leading highleading high-performing crossperforming cross-functional teamsfunctional teams ·...
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Leading HighLeading High--Performing CrossPerforming Cross--Functional TeamsFunctional TeamsLeading HighLeading High Performing CrossPerforming Cross Functional TeamsFunctional Teams
Cheryl Mann, MBA, PCC, CPCCCheryl Mann, MBA, PCC, CPCCPresident - Goals InSightwww.goalsinsight.com
Complexity and Demands ofComplexity and Demands ofHealth Care Leadership Today…Health Care Leadership Today…Health Care Leadership Today…Health Care Leadership Today…
Mergers / Acquisitions
Product Launches Changing Team Members
Broken Health Care System
Multiple Reorgs Product Recalls/ Withdrawals
Product Launches Changing Team Members
System
Patent IssuesNew Therapeutic
Areas
Managing Across Generations
Clinical Trials Health Care Reform
Hectic Travel Schedules
It’s No Wonder We Have Days Like This…It’s No Wonder We Have Days Like This…yy
When We Might Prefer Days Like This…
Today’s ObjectivesToday’s Objectives
1. Leverage high‐performing team communication tools that drive optimal f f f i l i hperformance for cross‐functional success: team agreements with
accountability, navigating conflict, and a shared vision
2. Optimize cross‐functional team results by enhancing relationship dynamics, leveraging team diversity, celebrating team successes and increasing awareness of potential pitfalls
3. Measure, review and create a plan for team's specific strengths and weaknesses and focus on the rarely addressed "positivity" factors that are k t ti ti f ti l t t t d ti itkey to motivating cross‐functional teams to greater productivity
Your Biggest ChallengesYour Biggest ChallengesYour Biggest Challenges…Your Biggest Challenges…
What are your biggest challengesWhat are your biggest challengesin leading cross‐functional teams
to maximum productivity?to maximum productivity?
Objective #1: Leverage HighObjective #1: Leverage High‐‐Performing Communication Performing Communication Tools that Drive Optimal Performance Tools that Drive Optimal Performance
• Create alignment and accountability as early as possible
• Key to enhancing communication and collaboration oncross‐functional teams:
Shared mission
Clear vision
Values
• Critical for communication: Team agreements with bili ( i ll dd fli )accountability (especially to address conflict)
How team agreements served as the foundational rules of engagement for a NEW Team Agreements Team Agreements –– Case Study #1 of 2 Case Study #1 of 2
g g gcross‐functional health care team’s communication and interactions
Situation:Situation:• Project: Multi‐million $, 2+ year, highly visible, multiple departments, new project methodology
• Team: 15 members, never worked together (most had never met!), all from different departments
Process Overview (retreat and followProcess Overview (retreat and follow‐‐on sessions):on sessions):
• Facilitated exercises designed to help team members build positivity, create a common vision/mission, common goals and set of team agreements with accountability
• Facilitated skill training in the areas requested (e.g. communication skills, resiliency, leadership)
Results:Results:
• Team “hit the ground running” as soon as the project began, with a solid foundation and common set of tools to support each other when they encountered difficulties
• Team held each other accountable to their agreements, resulting in more effective dynamics and greater expediency in the projectexpediency in the project
Team Agreements Team Agreements –– Case Study #2 of 2 Case Study #2 of 2 How team agreements served as the foundational rules of engagement for an
EXISTING health care team’s communication and interactions
T D i B f C ti f T D i Aft C ti & U iTeam Dynamics Before Creation of Team Agreements
“Firefighting” and unending list of priorities
Team Dynamics After Creating & Using Team Agreements for 4 Months
“Focus on the vital few” priorities, with greater ease in evaluating new projects
Lengthy, multiple and unproductive e-mail exchanges
Lengthy unproductive meetings with
ease in evaluating new projects
In-person interactions and quicker decisions via phone and face-to-face brief meetings
Productive meetings (agendas key decisionsLengthy, unproductive meetings with unnecessary people attending
Team afraid to speak up about issues that
Productive meetings (agendas, key decisions captured, explicit start and end times, only key members attending)
Team brings up “elephants in the room” and might cause conflict resolves them easily, without fear of conflict
Objective #1: Leverage HighObjective #1: Leverage High‐‐Performing Communication Performing Communication Tools that Drive Optimal Performance, cont’d Tools that Drive Optimal Performance, cont’d
Team agreements ‐ Exercise:
You are leading a cross‐functional team for a highly‐visible product launch and most team members have not worked together before The pressure is on this team needs to perform!before. The pressure is on…this team needs to perform!
