team acceleration & high performance teams may 19 th, 2011

Team Acceleration & High Performance Teams May 19 th, 2011

2 Workshop Objectives Accelerate your effectiveness as a Study-Group Agree on some initial Ground Rules to improve Study-Group performance Use Belbin Team Roles to optimize the use of all the individual strengths of the Study-Group members and identify potential problem areas

What are the Problems ? 4 Participation Rates example based on actual data

What are the Problems ? 5 - Team Consensus - Boss Decides 43 A TEAMS PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES

The Critical Elements 6 In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require: 1.The right BALANCE of people 2.An effective PROCESS 3.The appropriate INTERACTION from the people involved DECISIONS 1 on 1 1 on Some 1 on All 3 2 1

ACTIVITY A: TEACHING SMART PEOPLE HOW TO LEARN

8 Activity Teaching Smart People How To Learn Objectives 1.To strengthen understanding of the leadership principles studied in the pre-session reading. 2.To explore your effectiveness as members of a newly formed working group. Discuss the questions from the pre-session assignment. Make team decision about the best (most complete) answer for each one. Although individuals may change their minds during the discussion, do not change your individual answers from the pre-session preparation phase. Scoring is based on the reading assignment even though you may disagree. Scoring: Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points. Do not use the text material during this exercise. Time = 25 minutes

9 Activity A Teaching Smart People How To Learn Score Key Item Correct Answer Your Answer Points Page Reference in Article 1c6 2d9 3a9 4d9 5d10 6b11 7c12 8b13 9b14 10b14 Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points.

MAXIMUM SCORE ? MINIMUM SCORE ? SAY THE AVERAGE OF INDIVIDUAL SCORES ON TEAM - SAY TEAM SCORE - GAIN OR LOSS FROM INTERACTION ? MAXIMUM POSSIBLE GAIN ? INTERACTION EFFECTIVENESS: 0 100 -100 20 60 _ _ 40 40/80 % = 50% 80

Activity A Interaction Efficiency Scoring Example 11 A.Record the Workgroup Score here. It is the single score calculated after discussion on handout.A.______ B.Record the score each workgroup member made on the test in the spaces to the right. B.______________________________ C.Calculate the Average Individual Score. C.______ D.Subtract the Average Individual Score (C) from the Workgroup Score (A) to get the Gain or Loss as a result of collaborating. D.______ E.The Perfect Score for this activity is:E. 100 F.Subtract the Average Individual Score (C) from the Perfect Score (E) to get the Possible Improvement. F.______ G.Divide the Gain or Loss (D) by the Possible Improvement (F) and multiply by 100. This is your Interaction Efficiency Score. G.______ 60 50 10 30 -10 20 40 80 50%

Scoring Team Score Synergy Potential High Score 12

TEAM ACCELERATOR INDEX

INDIVIDUAL EXERCISE 10min On the Team Accelerator Index sheet rate your teams performance in each criteria on a scale of 0 to 5, by allocating one point for each question in that category that the team successfully completed Answer 5 questions Yes or No Rating is the number of Yes answers for this category

TEAM EXERCISE 30mins 15 For all six criteria, the team should agree on a final rating Identify Concrete Actions, or Ground rules, that the Team will take in the future to improve performance Team agree on a Final Rating for each category Discuss what Team did or didnt do well Note Ground Rules to use moving forward

Team Accelerator Index 16 0.5 2 0 0 0 1 ? 3.5 4.5 3 4 5 2.5 3 Goal of: > 20 22

HIGH PERFORMING TEAMS & BELBIN TEAM ROLES 17

High Performance Teams & Team Roles The formation of effective teams is more by good fortune than good judgment.it doesnt have to be that way! Rapid, high quality team performance is not an accident. It requires discipline & effective interaction skills: Balanced, diverse team Effective process Relevant experience Team Role Profiles a scientifically proven, rapid way to predict team effectiveness: Design effective teams Diagnose existing teams 18

Team Roles What is a Team Role? A tendency to behave, contribute, and interrelate with others in a particular way when working in a team (Vs. A Functional Role which refers to the job demands that a person has been engaged to meet by supplying the requisite technical skills and operational knowledge) Nine Roles Identified The team roles for most people fall into three categories: Natural or Preferred roles Manageable roles they can assume Least Preferred roles As individuals differ greatly in personality & behavior so too will their team role profiles vary. 19

