You Can�t Do It All Yourself!

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					            You Can‘t Do It All Yourself!
                             Motivating Staff
                              Team Building

                         Georgette B. Carroll

FGFOA
Master the Course
November 14, 2007
3:00 – 4:40 PM
―You‘ll never create and sustain a
  WOW environment until you learn to
  tap into your greatest resource – your
  people‖

                    Al Stubblefield, CEO
                          Baptist Hospital
                 Motivate employees to be a full part
The Challenge
                  of the workplace beyond earning a
                  paycheck?
                 Willingly be a part of a effort that
                  takes:
                    Time
                    Determination
How Do We-----




                    Creativity?
                 Move decision making from your
                  office to the employees and feel
                  safe?
                     Be the Authentic Leader
                        Can‘t fake your commitment
It Begins with You



                        It‘s non-negotiable
                        Be vocal
                        Be visible
                     What do we mean by this?
                     Every day distractions
                     Sticking to your word
Leaders Challenges


                     Consistency
                     How to remove the obstacles
                        Sacred Cows
                        Dealing with Skeptics
                        You‘ll never change what you tolerate
                        Employees won‘t change their current
                        model until they know we are serious
                        about it.
        Accountability
                   Commitment
        The Leadership
Three Legged Stool to Success
              Accountability
      TRUST
                         Commitment
What do all those principles have
         in common?
The Impact of Trust



                      Trust =      Speed Cost



                       Trust =       Speed Cost

                                             From ―The Speed of Trust”
                                The one thing that changes everything
                                                    Stephen MR Covey
                     Low Trust                   High Trust
                          Redundancy                   Innovation
                          Bureaucracy                  Collaboration
                          Politics                     Partnering
Measures of Trust



                          Disengagement                Execution
                          Turnover                     Loyalty
                          Churn                        Profit and Value
                          Fraud

                    “If your workplace culture isn’t open and honest, it won’t
                     create employee satisfaction and you’ll experience
                     turnover and a lack of productivity that will cost you
                     money, ideas and time. On the other hand, if the work
                     environment is ethical, productive and positive, people
                     will stay and stay committed. They’ll drive your
                     company forward.”                   Kent Murdoch, CEO
                                                             Tanner Company
        The true measure of a team is that it
         accomplishes the results that it sets out to
         achieve.
        To do that on a consistent, on-going basis,
         a team must embodying certain behaviors

                                         TRUST
                                        HEALTHY
                                        CONFLICT


                                     COMMITTMENT


                                     ACCOUNTABILITY


                                        RESULTS


From ―Five Dysfunctions of a Team‖
                On a fundamental and emotional
                 level
                Includes
                   Weaknesses
GENUINE TRUST




                   Mistakes
                   Fears
                   Behaviors
                This creates openness without filters




                    TRUST IS ESSENTIAL BECAUSE ….
                   Teams that trust one another
                      Engage in passionate dialogue around
                       issues and decisions that are critical to
HEALTHY CONFLICT



                       success
                      Team members will challenge and
                       question one another in the spirit of
                        Finding the best answer
                        Discover the truth
                        Make great decisions




                       THIS IS IMPORTANT BECAUSE ….
             Teams that engage in unfiltered
              conflict
                Achieve enrollment around the decisions
                 made even if they start out disagreeing
COMMITMENT




                This ensures all opinions and ideas are on
                 the table
                Let‘s the team see that all views were
                 considered before a decision is made
             Teams can gain commitment around
              the final decisions



                     THIS IS CRITICAL BECAUSE ….
                 Teams that commit to decisions and
                  standards of performance
                    Hold each other and themselves
ACCOUNTABILITY



                     accountable for adhering to those
                     decisions
                    They won‘t rely on the leader to resolve
                     accountability, they will go to their peers




                          THIS MATTERS BECAUSE ….
          Teams THAT TRUST ONE ANOTHER,
           ENGAGE IN CONFLICT, COMMIT TO
           DECISIONS AND HOLD ONE ANOTHER
           ACCOUNTABLE WILL
             Set aside personal agendas and focus on
RESULTS




             what is best for the organization and the
             team.




