tuesday, 26 th january 2016 · psychometric personality profiling instruments as part of...

Tuesday, 26th January 2016

2

Elena ToshevaMarketing Manager, JA Europe

Helle BrandtDirector, Marketing & Communication, ManpowerGroup Europe

Daniel TaylorSenior Leadership Development Consultant, Right Management

Sarah PeikerRPO Practice Lead, ManpowerGroup Solutions

Johanne Bøyum Fosså Trainee, Experis Norway

3

Since 2002, 34.5M students have participated in

JA programs

6

Presenter

Presentation Notes

7

Speaker - Daniel Taylor

8

Daniel is a Senior Leadership Development Consultant at Right Management. He specialises in delivering learning programmes that focus on engaging classroom experiences supported by a blended approach.

Daniel is also an expert facilitator. He has facilitated executive strategy meetings, team development offsite events and a range of other workshops. He is experienced in the use of psychometric personality profiling instruments as part of development to enhance communication skills, relationships in the workplace and individual styles.

He also has career coaching, talent management and employee engagement experience.

9

Reflect on a basic model of team development

Understand behavioural preferences

Consider the different roles within a team

Top tips

11

Copyright TMS Margerison-McCann

How do you manage your world?

Structured Flexible

Analytical Beliefs

Practical Creative

Extrovert IntrovertHow do you interact with your environment?

What information do you pay attention to?

How do you make decisions?

12


13


14

Not every team needs every role type.

Often, effective teams have just 4 - 6 members.

We may need to perform more than one role

We have “allowable” weaknesses as well as preferences in our team type

Everyone can contribute to the success of a team.

It is a celebration of diversity, not a ‘slot-in-the-box’ stereotyping of individuals.

15

Make sure your team knows what the goal is and can describe the successful outcome

Learn who can and can’t do what

Get to know each other’s styles and preferences

Give yourselves time

16

Tuckman: Team Formation Stages

Margerison-McCann: Team Management Profile

Lencioni: Five Dysfunctions of a Team

17

1. Draw a map of your stakeholders.They may be internal stakeholders, they may be external stakeholders or they may be a mix of the two.

2. With each stakeholder identify the following:What relationship do you want to create with

them? How will you start/develop this relationship?What are your first steps?

3. With your current stakeholdersExplore how you communicate – what, if anything, needs to be different?

Speaker - Johanne Bøyum Fosså

18

Johanne Fosså, 26 years old from Norway

Graduated from Oslo School of Management in August 2014

Has an MSc in Marketing and Social Science

Started to work as a trainee in Experis Norway in September 2014

Took part in the International Graduate Program at ManpowerGroup where she worked as part of a team and gained valuable experience in this area

19

Common understanding of the team`s goals

Making sure everyone clearly understands their roles and tasks

Regular communication

Strong commitment to and ownership of the project

Trusting of fellow team members

Performing one’s assigned dutiescorrectly and in a timely manner

20

Challenges Lack of commitment and collaboration

Mismatch in the individual approaches within the team

Power struggle

Benefits Productivity and innovation increase with team work

Sharing ideas and making decisions together

The right balance of skills leads to high performance

We can learn from each other during brainstorming sessions

People tend to take more responsibility when working with others

Sharing your success with others

21





Speaker – Sarah Peiker

22

Sarah Peiker is a recognized thought leader within ManpowerGroup Solutions, where she brings over 20 years proven industry experience, from human resources management to recruitment management and consulting. Sarah is responsible for leading the RPO business in Europe in which she delivers innovative recruiting solutions in order to enable companies to provide measureable results through their talent.

23

Strengthening teamwork in the work environment often contributes to greater unity, productivity and employee satisfaction.

Whether you are an individual contributor or team leader, the key to building and maintaining a successful team are: Communication, Common Understanding and Reinforcement.

24

An effective team has a number of ‘building blocks’ in place.

Clear Objectives and Balanced RolesObjectives of team are clearly defined, and everyone has a clear understanding. Amongst the team, there is a good balance of skills, abilities and aspirations.

Appropriate Leadership & Support and TrustThe team trusts the team leader and feels it is led appropriately. People help each other by listening, evaluating, offering ideas and encouraging experimentation and giving support.

Effective Process and Good CommunicationThere are clearly defined processes and effective information systems and coordination of resources. Meetings are productive, with communication and collaboration across the team.

