How to Make Team Building Work Learn how Leading Effective Teams

How to Make
Team Building Work
Learn how Leading Effective Teams
can bring measurable success
Tweeting? Please mention: #teambuilding
(800) 263-6317 or (805) 690-5753
For More Info / To Register / To Access Archive:
Search “Webinars” or “On Demand” at TrainingIndustry.com
(800) 263-6317 or (805) 690-5753
• Owner and Chief Consulting Officer
for Catalyst Team & Leadership Consulting.
• Designs and delivers training programs for
small businesses to the Fortune 500 in five
continents.
• Published expert in the field of team and
leadership development including
Interviews and articles in
American Executive Magazine,
Training & Development Magazine,
American City Business Journal, and
numerous White Papers about the use of
measuring in team effectiveness.
Nicholas (Nick) D. Conner
[email protected]
508-359-1792
On a personal note Nick is an avid BBQ Smoke
Master, a poor golfer and a Black Belt in
Kung Fu but insists, “I am a really nice guy”.
The
MASTERS
Of Success
ken BLANCHARD
nick CONNER
jack CANFIELD
john CHRISTENSEN
Thoughts for today’s discussion:
 Are you aware of your team’s wellness or
health when it comes to teamwork?
 Do you have the ability to measure and track
the development of your teams over time?
 Are you able to diagnose and
prescribe development opportunities?
 The concept of “Teamwork” is a fairly simple one.
 It is the lack of understanding the dynamics of teams.
 It’s the execution that is so difficult because it takes
high levels of discipline and persistence.
 We unknowingly or knowingly slip into our old ways of
doing things.
What is a Team?
Team
A Team is a group of people with diverse skills
whose members struggle for shared aspirations
(a common goal) with measurable performance
and joint accountability.
Corporate Salute
Work Group
A group of people with diverse skills whose
members struggle for shared aspirations
individual
(a common goal) with measurable
performance and joint accountability.
individual
Teamwork
Doing more, efficiently and faster
Team building 101
Team Stages of Development
Dr. Bruce Tuckman 1965
TRANSFORM
PERFORMING
NORMING
REFORM
STORMING
FORMING
The Tuckman Model
Poll Question for the group:
Recently, which contributing factor
has impacted team development the most?
1
2
3
4
5
Change/uncertainty
Personalities of the team members
History/culture of the organization
Lack of strategy/direction
The Euro
CHANGE
Team building 101
Team Stages of Development
Dr. Bruce Tuckman 1965
PERFORM
THE TEAM
PERFORMING
NORMING
REFORM
STORMING
FORMING
The Tuckman Model
When is the best time to do team building?
Why team training?
Why Teamwork?
Murphy Model
Murphy Model
NEW JOB
ADVANCEMENT
PURPOSE
$$$$$$$$$$$$$$$
60%
$$$$$$$$
20%
$
•Engagement
•Autonomy
•Being part of something
•The chance to get better
•Self directed
•Recognized
•Belonging
Self
Actualization
Self esteem
Psychological needs
Safety needs - Comfort
Basic needs - Survival
$$$$$$$$
high performance
$$$$$$
moderate performance
$$$
low performance
0
2
4
6
8
10
$$$$$$$$
high performance
$$$$$
moderate performance
$$$
low performance
0
2
4
6
8
10
Murphy Model
•Autonomy
•Mastery
•Purpose
Why team training?
Why Teamwork?
MOTIVATION
MOTIVATION
Poll Question for the group:
Which stage of development from Tuckman’s
Model do teams commonly skip over?
1
2
3
4
5
Forming
Storming
Norming
Performing
Misinforming
Team building 101
Team Stages of Development
Dr. Bruce Tuckman 1965
PERFORMING
NORMING
STORMING
FORMING
The Tuckman Model
Why team training?
Why Teamwork?
Reason Two
through·put
͞
͝
/ˈTHrooˌpo
ot/
Noun
The amount of material or items passing
through a system or process on its way to
the customer or point of sale.
Synonyms: output
The Goal
A process of ongoing improvement
Eliyahu M. Goldratt
Throughput
After sales service
4. Shipping or
delivery of
product or service
3. Build product or
service
1. Sales promises
product
2. Strategize on
designing, product
or service
prof·it
/ˈpräfit/
Noun
A financial gain, esp. the difference
between the amount earned and the
amount spent in buying, operating, or
producing something.
Throughput
I SENT THAT EMAIL…I NEVER GOT IT!!
THIS REWORK COST US FOUR WEEKS.
SHIPPING DELAYED After sales service
WHERE’S IT GOING?
Where’s the pink form?
You need the pink form
The client wants to
know where this is.
Delivered when?!!
4. Shipping or
1. Sales promises
delivery of
THEY’RE IDIOTS
product
product or service
YOUR FAULT!
DON’T TELL ANYONE,
