making teams work within your organization june 2012

Making teams work within your organization

by Toronto Training and HR

June 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-11 Different team types12-15 Different team roles16-18 Effective and ineffective teams19-20 Team culture21-22 Succeeding at team-building23-24 Project teams 25-26 Re-invigorating the team 27-28 Using metaphors with teams29-35 Teams with generational differences36-37 Conflict38-39 Candour and interacting more directly40-42 Shifting the operating model43-44 Types of groups45-46 Modes of subgroups47-48 Skills and habits of teamwork49-51 Thinking smart52-53 Drill54-57 Case studies58-59 Conclusion and questions

Introduction

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

Definition

DefinitionTeamworkTeams

What a team is not…

Different team types

Different team types 1 of 4Advice/involvement groupsProduction/service teamsAction/negotiation teamsProject/development teamsProject teamsTraditional work teamsParallel teamsManagement teamsProject teams, ad hoc project teams and on-going project teams

Different team types 2 of 4Decision-making teamsMixed teamsProduction teams, ad hoc production teams and on-going production teamsAd hoc teamsIntact teamsShort-term teams and long-term teamsHierarchical decision-making teamsJudge-adviser systemsStudent teams

Different team types 3 of 4Professional teamsNew product development teamsX-teamsExtreme action teamsCrewsMulti-team systemsSelf-managing teamsAutonomous work teamsConceptual teamsBehavioural teams

Different team types 4 of 4Small teams and large teamsCross-functional teams, cross-functional project teams and cross-functional product teamsLower-level and upper-level managerial teamsTop management teams

Different team roles

Different team roles 1 of 3PlantResource investigatorCo-ordinatorShaperMonitor evaluatorTeam workerImplementerCompleter finisherSpecialist

Different team roles 2 of 3POSITIVEInitiatorInformation giverInformation seekerSummarizerSocial supporterHarmonizerTension relieverCompromiserGatekeeper

Different team roles 3 of 3NEGATIVENon-participantAttackerDominatorClown

Effective and ineffective teams

Effective and ineffective teams 1 of 2

KEY FEATURES OF EFFECTIVE TEAMSIndividualsDynamicLeadershipStructureBoundary managementImage

Effective and ineffective teams 2 of 2

Behaviours leading to successful teamworkCharacteristics of ineffective teams Behaviours inhibiting teamwork

Team culture

Team cultureWhat makes a good team leader?Empowering your teamBoosting your teamSponsor risk-taking in your teamLeaders facilitate learningLeaders give directionLeaders inspire vision, purpose and motivation

Succeeding at team-building

Succeeding at team-building

Develop employees in the right jobLook to your leadersAssess the teamCreate a culture of engagementGive teams what they needEstablish conditions for success

Project teams

Project teamsFOUR CHARACTER TYPESAnalytical typesAmiable typesExpressive typesDriver types

STEP ONESTEP TWOSTEP THREESTEP FOUR

Reinvigorating the team

Reinvigorating the teamListen to themBe honest and transparentTell good news storiesEngage employees in decision-makingSet ambitious targets……but make sure they are achievableGive rewards for a job well done……and hold bad performers to accountTake the team to a local barThink glass half-full

Using metaphors with teams

Using metaphors with teams

Choose the right metaphorMake sure the metaphor fits the cultureKnow the limits of the metaphorWork the metaphor in different ways:Identify key valuesDescribe the everyday emotional climateAssess how well the metaphor fits the team’s purposeIdentify leadership skills implied by the metaphorGo to your team

Teams with generational differences

Teams with generational differences 1 of 6

DODesign in a degree of creative tension – friction maketh the pearlTake an experimental approach to the use of dynamic duos in relation to such areas as social innovation and sustainabilityLaunch pilot projects to promote greater interaction and joint working between the generations


DOEnsure the right combination of top-down and bottom-up dynamicsConsider matchmaking processes driven by younger people, rather than – as is more typical – by their seniorsBuild in candid feedback processesMonitor progress, pooling experience on how to identify and overcome barriers


DOConsider creating an internal website or Facebook site to link those interested in social innovation and sustainability and promote sharing, testing and refining of their ideasBe patient: true social innovations take time to evolve and embed


DON’TDon’t delayDon’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 conditionsDon’t forget personal chemistry – the best dynamic duos survive/thrive because the partners create the human equivalent of hybrid vigour


DON’TDon’t focus solely on the internal agenda – build dynamic duos that bridge with external organizations and agendasDon’t view such initiatives as corporate citizenship – explore the possibility of using them to investigate and map out future market opportunities


DON’TDon’t forget that even the best dynamic duos will have a shelf-lifeDon’t obsess with duos when trios, quartets or septets may be the way to go

Conflict

ConflictCommon causesFacts, myths, unknowns and valuesResources, barriers and covert agendasDecision making outside meetingsGroup members not taking ownership of the group processLack of clarity regarding decisionsPolitics and history of working togetherRules, regulations and bureaucraciesIf not your group, then who?

Candour and interacting more

directly

Candour and interacting more directly

Break meetings into smaller groupsDesignate a “Yoda”Teach caring criticism

Shifting the operating model


1 of 2GOOD PLACES TO STARTRather than focusing on improving the seniorgroup’s interactions as a whole, design a group of smaller, more focused subgroups, drawing in others from around the company as neededInvest in the quality of links between top teammembers and the rest of the company


2 of 2GOOD PLACES TO STARTRecognize that conflicts among top executivesare often driven or exacerbated by broader tensions in the network, and deal with them at the constituent level first

Types of groups

Types of groupsFormal InformalTemporaryPermanent

Modes of subgroups

Modes of subgroupsDiscussion groupsSingle-leader unitsReal teams

Skills and habits of teamwork

Skills and habits of teamwork

Working cooperativelyContributing 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

Thinking smart

Thinking smart 1 of 2TAPPING INTO THE TEAM’S INTELLIGENCE Start with desired resultsLet someone else take responsibilityDesign parametersDefine the problem, not the solutionTurn over decisions to the people with the dataInvent rules of playAsk for initiativeLook to the periphery

Thinking smart 2 of 2TAPPING INTO THE TEAM’S INTELLIGENCE Agree on accountabilityBe clear on the consequences

Case study A

Case study B

Conclusion and questions

Conclusion and questionsSummaryVideosQuestions

making teams work within your organization june 2012

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