What agreements would support this team in ensuring the highest‐performing levels of communication possible to:
– Drive optimal productivity
– Navigate conflict and other issues as they ariseg y
Objective #1: Leverage HighObjective #1: Leverage High Performing Communication ToolsPerforming Communication ToolsObjective #1: Leverage HighObjective #1: Leverage High‐‐Performing Communication Tools Performing Communication Tools that Drive Optimal Performancethat Drive Optimal Performance
Debrief
1. Insights / learnings
2. Capture at least one “next step” ill k i i lyou will take on strategic action plan
Objective #2: Optimize crossObjective #2: Optimize cross‐‐functional team results by enhancing functional team results by enhancing l i hi d i l i di i l b il i hi d i l i di i l b irelationship dynamics, leveraging team diversity, celebrating team relationship dynamics, leveraging team diversity, celebrating team
successes and increasing awareness of potential pitfalls successes and increasing awareness of potential pitfalls
• Tap into diverse experience skills knowledge and expertiseTap into diverse experience, skills, knowledge and expertise inherent to cross‐functional teams
B ild l ti hi i i l di• Build relationships in numerous ways, including:o Celebrate team successes
o Utilize team building techniques for building positivityg q g p y
o Build empathy and collaboration
• Critical to cross functional success: Break down silos• Critical to cross‐functional success: Break down silos
Objective #2: Optimize crossObjective #2: Optimize cross‐‐functional team results by enhancing functional team results by enhancing l i hi d i l i di i l b il i hi d i l i di i l b irelationship dynamics, leveraging team diversity, celebrating team relationship dynamics, leveraging team diversity, celebrating team successes and increasing awareness of potential pitfalls , cont’dsuccesses and increasing awareness of potential pitfalls , cont’d
Turn Silos Into Collaboration ‐ ExerciseTurn Silos Into Collaboration ‐ Exercise
1. What diverse skills and expertise does your “land” contribute t th “l d ”?to other “lands”?
2. What do you need from other “lands” to be successful?y
What’s Possible in “Our Land”?What s Possible in Our Land ?
Obj ti #2 O ti iObj ti #2 O ti i f ti l t lt b h if ti l t lt b h iObjective #2: Optimize crossObjective #2: Optimize cross‐‐functional team results by enhancing functional team results by enhancing relationship dynamics, leveraging team diversity, celebrating team relationship dynamics, leveraging team diversity, celebrating team
successes and increasing awareness of potential pitfalls successes and increasing awareness of potential pitfalls
Debrief
1 I i ht / l i1. Insights / learnings
2 Capture at least one “next step”2. Capture at least one next step you will take on strategic action plan
Objective #3: Measure, review and create a plan for Objective #3: Measure, review and create a plan for ' ifi h d' ifi h d kkteam's specific strengths and team's specific strengths and weaknessesweaknesses
• This plan focuses solely on the team’s development , because team development does not happen on its own!development does not happen on its own!
• Plan to invest in your team’s success:a. Take time to develop relationships
b C d h l f hi h f i ib. Create team agreements and use other tools for high‐performance communication
c. Measure your team’s effectiveness to determine needed improvements
d. Utilize team development programs to improve team’s areas needed
e. Continually look for ways to maintain your team’s momentum and inspire each othere. Continually look for ways to maintain your team s momentum and inspire each other
• Plan to invest in yourself and team members as leaders:a. Identify which skills could use attention to become better leaders
b k k hb. Take action to make those improvements
Objective #3: Measure, review and create a plan, cont’dObjective #3: Measure, review and create a plan, cont’d
High Team ProductivityLow Team Productivity
High Positivity/Low Productivity• Collegial, Friendship Based
High Positivity/High Productivity• Successful, Fun
High Positivity
• Lack of Effective Focus• Insufficient Sense of Urgency• Change Resistant — Don’t “Rock
the Boat” • Incompetence Tolerated• Not Results Oriented
,• Synchronicity, Flow• Challenging Goals, Inspiring Vision• Change Proactive• Open Communication • Great Teamwork — “ How do we
continue to improve?”• Sense of Connection and Fun
continue to improve?
