DS PERFORMANCE GROUP Dramatic and Sustainable Performance Individuals Teams Organizations THIRD POWER TEAMS T 1 The Power of Competence T 2 The Power of Commitment T 3 The Power of Collaboration Dramatic and Sustainable Increases in Team Performance! CAPTURING THE BEST PRACTICES OF 3M
T 3 OVERVIEW Third Power Teams (T 3 ) is a complete package of training, teambuilding, and organizational development tools to achieve dramatic and sustainable increases in team performance. From implementing a new team structure to fine tuning a single team, T 3 has the tools you need. INTEGRATED PERFORMANCE STRATEGIES (Page 3) Integrated Performance Strategies maximize the return on your investment in teams by developing the ability, willingness, and opportunity for teams to achieve high performance. COMPETENCE (Page 4) The Team Competency Model benchmarks the best practices of high performance teams. It includes 360-degree surveys to assess individual competence, create development plans, and identify training needs. The Team Training Curriculum develops personal, interpersonal, team, and organizational effectiveness to create competent team players. Workshops are modular designs to allow maximum flexibility in content and delivery. COMMITMENT (Page 5) Stages of Team Development is a four-phase team development process that identifies major milestones in team development and provides a step-by-step process for team development. It includes web-based survey tools to assess team performance and identify developmental opportunities that maximize the return on your investment in team performance. Teambuilding is a process to expedite the development of critical teams through the use of an outside expert. Using a three-step process of diagnosis, intervention, and evaluation/rework, teambuilding achieves dramatic and sustainable increases in the performance of critical teams. COLLABORATION (Page 6) Team Process develops collaborative work relationships between teams and management by establishing clear accountabilities, roles, and responsibilities. TEAM STRUCTURES (Page 7) Third Power Teams can dramatically increase the flexibility, responsiveness, and effectiveness of your organization by creating a team structure of high performance new product teams, mid-management level business teams, and executive level strategic teams. High performance team structures provide a competitive edge by assuring you do the right things, right the first time. SURVEY COMMANDER (page 8) People will respect what you inspect. These web-based survey/feedback tools allow you to inspect individual, team, and organizational performance. Survey Commander has assessment surveys, feedback surveys, and ROI surveys for individuals, teams, and organizations. DS Performance Group 2
INTEGRATED PERFORMANCE STRATEGIES If your goal is to increase the performance of existing teams or establish new teams, an Integrated Performance Strategy, that benchmarks the best practices of 3M, delivers dramatic and sustainable team performance. Integrated performance strategies combine training, teambuilding, and organizational development to develop the ability to perform and the willingness to perform, and assures they are met with the opportunity to perform. Anything less is just another short-term management program. INTEGRATED PERFORMANCE STRATEGIES Performance = COMPETENCE Ability Knowledge + Skills x Environmental Roadblocks Opportunity Attitude COLLABORATION ABILITY The ability to perform is developed through acquisition of knowledge and skills. Third Power Teams documents the best practices of high performance teams at 3M and other excellent companies in a competency model that includes personal, interpersonal, group, and organizational effectiveness. We assess the competency of your team members and functional managers, develop the appropriate intervention(s) (training, coaching, feedback), and measure the increase in competence and performance of participants. WILLINGNESS The willingness to perform is developed through positive attitudes that lead to high levels of individual commitment. Our training programs increase positive attitudes by demonstrating the organizational forces that create the need for high performance teams (Why are we doing teams?) and identifying how teams can benefit individual team members (What s in it for me?). Our well-defined and highly participative teambuilding processes expedite team development and maximize ownership and commitment through high levels of participation. OPPORTUNITY The opportunity to perform is created by the elimination of organizational roadblocks to team performance. Our team process provides clear accountabilities and responsibilities for teams and management and provides tools for identifying and eliminating cultural roadblocks to team performance. W I L L I N G N E S S C O M M I T M E N T DS Performance Group 3
COMPETENCE Achieving high performance requires team members, team leaders, and functional managers who have the ability to perform in the team environment. Working in over 75 3M divisions and staff groups over a 20- year period, we identified the best practices of high performance teams and management. We have validated these principles in a wide range of industries and organizations. COMPETENCY MODEL Based on our learning, we developed a competency model that identifies the accountabilities, responsibilities, and tasks (behaviors) necessary to achieve high performance. We then identified the knowledge, skills, and attitudes required to achieve competence in each task and behavior. We also developed survey/feedback tools to assess individual, team, and organizational performance on each competency and to identify training and coaching needs. Re-surveys over time can measure changes in individual, team, and organizational performance. TRAINING We have developed a curriculum of workshops for team members, team leaders, and functional managers. Third Power Teams This one-day workshop provides a basic foundation on high performance teams. It explains why we need teams by defining the organizational dynamics that create the need for teams and defines the roles and responsibilities of teams and management. It shows how to build high performance teams by following the Stages of Development that each team must go through. Lastly it demonstrates how teams and management must work together to achieve dramatic and sustainable performance. Working Together Better This five-module workshop develops personal and interpersonal skills to achieve high performance in the team setting. This modular design allows for maximum customization of content and delivery. This can be delivered to intact teams or open enrollment. Accelerated Team Decision Making This workshop provides team leaders with a step-by-step process for accelerating team decision-making that maximizes ownership and commitment of all key stakeholders in the decision. It also includes Decision Focus productivity software that dramatically increases efficiency while reducing the need for team meetings. Team Leader This two-day workshop provides team leaders with the ability to lead teams through the stages of team development. Leaders learn how to create high performing team dynamics, facilitate team interactions, and make positive interventions to increase team performance. DS Performance Group 4
