teams january 2013
Post on 17-Oct-2014
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DESCRIPTION
One day open training event held in Toronto, Canada.TRANSCRIPT
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Making teams work for you in 2013
by Toronto Training and HR
January 2013
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CONTENTS3-4 Introduction to Toronto Training and HR 52-55 Team performance and
knowledge 5-6 Definition resources 7-8 Types of teams 56-57 Factors that influence motivation9-14 Different types of teams 58-63 Team coaching15-16Key features of effective teams 64-65 Dimensions of cultural
differences17-18Behaviours 66-70 Team effectiveness19-20Team processes and team 71-74 Virtual teams
knowledge-use behaviours 75-78 Teamwork21-23Roles which people play 79-80 Drill A24-25Team development 81-83 Reviewing your team 26-27Enabling top-notch performance 84-85 Productive conflict28-29 Team management wheel 86-88 How well is the team running? 30-31 Leadership lessons 89-90 Dysfunctional teams32-35 Team productivity and positivity 91-92 Teams with poor leadership36-37 Outcomes of team competencies 93-94 Fixing a team that is
broken38-39 Underlying constructs 95-96 Reshuffling teams40-41 Network content 97-98 Drill B42-44Subgroups 99-100 Conclusion and questions45-46 Teaming47-49 A process for teambuilding50-51 Organizing a team building event
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definition
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Definition
• What is a team?• Benefits
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Types of teams
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Types of teams
• Formal• Informal• Permanent• Temporary
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Different team types
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Different team types 1 of 5
• Advice/involvement groups• Production/service teams• Action/negotiation teams• Project/development teams• Project teams• Traditional work teams• Parallel teams• Management teams• Project teams• Production teams
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Different team types 2 of 5
• Decision-making teams• Mixed teams• Ad hoc project teams• Ongoing project teams• Ad hoc production teams• Ongoing production teams• Ad hoc teams• Intact teams• Short-term teams• Long-term teams
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Different team types 3 of 5
• Professional teams• Student teams• Cross-functional teams• Cross-functional project
teams• Cross-functional product
teams• New product development
teams• X-teams• Extreme action teams
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Different team types 4 of 5
• Crews • Multi-team systems• Small teams• Large teams• Hierarchical decision-
making teams• Judge-adviser systems• Self-managing teams• Autonomous work teams
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Different team types 5 of 5
• Lower-level managerial teams
• Upper-level managerial teams
• Top management teams• Conceptual teams• Behavioural teams
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Key features of effective teams
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Key features of effective teams
• Individuals• Dynamics• Leadership• Structure• Boundary management• Image
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Behaviours
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Behaviours
• Behaviours leading to successful teamwork
• Behaviours inhibiting teamwork
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Team processes and team knowledge-use
behaviours
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Team processes and team knowledge-use behaviours
• Heightened drive for consensus
• Increased propensity to focus on common knowledge
• Switch in priorities from learning towards project completion
• Emphasized conformity to each member’s position in the team’s hierarchy
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Roles which people play
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Roles which people play 1 of 2
• Skills developed• Positive, active roles• Positive, maintenance roles• Negative roles
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Roles which people play 2 of 2BELBIN• Plant• Resource-investigator• Co-ordinator• Shaper• Monitor-evaluator• Team worker• Implementer• Completer• Specialist
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Team development
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Team development
• Forming• Storming• Norming• Performing
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Enabling top-notch performance
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Enabling top-notch performance
• Team inclusion• Team identity• Team communication• Team context• Team recognition• Team purpose• Team governance• Team execution
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Team management wheel
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Team management wheel
• Advising• Innovating• Promoting• Developing• Organizing• Producing• Inspecting• Maintaining
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Leadership lessons
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Leadership lessons
• Total commitment• Empathy• Adversity management• Mutual respect for
teammates• We thinking• Ownership of project• Relinquish ego• Kinetic leadership
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Team productivity and positivity
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Team productivity and positivity 1 of 3
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Team productivity and positivity
2 of 3PRODUCTIVITY STRENGTHS• Proactive• Goals and strategies• Leadership• Accountability• Alignment• Decision making• Resources
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Team productivity and positivity
3 of 3POSITIVITY STRENGTHS• Trust• Optimism• Constructive interaction• Communication• Camaraderie• Values diversity• Respect
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Outcomes of team competencies
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Outcomes of team competencies
• Knowledge• Attitudes• Performance
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Underlying constructs
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Underlying constructs
• Skill differentiation• Authority differentiation• Temporal stability
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Network content
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Network content
• Instrumental ties• Expressive ties
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Subgroups
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Subgroups 1 of 2
• Identity-based subgroups• Resource-based subgroups• Knowledge-based
subgroups
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Subgroups 2 of 2
FAULTLINES• Separation-based• Disparity-based• Variety-based
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Teaming
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Teaming
• Definition• New mindset• Hardware and software
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A process for teambuilding
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A process for teambuilding 1 of 2
• Get the right people on board the bus
• Control the message• Adopt the language of
teamwork• Share the vision• Model teamwork
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A process for teambuilding 2 of 2
• Provide cross-training where appropriate
• Set team goals• Evaluate individual
performance from a team perspective
• Celebrate team success
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Organizing a team building event
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Organizing a team building event
• Identify three potential suppliers or internal sources of support
• Ensure you provide the supplier with a clear brief
• Ensure you gain team member feedback
• Ensure you analyze the results and provide feedback
• Provide follow up
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Team performance and knowledge resources
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Team performance and knowledge resources 1 of 3
• Team performance and decision quality improve when members possess the right type and level of task knowledge
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Team performance and knowledge resources 2 of 3
• Outcomes are better when team members are aware of the knowledge others hold
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Team performance and knowledge resources 3 of 3
• Distribution of knowledge resources within teams affects their ability to share and pool information from different members
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Factors that influence motivation
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Factors that influence motivation
• Equity/fairness• Achievement• Camaraderie
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Team coaching
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Team coaching 1 of 5
STEP ONE• Identify the team• Why team coaching?• Why now?
