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Teams

by Toronto Training and HR

October 2014

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CONTENTS3-4 Introduction5-6 Phases of team development7-8 Team member goal orientations9-10 Stakeholders, power & influence and degree of interest11-12 Team effectiveness model13-14 Diversity and team performance15-16 Trust and teamwork17-18 Benefits of team familiarity19-20 Improving quality management within a team21-22 Self-managing teams

23-25 Key principles for managing a remote team26-28 Implications for remote teams29-30 Building a dream team…31-33 …and then a successful team34-36 What do teams value in their manager?37-39 Why focus on engaging teams?40-41 What common characteristics are displayed by

engaged teams?42-44 Steps towards team failure45-48 Steps towards team success

49-50 Conclusion, summary and questions

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Introduction

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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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

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Phases of team development

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Team formationTask compilationRole compilationTeam compilation

Phases of team development

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Team member goal orientations

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Learning approach orientationLearning avoidance orientationPerformance approach orientationPerformance avoidance orientation

Team member goal orientations

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Stakeholders, power & influence and degree of

interest

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SatisfyManageMonitorInform

Stakeholders, power & influence and degree of interest

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Team effectiveness model

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CultureProcessCommunications

Team effectiveness model

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Diversity and team performance

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Ineffective teamsEffective teams

Diversity and team performance

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Trust and teamwork

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CredibilityReliabilityConnection and inclusionSelf-focus

Trust and teamwork

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Benefits of team familiarity

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Coordinating activitiesLearning where knowledge liesResponding to changeIntegrating knowledge in order to innovateCapturing value

Benefits of team familiarity

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Improving quality management within a

team

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Consistent improvementCustomer of the mindGet involvedRecognition

Improving quality management within a team

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Self-managing teams

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DefinitionEmployee engagementShifting our thinkingShifting our policiesDeveloping new skills

Self-managing teams

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Key principles for managing a remote

team

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Inner work life drives performanceProgress drives inner work lifeWork must be meaningfulSmall wins matterCatalysts facilitate the work itself

Key principles for managing a remote team 1 of 2

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Nourishers build human connectionsManagers make the biggest difference

Key principles for managing a remote team 2 of 2

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Implications for remote teams

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Get people together physically occasionallyLeverage video technologyCheck in regularly (but don’t micromanage)Nourish inner work life

Implications for remote teams 1 of 2

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Establish common protocols and practices for communicatingCelebrate small winsContinually stress the meaning of the work

Implications for remote teams 2 of 2

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Building a dream team…

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DevelopRetainEngageMentor

Building a dream team…

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…and then a successful team

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Take time out from social media to focus and bondDevelop emotional connections early and build on themCreate a common purpose, with a social valueIdentify clear roles, yet be flexible

…and then a successful team 1 of 2

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Identify clear benefits on a personal and team levelDemonstrate visual, tangible progress

…and then a successful team 2 of 2

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What do teams value in their manager?

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Relationship formingTrustFlattening the hierarchySetting emotional toneSetting directionPraise and recognitionAttitude to mistakesCommunication

What do teams value in their manager? 1 of 2

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Developing their teamManagers as credible people

What do teams value in their manager? 2 of 2

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Why focus on engaging teams?

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Many of us work in teams; some performing well, some not so well—fresh evidence to steer us would be valuable Much of the current guidance on teams is worryingly opinion-based—we need more evidence- based guidance

Why focus on engaging teams? 1 of 2

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Applying robust evidence is less hit or miss, more likely to accomplish better team performance, cohesion and stability

Why focus on engaging teams? 2 of 2

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What common characteristics are

displayed by engaged teams?

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VisionRecognitionTrustGrowth and developmentSupport and inclusionCommunications

What common characteristics are displayed by engaged teams?

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Steps towards team failure

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Don’t bother putting anyone in chargeHaving regular meetings is a waste of timeSimply divide the work and distribute itDon’t sweat the small stuffEach person does his or her own work

Steps towards team failure 1 of 2

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I will check my stuff; you check yoursDon’t bother to coordinate the final document

Steps towards team failure 2 of 2

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Steps towards team success

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Appoint or elect someone as a leader or coordinatorEstablish a time or times when all the team members can meetHold a meeting to determine the strengths of each team member

Steps towards team success 1 of 3

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Construct a timetable of what needs to be done and when it must be doneMake time for ‘information sharing’ sessionsAlways proofread the work of other team members

Steps towards team success 2 of 3

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Prepare the final document for the coordinator to assemble it into a completer package

Steps towards team success 3 of 3

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Conclusion, summary and questions

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Conclusion, summary and questions

ConclusionSummaryVideosQuestions