teams that work 2010

8/3/2019 Teams That Work 2010

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Team Building Training

Prepared for the Horticultural Industry

With Johnson Gitonga:

Director,

Derimex Food Technologies


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Terms Of Reference A requirement

This is a statutory, customer, ethical, moral or legalundertaking needed in an organisation in order to beallowed to operate smoothly

A procedure:

This is a set of steps that are predefined with the solepurpose of standardising the way to do a particularactivity.

Standardisation:

This is the process of building the current expectedbehavior or outcome of a process into the QualityManagement system of an organisation.

Systematisation:

This is the process of inculcating the procedures or

expected behavior of a process into the mind sets of


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When are Teams Useful?

When completion of tasks requires a

particular combination of knowledge,expertise, or perspective that cannot befound in an individual.

When the work of individuals must behighly interdependent.

When the task or project will result in a

defined deliverable.When the task at hand will terminate.


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Xstics of effective teams

Competence: everyone brings in a

different angle of expertise.

A Clear and Compelling Goal.

Commitment to the common goal.

Every member contributes, everymember benefits.

A supportive environment.Alignment to companys overall goals

to the teams goals


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Designing the Team

Specify the teams goals, authority and

duration

Identify roles and responsibilities

Determine rewards

Select team members


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Goals, authority and duration Goals are important for teams to have focus from the

beginning. The goals should be specific, realistic, yet challenging.

Some should be achievable in a short period of time.

They should be aligned to the companys main goals.

Some teams make recommendations to management usingtheir expertise.

Others must be given the powers to make and implementdecisions.

Teams need defined latitude. Team Leaders cannot be

expected to run to management every time an operationaldecision is required.

Teams must work with time frames.

For open-ended teams, completion of targets is the way of

measuring achievement of goals.


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Roles and Responsibilities Who will be on the team and what will be their

duties? Team Sponsor: these are the people who authorize

teams and support their activities. They play indirectroles in teams activities.

Team Leader: The leader fosters development of theteam, secures resources, and arranges for rewardswhere necessary.

Team Members: The members do the bulk of the work.As a result, they must collectively have all the skills

required to do the job. Facilitator: Some teams benefit from having someone,

often a trainer or consultant, who can help people worktogether more effectively.

These roles can be shared or rotated periodically. This will form the teams CHARTER.


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Determining Rewards There should be a fair value exchange among team

members. Reward structures are influenced by the

compensation plan of the whole organisation.

Putting too much emphasis on individual rewards

can affect team work. On the other hand, too much emphasis on team

rewards creates Joy Riding problems.

There are no guidelines in this respect.

Incentives are not the most important part of ateams performance, rather the satisfaction at theachievement of the goals set for the team.


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Selecting Members of a team Failing to get the right people can jeopardize team

performance. Specific skills could include:

People who can speak in groups

People who can say no when their time is fully and

effectively utilized. People who can deliver constructive feedback, both

positive and negative.

People who can make requests to authority e.g. formeaningful and justified amounts of resources.

People who can negotiate.

People who can take responsibility for their ownactions


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Numbers in Teams How Many People should you have in a team?

The optimal number depends on the teams goals. Small teams tend to be more effective than larger ones.

The key problems with larger teams are:

Coordination

Dilution of member commitment.

Team size need not be fixed. In the life of a project, itmight be necessary to dismiss or bring in differentmembers with different skills.

To articulate the numbers needed, it is always

necessary to consider the purpose of the team,duration, roles, timelines, measures of success andresources available to the team.


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Operating as a Team The greatest challenge to teams is;

Working Together. Other housekeeping issues that need to be

seriously considered are:

Prioritizing

Scheduling Decision Making

WORKING TOGETHER:

A team that is well coordinated is stronger than the sum

of the strengths of its members. With working together comes the almost unconscious

will not to let down the other members

The greatest reward in this respect is the achievement,

not the benefit to individuals.


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Operating as a Team Ctd PRIORITIZING:

When there are many goals, or many processes to theachievement of a goal, a team must decide which toattack first:

Which must be attacked first?

How will limited people or time be allocated?

Which goals need the successful completion of others first?