Enabling Manager This two day workshop provides function managers with the ability to empower their staff to participate on high performance teams, develop self-directed employees, and collaborate with high performance teams to do the right things for the business. QUICK CHANGE COACHING Our coaching process helps individuals overcome self-defeating behaviors that are limiting their performance. Accurate Assessment We assess the individual s ability, willingness, and opportunity to perform. We maximize the credibility of this process by looking at all aspects that are contributing to the current level of performance. Learning Participants use Hardy s model to analyze and eliminate their self-defeating behaviors. Application Participants implement new, higher performing behaviors with on-going support. DS Performance Group 5
COMMITMENT Our training programs increase positive attitudes by demonstrating the organizational forces that create the need for high performance teams (Why are we doing teams?) and identifying how teams can benefit individual team members (What s in it for me?) Our teambuilding process creates ownership and commitment through a well-defined and highly participative teambuilding process. By the end of the process it becomes their team instead of just a team they were assigned to by management. TEAMBUILDING PROCESS Our teambuilding interventions are based on a three-step process of diagnosis, intervention, and evaluation and rework. Diagnosis We diagnose the team s stage of team development and team dynamics at the personal, interpersonal, group, and organizational level of team dynamics. This process identifies team strengths and weaknesses against the best practices of high performance teams. Working with the team, we identify those areas to work on where the team will achieve the greatest ROI on its teambuilding investment. Intervention Based on our diagnosis, we develop interventions that expedite the team through the stages of team development and develop high performing team dynamics at the personal, interpersonal, group, and organizational levels of team dynamics. Interventions can include training, structured experiences, 360-degree feedback, self-assessment instruments, and one-on-one coaching. Interventions will vary greatly in time and effort depending on the needs of the team. We do no more than is necessary and no less than is required to achieve the maximum return on your investment. Evaluation and Rework Our teambuilding process establishes an ongoing process of evaluation and re-work that assures the dramatic increases in performance achieved by the team interventions are sustained over time and the team continues to increase in performance. Using a defined process and 360-degree survey tools, you can monitor team performance over time. DEFINED PROCESS Our teambuilding interventions are based on a well-defined process of team development that provides a clear roadmap to high performance. We have defined deliverables for each stage of team development that provide clear direction on the tasks the team must perform to achieve high performance. We establish clear milestones for review that allow teams to measure their development and performance over time. DS Performance Group 6
MAXIMIZE OWNERSHIP AND COMMITMENT Our teambuilding process maximizes ownership and commitment to the team mission, goals, and strategies through high levels of participation. We define the content and identify the deliverables in the team development process, and facilitate the development of team-specific content. In the Forming Stage, our emphasis is on discussion to create a common orientation to the business, organizational dynamics, and team dynamics. This assures that all team members understand the situation and dynamics the team will operate within. In the Storming Stage, our emphasis is on achieving consensus on the team s mission, goals, strategies, and structure. This assures the team is focused on doing the right thing and creates a team structure that gives them the best chance for success. Team structure can include leadership, team meeting agenda, team communications, team decision-making, team measurements, and establishment of sub-teams if appropriate. DS Performance Group 7
COLLABORATION TEAM PROCESS We have documented the best practices of teams and management in creating a collaborative work relationship. We turned this learning into a specific set of accountabilities and responsibilities for teams and management. Implementation of these accountabilities and responsibilities provides clear roles on how teams and management can work together better to achieve maximum results. Accountabilities cover four areas: Planning We clearly articulate roles for plan development and implementation that allow teams and management to do what each does best. Teams figure out the right things to do and management implements them right the first time. New Product Teams and Task Teams will develop project plans, Business Teams develop business plans, and Executive Teams develop strategic plans. Our emphasis is on developing highly participative planning processes that are efficient and effective. We build these processes around the planning tools that have been selected for use in your organization. Decisions, Problems, and Opportunities We clearly articulate roles for resolving critical issues, making decisions, solving problems, and taking advantage of opportunities. We emphasize involving the right key stakeholders at the right time, and in the most efficient manner, to maximize support for the resolution of issues. We emphasize that team members who are not key stakeholders will leave the process at the end of the Storming Stage. This avoids slowing down action by trying to get everyone involved in everything, every time. Communication We clearly articulate roles for communicating in an efficient and effective manner with key stakeholders. We emphasize that high performance teams have access to a significant amount of information that needs to be shared with those outside of the team who need it to make better decisions and to resolve cross-functional issues. Responsibility for communication is spread among team members to maximize contact with key stakeholders and minimize demands on the team leader. COLLABORATIVE CULTURE Utilizing Dr. Robert Hardy s work on organizational culture, we deploy his High Performance Loop to establish cultures based on truth telling, openness, cost/benefit sharing, maximizing results, and learning. Implementation of these elements into an organization s culture drives changes in the organization s core beliefs and infrastructure. DS Performance Group 8
