review case studies betsy’s diner exercise team interpersonal skills chapter 5 – leaders...

Review case studiesBetsy’s Diner ExerciseTeam Interpersonal SkillsChapter 5 – Leaders Facilitate Teamwork

AGENDA

Case Scenarios in Hospitality Supervision – Case 21 – The Chef’s Expertise is Beyond My ScopeCase 30 – The GM’s Morning RoundCase 39 – That’s Just How the Chef Is!

CASE STUDIES

BETSY’S DINER

What does too much pressure and failure feel like?Are the feelings the same for everyone?Do we know how others on our team are feeling and can best

deal with stress and confusion?How can we anticipate, manage and avoid these effects at work?What helps you handle these pressures and what makes things

worse?

BETSY’S DINER

In order to perform as a team, we have to learn how to treat each other as team members. The most important aspect of being a team member is to learn how to understand and relate to each other with our different personalities. The first step in that process is to know yourself.

~A group becomes a team when each member is sure enough of himself and his contributions to praise the skill of the others~

Norman S. Hidle

WORKING WITH PERSONALITY TYPES IN A GROUP

We must learn our personality as it relates to others. Each personality type has strengths and potential pitfalls. We can learn to maximize our personality strengths and build upon identified methods to improve our areas of development.


~ There is no “I” in Team ~ Unknown

YOU HAVE HEARD THE SAYING………………..

~ There is no “I” in Team ~ Unknown

~ Contrary to popular belief, there most certainly is an “I” in Team. It is the same “I” that appears 3 times in RESPONSIBILITY~

Amber Harding

FROM A DIFFERENT PERSPECTIVE…………

The key to building a successful team is learning to effectively relate to each other as team members. To do so, we must identify our individual behavioral style. We need to know our behavior’s strengths, potential vulnerabilities, and how we interact with other behavior styles for success.

~ Coming together is a beginning, Keeping together is progress,

Working together is success. ~Henry Ford


To better understand your own behavioral styles, we will all take the D.A.R.E. Survey

Count the number of D’s, A’s, R’s, & E’sNow that you have tallied your score, you are

probably curious how your numbers stack up, and where you fit in the behavioral style matrix.

The higher the number, the more you lean to that style of behavior.

D.A.R.E.

D for Driver

A for Analytical

R for Relator

E for Expressive

WHAT DO EACH OF THESE LETTERS REPRESENT, AND HOW MIGHT THEY REFLECT YOUR BEHAVIORAL STYLE:

Strengths Leadership ability Independent Compulsively active Action-oriented Self-confident Goal setters Make decisions quickly & effectively Excellent in emergencies Thrive on opposition & challenge

Vulnerabilities Unrealistic expectations of others

and yourself Discount others’ ideas Unwilling to admit mistakes Want it done NOW Hasty decisions Not listening

DRIVER:

Advice to Drivers: Prepare others for your decisions; a little preparation resolves hours of frustration. Take notes on responses when you ask others for opinions. Rephrase and feedback your interpretation of what Relators and Analytics say to you to show that you have listened and understand. Practice lowering your voice ad slowing your pace.How to work with Drivers: Understand that they need to be “in control”. They show they care by DOING IT FOR YOU, not listening to you. Compliment them, even if they “shrug it off.” Talk to them privately and tactfully, not in a critical manner.

Strengths Patient Organized Creative Determined Persistent Detailed Finish what they start

Vulnerabilities Over-analyze Stressed Slow to make decisions Long, drawn out explanations Don’t work well under pressure Perfectionist

ANALYTIC:

Advice to Analytics: On less important issues, take a risk. Give others a chance to understand you; tell them of your reluctance to speak. Initiate friendships and interpersonal contacts. Understand that you may be hard to approach. Practice positive statements: “I will; I can” instead of “I’ll see; I don’t know”How to work with Analytics : Encourage them to talk; then truly listen. Don’t make sudden decisions affecting them. Allow time for thought, appeal to their sense of logic.

