team building and recruitment presentation

Team Building& Recruitment

Certified ActionCOACH Business Coach

Locally Based So we are close to you and your business

We are part of the global ActionCOACH teamWe are the World’s No 1 Business Coaching TeamOperating in 28 countries with more than 1200 coaching offices world-wideWe currently coach 1-on-1 over 20,000 business owners across the world

Neale Lewis

Meet our Partner

Toni RobinsonSenior HR Consultant

Alan Wilson Business Development Manager

Business Compliance Consultancy (Human Resource, Health & Safety, Legal, Tax & VAT)Handle in excess of 50,000 advice line calls annually

Achieved the Sunday Times Fast Track Three Consecutive YearsEstablished for over 20 years

The ONLY Failure…is the failure to participate!…give 100% and you will get 100%

I KNOW!

To make sure you get the most out of learning

To make sure you get the most out of learning

“Isn't that interesting?”

Agenda

Building a high performance team Neale Lewis

The Six keys to a winning team Neale Lewis

Making Recruitment Simple Toni Robinson

Qdos Providing HR support Alan Wilson

Building High Performance Teams

“If you could get all the

people in an organisation

rowing in the same

direction, you could

dominate any industry, in

any market, against any

competition, at any time”

Team Building ...

T ogetherE veryoneA chievesM oreS uccess

Building your team...

Most employees are Most employees are motivated, energetic, motivated, energetic, committed, enthusiastic committed, enthusiastic and loyal …and loyal …

Except for the 8 hours they work for you!

Tom Peters – Author /Speaker

What are thekey issues

youhave with

your teams?

Time to get into ACTION ...

• Stand & find a partner, you don’t usually work with ...

• Stand hip to hip facing opposite directions ...

• Take their hand in a handshake grip ...

• Firmly plant your feet shoulder width apart ...

• To WIN a point you must pull on their hand and get the back of their hand to touch your hip ...

• They get a point if they can get the back of your hand to touch their hip ...

• You’ve got 30 seconds to WIN as many points as you can ...

• Time starts NOW ...

• STOP ... Thank your partner and stay standing ...

GAMESare often aREFLECTIONofBEHAVIOUR

Some examples please ...

So, whathappened

in that game?

How You Play the Game ...

Are you above or below the line?

OwnershipAccountabilityResponsibility

BlameExcusesDenial

VICTIMS

VICTORS

Action’s Formula for CHANGE ...

D x V + F > RDissatisfaction

Vision

First Steps

Resistance

Brad Sugars’ Formula for Life Success ...

BEDOHAVE

E N V I R O N M E N T

The Identity Iceberg...BEHAVIOURBEHAVIOUR

SKILLSSKILLS

BELIEFSBELIEFS

VALUESVALUES

IDENTITYIDENTITY

ACTIONSACTIONS DECISIONSDECISIONS

Behavioral Styles …

OUTGOING

RESERVED

TASK

PEOPLE

DDRESULTS

RESULTS

IIFUN

CCACCURACY

ACCURACY

SSSTATUS QUO

STATUS QUO

Five Dysfunctions of a TEAM…

Absence of Trust

Avoidance of Accountability

Lack of Commitment

Fear of Conflict

Inattention

To Results

Five Dysfunctions of a TEAM…

Absence of Trust

Avoidance of Accountability

Lack of Commitment

Fear of Conflict

Inattention

To ResultsHealthy CONFLICT without fear:•Passionate dialogue about issues, decisions•Disagree, challenge, question one another to discover the truth•Find the best answers

•For the good of the organisation•Make good decisions

RESULTS Focused: •Set individual needs and agendas and focus on

what is best for the team•Don’t give into temptation to place

department, career or ego-driven status ahead of collective results that define team success

COMMITMENT: •Genuine buy in around important decisions

•Even if initially disagreed•All opinions and ideas put on the table and considered•Leave no stone unturned

TRUST:•Fundamental emotional level•Comfortable being vulnerable with each other•Can show weakness, mistakes, fears, behaviors•Can get to a point of complete openness, w/o filters

ACCOUNTABILITY: •Hold others accountable to decisions and standards•Not dependent on leader for accountability•Go directly to peers

Winning teams know how to...