               And you can trust the team ….
It Starts with You……                   Leadership Commitment to Build
                                        the Team Culture
                                           The Shared Vision
                                           Communicate
           …It Doesn‘t End with You




                                           Motivate
                                       Organizational Accountability
                                           No Excuses for Bad Performance
                                           You Can‘t Change What You Tolerate
                                       Continuous Learning
                                           Employee Empowerment
                                           Leadership Development
Are you ready to trust teams?
                                Behavior          Opposite
                                Talk Straight     Lie, spin, flatter, half truth
                                Respect           Don‘t care or don‘t show you
                                                  care except when you need
                                                  something
                                Transparency      Withhold info, keep secrets
                                Right Wrongs      Cover up mistakes
                                Loyalty           Take credit, sweet talk, gossip
                                Deliver Results   Fail to deliver, deliver on
                                                  activities
                                Get Better        Don‘t invest in improvements
                                                  Fit problems into one solution
                                Rate yourself on a scale of 1-5
Are you ready to trust teams?
                                Behavior         Opposite
                                Confront Reality Skirt the real issues
                                Clarify          Vagueness
                                Expectations     Don‘t declare them
                                Accountability   Not my fault, fail to hold others
                                                 accountable
                                Listen First     Speak first, listen last, pretend to
                                                 listen, listen w/o understanding
                                Commitments      Make vague and elusive
                                                 commitments or avoid them
                                Extend Trust     Give responsibility without
                                                 authority, snoopervise
                                                 Source: The Speed of Trust
                       Teams can begin because
                           We know and improve our own trust credibility
                           We understand the value of teams
Teamwork Definition


                           We lead by example
                           We assist in teams being successful

                       Teamwork represents a set of values that
                       encourage behaviors such as:
                           Listening and constructively responding to others

                           Giving others the benefit of the doubt

                           Providing support to those who need it

                           Recognizing the interests and achievements of
                            others
                 Simple Work Team
                    Collection of staff members with similar
                     skills
                    Performs best when every member is well
Types of Teams




                     trained
                 Relay Work Team
                    Group of staff members who work
                     together to ensure a positive citizen
                     experience as the citizen is ―handed off‖
                     from one team member to another
                    Workers on simple teams can also be
                     part of relay teams
                 Integrated Work Team
                    Brings together people with various,
                     specialized skills to accomplish an overall
                     task or goal
Types of Teams




                    Members must be good communicators
                 Problem-Solving Team
                    Generally formed when the problem is so
                     large or complicated that it is beyond
                     the ability of any one person to solve it
                    Can be permanent or impromptu
                              Because it is important to the
Why complete a team project

                               Organization
                              Because it is important to the
                               individual
                              Because it works and makes the
                               workplace and me better.
                  Solves 15% of the business issues
                  85% of work place problems are
                   process issues
More than Teams



                  Teams need the right tools
                               CONSTITUENCY




                   PROCESS                           TEAMWORK


                       “Left unattended, knowledge and skill, like all assets
                                  depreciate in value – surprisingly quickly”
                                                              ‗David Meister
                         Additional Information
                         Team Dynamics Information

Not in the
presentation, but a
guide for participants
                  A team is a small group of people
                   (typically fewer than 20) with
                   complementary skills committed to a
                   common purpose.
Team Definition




                     Its members work together to achieve
                     the team‘s purpose.

                     Team members hold each other fully and
                     jointly accountable for the team‘s results.
                   A group is a collection of individuals
                    who interact primarily to share
                    information and to make decisions to
Group Definition



                    help each other perform within a
                    given area of responsibility.
                     Stage 1: Forming
                        Team members become familiar with
                         each other.
The Five Stages of


                        The team works to build an agenda.
                     Stage 2: Storming
                        Often filled with conflict and tension.
                        There may be struggles for leadership.
                     Stage 3: Norming
                        A true team spirit begins to take shape.
                        Real progress is made toward the team‘s
                         goals.
                      Stage 4: Performing
                         High level of morale and desire to
                          accomplish tasks.
Team Development
 The Five Stages of



                         Team members tend to participate
                          equally.
                      Stage 5: Restoring
                         Team may expand or change its mission
                          or membership.
                         Team may plan ongoing professional
                          development activities.
When Employees Feel Motivated

                                 They run their own jobs; they make lots of
                                  decisions/ mistakes on their own
                                 They feel as though their jobs are important to
                                  them and they are important to their jobs
                                 Whether things on the job go right or wrong,
                                  they take responsibility for the outcome
                                 They get so excited about their jobs that they
                                  talk about them with others
                                 They feel needed / valued and that their job
                                  counts for something
                                 They have some say / input into how
                                  things are done
                           Not being heard / recognized
Employee ―Demotivators‖