Strengths Easy going Pleasant Calm Polite and reserved Steady/dependable Mediators Good listeners Uncomplaining Enjoy people

Vulnerabilities Don’t get a lot of work done Ideas don’t get heard Opinions easily swayed Indecisive Feelings hurt easily

RELATOR/AMIABLE:

Advice to Relators/Amiables: Set goals regularly; start small, perhaps, but be more decisive. Say “vanilla” or “chocolate”, not “Whatever you think.” Practice speaking up.How to live with Relators/Amiables : Encourage them to talk; then truly listen. Don’t make sudden decisions affecting them. Allow time for thought; appeal to their sense of logic.

Strengths Make friends easily Outgoing Humorous Cheerful Generate enthusiasm in others Willing to try new things Spontaneous Positive

Vulnerabilities Don’t listen Unorganized Not dependable Where’s lunch?

EXPRESSIVE:

Advice to Expressives: Ask a willing Analytic to help you remember dates, times & details. Write notes to yourself. Always mark things down; don’t trust your memory. Carve out some time for yourself and allow others their own peaceful times. Ask people not to tell you things they don’t want repeated.How to work with Expressives: Talk to them occasionally; listen to them often. Realize that this too shall pass. Don’t expect them to enjoy isolation. Be prepared for lots of activity. Assign them people jobs. Tell them to be places ½ hour before they are expected. Enjoy them.

We hold people to different expectations because of their personalities. We have all kinds of people on our team. The box below defines the behavioral

tendencies that will be accepted.

BEHAVIORAL STYLE AXES

Directing but not

Demanding

Analyticalbut not

Anal-retentive

Lightheartedbut

Focused

Agreeablebut

Give Input

Extroverted

Introverted

Task People

Leaders Facilitate Teamwork

OH 8-17

HOSPITALITY AND RESTAURANT MANAGEMENT

Explain why teamwork is important to the success of hospitality teams

Review common types of hospitality teamsDescribe the 5 stages of team growth and developmentDiscuss basic principles of building and maintaining

effective teamsExplain basic procedures for setting team goals Identify procedures for effectively managing team

projects

CHAPTER LEARNING OBJECTIVES

Many problems confronting operations typically impact more than one area and are best resolved with a team approach.

No single employee is able to address most of today’s complex problems, but a team of employees can do so.

Teamwork is a collaborative and cooperative effort to create positive results for the achievement of a common goal.

TEAMWORK IS IMPORTANT

Positive work environment (common purpose)

Open communication channels (↓ barriers between groups)

Availability of support systems (↓ stress)

Workplace diversity (values everyone’s input)

ADVANTAGES TO TEAMWORK

Increased level of effort (↑ service levels)

Expanded job knowledge and skills (↑ quality of product)

Organizational flexibility (↑ productivity)

Increased satisfaction (↓ turnover)

BENEFITS OF TEAMS

Taking too long to make a decision Make assigments

Mishandling team agreements Conflict management (focus on project)

Working inefficiently Better as an individual project?

Avoiding responsibilities Encourage trust and communication

PITFALLS TO TEAMWORK

Technical expertiseUtilizing knowledge & skills of a cross section of an

organization will strengthen the likelihood of a team achieving its goal

Problem-solving skillsIdentifying root causes of a situation or challenge

Interpersonal skillsMembers who communicate effectively and facilitate group

processes.

SKILLS NEEDED FOR EFFECTIVE TEAMS

~The basic building block of good teambuilding is for a leader to promote the feeling that every

member is unique and adds value~Unknown

Interfunctional team—team of employees from the same area or department

Problem-solving team—temporary team selected to solve a problem

Cross-functional team—team composed of employees from different areas

Self-directed team—intact work unit that manages daily issues with little supervision

TYPES OF TEAMS

TYPES OF TEAMS

~ A boat doesn’t go forward if each person is rowing their own way.~

Swahili proverb

Forming—team members get to know each other.Storming—interpersonal conflicts begin to surface.

