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Team Alignment Process

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Raymond Salzwedel

on 17 September 2011

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Transcript of Team Alignment Process

TEAM ALIGNMENT PROCESS A B C D E F G Personality Profile 1:1 Interviews Alignment Workshop Training: Receiving Feedback Training: Giving Feedback 360 Assessment Individual Feedback Using the Enneagram, each team member's basic outlook on life and working together can be assessed. ( an online process ) Gathering information from each person regarding the team's value to its customers and the person's value to the team. Also giving feedback from the E9m. For two days the whole team gets together to talk about their reason for being, and what that means for getting focused on the right tasks and relationships. (a sample agenda) Day 1 Day 2 The Future, Backwards:
Where have we come from? Art Workshop:
Seeing Differently Co-Create:
Team value propostion
Key result areas
Individual functional outputs
Key performance metrics per person Stick-And-String Labyrinth:
Ways of working contract
Team behaviour framework Battle-Board and Charters:
What must we now do differently?
How will we know when we have done it? Reflection:
What must I now do differently? A half-day training session to think about personal leadership, authenticity, and "my stuff". Another half-day training session to think about difficult conversations for performance and behaviour Using an agreed leadership or behaviour framework, each person invites feedback about themselves Private feedback sessions are conducted for each person to coach the interpretation of the 360. (learning outcomes) Only I can make choices for myself. Day 1a Day 1b The further into the future I can plan, the more optimistic I can be. Being authentic means that I am self aware. Being authentic also means that I can self regulate. Receiving feedback is difficult. Not all feedbck TO me is ABOUT me. Where my attention goes, my energy flows. Personal mastery means that I can hold the creative temsion. Day 1b (learning outcomes) Day 1a I must set the criteria before giving feedback. To give feedback requires a level of trust. Giving feedback is an emotionally charged activity. Courage is not the absence of fear but the judgement that something is more important than fear. There is actually a good practice way to have the conversation. I must not slip into the common feedback biases. Benefits Track record Mature, Aligned and Effective Teams have a sense of purpose, know how to achieve that purpose, rely on the strengths of each member and relentlessly pursue performance.

Such teams are a delight to be part of and to lead, and can be intentionally crafted. This is what some past leaders and participants had to say about the Effective Team Process, or parts of it: "Once again a very big thank you for the facilitation you did last week. We are all still in very high spirits and our first check in session is next week. I am still amazed by the profound change in the team."

- Ineke (distribution manager, international food manufacturer and wholesaler) "It's been an absolute blessing working with you. Thank you for your calmness, intellect, and understanding during my frustration tantrums."

- Precious (HR director, global restaurant chain) "Discovered that there's a lot of myself that I need to rediscover."

- Stephen (Software Developer, national IT company) "I have long been a strong believer in using simple tools to help team members get to grips with their own and each other jobs and personal behaviours, enabling the team to form into a cohesive and more effective commonly aligned unit. [Urban Canyon] has really delivered this for us. We have used it for diversely different teams and situations with equal success."

- Charles (Supply Chain Manager, international food manufacturer and wholesaler)
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