Bob Griffiths RGA Services

Transcription

1 Bob Griffiths RGA Services Managing People in Teams

2 What would you like to get out of this evening? Decide on your top three objectives by completing the sentence. I want to know how to.

3 Seven out of ten teams fail to produce the desired results A. T. Kearney The Trouble with Teams

4 What is a team? A group of individuals who are working together to achieve a shared goal Have some authority to manage their own work and internal processes Are dependent on each other to achieve the goal.

5 Types of team Production and service teams Product and development teams Advice and involvement Crews such as airline crews Action and negotiation teams Virtual teams

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7 What really happens in your Team? Suppose an intelligent and wise alien watched a film of one of your team meetings. What conclusions would they draw from seeing your team interact together?

8 From the Alien perspective Is it clear what these people are doing here? Do they seem to know why they are in the meeting? Are they happy to be here? Is something being accomplished here or are they going round in circles? Do they seem engaged and making progress in a direction or is the meeting more of a ritual?

9 Definition of a Ritual A ritual is a set of actions, performed mainly for their symbolic value, which is prescribed by a religion or by the traditions of a community. en.wikipedia.org/wiki/ritual

10 The Crunch Questions Using a scale of 1 to 10 with 10 being complete agreement give a rating against the following statements: 1. I can describe the purpose of my team in a meaningful way 2. I agree that team members tell the truth to each other 3. I know how the success of my team will be measured 4. I agree that team members hold each other accountable 5. I believe that team members trust each other 6. I would choose to be part of this team if I had a free choice

11 And other Team Members? If you have answered all the statements with a high rating are you sure your other team members agree with your rating?

12 How to ensure a Team does not succeed Have long boring meetings. Insist everyone attends especially are not needed. Ensure all meetings start and finish late Encourage gossip and personal attacks about everybody but particularly the leader Make sure important information is kept to as few people as possible. Copy inconsequential information to everyone

13 How to ensure a Team does not succeed contd. Create confusion as to the purpose of the team Don t tell team members how their success will be judged. Motivate purely by fear. Rebuke team members frequently in public or just freeze them out. Rarely give praise. Set up systems so that some people in the team win and others lose Have meetings in unpleasant environments

14 How to ensure a Team does not succeed contd. Allow tasks to go unfinished or finished late with no explanation. Never record who is responsible for tasks or a time scale for completion Create competition between team members Ensure that no one tells the truth about how things are going especially upwards Keep all the authority to make decisions to yourself.

15 The Five Dysfunctions of Teams - Patrick Lencioni

16 Creating Trust Communicate feelings as well as ideas Walk the talk Keep your word and support others in doing so Demonstrate commitment

17 Handling Conflict effectively Examine your own attitudes towards conflict and if you are not confident about dealing with it learn the skills to address it positively Establish team rules for handling conflict successfully Agree with your team how members will behave when conflict breaks out.

18 Addressing lack of Commitment Review commitments at the end of each meeting and ensure all team members are aligned Make it clear to team members that it is ok to disagree but after a certain point the team still expects commitment to action. Are you on the bus?

19 WILLIAM F BRATTON

20 Supporting Team Members in being accountable Explicitly communicate about goals and standards of behaviour Regularly discuss performance versus goals and standards Uphold the standards the team has set.

21 Focussing on Results Keep the team focussed on tangible group goals Reward individuals based on team goals and collective success Publicly recognise contributions.

22 Simple Rules for Complex Teamworking in 24/7 world Focus on communication Make effective use of technology Develop flexible leaders with a range of skills Share the leadership across the team Provide support from HR and top management Source Leading complex teams 2006 Ashridge Business School.

23 So What? Given the information that you have learnt this evening write down on one or two key actions that you are willing to commit to following through with your team.

24 And finally If you would like electronic copies of the slides contact me at or leave your card If you would like more information about ensuring change happens in your team or to talk about your particular situation contact me on or for a no obligation discussion.

25 The End Thanks for coming