Norming—team members settle differences.

Performing—team members work well together.

FOUR STAGES OF TEAM DEVELOPMENT

The goals, procedures and norms are not quite clearEach individual is concerned about role, status, and contribution in

the groupThe team will be very dependent on the leader for directionMembers will have a sense of pride in being chosenThere will be a sense of excitement, anticipation and optimism

FORMING – WHAT TO EXPECT

Leadership role: DirectingOutline specific taskIdentify each person’s roleState reasons why each member was includedDefine how you operate (strengths & weaknesses) and

your expectationsOutline rule and guidelines (allow input)Establish reward/recognitionTeam decisions & feedback

FORMING – WHAT TO DO

Leadership may be challenged directlyMembers try to block one another’s initiativesThere may be disagreements over proceduresMembers complain about the leader and each otherMembers assert their freedom for control by coming

to meetings unprepared

STORMING (REBELLION) – WHAT TO EXPECT

Leadership role: CoachingReinforce goals, roles and rulesEnsure understanding of each persons roleDon’t panic, blame, etc.Bring factions together Spend time with new team members to bring them up to

speed and on board

STORMING – WHAT TO DO

Members assume more individual responsibility for making the team successful

There is more support, energy, trust and openness within the group

Ability to express criticism constructivelyAppreciation of one another’s talents and expertise

NORMING (INTERDEPENDENCE) – WHAT TO EXPECT

Leadership role: SupportingChannel behaviors that threaten team progressConvey information on the successes the team is starting

to realize (fan the flames)Spending a lot of time with individual team members

coaching and supporting them to develop capabilities (listening)

NORMING – WHAT TO DO

Goals are able to be accomplishedMembers have insight into personal and group

processesSatisfaction in performing well

PERFORMING – WHAT TO EXPECT

Leadership role: DelegatingStrategizing the next way forwardFacilitate communicationEnsure successes are communicated and rewarded

PERFORMING

TEAM BUILDING – THE FIFTH STAGE

Adjourning – the team completes the project and moves on in other directionsTeam Feelings: sadness, separation, anxiety, satisfactionTeam Behavior: going separate ways, saying goodbyes,

interest in keeping touchLeadership Style: Support

Celebrate success - recognitionBest practices identifiedDefine lessons learnedAllowed continued relationships

Maintain or enhance the self-esteem of team members

Focus on problems, not personalitiesEnsure that clear actions result from team activities

UNDERLYING PRINCIPLES TO LEADER INTERACTIONS

Communicate effectively.Use appropriate leadership styles.Conduct team-building exercises.Understand and explain the role of the team in

accomplishing goals.Apply effective management skills to support

the team.

MANAGER’S ROLE IN TEAM DEVELOPMENT

Poor management styleUsing only one management style during each of the

stages of team development is counterproductive.High turnover

A reality of the industry, can contribute to a team’s ineffectiveness.

Improper emphasis on team developmentOveremphasize personal team relationships instead of

focusing on achieving the project goal.

CHALLENGES TO TEAM DEVELOPMENT

Strategies for handling difficult situations with teams - handout

Handling confrontation - handout

CHALLENGES TO TEAM DEVELOPMENT, CONT.

1. During the _______ stage, team interdependence is recognized.

2. During the _______ stage, interpersonal conflicts may surface.

3. During the _______ stage, team members settle their differences.

4. During the _______ stage, team members get to know each other.

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

When a team reaches the stage where members can effectively analyze and solve problems as a group and are capable of meeting team objectives, which management style should be used with the team?

A. CoachingB. DelegatingC. DirectingD. Leading

HOW WOULD YOU ANSWER THE FOLLOWING QUESTION?

Team-building goals

Information goals

Project goals

THREE TYPES OF TEAM GOALS

Personal agendas may conflict with project goals or mission statements.

