SESSION 206 Wednesday, May 10, 11:30am - 12:30pm Track: Team Performance and Transformation. Start, Stop, Keep: How to Develop High-Performing Teams

Transcription

1 SESSION 206 Wednesday, May 10, 11:30am - 12:30pm Track: Team Performance and Transformation Start, Stop, Keep: How to Develop High-Performing Teams Michael Pacitti Director, CUIT, Columbia University michael.pacitti@columbia.edu Session Description Looking for a highly interactive, slightly unconventional session? If you are, this session will be right up your alley! Collaborative group approach to tackling the topics of team performance and transformation? Check. Interactive technology for real-time audience polling that determines an on-the-fly agenda? Check. Lots of engagement, debate, and interaction? Check. Join your peers and team transformation experts to learn how to develop high-performing teams in this unforgettable session. Speaker Background Michael Pacitti is a leader in the global service industry, serving both internal and external customers. He has experience in largescale project management, service improvement, and customer service operations management. Michaels unique ability to interact with team members at all levels and his broad experience combine to enable organizations to succeed in a variety of initiatives. Michael has held leadership roles at T-Mobile, Activision-Blizzard, BayCare Health Systems, Rite Aid, and Columbia University.

2 Session 206: Start, Stop, Keep: How to Develop High-Performing Teams Michael Pacitti

3 Disclaimer The views and opinions expressed in this presentation are those of the authors in his personal capacity and do not necessarily reflect the official policy or position of any current and/or former employer or client of Michael Pacitti. Examples of analysis performed within this session are only examples. Assumptions made within the analysis are not reflective of the position of any current and/or past employer or client. Line Up Gut Check (Assessing the Organization) Let s Review: Executive Director Manager Individual Contributors Making the Change a Reality Managing The Change Making It Stick

4 Assessing The Organization and Team Look from an outsiders point of view How are people reacting (emotions) What s on the Walls What is not being said? Take a walk Interviews Surveys Individual Autonomy Is empowerment strongly encouraged? Does it happen regularly? Is it compulsory for all employees to be selfmanaged and self-organized? Is decision making centralized or decentralized?

5 Structure Does the company have a lot of rules and policies? Does the company have a flat or a hierarchical organizational structure? How many levels of hierarchy does the organizational structure have? Support How willing are managers to support their subordinates? Will managers be upset if their staffs seek for assistance from them? Are managers encouraged to assist their subordinates?

6 Identification Are employees proud of being part of the company? Are employees eager to join public events on behalf of the company? Do the employees usually wear company T-shirt to work? Outside the office? Does the company have any CSR (Corporate Social Responsibility) program? Rewards How does the reward system or the evaluation system work? Which factors are rewards (salary raise, bonus, promotion) based on? Performance? Seniority? Loyalty? Relationship? Does the evaluation system compare employees to absolute standards or to each other?

7 Conflict Tolerance Does work-related conflict acceptable? Does personal conflict acceptable? Is it acceptable to have work-related conflict with your manager? Is it normal to have a work-related argument with your manager in public? Is aggressiveness acceptable? Are people aggressive when discussing and arguing? Risk Tolerance Is it acceptable to take risk? Is the terms high risk, high value usually applied?

8 Transformation What is your Purpose/Mission Statement Create a Vision Statement Mission Statement Value Statements Personal Value Clarify Strategic Priorities Alignment Create Your Plan: Do More of, Do Less of, Stop and Start Team Engagement Review, Clarify and Track Key Measures

9 Manage Tracking System for Goals/Priorities Two Way Communication on Progress Motivation 360 Feedback Call To Action Start the change process with people who have disproportionate influence in the organization Look for ways to get people to experience the harsh realities that make change necessary Look for ways to redistribute resources toward hot spots activities that require few resources but result in large change

10 Common Hurdles People don t understand the why Not enough Resources Lack of Motivation Institutional Politics Lack of Senior Leader Support Create a Tipping Point Rally the Influencers Overcoming Hurdles Don t Lecture, get people to experience the change Hot Spots vs Cold Spots Appoint a consigliere

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