below and answer the questions.

Three Different Facilitator Communication Styles:

Factual - Data Driven Decisive - Quick to Act Friendly - Socializer

This facilitator keeps a tight schedule, leverages facts to prove his/her point (may include KPI’s and metrics) Very process driven, and sometimes there is no spontaneity in the workshop, follows the workshop agenda, all breaks follow a rigorous schedule.

This Facilitator keeps a very tight schedule, starts on time, moves at a fast pace and promptly answers questions in a concise and direct manner. He precisely follows the agenda and does not deviate from the plan. Likes to get things done and the workshop ends on time.

This facilitator greets everyone at the door, has high energy and enjoys talking about sports, the weather, and travelling. Good at reading body language and answers questions with stories, feeling and emotion.

Identify facilitator strengths and weaknesses for each of the three communication Styles: Factual - Data Driven Strengths: _________________________________________________________________________________

Weaknesses: _______________________________________________________________________________

Decisive - Quick to Act Strengths: _________________________________________________________________________________

Weaknesses: _______________________________________________________________________________ Friendly - Socializer Strengths: _________________________________________________________________________________

Weaknesses: _______________________________________________________________________________


Presentation Skill Fundamentals Communication Perception:

Facilitator Communication Awareness helps with:

Becoming more aware of our own tendencies so we can adapt our facilitation style.

Implementing a diversified communication strategy that best suits all my Associates.

Understanding my own body language, so I can pro-actively react to it.

Leveraging my Facilitator strengths and understanding my weaknesses.

Facilitator Communication Awareness Action Plan: List your perceived strengths as a Facilitator, what works well for you or what comes easy to you? ____________________________________________________________________________________________________________________________________________________________________________________ List your perceived weaknesses as a Facilitator, what does not work well for you or what is difficult for you?

__________________________________________________________________________________________ What can I do to have more Facilitator Communication Awareness?

__________________________________________________________________________________________


Presentation Skill Fundamentals

The Voice The voice is probably the most valuable tool of the Facilitator. It carries most of the content that your team will take away during the Team Huddle. It’s always easier for us to observe other Facilitators and tell them what’s wrong with their voice (e.g. too fast, too soft etc.) The hard part of facilitating is listening to ourselves and being able to recognize mistakes and make those necessary adjustments to make the presentation successful. There are four main categories used to define vocal qualities, you will need to master all four to become an effective Facilitator.

The first basic fundamental skill is The VOICE. Let’s review some of the characteristics to gain a better understanding on how to integrate these skills while presenting.

I. Volume How loud the sound is. The goal is to be heard without shouting. You will lower your voice to draw the audience in and raise it to make a point. You want to draw your audience in when you recognize and reward an Associate for their top performance.

II. Tone (features of the sound)

A Supervisor who is unsure or hesitant when recognizing an Associate for their performance might sound unsteady or unsure. That’s why it is important to have a firm tone when conveying your message. You always want to sound believable and credible. Voice Tone Examples:

Loud

Quiet

Hard

Soft

III. Pitch The pitch of the voice is defined as the "rate of vibration of the vocal chords". We are born with the voice we have and women generally have higher voices than men do; women tend to have higher voices because they have shorter vocal cords. The length and thickness of the vocal cords affect one's pitch. The pitch of someone's voice can also be affected by emotions, moods and inflection. Interestingly, our emotions can also affect the pitch of our voices. Example: When people become frightened or excited, the muscles around the voice box (or larynx) contract, putting strain on the vocal cords, making the pitch higher.

IV. Pace

This is how long the sound lasts. Talking too fast causes the words and syllables to be short, while talking slowly lengthens them. Varying the pace helps maintain the audience’s interest. You are going to want to slow down when you discuss key challenges with your team and when you answer questions. This ensures everyone understand and it avoids being repetitious.


Presentation Skill Fundamentals Body Language Your body communicates different impressions to the audience. People not only listen to you, they also watch you. Slouching tells them you are indifferent or you do not care, even though you might care a great deal! On the other hand, displaying good posture tells your audience that you know what you are doing and you care deeply about it. Also, a good posture helps you to speak more clearly and effectively.