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Team coaching 2 of 5
STEP TWO• Deploy the online
assessment• Prepare for team session
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Team coaching 3 of 5
STEP THREE• Conduct workshop to
reveal results and train the team
• Establish action plans
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Team coaching 4 of 5
STEP FOUR• Schedule of ongoing team
coaching sessions
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Team coaching 5 of 5
STEP FIVE• Deploy follow-up
assessment
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Dimensions of cultural differences
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Dimensions of cultural differences
• Power/distance• Individualism• Masculinity• Uncertainty/avoidance• Long-term orientation
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Team effectiveness
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Team effectiveness 1 of 4
• Start by creating alignment around the purpose of the team
• Align from the outside in by focusing the team on its core priorities-the real reasons it exists
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Team effectiveness 2 of 4• Using the list of key
contributions, the team should come up with a mandate; this should be a concise statement explaining what the team exists to do
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Team effectiveness 3 of 4• Once a team has its
mandate, create a list of imperatives
• Use the team’s mandate and imperatives to define the rules of engagement
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Team effectiveness 4 of 4ALIGNMENT FIRST• Rules of engagement shift• Personality assessments
change• Difficult conversations
become less personal and more focused
• Talking business all along results in behaviour in team meetings remaining healthy
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Virtual teams
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Virtual teams 1 of 3
• Definition• Types of virtual teams• Geographical challenges• Technological challenges• Communication• Benefits• Telecommuting• Effectiveness• Best practice
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Virtual teams 2 of 3
TRUST• Building trust• Factors that impede trust• Understanding others
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Virtual teams 3 of 3
• Social dynamics• Decision-making• Characteristics of those
who work best in virtual teams
• US v Canada• Engaging the virtual
workforce• Managing change
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Teamwork
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Teamwork 1 of 3
• Important skills and habits• Teamwork quotes
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Teamwork 2 of 3
STUMBLING BLOCKS• Conflict• Facts, myths, unknowns
and values• Resources and barriers• Covert agendas• Decision-making outside of
meetings• Group members not taking
ownership of the group process
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Teamwork 3 of 3
STUMBLING BLOCKS• Lack of clarity regarding
decisions• Politics and history of
working together• Rules, regulations and
bureaucracies• If not your group, then who?
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Drill A
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Drill A
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Reviewing your team
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Reviewing your team 1 of 2
• Clear purpose and focus on long term achievement
• Clearly aligned team rolesShared leadership and accountability
• Clear open lines of communication
• Team behaviours focused on results
• Utilization and respect of team members’ talents
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Reviewing your team 2 of 2
• Implicit trust between team members
• Conflict is effectively managed
• Regular evaluation of the team’s output and effectiveness
• Shared recognition of team’s success
• Quickly adapts to change• Representation of the team• Acquire focused support• Clear, cohesive team
identity
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Productive conflict
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Productive conflict
• Start with a positive assumption
• Add your full value• Amplify other voices• Know when to say no• Embrace productive
conflict
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How well is the team running?
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How well is the team running? 1 of 2
• Commitment• Creativity• Constituency• Challenge• Contribution• Communication• Celebration
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How well is the team running? 2 of 2
HEAR THEM OUT• Challenge team members
to push the limits, be creative and communicate the expectation that all must contribute
• Champion and support their ideas and recommendations
• Explain any barriers and encourage the team to rethink the idea with new information if necessaryPage 88
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Dysfunctional teams
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Dysfunctional teams
• Crisis Junkie• Bobbleheads• Bleeding Back• Spectator• Royal Rumble
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Teams with poor leadership
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Teams with poor leadership
• Employees don’t know the team’s chief objective
• Too few members end up doing too much of the work
• There is no accountability• Nobody can make a
decision
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Fixing a team that is broken
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Fixing a team that is broken
• Make meetings better• Map your value add• Decide how you’ll decide• Make ideas better• Build all types of trust• Improve your
communication connection
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Reshuffling teams
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Reshuffling teams
• Why do it?• Feedback• Team audit• Development• Square pegs• Transparency• Team players• Looking forward
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Drill B
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Drill B
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions