leveraging teamwork for lasting change - home - aimc · 2016. 2. 18. · assign roles set goals...

Leveraging Teamwork for Lasting Change

Copyright © 2008, 3Circle Partners, LLC 2

Session Agenda

• Introductions• Eli Lilly’s Team Management System• One Lens: Team Roles

– Theory Overview– Team Mapping– Culture Analysis

• Partnering Discussion• Closing Comments

Team Management System


Team Development and Alignment

Content: Goals and Strategy

Process: Team Processes& Structure

Relationship: Trust and

Commitment

Values &Principles


Diagnostic Approach

Y = f(X)

Y = The output of the team

X = The critical issues that impact the teams ability to produce Y


Team Management System

Learn/Feedback

Collaborate

MakeDecisions

HandleConflict

AssignRoles

Set Goals

Start with the End In Mind

Team Management System is a set of explicit processes and agreements between team members that govern how the team will interact in order to deal with critical XsConcept and Design by Dr Robert Kelley

Team Role Overview


Team Role Theory

• Dr. Meredith Belbin from Cambridge University discovered over 20 years of research into team effectiveness:– The skill or individual excellence of the team members was not a

predictor of a team’s results.– It was the way that the individual members behaved that contributed to

or detracted from the team’s effectiveness.– He identified nine predictable behavior patterns or “team roles.”

• He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select teams with a higher degree of predictable success.– Imbalances in team composition can predict the most likely failure

modes for that team.– Awareness of these potential pitfalls allows the teams to enact

countermeasures and increases their efficiency.


Applications

• Individual– Increased self-awareness; playing to

strengths & managing weaknesses– 360

ofeedback

• Team – Composing teams for success– Identifying an existing team’s potential

pitfalls– Optimizing who plays which roles on the

team

• Organizational– Culture surveys– Identifying friction points between

departments and functions

We will gladly run a free profile on you after the session if you like

We will create an analyze a team map at each table during the session

We will discuss some culture reports later in the session


Predicting Team Performance

PredictedFinish

ActualFinish

1st7th

1st

7th

• Meredith Belbin studied team performance with the goal of developing a predictive model.

• In one validation study, he ran three separate sessions with teams competing against each other. In each case, he predicted which teams would finish first to last.

• This chart shows the comparison of his predictions to the actual results.

• His predictions were largely correct; in fact, they explained over 75% of the performance differences seen during the competition!

Reading the Graph:The 3 teams predicted to finish first actually finished 1st twice and 4th one time.


The Nine Team RolesA

ctio

n

SHShaper

IMPImplementer

CFCompleter Finisher

Thin

king

PLPlant

MEMonitor Evaluator

SPSpecialist

Peop

le

TWTeam Worker

RIResource Investigator

COCoordinator

Hard Driving, Influencer, DynamicChallenges, Puts on the PressureOrganizing, Disciplined, ReliableTurns ideas into practical actions

Meticulous, Conscientious, On timeSearches out errors and omissions

Diplomatic, Cooperative, Perceptive Listens, Averts friction

Outgoing, Enthusiastic, NetworkerRecognizes Opportunities

Motivator, Orchestrator, Facilitator Clarifies goals & decision-making.

Creative, Original, UnorthodoxSolves difficult problems

Objective, Strategic, DiscerningJudges all options

Deep Knowledge, Single-minded, Self-starting

Team Role Contribution

Absent-mindedIgnores details

Uninspiring, Critical

Limited contribution

Abrasive, InsensitiveEasily provoked

InflexibleReluctant to changeWorrier, Nit-Picks

Reluctant to delegate

Indecisive

Over-optimisticEasily BoredManipulative

Over-delegates

Allowable Weakness

Team RolesTeam Mapping


Team Mapping Exercise

• Setup Instructions– Open the packet of individual profiles on your table. – Distribute one to each person at your table.– Select one person to facilitate the building and analysis of a team

map for your table.

• Mapping instructions– Use the “OVERALL RANKING” on the individual profiles to populate

the team map.– Write each person’s 1,2,3 roles in green (strongest roles) and your

7,8,9 roles in red (worst roles)


Team Mapping Exercise (cont’d)

• Analysis Instructions– Identify which team roles have a surplus (three or more people who

are strong in the role)– Consider what problems this poses for a team by reviewing the

description of that role’s strengths & weaknesses– Identify which team roles have voids (no one has the role as a

strength)– Consider what problems the team will face when it lacks this role– Document your findings on a flipchart; be ready to present to the

other teams

PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mik

e

Susa

n

Tim

John

Bet

h

Raj

Den

ise

PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mik

e

Susa

n

Tim

John

Bet

h

Raj

Den

ise

1

3

2

89

7

7

89

1

2

3

789

1

23

7

89

1

2

3

78

91

2

3

7

8

9

1

2

3

7

8

9

1

2

37

89

1

2

3

789

1

23

7

89

1

2

3

78

91

2

3

7

8

9

1

2

3

7

8

9

1

2

3 PL Surplus• Prone to divergent discussions• Too abstract / “in their head”• Resists structure

SH Void

Team RolesCultural Insights


Overview

• Team Role profiles make use of observer assessments conducted via selection of adjectives which describe the subject individual.

• In sufficiently large numbers, these word frequencies provide a unique glimpse into the culture of the organization or is sub-groups.

• These reports often make visible the subtle frictions arising internally within our clients.


Team Role Representation

Which group would be more likely to be innovative ?

Which group would do better in a highly-regulated industry ?

A

B


Behavioral Observations

What are the implications of this survey for the company’s ability to innovate?

Looking at the most commonly cited behaviors, what is the company likely to be good at?

A


Behavioral Observations

What are the implications of this survey for the company’s ability to innovate?

Looking at the most commonly cited behaviors, what is the company likely to be good at?

B


Additional Applications

Vs.

Succession or hierarchical analysis

Horizontal Slices• Inter-departmental Conflicts• Merger Integration• Population sub-group studies

Partnering Discussion


Collaboration Overview

• Evolution of the Relationship• Capability Transfer• Mix of internal and external consulting resources• Joint Research• Outsourcing of logistics support

leveraging teamwork for lasting change - home - aimc · 2016. 2. 18. · assign roles set goals...

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