                           No time to solve problems
                           Not know whether you are needed
                           Across the board rules and regulations
                           A boss taking credit for others‘ ideas
                           People treated exactly the same
                           Not enough time / people / resources
                            to do the job well
                           No appreciation shown for their efforts
                  Teamwork is a skill that requires
                   training, practice, evaluation, and
                   rewards.
Rewarding Teams



                  Most organizations reward individual
                   success/ accountability, making real
                   teamwork extremely difficult.
                  Team members contribute specialist
                   knowledge, but they should be
                   encouraged to be generalists in
                   the way they behave in the team.
                  Genuine teamwork does not
                   recognize level, position, or status.
                  Avoid ―groupthink‖ by rewarding
Rewarding Teams



                   openness.
                  Thank people for bad news and for
                   disagreeing with you.
                  Frowning, scowling, and defending
                   your own views will turn teamwork
                   into conformity.
                            Revisit the team‘s short-term and long-
                             term goals. Get consensus on the goals.
Solutions to Floundering


                            Brainstorm all the tasks that will need to
                             be completed in order to finish the
                             project.
                            Create a measurable plan with step-by-
                             step progression.
                            Set tentative, but realistic, deadlines for
                             the completion of these different parts.
                            Divide the project up so that group
                             members can determine their
                             individual responsibilities.
                            Stimulate discussion. You may ask the
                             following questions:
Solutions to Floundering



                              ―What do we need to do to move to the next
                               step?‖
                              ―Have we missed anything or left something
                               undone?‖
                              ―What is holding us up (information, feelings,
                               assurance, support)?‖
                            Set a specific time for a decision to be made.
                            Have team members write down what
                             they think is needed to move to the
                             next stage.
                            Validate that mistakes are OK.
                                Base discussion on key issues to
                                 encourage equal interests and
Solutions for Reluctant Team

                                 participation.
   Players/Social Loafers




                                Use the ―round robin‖ discussion
                                 technique — each participant takes a
                                 turn and shares his or her thoughts.
                                Use the ―nominal group technique‖ —
                                 have group members write down their
                                 thoughts and share them.
                                Practice ―gate keeping‖ — ask
                                 individual participants for input. For
                                 example:
                                 ―Jim, I‘d like to hear your ideas.‖
                                If possible, divide the tasks and assign
                                 them to individuals or small groups.
Solutions for Reluctant Team



                                Try teambuilding activities in which
   Players/Social Loafers




                                 success requires participation from all
                                 group members in order to draw out the
                                 quieter members.
                                   Helps groups become more comfortable
                                    with each other
                                   Opens lines of communication
                                   Puts members more at ease talking to
                                    and sharing ideas with each other.
                                Conduct teambuilding exercises that focus on
                                 establishing teamwork and trust.
Solutions for Building Trust


                                Communicate openly and honestly with team
                                 members.
                                Invite and pay attention to disagreement and
                                 criticism.
                                Handle complaints and disagreements
                                 promptly and
                                 with empathy and honesty.
                                Show sincere appreciation of team members.
                                Encourage team members to follow through
                                 on their promises to the team.
                                Encourage team members to recognize the
                                 strengths of other team members and rely on
                                 other team members to do their part.
Solutions to Total Acceptance of    Search for facts to back up presented
                                     information. You may ask the following
                                     questions:
                                      ―How do you know that this is true?‖
                                      ―What research or experience do you have to
                                       back up this information?‖
                                    Encourage group members to offer data to
               Ideas




                                     back up the information.
                                      ―That may be possible. Let‘s get some data to
                                       test/prove it.‖
                                    Encourage other ideas.
                                    Assign someone the role of devil‘s advocate
                                     to question statements and give opposing
                                     viewpoints so that other group members are
                                     forced to give sound arguments and think
                                     through their statements.
Solutions for Frustration Over
                                  Make a list of all tasks necessary to
                                   complete the project, then check off
                                   the things that have been completed so
       Lack of Progress




