teams january 2013

Making teams work for you in 2013

by Toronto Training and HR

January 2013

CONTENTS3-4 Introduction to Toronto Training and HR 52-55 Team performance and

knowledge 5-6 Definition resources 7-8 Types of teams 56-57 Factors that influence motivation9-14 Different types of teams 58-63 Team coaching15-16Key features of effective teams 64-65 Dimensions of cultural

differences17-18Behaviours 66-70 Team effectiveness19-20Team processes and team 71-74 Virtual teams

knowledge-use behaviours 75-78 Teamwork21-23Roles which people play 79-80 Drill A24-25Team development 81-83 Reviewing your team 26-27Enabling top-notch performance 84-85 Productive conflict28-29 Team management wheel 86-88 How well is the team running? 30-31 Leadership lessons 89-90 Dysfunctional teams32-35 Team productivity and positivity 91-92 Teams with poor leadership36-37 Outcomes of team competencies 93-94 Fixing a team that is

broken38-39 Underlying constructs 95-96 Reshuffling teams40-41 Network content 97-98 Drill B42-44Subgroups 99-100 Conclusion and questions45-46 Teaming47-49 A process for teambuilding50-51 Organizing a team building event

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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definition

Definition

• What is a team?• Benefits

Types of teams

Types of teams

• Formal• Informal• Permanent• Temporary

Different team types

Different team types 1 of 5

• Advice/involvement groups• Production/service teams• Action/negotiation teams• Project/development teams• Project teams• Traditional work teams• Parallel teams• Management teams• Project teams• Production teams


• Decision-making teams• Mixed teams• Ad hoc project teams• Ongoing project teams• Ad hoc production teams• Ongoing production teams• Ad hoc teams• Intact teams• Short-term teams• Long-term teams


• Professional teams• Student teams• Cross-functional teams• Cross-functional project

teams• Cross-functional product

teams• New product development

teams• X-teams• Extreme action teams


• Crews • Multi-team systems• Small teams• Large teams• Hierarchical decision-

making teams• Judge-adviser systems• Self-managing teams• Autonomous work teams


• Lower-level managerial teams

• Upper-level managerial teams

• Top management teams• Conceptual teams• Behavioural teams

Key features of effective teams

Key features of effective teams

• Individuals• Dynamics• Leadership• Structure• Boundary management• Image

Behaviours

Behaviours

• Behaviours leading to successful teamwork

• Behaviours inhibiting teamwork

Team processes and team knowledge-use

behaviours

Team processes and team knowledge-use behaviours

• Heightened drive for consensus

• Increased propensity to focus on common knowledge

• Switch in priorities from learning towards project completion

• Emphasized conformity to each member’s position in the team’s hierarchy

Roles which people play

Roles which people play 1 of 2

• Skills developed• Positive, active roles• Positive, maintenance roles• Negative roles

Roles which people play 2 of 2BELBIN• Plant• Resource-investigator• Co-ordinator• Shaper• Monitor-evaluator• Team worker• Implementer• Completer• Specialist

Team development

Team development

• Forming• Storming• Norming• Performing

Enabling top-notch performance

Enabling top-notch performance

• Team inclusion• Team identity• Team communication• Team context• Team recognition• Team purpose• Team governance• Team execution

Team management wheel

Team management wheel

• Advising• Innovating• Promoting• Developing• Organizing• Producing• Inspecting• Maintaining

Leadership lessons

Leadership lessons

• Total commitment• Empathy• Adversity management• Mutual respect for

teammates• We thinking• Ownership of project• Relinquish ego• Kinetic leadership

Team productivity and positivity

Team productivity and positivity 1 of 3


2 of 3PRODUCTIVITY STRENGTHS• Proactive• Goals and strategies• Leadership• Accountability• Alignment• Decision making• Resources


3 of 3POSITIVITY STRENGTHS• Trust• Optimism• Constructive interaction• Communication• Camaraderie• Values diversity• Respect

Outcomes of team competencies

Outcomes of team competencies

• Knowledge• Attitudes• Performance

Underlying constructs

Underlying constructs

• Skill differentiation• Authority differentiation• Temporal stability

Network content

Network content

• Instrumental ties• Expressive ties

Subgroups

Subgroups 1 of 2

• Identity-based subgroups• Resource-based subgroups• Knowledge-based

subgroups

Subgroups 2 of 2

FAULTLINES• Separation-based• Disparity-based• Variety-based

Teaming

Teaming

• Definition• New mindset• Hardware and software

A process for teambuilding

A process for teambuilding 1 of 2

• Get the right people on board the bus

• Control the message• Adopt the language of

teamwork• Share the vision• Model teamwork

A process for teambuilding 2 of 2

• Provide cross-training where appropriate

• Set team goals• Evaluate individual

performance from a team perspective

• Celebrate team success

Organizing a team building event

Organizing a team building event

• Identify three potential suppliers or internal sources of support

• Ensure you provide the supplier with a clear brief

• Ensure you gain team member feedback

• Ensure you analyze the results and provide feedback

• Provide follow up

Team performance and knowledge resources

Team performance and knowledge resources 1 of 3

• Team performance and decision quality improve when members possess the right type and level of task knowledge