Low Positivity/Low Productivity Low Positivity /High Productivity
Low Positivity
• Atmosphere of Criticism, Blame & Cynicism
• Overwhelm• No Fun• Fear of Job Loss and/or Company
Failure
• Focus is efficiency• “Just Do It!”, Bottom-Line
Orientation• Retention Problems, High
Turnover, Burnout• GuardedFailure
• “Firefighting”, Short-term Orientation• Turf Protection • One Step Forward; Two Steps Back• Poor Teamwork
Guarded• Clear Objectives• Driven• Competitive
Team Diagnostic Assessment™
Objective #3: Measure, review and create a Objective #3: Measure, review and create a plan (cont’d)plan (cont’d)Case StudyCase Study –– HowWould YOUR TeamMeasure Up?HowWould YOUR TeamMeasure Up?Case Study Case Study How Would YOUR Team Measure Up?How Would YOUR Team Measure Up?
10 / 2010
.
Team Diagnostic Assessment™
Objective #3: Measure, review and create a Objective #3: Measure, review and create a plan, cont’dplan, cont’dllCase Study Case Study –– How Would YOUR Team Measure Up?How Would YOUR Team Measure Up?
10 / 2010
Team Diagnostic Assessment™
Objective #3: Measure, review and create a plan for team's Objective #3: Measure, review and create a plan for team's
At work: create team development plan with your team
specific strengths and weaknesses, cont’dspecific strengths and weaknesses, cont’d
• Help your team create a comprehensive action plan for success• Proactively consider potential pitfalls and brainstorm solutions• Hold your team accountable to the plan:
• Regular (monthly ideal) check ins on team dynamics• Regular (monthly ideal) check ins on team results/goals• Ask: What’s working well, Where could we improve, What are our “next
steps”
Today: create “next steps” to start executing on the vision of success you hold for your cross‐functional team (both positivity/dynamics and productivity!)for your cross functional team (both positivity/dynamics and productivity!)
© 2010 Goals InSight www.goalsinsight.com
Objective #3: Measure review and create a plan forObjective #3: Measure review and create a plan forObjective #3: Measure, review and create a plan for Objective #3: Measure, review and create a plan for team's specific strengths and weaknessesteam's specific strengths and weaknesses
Debrief
1 I i ht / l i1. Insights / learnings
2. Capture at least one “next step” you will take on strategic action planyou will take on strategic action plan
3. Finalize your strategic action plan now
Your CommitmentsYour CommitmentsYour CommitmentsYour Commitments
What is one thing you will do g ydifferently with your team as a
result of our time together today?
Your Commitments, cont’dYour Commitments, cont’dH ill b t d ( d h ld t bl !)How will you be supported (and held accountable!) as you
start working on your “next steps”?
Complimentary follow‐up group coaching session and celebration of successes for workshop participants the week of November 29!
Leave a business card or enter your name/e‐mail address on yellow contact sheet and I will send you an e‐mail with scheduling and call‐in details!and I will send you an e mail with scheduling and call in details!
Additional Resources for YouAdditional Resources for You andand Your TeamYour Team• Complimentary group coaching session exclusively for HBA workshop participants week of 11/29: yellow feedback sheet today
Additional Resources for You Additional Resources for You and and Your TeamYour Team
• “3 Steps to Effective Team Agreements” article: yellow feedback sheet today
• www.goalsinsight.com:
F ti l d ti (“N l tt ” ) Free articles and tips (“Newsletters” page)
Free teleclasses (“Speaking” page) – November 17: “Who Are You as Leader? Clarify Your Intentions and Be The Leader Your Team Needs for Success”
Team coaching Team Diagnostic Assessment facilitation and workshops to help your team Team coaching, Team Diagnostic Assessment, facilitation and workshops to help your team improve interactions and get better results (“Programs” page)
•Contact Cheryl Mann for additional Q & A: (510) 482 8987 ~ cheryl@goalsinsight com(510) 482‐8987 [email protected]
© 2010 Goals InSight www.goalsinsight.com