SEND IT BACK
BUT I HEARD…
She’s not communicating
on purpose.
I don’t trust those guys.
They’re setting us up for
Failure!
Specs are wrong.
She’ll just have to wait. I cant believe
D
you promised that!
E 2. Strategize on
3. Build product or L
designing, product
service
or service
A
Why weren’t my
Y
people brought in on this?
Why aren’t my
E ideas being used?
D
Won’t work.
Which flips
and
decrease
our
margins
Increased
cost to
create
throughput
So we work harder and make less
$
$
$
$
$
$
$
$
$
Lack of Communication
Power struggles
Rework
Disrespect
Ego
Rework
Not aware of accumulative impact
actions decisions and behaviors
will have on the over all goals
Rework
$
$
$
Why team training?
Why Teamwork?
Through put = Margins = Profit
Why team training?
Why Teamwork?
Motivation and Bottom Line
Why team training fails
Why Training loses it’s impact
1.
Content and activities are not relevant.
One size fits all, off the shelf programs are not
tailored to your needs.
2.
Lack of strategy, planning or road mapping
applications and change.
3.
Lack of follow up
HAVE YOU MADE IT MEASURABLE AND SUSTAINABLE
5.000
4.500
4.000
3.500
Role Clarity
2.70
3.000
Vision
Communication
2.50
2.500
2.000
2.10
1.500
Trust
2.00
1.000
0.500
0.000
1
S
e
r
2
3
4
5.000
4.500
3.9
4.000
3.500
3.78
Dependency
3.000
Conflict
2.500
2.90
2.000
Cohesion
1.500
1.90
1.000
0.500
Synergy
0.000
1
S
e
r
2
3
4
5.000
4.500
3.98
4.000
3.75
3.10
3.500
Role Clarity
3.000
3.20
Vision
2.70
Trust
Communication
2.50
2.500
Survey 1
Survey 2
2.000
2.10
2.00
1.500
1.000
0.500
Survey 2
0.000
1
2
Survey 1
3
4
Pre & Post-Program Comparison
5.000
4.500
3.90
4.000
3.78
3.500
Dependency
2.38
3.000
3.75
3.10
3.20
Cohesion
Conflict
2.90
2.500
Survey 1
Synergy
Survey 2
2.000
1.500
1.90
1.000
0.500
Survey 2
0.000
1
2
Survey 1
3
4
Making it relevant
Define clear objectives; what are the desired needs
and desired outcomes (future state).
Hold Facilitator interviews with your key decision
makers and even all the participants if possible.
Use a measurement tool to determine your groups
present state (level of trust, communication etc.) and
for tracking development post program. Tailoring programs and training
Learn as much about your organization as possible including
your industry, history, events, culture and even your
language.
Begin with the end in mind. What does a successful
program look like?
Use data from measurement tools to determine appropriate
activities, learning models and support tools.
Strategy and action planning
What are we doing on Monday morning as a result of our
insights and what we learned.
Be specific. For example, “we need to better communicate”
is too vague. If you see a video of your team better
communicating what would you see?
Catch who, what and when when it comes to matters of
resolution. This includes a champion/committee and time
lines.
Meaningful and fun
What?
So What?
Now What?
Why team training?
Why Teamwork?
Motivation and Bottom Line
Why team training fails
Lack of Relevancy
Lack of Strategy
Lack of Follow Up
No Measurement
POLL Question for the group:
What, in your professional opinion, should be the most
important aspect to a successful training program?
1
2
3
4
5
Strategy and application
Measurement and assessment
Fun and entertaining
Good coffee
Tailored or customized program
It’s not my
money. Knock
yourselves out.
Always, always has
to be her idea.
What ever!
Hey,
What’s for
lunch?
This will
never
work.
I agree.
Let’s do
this.
Yes, Sir!
We’re on
board.
Leading Effective Teams
Tannenbaum Schmidt Continuim
Lewin and Lippitt 1938
Tannenbaum & Schmidt in 1973
Situational Leadership
Hersey and Blanchard 1973
Johari Window
Joseph Luft and Harrington Ingham in 1955
Q&A
with Nick
www.catalyst-tbw.com
Team and Leadership Consulting
[email protected]
508-359-1792
Upcoming Webinars
6/18/13 Shifting Your Organization Toward Performance-centric Learning Systems
6/26/13 Using Measurement to Drive Impact & Effectiveness of Leadership Dev.
6/27/13 Communicate, Collaborate & Become more Productive Using Social Learning
For More Info / To Register / To Access Archive:
Search “Webinars” or “On Demand” at TrainingIndustry.com
Executive Seminar Series
Join our LinkedIn
Group to continue this
discussion!
Learn more at TrainingIndustry.com
Thank You

On behalf of TrainingIndustry.com, thanks to:

Today’s Speakers: Nick Conner

Today’s Sponsor: Catalyst

All of you for attending
Questions or Comments? Please contact Nabeel Jaitapker:
[email protected]