• Outcomes are better when team members are aware of the knowledge others hold


• Distribution of knowledge resources within teams affects their ability to share and pool information from different members

Factors that influence motivation

Factors that influence motivation

• Equity/fairness• Achievement• Camaraderie

Team coaching

Team coaching 1 of 5

STEP ONE• Identify the team• Why team coaching?• Why now?


STEP TWO• Deploy the online

assessment• Prepare for team session


STEP THREE• Conduct workshop to

reveal results and train the team

• Establish action plans


STEP FOUR• Schedule of ongoing team

coaching sessions


STEP FIVE• Deploy follow-up

assessment

Dimensions of cultural differences

Dimensions of cultural differences

• Power/distance• Individualism• Masculinity• Uncertainty/avoidance• Long-term orientation

Team effectiveness

Team effectiveness 1 of 4

• Start by creating alignment around the purpose of the team

• Align from the outside in by focusing the team on its core priorities-the real reasons it exists

Team effectiveness 2 of 4• Using the list of key

contributions, the team should come up with a mandate; this should be a concise statement explaining what the team exists to do

Team effectiveness 3 of 4• Once a team has its

mandate, create a list of imperatives

• Use the team’s mandate and imperatives to define the rules of engagement

Team effectiveness 4 of 4ALIGNMENT FIRST• Rules of engagement shift• Personality assessments

change• Difficult conversations

become less personal and more focused

• Talking business all along results in behaviour in team meetings remaining healthy

Virtual teams

Virtual teams 1 of 3

• Definition• Types of virtual teams• Geographical challenges• Technological challenges• Communication• Benefits• Telecommuting• Effectiveness• Best practice


TRUST• Building trust• Factors that impede trust• Understanding others


• Social dynamics• Decision-making• Characteristics of those

who work best in virtual teams

• US v Canada• Engaging the virtual

workforce• Managing change

Teamwork

Teamwork 1 of 3

• Important skills and habits• Teamwork quotes

Teamwork 2 of 3

STUMBLING BLOCKS• Conflict• Facts, myths, unknowns

and values• Resources and barriers• Covert agendas• Decision-making outside of

meetings• Group members not taking

ownership of the group process

Teamwork 3 of 3

STUMBLING BLOCKS• Lack of clarity regarding

decisions• Politics and history of

working together• Rules, regulations and

bureaucracies• If not your group, then who?

Drill A

Reviewing your team

Reviewing your team 1 of 2

• Clear purpose and focus on long term achievement

• Clearly aligned team rolesShared leadership and accountability

• Clear open lines of communication

• Team behaviours focused on results

• Utilization and respect of team members’ talents

Reviewing your team 2 of 2

• Implicit trust between team members

• Conflict is effectively managed

• Regular evaluation of the team’s output and effectiveness

• Shared recognition of team’s success

• Quickly adapts to change• Representation of the team• Acquire focused support• Clear, cohesive team

identity

Productive conflict

Productive conflict

• Start with a positive assumption

• Add your full value• Amplify other voices• Know when to say no• Embrace productive

conflict

How well is the team running?

How well is the team running? 1 of 2

• Commitment• Creativity• Constituency• Challenge• Contribution• Communication• Celebration

How well is the team running? 2 of 2

HEAR THEM OUT• Challenge team members

to push the limits, be creative and communicate the expectation that all must contribute

• Champion and support their ideas and recommendations

• Explain any barriers and encourage the team to rethink the idea with new information if necessary

Dysfunctional teams

Dysfunctional teams

• Crisis Junkie• Bobbleheads• Bleeding Back• Spectator• Royal Rumble

Teams with poor leadership

Teams with poor leadership

• Employees don’t know the team’s chief objective

• Too few members end up doing too much of the work

• There is no accountability• Nobody can make a

decision

Fixing a team that is broken

Fixing a team that is broken

• Make meetings better• Map your value add• Decide how you’ll decide• Make ideas better• Build all types of trust• Improve your

communication connection

Reshuffling teams

Reshuffling teams

• Why do it?• Feedback• Team audit• Development• Square pegs• Transparency• Team players• Looking forward

Drill B

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

teams january 2013

Business

team building

toronto training

performanceteam

team running

knowledge

team knowledge

training

team