                                   that group members can see how much
                                   they have accomplished.
                                  Step away from the project for a few
                                   minutes and play a game or conduct a
                                   teambuilding activity. This allows team
                                   members to get their minds off the
                                   project, then come back to it refreshed
                                   and relaxed.
                         Use a written agenda with time estimates for
                          each item of discussion. Refer back to the
                          agenda when the discussion strays off the
Going Off on Tangents



                          subject.
                         Write topics or items on a flip-chart page,
     Solutions to




                          and post the page on the wall.
                         Record input/suggestion on flip-chart pages.
                         Bring closure to topic by asking
                          for final input.
                         Address the avoidance of a subject by
                          saying:
                          ―We‘re having trouble sticking to this point. Is
                          there something about it that makes it
                          difficult to address?‖
                        Deal with arguments immediately rather
                         than ignoring them.
Warring Team Members



                        Listen to each idea.
                        Discuss what each idea means for the
                         group and group project.
      Solutions to




                        Do not refuse to listen to an idea on the
                         basis of who is making the argument.
                        As a group, decide which ideas best fit
                         into the goals the group has developed.
                        Find the course of action that is best for
                         the group and make sure everyone in the
                         group is aware of what that course is.
                      Establish team ground rules that will provide
                       guidelines for behavior during meetings.
                      Usually a gentle reminder is all that is needed
                       to get individuals or the team back on track.
Anti-Team Behavior




                      Team building and trust building exercises
                       can be used to reset team behavior.
    Solutions to




                      Refer the team to the team goal(s).
                      In extreme cases, individuals may need to be
                       asked to meet separately from the team. Ask
                       the individual to work on improving the
                       observed behavior.
                      When confrontations occur, get the members
                       to postpone their discussions until after the
                       meeting.
                      Offer to facilitate the discussion.
                       Appraise both team and individual
                        performance.

                       Change the team‘s membership if
Critical Skills Gaps




                        necessary.
    Solutions to




                       Get team input on the skill set a new
                        team member should bring to the
                        team.
                    4 = This statement             Mark the score you
                       definitely applies           believe is accurate
                    3 = The statement applies       for the current
                       most of the time
                                                    state.
Team Fitness Test



                    2 = The statement is
                       occasionally true for
                       the team
                    1 = This statement doesn‘t
                       describe the team at all
                    1.    Each team member has an equal voice.
                    2.    Members make team meetings a priority.
                    3.    Team members do not allow personal agendas or personal priorities to
                          hinder team effectiveness.
                    4.    Our mandate, goals, and objectives are clear and agreed upon.
Team Fitness Test


                    5.    Team members fulfill their commitments.
                    6.    Team members see participation as a responsibility.
                    7.    Our meetings produce excellent outcomes.
                    8.    There is a feeling of openness and trust in our team.
                    9.    We have strong, agreed upon beliefs about how to achieve success.
                    10.   Each team member demonstrates a sense of shared responsibility for the
                          success of the team.
                    11.   We involve the right people in decisions.
                    12.   We stay on track and on time.
                    13.   Team members feel free to give their honest opinions.
                    14.   Our roles are clearly defined and accepted as defined by all team
                          members.
                    15.   Team members take initiative to put forth ideas and concerns.
                    16.   Team members are kept well informed.
                    17.   We are skilled in reaching consensus.
                    18.   Team members respect one another.
                    19.   When making decisions we agree on priorities.
                    20.   Each team members pulls his or her own weight.
                                    Individual
                                                 Team Scores
                                    Scores

                Shared Leadership
                # 1,6, 11, 16
Scoring Sheet




                Group Work Skills
                # 2,7,12,17

                Climate
                #3,8,12,18

                Cohesiveness
                #4,9,14,19

                Team Member‘s
                Contributions
                #5,10, 15,20
                             Calculate your Percentage Score
Team Effectiveness Results

                             74-100 High Performance
                                Positive internal team dynamics
                                Beware complacency and stagnation
                             47-73 Average Performance
                                Performance improvements are needed
                                Analyze the cause of low scores
                                Develop a plan to address the issues
                             20-46 Below Average Performance
                                Take short-term actions for immediate
                                 results
                                Address long-term issues dealing with the
                                 team‘s fundamentals
                      Georgette B. Carroll
                      Carroll Consulting Inc
Speaker Information


                      www.cci1999.com
                      561-835-4191
                      561-762-2218
                      georgette@cci1999.com

				
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