Factors Determining Individual Behavior in a Team Observed behavior can be misleading Beware first impressions! Tendency to over-rate Extroverts & under-rate Introverts Instability between the factors can create inner- conflict, Team Roles unclear conflict needs to be consciously resolved Absence of conflicting factors leads to simple, uncomplicated behavior Team Roles easy to see 20 Set of Observable Behaviors Environment & Constraints Current Values & Motivations Mental Abilities Personality Role Learning Experience

The Complexity of Team Interaction 21 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 ? ? ? ? ??

The Nine Team Roles 22 Action SH Shaper IMP Implementer CF Completer Finisher Thinking PL Plant ME Monitor Evaluator SP Specialist People TW Team Worker RI Resource Investigator CO Coordinator Hard Driving, Influencer, Dynamic Challenges, Puts on the Pressure Organizing, Disciplined, Reliable Turns ideas into practical actions Meticulous, Conscientious, On time Searches out errors and omissions Diplomatic, Cooperative, Perceptive Listens, Averts friction Outgoing, Enthusiastic, Networker Recognizes Opportunities Motivator, Orchestrator, Facilitator Clarifies goals & decision-making. Creative, Original, Unorthodox Solves difficult problems Objective, Strategic, Discerning Judges all options Deep Knowledge, Single-minded, Self-starting Team Role Contribution Absent-minded Ignores details Uninspiring, Critical Limited contribution Abrasive, Insensitive Easily provoked Inflexible Reluctant to change Worrier, Nit-Picks Reluctant to delegate Indecisive, Avoids Conflict Over-optimistic Easily Bored Manipulative Over-delegates Allowable Weakness

Team Roles Key Concepts Individual Be aware of and manage your Allowable Weaknesses: This is the price to be paid for being good in your preferred roles, e.g., a strong Shaper is going to hurt some peoples feelings as they forge ahead Ensure that Allowable Weakness does not become Disallowable: Lose a Plants attention during a meeting because they are dreaming up a creative solution = OK Plant forgets to come to meeting because they are thinking about something else = NOT OK! Focus on what you do best: Understand and excel in your natural, preferred roles & manage, rather than struggle to be good at your least- preferred roles 23

Team Roles Key Concepts Team Diversity is essential - Need all 9 roles to be most effective long- term Belbin demonstrated that diversity is a key predictor of actual results, it provides a framework for constructive conflict Doesnt mean a team needs 9 people (4-7 is best) Each role should be represented (who plays each role may evolve & change over time) Some roles will be more or less important at a given time or for certain tasks facing the team Beware of having too many of same role on team: Too many Plants all brainstorming, no action Too many Monitor Evaluators analysis paralysis Too many Shapers CONFLICT & !!***#%!!/ BEWARE OF LABELLING PEOPLE!!: Everyone has 3 to 6 roles they prefer or are comfortable with and they may prefer/need to use different roles in different circumstances. 24

INDIVIDUAL BELBIN PROFILES 25 REPORTS

Assessment Results in Rank Order 26 In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution. The overall rank order on the bottom line is the weighted addition of the Self- Perception rank order and the total of the Observers rank order. (Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.) What are my Top Roles ?

Pie Charts Self-Perception vs Observers 27 In this example, many of David's perceived roles are in general accord with the perceptions of others. However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom. Differences of 10 or more Am I coherent ?

Self-Perception Team Role Profile 28 In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL), Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).

Bar Graph of Observer Words 29 In the example above David's most prominent role, as seen by others is COORDINATOR (CO). The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others. Are these weaknesses allowable ?

Counseling Report 30 Generated by the Belbin software this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order It offers advice on adopting a management style which fits in with the individuals team role strengths and weaknesses: It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.

List of Observer Responses 31 This list shows at the top Davids main strengths, e.g. broad in outlook, diplomatic, calm & confident. David should try to work with people who will cover what he lacks and who will most appreciate his strengths. Most appreciated behavioral characteristics. Maximum score = No. of Observers x 2 A score of 0 means no Observers felt these behaviors were descriptive

President Obamas Results 32

Team Mapping 33

Individual, Team, Organization 34 Awareness of Others Team Awareness & Effectiveness Organization Awareness & Change Self-Awareness Self- Management Self-Mastery 1. Individual Team Role Reports 3. Culture Analysis 2. Team Maps & Pairs Analysis

Team Mapping Exercise 35 PL ME SP SH CF IMP CO TW RI Mike Susan Tim John Beth Raj Denise 1 3 2 8 9 7 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 For each Team Role: Surplus ? Void ? If so, what adjustments will be required ? Use 1st report: ASSESSMENT RESULTS IN RANK ORDER Thinking Action People

Team Map REVIEW example Team Role Team Member A Team Member B Team Member C Team Member D Team Member E Thinking Roles PL - Plant ME Monitor Evaluator SP - Specialist Action Roles SH - Shaper CF - Completer Finisher IMP - Implementer People Roles CO - Coordinator TW - Team Worker RI - Resource Investigator 36

Team Maps 1.Any Study Group that would like to review their Team map with me 2.Any Student that would like to do the Belbin assessments and Team Map for a team back in their workplace Email [email protected] to [email protected] 39

WRAP UP

Next Steps You will be contacted in the next 2 weeks by Maggie Carveth [email protected] to arrange a time for your individual 1-on-1 Belbin Coaching Session with me

Next Steps Also in the next few days you will receive an email with links to download: 1.These Team Acceleration overheads 2.Belbin Workbook pdf 3.Coherence & Word Analysis spreadsheet Email [email protected] for a copy of The Third Circle Interactions That Drive Results or if you have any questions

43 THINKINGACTIONPEOPLE PLANT SHAPER COORDINATOR Clever6Forgetful2Challenging1Aggressive Broad in outlook6Empire-building Creative4Unorthodox1Competitive Impatient1Calm and confident7Laid back1 Imaginative4Up-in-the-clouds Hard-driving Provocative Conscious of priorities4Manipulative1 Innovative3 Outspoken1 Consultative8 Original Tough Encouraging of others7 17321322 MONITOR EVALUATOR IMPLEMENTER TEAM WORKER Analytical4Critical1Disciplined3Inflexible Adaptable5Fearful of conflict Impartial1Skeptical2Efficient Resistant to change Caring7Indecisive1 Logical4Slow-moving1Loyal5Unadventurous Co-Operative2Over-sensitive2 Realistic2 Practical1 Diplomatic6 Shrewd1 Well-organized1 Observant6 124100263 SPECIALIST COMPLETER FINISHER RESOURCE INVESTIGATOR Knowledgeable7Insular Accurate1Frightened of failure Enterprising4Easily bored1 Prof. dedicated5 Not Interested in others Conscientious3Fussy Inquisitive5Erratic1 Self-reliant Territorial1 Good at follow through1 Reluctant to delegate Opportunistic2Impulsive2 Single-minded Perfectionist2 Outgoing3 Technically skillful Persistent2 Persuasive5 12190194 Colour codes: Need to address Use others Good progress since last Belbin COHERENCE & WORDS ANALYSIS - xls

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Team Accelerator Index 48 ? Goal of: > 20

49 Belbin Team Mapping Template

THANK YOU! 50 Any questions on Team Acceleration or the Belbin Team Role Profiles? please email: [email protected]

51 Background Anton McBurnie Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world As a strong communicator and co-author of The Third Circle Interactions That Drive Results, Anton leverages his deep personal experience and general management skills to the benefit of our clients. His previous positions include President of the Canadian affiliate of Este Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oral in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK. Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England. Anton McBurnie San Francisco Bay Area, California [email protected] (650) 533-5946

These materials, procedures and systems herein contained or depicted are the sole and exclusive property of 3Circle Partners, L.L.C. (3Circle Partners). The contents hereof contain proprietary trade secrets that are the private and confidential property of 3Circle Partners. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this presentation is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. The following terms are registered trademarks of 3Circle Partners: Team Accelerator; Improving Teams; Team Acceleration. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to 3Circle Partners. This material may be altered, amended or supplemented by 3Circle Partners from time to time. In the event of any inconsistency or conflict between a provision in this material and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this material in all properties subject to that law. Copyright 2011 3Circle Partners LLC

team acceleration & high performance teams may 19 th, 2011

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