Mutual Co-Operation and Individual DevelopmentThere is a readiness to be involved and committed. There is an acceptance of each others’ strengths and weaknesses. “Mistakes” are faced openly and used as a vehicle for learning. Individuals are given opportunities to develop new skills and experience.

25

When managing a goal amongst a team that indirectly reports to you, you can face challenges in gaining alignment across all team members and vested stakeholders. Often times, team members also have other goals to achieve in their respective departments, outside of the established team project.

Establishing Successful Teams in Matrix Organizations

Influence vs. Management

Manager

Team Member

Goals and

Mindset

Team Leader

Team Goal

Communication, Common Understanding and Reinforcement become increasingly important, as successful teams are led by influence and guidancerather than typical hierarchy management.

26

Keep the lines of communication open Utilize interactive technology and social networks (skype,

google+, screenshare, text) Keep formal communication / team meetings consistent,

yet allow for informal communication Gamify your teamwork Routinely monitor productivity

Organizations are increasingly making use of virtual employees – workers who are not physically present at a workplace. Several factors are driving the increase in virtual employees. These include:

• Work-at-home and flextime programs allow employees greater flexibility in where they work.• Communication technologies (laptops, tablets, mobile devices, and Go-to-Meeting platforms)

allow for inexpensive work capabilities from any location.• Global expansion, facilitated by the Internet and made attractive by wage differentials, leads to

worldwide workforces.

Building Successful Teams across a Virtual Work Environment

Virtual work environments can have many benefits, but can also have several challenges including; difficulty in knowing productivity, lack of communication, lowered engagement and loyalty to the employer (due to feeling of lacking a sense of “belonging.”

27

Establishing team building goals, clarifying employee roles and responsibilities, holding regular team meetings and organizing social activities are effective ways to increase team cohesiveness.

Create a Culture of TeamworkTo make teamwork happen, these powerful actions must occur.

Executive leaders communicate the clear expectation that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions are open and receptive to ideas and input from others on the team.

Executives model teamwork in their interaction with each other and the rest of the organization. They maintain teamwork even when things are going wrong and the temptation is to slip back into former team unfriendly behavior.

The organization members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six.

Teamwork is rewarded and recognized. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.

2826 January 2016

If you’re a team leader, or manage a team, here are 10 ways you can improve teamwork in your workplace:

1. Act as a guide: Every team needs a great leader who’s willing to guide the team in working and making decisions collaboratively.

2. Make every team member feel valued: Success as a team can only come when each team member is aware of the importance of their role in the team’s success.

3. Set increasingly challenging team-based goals: Each time the team reaches a goal, set a more challenging goal for them to achieve to encourage team members to stretch themselves and learn from and build on their previous successes.

4. Incorporate team-based problem solving into staff meetings: At each team meeting ask every team member to share a project or task they might feel stuck on, or challenged by, and request that other team members give feedback, provide some mentoring and share their ideas to help resolve the dilemma or impasse. Encourage team brainstorming sessions.

5. Facilitate conversation, idea-sharing and team brainstorming: Where possible, set up work areas where team members can get together to easily share ideas, brainstorm or discuss progress on goals/projects.

6. Encourage teamwork on projects: Develop a protocol that requires team members to work together on projects. For example, before any important document or plan is finalised, ensure that more than one team member has been responsible for creating, reviewing and giving their feedback on it.

7. Discuss team dynamics on a regular basis: Encourage open communication in team meetings about the team dynamic - for example, talk specifically about what’s working well and what could work better. Use this as an opportunity for team members to discuss how they can work more effectively as a team, but never to whinge or criticise one another in front of other team members. Also encourage conversations reflecting on what has enabled positive achievements as a team.

8. Welcome comments, questions and suggestions from all team members: Great ideas and improvements can come as a result of asking what might seem to be ‘dumb’ questions or looking at a situation from a completely different perspective. Be open to and encourage input from every team member. Be supportive of new ideas and, as a team.

9. Provide ongoing coaching, training and mentoring opportunities and support to team members: Giving team members ongoing learning opportunities and building both individuals’ skills and team skills encourages people to grow and stretch theircapabilities. Assign mentors where possible.

10. Recognise and reward good teamwork: Look for ways to acknowledge and consistently reward good teamwork.

29





Questions?

30





Thank you for participating!

tuesday, 26 th january 2016 · psychometric personality profiling instruments as part of...

Documents