As a Facilitator, be conscientious of the following:

I. Eye Contact This helps regulate the flow of communication. It signals interest in others and increases your credibility. Making eye contact in the opening statement of your Team Huddle opens the flow of communication and conveys interest, concern, warmth, and credibility. What Not to Do:

Looking at only one Associate during the Team Huddle presentation, may make them feel uncomfortable or targeted.

Rolling your eyes at an Associate as they provide a lengthy to answer to an open ended question you asked during the Team Huddle. Avoid rolling your eyes as it can be perceived as unprofessional.


Presentation Skill Fundamentals Body Language Continued

II. Posture and Gestures You communicate numerous messages by the way you talk and move. A lively speaking style captures attention, makes the content more interesting, and facilitates understanding.

What Not to Do

Avoid crossing your arms as it may be perceived as closed minded and unapproachable.

Placing your hands behind your back. o Instead, project confidence and use your hands to accentuate your message.

III. Working the Group Have you ever heard someone refer to their need for “Personal Space"? Have you ever started to feel uncomfortable when someone stands just a little too close to you? The term proxemics refers to the distance between people as they interact. Just as body movements and facial expressions can communicate a great deal of nonverbal information, so can this physical space between individuals. In a Team Huddle the Facilitator is the center of attention so position yourself where everyone can make eye contact with you and where they can all see your face. Keep a Social Distance of 4 to 12 feet between you and your team so you do not have to shout. Avoid being rigid or stiff as you may come across as nervous or uninterested.

Personal Space for Social Interaction: Optimum for Team Huddles: Social distance - 4 to 12 feet:

This level of physical distance is often used with individuals who are acquaintances. With someone you know fairly well, such as a co-worker you see several times a week, you might feel more comfortable interacting at a closer distance.


Presentation Skill Fundamentals Nerves We all have nerves and it’s natural, so remember to breathe and try to relax. The main enemy of any Facilitator is tension, which impacts the voice, posture, and spontaneity. When adrenaline starts to kick in we start to deal with “fight or flight”. Instead of fighting nerves, welcome and acknowledge them it becomes less of an obstacle to overcome. Tension can be reduced by performing some relaxation exercises:

Mental Visualization: Before the Team Huddle, visualize the meeting area, audience, and yourself presenting. Mentally go over what you are going to do or say from the moment you start to the end of the huddle.

During the Team Huddle: Take a moment to yourself, drink water, take a deep breath, and pace yourself. Concentrate on relaxing the tensest part of your body. Stay positive and keep saying to yourself you can do this!

Channel your energy into concentration and expressiveness with your voice and body language.

KNOW that …. Anxiety and tension is not as noticeable to the audience as it is to you. The best Facilitators make mistakes and the key is to continue on after you make the mistake.


Presentation Skill Fundamentals Key Highlights

Facilitator Communication Awareness • Be aware of your own facilitation style and adjust as needed. • Communicate to ensure that all your Associates are on the same page. • Be pro-active and avoid negative body language tendencies. • Leveraging you strengths and understand your weaknesses.

The Voice

• Maintain a good balance between your Volume, Tone, Pitch and Pace.

Body Language Your body communicates different impressions to the audience. People not only listen to you, they also watch you. Be conscientious of the following:

• Eye Contact • Facial expressions • Posture • Gestures

Personal Space for Social Interaction:

A Social Distance of 4 to 12 feet between you and your team is the optimum for facilitating a Team Huddle.

Nerves

We all have nerves and it’s natural, so remember to breathe and try to relax.

Anxiety and tension is not as noticeable to the audience as it is to you.

Acknowledge you have nerves it will help you get through it!


Team Huddle Process - Planning The Huddle Planner

DISCUSSION TOPIC

INTRODUCE YOUR TOPIC

ACCENTUATE THE POSITIVES – TOP PERFORMERS

WHO DO I SPOTLIGHT?

WHAT DID THEY ACCOMPLISH?

HOW DID THEY DO IT?

CHECK FOR UNDERSTANDING

OPEN ENDED QUESTIONS

POSITIVE CLOSE

DISCUSS DEPARTMENT STANDINGS - Are we on Goal or Pace?

SIMPLIFY AND BREAKDOWN THE NUMBERS


Team Huddle Process - Facilitating Discussion Topic

Getting Started Gather your Associates to an open area on the floor.

Position yourself at “Social Distance”.

Gain their attention with eye contact

Project a firm voice

Transition to the Introduction

Introduction your Topic Open the meeting by introducing your topic.

Maintain a high energy level and follow a steady pace.

Transition to “Accentuate the Positives.” o “Somebody that has good conversion is Associate X, I have listened to some of his monitors and

one thing he does really well is ……..”

The Delivery Discuss area(s) of focus or key challenges the team is experiencing.

Explain what is happening and provide specific examples.

Maintain a high energy level, good pace and work the group with eye contact.

Discuss how we are going to overcome key challenges

BEST PRACTICES: In the Delivery of your message, provide examples of your key challenge(s).

o Give specific examples o Avoid referencing Associates with performance issues.

Read body language, what is it telling you?


Team Huddle Process- Facilitating

Discussion Topic Practice Exercise:

A. Opening B. Introduction C. Delivery

Instructions: A. Read the scenario provided to you by the facilitator - PowerPoint B. Answer the questions below in your workbook. C. Plan to provide a short synopsis of your thoughts for debrief.

Discussion Topic Questions – Refer Back to the Scenario My Topic of Discussion is: __________________________________ 1. Based on the scenario provided to you how will you OPEN and INTRODUCE your Team Huddle, what

will you do or say? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


Team Huddle Process - Facilitating

Accentuate the Positives Transition statement to “Accentuate the Positives.” o “Somebody that has good conversion is Associate X, I have listened to some of his monitors and

one thing he does really well is ……..”

Establish a connection between your topic and your top performer achieving success.

State exactly how the top performer got there by citing one or several performance examples.

Give the top performer an opportunity to provide additional examples.

Thank Associate for their feedback.

Transition to Check for Understanding. o “Does anyone have any questions about what was said? Is everyone comfortable with the topic of

discussion today?” Go around the group and check-in. Whale Done! Philosophy • Use this approach when you identify, acknowledge and recognize top performers. Each Team Huddle

should incorporate this positive relationship building philosophy.

BEST PRACTICES: Praise publicly and reprimand in private. Don’t hesitate to ask questions, this is your opportunity to make sure everyone is on the same page. (Be firm but don’t put anyone on the spot either.)

When selecting an Associate to praise as a top performer, review all their KPI’s to ensure you have the whole story. You want to be credible, so do your due diligence!



Accentuate the Positives Discussion/Exercise:

Instructions: A. Take out the KPI Sample packet from your Leadership Development Kit.

(Your kit includes a Customer Service and Collection sample.) B. Review the Topic of Discussion and all individual KPI’s. C. Partner-up with a colleague and discuss your findings. D. Answer the questions below in your workbook. E. Plan to provide a short synopsis of your thoughts and discuss.

Top Performer Questions – Refer Back to your KPI Sample Packet 1. What are the KPI’s telling you, what jumps out at you at first glance? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2. What are some areas of concern? List specific performance examples. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 3. Which Associate(s) are performing at a high level? Explain why. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 4. Which top performer would you spotlight and why? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Check for Understanding

Asking Questions Transition to Check for Understanding. o “Does anyone have any questions about what was said? Is everyone comfortable with the topic of

discussion today?” Go around the group and check-in. • Read body language, did your Associates get the message? • Look for facial expressions or other body gestures for signs of discomfort. • Ask other open ended questions if needed. • Invite the Top Performer to add more detail (if necessary). • Transition into the Positive Close. o Discuss department KPI’s/ standings

Open and Closed Questions A closed question usually receives a single word or very short, factual answer. For example, "Are you busy?" The answer is "Yes" or "No. Open questions elicit longer answers and are the preferred method to use in Team Huddles. They usually begin with what, why, how. An open question asks the Associate for his or her knowledge, opinion or feelings. "Tell me" and "describe" can also be used in the same way as open questions. In the Team Huddle you want to use open ended questions strategically.

Here are some good open ended question examples.

What else to we need to do to make this success?

Why is ________ Important?

How is it going to get to goal?

Closed questions are good for keeping the conversation short and getting a quick answer:

• Checking for Associate understanding: "Did you ask for the Source of Funds?” • Concluding a discussion or making a decision: "Now we know the facts, are we all in agreement that this

is the right course of action to take?" • Frame setting: "Are you happy with the example we just provided?"

BEST PRACTICES: Find the right balance of open and closed ended questions.


Team Huddle Process - Facilitating Check for Understanding Active Listening In a Team Huddle you will be doing most of the talking. However, when your Associates ask probing questions during Check for Understanding you will need to apply these active listening tips to ensure you provide the appropriate feedback. Good leaders not only inform their team, they also listen to them!

The 80/20 Rule The 80/20 rule dictates that good communication is about spending a majority of your time listening and minority of your time talking. When communicating with your Associates it is very easy to break the 80/20 rule and to talk more than you listen especially during your Team Huddle. It requires that you engage your Associates in dialogue and, wherever possible, you facilitate a discussion where Associate reaches the right conclusions.

4 Tips for Active Listening: Let them finish – listen to everything they say – do not interrupt.

Paraphrase what they said.

Understand the non-verbal signs.

Use open-ended questions to follow-up to gain better insight or to clarify the question.

Listening vs. Hearing Listening means you are paying attention, to what your reps are saying, how they are saying it and their body language. Hearing is referring to you hearing sounds. Effective listening requires concentration and you will utilize your other senses not just hearing their words, but picking up on their non-verbal cues too. In order to fully listen to the associate you must put all other things out of your mind. The human mind can become easily distracted, but it is important that you are 100% focused on what your associate is telling you during these sessions. Non Verbal - Watching for non-verbal cues is important. You will need to listen with your eyes too. With these face to face interactions you should be able to detect enthusiasm, frustration, or irritation very quickly by the expression in the associate’s eyes. These are clues that must not be ignored. When listening to the words only convey a fraction of the message the associate is trying to communicate to us. Wait for your associate to pause to ask clarifying questions.

Best Practices: Remove distractions – don’t fidget with papers, pens, or look out the window. Doing those

things shows the employee that you are not engaged in the conversation. Be patient with pausing. Just because the associate has paused, doesn’t mean they are done

expressing their concerns.



Check for Understanding Discussion/Exercise

Instructions: A. Using the previous scenario from Discussion Topic Practice Exercise (see PowerPoint) B. Think of several open ended questions to ensure your team understands the message you delivered. C. Answer the questions below in your workbook. D. Plan to provide a short synopsis of your thoughts and discuss.

Check for Understanding Questions 1. Based on the scenario you have been provided; create three OPEN ENDED Questions you can ask to

help draw out information from your team. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2. When would you need to use a CLOSED ENDED question? Provide a specific example or a scenario. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Positive Close

Department Standings • Transition into the Positive Close

o Discuss department KPI’s/ standings o Discuss if you are on goal or pace.

• Talk about on-going or new daily/weekly contests.

Breakdown the Numbers

• Simplify and breakdown the number into attainable amounts. • Stay upbeat and positive when you encourage your team before sending them off. • Adjourn the Team Huddle.

BEST PRACTICES:

Motivate (boost Associate morale) Drive performance with positive encouragement


Team Huddle Process- Facilitating

Positive Close Discussion/Exercise

Instructions: A. Read the scenario below B. Answer the questions below in your workbook. C. Plan to provide a short synopsis of your thoughts and discuss.

Scenario Department is $2 million away from goal.