Ineffective communicationLack of a strong connection between project goals

and business needs

CHALLENGES OF TEAM GOAL SETTING

PlanExecuteEvaluate

PROCESS FOR MANAGING TEAM PROJECTS

Confirm that project goals are linked to identified business needs.

Brainstorming can help identify best uses of limited resources.

Determine whether special training is required.Communicate project plans to stakeholders.

MANAGING TEAM-BASED PROJECTS—PLANNING

The manager must monitor the team’s progress.If problems evolve, team members should be asked

to determine how they can be resolved.Communicating project status to stakeholders

is important.

MANAGING TEAM-BASED PROJECTS—EXECUTING

Purpose—to determine whether goals are achieved, using measures identified in the planning stage

A debrief meeting should be held, in which all aspects of the project are evaluated.

Final step—the manager should recognize and celebrate team accomplishments.

MANAGING TEAM-BASED PROJECTS—EVALUATION

~ It is better to have one person working with you than three people working for you~

Dwight D. Eisenhower

Team Activity: Break into groups of three (3)Each team will have 3 sheets of paper and a roll of tapeConstruct the tallest free-standing structure You have 7 minutes

What skills were found to be crucial for best performance? What innovative ideas were devised?What were the effects on people and performance from the

pressure of time?Who planned and who just “winged it”?Would you be able to improve your result if given a second

chance? (value of experience)What were the challenges in enabling the team to perform

the task effectively?What single tool or additional material (no larger than the

width of the paper sheet) would achieve the greatest improvement to the result?

DEBRIEF TEAM ACTIVITY

1. “Setting ground rules” is an example of what type of team goal?

2. A _______ environment is needed for teams to flourish.

3. The first step in managing a project involves _______.

4. All aspects of a project are evaluated in a _______ meeting.

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

Explain why teamwork is important to the success of hospitality teams

Review common types of hospitality teamsDescribe the 5 stages of team growth and developmentDiscuss basic principles of building and maintaining

effective teamsExplain basic procedures for setting team goals Identify procedures for effectively managing team

projects

CHAPTER LEARNING OBJECTIVES—WHAT DID YOU LEARN?

Chapter 5 Leaders Facilitate TeamworkChapter 5 Leaders Facilitate TeamworkChapter 5 Leaders Facilitate TeamworkChapter 5 Leaders Facilitate Teamwork

Key Terms:

Adjourning (team development) The fifth stage of team development, which occurs when the team has achieved its purpose and members move on to other tasks.

Cross-functional team A team of employees from different departments who consider problems that impact their areas and the operation as a whole.

Debrief meeting A session in which the team leader asks all team members to evaluate all aspects of a project after it is completed.

Forming (team development) The first stage of team development, in which team members get to know each other and learn what they will have to do to reach their assigned goals.

Functional team A team of employees from the same area or department who perform the routine tasks in their job description.

High-performance team A team whose members have an intense interest in helping make decisions and develop plans to assist the operation in reaching its goals.


Norming (team development) The third stage of team development, in which team members settle their differences and develop more trusting relationships.

Performing (team development) The fourth stage of team development, in which team members begin to depend on each other and can effectively analyze and solve problems together.

Problem-solving team A temporary team of employees selected to solve a specific problem.

Self-directed team A small group of employees who manage many daily issues within their functional team with little supervision.

Storming (team development) The second stage of team development, in which the reality of what the team is expected to do becomes clearer and some conflicts between team members may begin to surface.

Key Terms:


Supervisor A first-rung manager who directs the work of entry-level employees on his or her team.

Table turn The number of times a table is used during a specific meal period.

Team A group of people who work together to complete a task or reach a common goal.

Teamwork The act of cooperating and working together to complete tasks and reach common goals.

Work ethic A set of values based on the idea that there are benefits to work that include strengthening character.

Key Terms:

Review Questions – Chapter 5Article summary of TeamworkRead Chapter 6 – Leaders Manage Employee Work

SchedulesBook Report Due April 24360 Project Due May 8

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