COLLABORATIVE DECISION-MAKING AND PROBLEM SOLVING PROCESSES Implementation of a defined process for cross-functional decision-making and problem solving dramatically increases the organization s efficiency and effectiveness on issues that cross organizational boundaries. This process minimizes personality and politics and maximizes information and analysis in the process. We strongly recommend the use of Decision Focus software to dramatically increase the efficiency of these processes. In addition to providing a common language and tool, this software also minimizes the need for team meetings by allowing much work to be generated and shared asynchronously. Participants in the process come together for higher-level analysis, not simply to share information or brainstorm ideas. This software tool also makes documentation and sharing of these processes easy and simple. At the click of a button, the entire content of the decision or problem can be turned into a Word Document or a Power Point Presentation. DS Performance Group 9
TEAM STRUCTURES We can move your organization into the 21 st Century by creating a high performance team structure that creates critical integration points at each level of your organization. VIRTUAL BUSINESS ORGANIZATION PRODUCT TEAMS High performance product teams create cross-functional integration to do the right thing for new products. They dramatically increase collaboration and provide a critical path for activities that significantly reduces new product development cycle time. BUSINESS INTEGRATION Virtual Business Organization Knowledge Gather Correlate Information Wisdom Integrate Synthesize Product Teams 2001 Douglas Peters & Assoc. Inc. Strategic Executive Strategic Team Integration Global Business Teams FUNCTIONAL DIFFERENTIATION Controlling Functional Organization Business Integration Cross-Functional Integration Strategy Direction Tactics Priorities Focused Activity Each product development team brings in information from across the organization, creating a robust database for planning, decision-making, and problem solving. When issues arise that the product teams cannot resolve, they can quickly escalate them to the global business teams for resolution. GLOBAL BUSINESS TEAMS High performance business teams create business integration at the midmanagement level of the organization. Business teams dramatically increase collaboration in the development of global business plans that do the right thing for the business and in cross-functional teamwork to resolve functional issues that are affecting business performance. When conflicts arise between the business and a function, the business team provides an objective forum for decision-making and problem solving. It focuses mid-managers on doing the right thing for the business as well as the right thing for their function. High performance business teams gather and correlate information from new product teams to create a knowledge base for the business. Team members can come and go, but the business knowledge base remains and continues to grow. When business issues arise that the global business team cannot resolve, they can be quickly escalated to the executive strategic team for resolution. DS Performance Group 10
STRATEGIC EXECUTIVE TEAMS High performance strategic executive teams create strategic integration across the executive levels of the organization. Strategic executive teams dramatically increase collaboration at the executive levels in the development of long-term business strategies. Strategic executive teams integrate and synthesize the knowledge created by global business teams to create wisdom that is used to set strategy and drive tactics down the hierarchical side of the organization. This puts executives in an information-rich environment balanced between functional directors telling them the right things to do for their function and high performance teams telling them the right things to do for the business. DS Performance Group 11
SURVEY COMMANDER People will respect what you inspect. Survey Commander allows you to inspect individual, team, and organizational performance to identify strengths and weaknesses in performance. To make corrections, you must know if you are on target. Survey Commander allows you to establish targets for performance and provide feedback to individuals, teams, and organizations so they can make corrections in their efforts that lead to higher performance. Survey Commander puts you in charge of when and how much survey/feedback you need. Individuals and team leaders can initiate surveys on an as needed basis. It also creates an organization-wide database that can be analyzed to identify trends and patterns across all surveys within the organization. Assessment Surveys Assessment surveys are designed to assess individual, team, or work group performance on specific dimensions. Assessment surveys ask respondents to assess or make a judgment by rating performance on a five-point scale from Very Poor to Excellent. Results are summarized in three reports: 1. Overall Results Shows ratings in order of statements. 2. Strengths and Weaknesses Rank orders statements based on overall averages. 3. Results by Respondent Groups Rank orders statements for each respondent group. Return On Investment Surveys ROI surveys identify the areas with the greatest Return On Investment in terms of increased performance. This is achieved through a combination of two ratings A Performance Rating (Very Poor to Excellent) and an ROI rating (Minimal to Dramatic). Multiplying the Performance Rating by the ROI rating creates a Performance Index. Results are summarized in three reports: 1. Overall Results Shows ratings in order of statements. 2. ROI Ranking Rank orders statements based on overall Performance Index. 3. ROI Ranking by Respondent Groups Rank orders each statement for each respondent group by Performance Index for that group. DS Performance Group 12
CONTACT For more information on Third Power Teams, contact: Douglas Peters DS PERFORMANCE GROUP 320 Game Farm Road North Maple Plain, Minnesota 55359 1-763-479-3637 dougpeters@dspergrp.com www.dspergrp.com DS Performance Group 13