You have $1million in promises

13 days remaining with an average balance of $3100

Positive Close Questions – Refer Back to the Scenario 1. Based on the scenario you have been provided, how could you communicate a simplified

breakdown of the numbers? Does your message convey an attainable goal? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Discuss and debrief your answers


Team Huddle Process – Facilitating Overview


Team Huddle Process – Next Steps

Action Items: Send a completion email to the Department Manager once the Team Huddle has been delivered.

o Notify Manager you completed the Team Huddle

Follow-up on any Associate questions that you need to answer from the Team Huddle.

Lessons Learned:

Did you learn any new information from your Associates?

What worked well during the Team Huddle?


Concerns: (Always seek your Manager if you are unsure about how to proceed)

Address any Associate concerns that surface during the Team Huddle.

Deliver Associate re-direction. o I.e. Disruptive Associate, Controlling Associate etc.

Calibrate:

Share best practices with other Supervisors.

Share questions/ concerns that were brought during the Team Huddle.

BEST PRACTICES: In your summary email CC the assistant Manager and other Supervisors to keep them in the loop. Your

colleagues may learn from you When following up on questions, be timely with your response and include your whole team when

providing your answers.

BEST PRACTICES:

Use the Start, Stop or Continue doing technique to self-assess your Team Huddle efficiency.

BEST PRACTICES: If any concerns surface from one Associate, it may be a legitimate concern for the whole team. When redirecting an Associate, do it one on one in a private setting.

BEST PRACTICES: Calibrating with other Supervisors help you gain more insight into other potential concerns you may have

never anticipated.


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Let’s review some potential group control issues you may encounter during the facilitation of the Team Huddle. In the Communication Dynamics Response Model, you will learn about common types of identified behaviors and learn how to effectively manage and respond to each behavior. Interactive Index Cards Exercise (Behavior, Scenario and Effective Response).

Behavior Scenario Effective Response

Starting the Team Huddle Note: Our customers are our number one priority, being on the phone with a customer is important to the success of our business.

Associates may not all be present at the start of the Team Huddle.

1) Recognize who is on the phone(s). 2) Wait a moment, and then determine if you should begin. 3) Start the huddle so you maximize your time off the phones. Always try to include all of your Associates but if it’s impossible. You will need to catch them-up in a quick one on one after the huddle to make sure everyone has received the same information as the group.

Associates who are Disruptive and or Controlling

When an Associate is disruptive and discussing irrelevant information (Different from the current topic/discussion). When an Associate tries to control the conversations because they know everything. When an Associate believes they know more than you do.

1) Regain firm control by addressing the Associate. Let them know we need to focus on the topic and you would be more than happy to address their question or concern after the Team Huddle.

2) Redirect the behavior by focusing back to the topic. If the behavior persists, you will need to address the disruptive behavior in a private one on one coaching conversation (*Whale Done Redirection). You may also need to assess if this is also a concern for the whole team.

The Joker or Kidder Note: This behavior can become disruptive if it is not addressed.

When an Associate makes funny jokes or takes light of the situation. Recognize that “the kidder” may actually have something serious to add, but may not be sure how to go about it.

1) Regain control by addressing the Associate. Let them know we need to focus on the topic and you would be more than happy to address their question or concern after the Team Huddle.

2) Redirect the behavior by focusing back to the topic. If the behavior persists, you will need to address the disruptive behavior in a private one on one coaching conversation (*Whale Done Redirection).

Not Into It or the Disengaged Associate

Occasionally in a Team Huddle you may have Associates who are not… Engaged Interested Listening Participating Awake

Some physical signs and signals include: • Heads are down. • Eyes are glazed, or gazing at something else. • Hands may be picking at clothes, or fiddling

with pens. • People may be writing or doodling. • They may be leaning on the wall.

1) Try to engage the Associates by asking questions; ask for their opinion or perspective.

2) If it persists, avoid putting the Associate on the spot during a Team Huddle. Instead make a mental note of the behavior.

3) After the huddle is over, ask the Associate to meet with you privately.