Get theright people

on the busin the right seats

So, what does it take to build anextraordinary team and business?

Customer experience Wow factor, raving referrals, reputation/brand

Customer management process Effective & efficient, doing the right things right,internal & external

People & culture Right people, rules of the game, beliefs/valueslearning/ growing/changing

Team Right people on bus, right seats, doing theright things

Leadership Vision, strategy, communication, setting the bar

Mindset – impact on your businessOwner/leader

Team

Customers

Business

6 Keys to A Winning Team ...

1. Strong Leadership

PASSION

RESPONSIBILITY

Alignment – annual Team alignment/trainings – annual Vision statement/document Mission/purpose statement BHAG defined Culture 1, 3, & 5 year goals strategies


1. Strong Leadership

Emotional Intelligence

Self-reliance Self-awareness Assertiveness Optimism Self-actualisation

Self-confidence Relationship skills Empathy Self-Control Flexibility

Two Types of Leaders

Diminishers

leaders who diminish the intelligence in the people around them

Multipliers

leaders who amplify or multiply the intelligence in the people around them

What Multipliers DoMultipliers are hard-edged managers. They expect great work and drive people to achieve extraordinary results.

While Multipliers do some of the same things as Diminishers, they do 5 things very differently.1 Create Space for Best

Thinking

2 Extend Challenges

3 Attract and Optimise Talent

4 Debate Decisions

5 Instill Accountability

Diminisher Multiplier1 The Tyrant

Creates a climate of fear and judgment that has a chilling effect on people’s thinking and work

The Liberator Creates a climate of safety and freedom that both invites and demands people’s best thinking and work

2 The Know-It-All Gives directives that show how much they know

The ChallengerDefines an opportunity that cause people to stretch

3 The Empire BuilderHordes resources and underutilises talent

The Talent MagnetAttracts and deploys talent at its highest point of contribution

4 The Decision Maker Makes centralised, abrupt decisions that confuse the organisation

The Debate MakerDrives sound decisions through rigorous debate

5 The MicromanagerDrives results through direct management and accountability

The InvestorDelivers extraordinary results again and again without direct management

What kind of leader are you?

OUTGOING

RESERVED

TASK

PEOPLE

DDRESULTS

RESULTS

IIFUN

CCACCURACY

ACCURACY

SSSTATUS QUO

STATUS QUO


1. Strong Leadership2. Common Goal

What is a goal?

A goal or objective consists of a projected state of affairs which a person or a system plans or intends to achieve or bring about — it is a personal or organisational desired end-point.

http://en.wikipedia.org/wiki/Person

http://en.wikipedia.org/wiki/System

OWNERSVISION

Why have goals? Goals focus attention towards goal-relevant activities

Goals inspire and create a team objective

Goals serve as an energiser; higher goals will induce greater performance

Goals influence persistence

Goals activate cognitive knowledge and strategies which allows individuals to cope with the situation at hand

SMART Goals ...

S pecificM easurableA chievableR esultsT imeframe

Common Goals

Vision statement Mission statement BHAG defined Culture 1,3,5 year goals

How will you communicate them to your team and review performance?

What are your SMART goals?


1. Strong Leadership2. Common Goal3. Rules of the Game

Standards & Norms ...

As you raise the standards somepeople won’t come with you

Loose : Tight Culture ...

Rules of the game - culture

In creating your company culture the following structure should be followed:

1. Values that are imperative for the owner2. Values that are imperative for the customer3. Values that are imperative for the team4. Values that are imperative for the business

Rules of the game - culture

What are your points of culture?

Identify-

5 points of culture that exist and should be retained

5 points of culture that are missing and should be included


1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan

?Action Plan ...