Scheduling:

Helps the team to Keep its head by doing things at aplanned sequence and frequency.

The team determines: What has to be done

How long a particular activity will take

In what order each activity will happen

Who is responsible for each activity


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There is software that canmake scheduling a team with

many tasks easy, e.g.Microsoft Project Manager


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Operating as a Team Ctd DECISION MAKING:

The team must determine: Who will make decisions and

How the decisions will be made.

There are four possible approaches Majority Rules

Consensus

A small group decides

The leader decides

Different teams have different ways of decisionmaking, but for teams to work, whatever

approach is used should not compromise buy in


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The Leaders Role The leader should essentially:

Be the main source of the teams energy. Be the primary contact between the team and the rest of

the organization

Be the teams spokesperson

Always keep the team in focus to the larger picture ofthe organization.

Obtain needed resources

Motivate people.

Get the team unstuck when it runs into problems.

Evaluate results at agreed timeframes and guide theteam on the way forward

Document progress for review with top management


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Sources of Problems in teams Problems arise in teams when:

Some members sense of direction andcommitment weaken.

Others put their individual interests

before those of the team and theorganisation.

Critical skill gaps may emerge, especiallythose of the team leader.

Feuding between members may weakenteam spirit.

Leaders may imbue favoritsm among

members making others disgruntled


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Team Trouble shooting guide Create a troubleshooting guide with three

columns, namely;Problem

Characteristic behavior

Try this

Example:


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Trouble shooting guide:

Unhealthy Conflict Personal attacks and sarcasm

Arguments

Absence of support for others

Aggressive gestures

Interrupt personal attacks and

sarcasm.

Ask members to focus on behavior

instead of personalities

Create norms about contentious

discussion

Trouble reaching Consensus Holding rigidly to positions

Same arguments with no new

information

Look for smaller areas of agreement

Ask what needs to happen in order

to reach agreement

Discuss the consequences of no

consensus

Low Participation Assignments not completedPoor Attendance

Low energy meetings

Confirm that the leadersexpectations for participation are

generally shared.

Assess the fitness of members with

their tasks

Lack of progress Meeting seems to be a waste

Continuing to revisit closed

issues

Restate goals and confirm what

remains to be done

Move members from closed issues.


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Evaluating team performance

There should be two levels of

evaluating performance;Evaluating Results of the Projects

Evaluating how these results were

achievedThis means that the results of the team

are as important as the process of

getting them.Examples of evaluation parameters

include;


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Evaluating team performance

RESULT FACTORS;

Achievement of goals

Customer satisfaction

Quantity of work completed

Job knowledge and skills acquired

PROCESS FACTORS:

Support of team process and commitment

Collaboration

Conflict resolution

Planning and goal setting


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Evaluating team performance ctd..

PROCESS FACTORS cont.:

Oral and written communication

Problem solving and application ofanalytical skills.

Standardisation and systematisation ofprocesses and procedures.

Building and sustaining interpersonal

relationships.Win-win decision making

Creation of alternatives where consensusfails


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Methods of Evaluation Consider elaborate methods when teams work is

extensive and impacts heavily on organizationperformance.

Use Benchmarking: where you compare teamperformance to best practise in the industry.

Use measurable aspects of goals, schedules andprocedures.

Use outside consultants to observe and give opinions.

Use exit interviews and debriefs to enable teammembers revisit what did or didnt go according to

expectations.


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Evaluating Members Use Peer Ratings: e.g. by use of Hedonic

scales on key areas of individual qualities ofpeers.

Customer satisfaction ratings: e.g. bytrending customer complaints, responsetimes etc.

Self appraisal: e.g. allowing employees toappraise themselves through clear

individual qualities. Team Leader Reviews: e.g. by doing

appraisals on essentially similar qualities as

mentioned in self appraisals.


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Being an Effective Leader Be an Initiator:

Begin actions and processes that propel theteam towards achievement of goals

Be a model to others:

Use your own Behavior to set expectations forthe team.

Be a good Coach:

Act as a counsellor, mentor and tutor to help

team members improve performance. Be a facilitator of communication

Be a mediator of conflicts


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Q & A

The End

teams that work 2010

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