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Team Building and Leadership
Transcript of Team Building and Leadership
Rebecca Siegling Outline Purpose of Article To discover what differentiates various levels of team performance, where and how teams work best, and what top management can do to enhance their effectiveness.
“Teams and good performance are inseparable: You cannot have one without the other.”
What is a Team? The distinction turns on performance results:
A working group’s performance is a function of what its members do as individuals.
A team’s performance includes both individual results and collective work products – reflect the joint, real contribution of team members. Working Group & Team Difference Working Group Strong leadership structure
Individual accountability and work products
Same purpose as the broader organization
Discusses, decides, and delegates Team Shared leadership roles
Individual and mutual accountability
Specific team purpose
Collective work product
Discusses, decides, and does real work together “A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”
The Discipline of Teams Essence of Team Building Common Commitment The initial direction or challenge may come from top management
However, teams must come together around a common cause and truly commit to a meaningful and challenging aspiration
This “purposing” activity continues throughout the life of the team Specific Performance Goals The common purpose must be translated into specific performance goals.
Help define a set of work products different from the organization wide mission
Specificity facilitates clear communication and constructive conflict
Helps teams maintain their focus on getting results
Specific goals allow a team to achieve small wins as it pursues its broader purpose; motivates and energizes the team A strong commitment to how they will work together to accomplish their purpose.
Must candidly assess strengths and weaknesses, talents, backgrounds and personalities to determine:
Who will do particular jobs
Skills to be developed
How to make and modify decisions
“Every member of a successful team does equivalent amounts of real work; all members, including the team leader, contribute in concrete ways to the team’s work product.” Common Approach “No group ever becomes a team until it can hold itself accountable as a team.”
Team accountability is the natural product of teams that share a common purpose, goals, and approach.
The sense of mutual accountability produces rich rewards of mutual achievement in which all members share. Mutual Accountability Teams that recommend things
Need to make sure that recommendations get implemented
Teams that make or do things
Must identify critical delivery points and focus on performance
Teams that run things
Must determine whether a real team approach is the right one Three Types of Teams Conclusion Teams will become the primary unit of performance in high-performing organizations
A team opportunity exists anywhere hierarchy or organizational boundaries inhibit the skills and perspectives needed for optimal results.
Leaders must recognize team’s unique potential and understand when teams are the best tool for the job. Building Team Performance Complimentary Skills Teams must develop the right mix of skills
Problem-solving and decision making skills
Teams are powerful vehicles for developing the skills needed to meet the team’s performance challenge. First Step Second Step Third Step Fourth Step Joe - Article - The Discipline of Teams
Michael - Building Team Performance
Becky - Forbe Article
Tim - Corner Office Article Fifth Step Sixth Step Seventh Step Eighth Step High Performance Team Forbes Article
Royal Caribbean’s CEO Exemplifies How to Leverage Milestones Forbe Article - Using Milestones Milestones as teambuilding tool Keep projects on track
Recognize employee achievements
Establishing early key milestones helps focus on what you know now, and how it will help you in the future Effects of Milestones in Teambuilding Milestones for Team Building
Keep both large and small projects on track
Provide encouragement for all involved
Teams of people that try to surpass
Recognizes achievements, both large and small Establish a Process to Track Milestones
Track milestones and manage as a team on a frequent and regular basis
Implement milestone management process with a particular emphasis on solving problems and celebrating wins – as a team Methods for Tracking Milestones The New Leader’s Playbook
Build the Team
Embed a Burning Imperative
Exploit Key Milestones to Drive Team Performance
Over-invest in Early Wins to Build Team Confidence
Secure ADEPT People in the Right Roles and Deal with Inevitable Resistance
Evolve People, Plans, and Practices to Capitalize on Changing Circumstances Article References Corner Office - Chauncey C. Mayfield Background Was recruited as a production manager with no idea of the production process at age of 22
Understand this ideology due to his earlier age working experience at age 15~16. Went to work during the summer.
During his younger age, he often spend time at his father’s law firm and spend time with his father’s clients and tries to learn something from them.
More than 25 years of Asset Management experience
Managed excess value of 500 million USD of projects
Delivered a 44% return on investment on commercial rehabilitation projects
Key Personality Open minded
Analyze failure and make attempts not to do the same Quotes and Keys to Success “I relied on those guys to teach me the business. I didn’t come in saying, ‘I’m the college guy, I know what I’m doing and you’ll listen to me.’”
“You have to tell me, specifically, what makes this work for you and what doesn’t make it work for you. I’m not going to try and figure it out. I know what I need, but you’ve got to share with me what you need as well.”
Demonstrate care through equal amount of health care (100% to all employee, no matter the status within the corporation)
-Allow those who desire to be leading the team to have change to do so, thus was capable to build more responsible middle level management. Hiring Process Open ended questions, and desires to understand those who he is going to hire.
Family oriented person, consider family above work, and expects his fellow employees to do the same. Everything else could be balanced in other means. 1. Encouragement: would not penalize anyone for saying “I am not sure I can do this”, instead encourage employee to say it, and he will find a partner for the employee to work with to complete the task.
2. Team Oriented: not necessarily put the seniority above all else, which allows a good team leader to exist.
3. Customer Service method: employee’s colleague’s comments influence the result of other employee’s bonus. Management Methods How to keep the silos from happening as he belief it ultimately destroys a company.
Prevent employees to pit one another (from building silos) Challenges as a CEO Build A Tower - Build A Team Life Balance with Work Teamwork: Don'ts