WHO DOESWHAT

BYWHEN

4 Steps of Accountability

1. Responsibility – define it

2. Ownership – secure it

3. Accountability – hold to

4. Review/results – LB/ NT

Above the LineResponsibilityWho/what/when/by

OwnershipSeek understanding, clarity and then commitment

AccountabilityCheck the status, execution and completion

ResultsLike best/next timeConsequences/celebrations/rewards/recognition

Rhythm

Annual meeting: Two days, Leadership team.

Quarterly meeting: One day, Leadership team.

Weekly meeting: two hours, Leadership team.

Daily huddles: Every day, each team, 5-15 minutes. What’s up, daily measures, where stuck.


1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan5. Support Risk Taking

KAIZEN ... Is Japanese for ...

Grow, Plateau, Grow, Plateau ...Grow, Plateau, Grow, Plateau ...

Challenge See contribution Training Brainstorming Create spirited debate Allow true ownership LB/NT Learn/grow/change

Break embedded habits


1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan5. Support Risk Taking6. 100% Involvement & Inclusion

Are you on the bus and is there a seat?

Company clarity Above the line Open/honest/timely 2 way communication Proactive participation Issues & solutions Rules of engagement & full engagement Do whatever it takes – mindset Employee survey Huddles/meetings

100% Involvement & Inclusion

Recruitment

Why Is Recruitment Important?

1.Average cost of recruitment is £10,000k per employee.

2.Morale of both the team and the new recruit.

3.Getting the wrong employee to work on your accounts could be costly.

4.Image – remember it is your name that the potential wrong recruit could be representing.

Making Recruitment Simple

Making Recruitment Simple

Know the competencies that you are looking for;

1. Design the Job Description2. Think about which areas are most

important, this will help to define the competency model

Job description & Competency Model

A thorough, detailed job description should contain the following components:

Administrative information Reporting structure Metrics Job functions and contributions Required competencies Interaction / Impact mix

Competency Map Example

Competency Map

0123456789

10

Rating

Co

mp

ete

nc

ies

Common Competencies:

Company Awareness

Financial Awareness

Commercial Awareness

Innovation

Achievement Orientation

Resilience/Handling Pressure:

Team Management

Client Orientation/Relationship Management

Planning & Organising

Ready for Advertising ….?

It can be costly, know your market

Look at whether headhunters, recruitment agencies, on-line websites, newspapers, trade journals, job fairs, universities, schools or colleagues or even referral by existing employees etc …

Use the most appropriate medium

Making Recruitment SimpleProcessing the Applicants:

1. Process all applicants with complete professionalism

2. Sensitive and respectful treatment of all unsuccessful applicants

3. Remember, you may wish these candidates to apply later in life and – bad news travels fast!

Assessing the Competencies

Personality profiling

Spend a morning with

the team

Pre Employment Checks

In Tray

Presenta

tion

Competency Based Interview

Numeric and literacy

Role Play

Specific Tech Testing

Medical Questionnaire

Retaining Excellence Communication – goals, roles & responsibilities

so everyone knows what is expected of them

Have a flexible approach (if possible) (work life

balance)

Reward & Motivation Strategy that links into a

Competitive and Innovative reward system

Use 1:2:1’s effectively, - discuss any issues

sooner rather than later

Give challenging work that opens up the

opportunity for advancement

Respect for employees – listen, use their ideas!

Praise good efforts and results

Involve employees in decisions that affect their jobs

Staff adequately where possible – worn out staff will only perform high for a limited period of time

Training & Development

Communicate - Make work fun!

Retaining Excellence

Define Team Roles

QDOS – WORKING WITH

EMPLOYERS

The Good, the Bad and the Ugly!

Knowledge is Power

Employment Law

Health & Safety

Looking in the Mirror!

Team members areTeam members areamazing and will doamazing and will doextraordinary thingsextraordinary things

if allowedif allowed

So, what has to change?What has to shift?What must you start now?What must you stop now?

ActionCOACH events SeminarCLUB Sales and Marketing 15th July

GrowthCLUB 90 day planning 7th July

Team Alignment Day

Bespoke Training Days: Sales Training

Time Management

Customer Service

1-2-1 Mentoring

Books and DVDS