4) Provide feedback address your concern by stating what you observed (*Whale Done Redirection).

Side Bar Conversations

When Associates occasionally hold side bar conversations during your Team Huddle and the information is irrelevant to the topic of discussion.

1) A useful Facilitator technique is to ask the Associate who is having side bar conversation what they think about the topic or if they would like to add to the conversation.

2) If it persists, be direct, polite and use tact when directly telling the participant(s) to “Please stop having side bar conversations”.

If the behavior persists, you will need to address the disruptive behavior in a private one on one coaching conversation and remind the Associate about ground rules (*Whale Done Redirection).


Final Assignment – Planning and Facilitating a Team Huddle PUTTING IT ALL TOGETHER! Instructions:

Classroom teams up in 4 groups (4-6 Associates is optimum and preferably from the same department)

Take out the KPI Sample packet from your Leadership Development Kit. NOTE: Your kit includes a Customer Service and Collection sample.

Prepare a Team Huddle 1. Read the Team Huddle Topic of Discussion. 2. Review all individual KPI’s. 3. Identify a top performer and specific key challenges.

Planning a Team Huddle 4. Complete a Team Huddle Planner. (All four steps) 5. If you have any questions raise your hand.

Facilitating a Team Huddle in your Small Groups 6. Review your completed Team Huddle Planner. 7. Take turns facilitating your Team Huddle in front of your group.

Your small group will play the role of your team when delivering the Team Huddle.

Feedback from your Group of Peers 8. Each Associate will participate in the small group team huddle. 9. After each Team Huddle has been completed, have a short discussion and debrief. 10. Use Index cards after the team Huddle to provide additional feedback.

Discuss strengths

Discuss opportunities

All Star Team Huddle Showdown!

1. Each group will select the best facilitated Team Huddle. 2. The Associate selected from each group will be asked to repeat their Team Huddle. 3. Associates will take turns facilitating their Team Huddle in front of the classroom. 4. After each Associate has delivered their Team Huddle:

Discussion and feedback on strengths and opportunities. 5. The Team Huddle Showdown winner is selected.


APPENDIX

Team Huddle Quick Reference Guide


Team Huddle Quick Reference Guide

Preparation Best Practices

Topic: If a manager has not given you a topic of discussion, be pro-active and communicate with your Manager. If you are still unclear or have questions, seek input from your Manager until it makes sense. If you include handouts, print and bring enough copies.

Spotlight Top Performer: Select an Associate that has the most balanced performance, look at all the KPI’s not just one. Use an example that will help tie in your message with your Topic of Discussion.

Logistics: Find an appropriate open space to deliver your Team Huddle. Maintain a consistent schedule scheduled of Monday’s, Wednesday and sometimes Friday’s. Coordinate with other Supervisors to ensure adequate shift coverage and no overlap. Avoid doing Team Huddles during dialer passes to maximize contact. Team Huddles should last no longer than 10-12 minutes.

Complete your Team Huddle early on during the shift.

The Huddle Process

1. Preparing (Supervisor and Manager Collaborate) Identify Topic Top Performer Logistics

2. Planning (Supervisor) Complete the Team Huddle Planner

3. Facilitating (Supervisor)

Discussion Topic - Opening Introduction Delivery

Accentuate the Positives - Reward and recognize Top Performers

Check for Understanding - Drive Desired Behavior ask Follow-up Questions

Positive Close - Department Standing and Simplify the Numbers

4. Next Steps (Supervisor and Manager Collaborate) Action Items Lessons Learned Concerns Calibrate Department Supervisors on Best Practices

Accentuate the Positives - Whale Done!

The Team Huddle Whale Done! Response System

START with a Positive: Praise top performers at the beginning of the huddle. Be specific about what they accomplished. Share results, provide examples with the team.

END with a Positive: Encourage team with an upbeat positive message and to keep up the good work.

how to conduct a team huddle - loan servicing operations

Leadership & Management

team huddle process

job aids

additional materials

open space area exercise

training roadmap

understanding roles

learning objectives

body language