Team Development Michael A. Fors, Ph.D. 2007 1 Why Teams Impact Performance In a high performing organization: Teams are vehicles for doing work They are leverage points for coordinating work across people The sum of team work = Accomplishes strategic objectives & moves the organization to its vision 2
Objectives 1. Define a team & why teams are important to organizational performance 2. Identify elements of effective teams 3. Handle team conflict so that the team can move to the next level of performance 4. Determine how a leader can drive a culture of team performance 5. Create a plan to improve teams back in your organization 3 Teams Develop with or without you (It may as well be with you!) Leaders can: Design a team development methodology Set it as an expectation across your organization 99.9% of leaders do not do this You don t t want to leave team development to chance Why you should care as a leader: Teams are a core working unit The collective work of teams is what accomplishes your org. deliverables and vision If done well, it also helps bring about member satisfaction 4
Reality of Teams The Reality: Most teams struggle to complete their work Teams don t t know how to best develop themselves Team development without leadership happens, but not for good Managers or leaders of teams should be proactive in designing teams for success 5 Set Expectations for Teams - Your Critical Leadership Role One of most important roles as a leader of your org. You need to drive a consistent approach to the development of teams to accomplish work Rarely do leaders even think to do this You must reward & hold leaders/managers accountable to effectively develop teams This effort will result in: Efficiency, results, an ability to handle conflict, and member satisfaction 6
What is a Team? 3-77 members Defined deliverable in common Clear due date Clarity of roles Clear leader must it be a content expert? Others? 7 What Makes a Good Team? Definition: Clear team deliverable(s) Clear individual deliverables A deliverable is tangible output, with owner, due date and defined ed measures for success such as time, cost, quality Defined leadership Size = 7 +2; larger numbers should be linked subteams Interdependent work - team members must rely upon each other to accomplish deliverables The best possible members on the team (expertise, representation) Accountability - individual and team levels Agreed upon way of accomplishing the work together Acquires and effectively utilizes resources needed Stakeholder buy-in and support Ability to track and communicate progress Team Development does not equal Team Building 8
Tuckman Model Commissioned by the U.S. Navy Advent of nuclear subs Model is descriptive (Tuckman observed hundreds of teams and described what he saw) They are natural stages The steps rhyme Norming Performing Storming Forming 9 Tuckman Stages Forming Team sets deliverable How to work together Most don t t do this well Storming Conflict = Healthy difference of opinion Important: how team deals with conflict Norming Team learns to work through differences Progress happens, but not perfectly Performing Seamless Synergy Think of the best team you ve ever seen Principles: Each stage builds upon the previous step Each stage builds towards Performing Skipping any stage negatively impacts performance 10 The model is fluid, i.e. like a manual transmission car With every new challenge, process must be repeated
Team Development Reforming New goal New leader New members Norming Performing Storming Forming 11 Re-Forming The Symphony: Bolero Watch the video and find stages of the Tuckman Model Identify the stages through which the symphony progresses in order to prepare to perform Bolero Be ready to discuss the stages of symphony development
Bolero Debrief Summary Logistics just getting the team together & focused is never easy Form: : All agree to play Bolero (Zubin is reluctant) Discussions are held behind the scenes to strategize. Does Zubin convey a vision of success? Storm: : Rehearsal The symphony tries to play, but need to agree on the vision (the interpretation of the music) Zubin as leader works very hard to facilitate the performance of experts! Norm: : The symphony begins to play stretches of Bolero very well Perform: : The symphony plays the piece & the crescendo is spine tingling What do you think the audience was saying as they were heading home? Where a Leader Must Focus Importance of forming well How to move the team through the stages Importance of handling conflict as difference of opinion storming The need to discuss team process as well as team results 14
Forming Well & Moving the Team through Stages Two types of elements form the basis of team performance: 1. Deliverables: What the team will produce 2. Process: How the team will work together to produce the deliverables 15 Definition of a Deliverable Tangible output can show something Can measure it Quantity Quality On time On budget User satisfaction One owner Passes the look mom test showing her something you produced If small, she may even want to put it on her refrigerator 16
17 Define Team Deliverables Tangible output defined Alignment to Strategic Objective Milestones & Due Dates Owner Indicator - Measure of Success Headcount Needed Budget Frequency of Project Review Team Priority Current Status/Issues Actions Needed Copyright Fors Leadership Academy Team Deliverables Template S.O. Align Top 3-53 Deliver- ables Mile- stone & Due Date Owner Indi- cator Head- count Budget Review Dates Priority Status Action 18
Define HOW the team works - Team Process Elements Element 1. Tuckman Goal What to Do Set a stage goal and monitor performance If Not Done Members have differing expectations some are OK norming, others want to reach performing stage 2. Member Expertise + Experience 3. Leader & Member Roles 19 Discuss + leverage the expertise of members Define leader role (facilitator, decision maker, etc.) Define what it means to be a good member Don t t know each other s s expertise Don t t use skills resident in team Are slower than needed Repeat historical mistakes Reinvent the wheel Members have conflicting perspectives of leader role Unclear member roles lead to issues Element 4. Communication 20 Team Process Elements What to Do Create a plan: Communicate what To whom How often Plan for internal org. members Plan for external (Customers, stakeholders, etc.) 5. Conflict Prepare for it It may simply be difference of opinion Set criteria for how idea conflicts can be resolved: Data based Constructive not personal Outcomes - based With the best person to resolve it In time If Not Done Communication is: Too much Too little Not with the proper individuals Teams don t t know who can do what Don t t use experience Are slower than needed Repeat historical mistakes Reinvent the wheel
Element Team Process Elements 6. Outcomes- Based Meetings 7. Decision Making What to Do Set agenda to include outcomes and Determine how decisions will be made upfront consensus, consultative, authoritative, or voting? If Not Done Communication is: Too much Too little Not with the proper individuals Lack of clarity leads to confusion and frustration 8. Rewards Track contributors and reward them. Set criteria for recognition and types of rewards Often overlooked, and members feel undervalued 21 Team Process Elements Element What to Do 9. Work Styles Perform a work styles inventory, understand individual preferences, and analyze team strengths and weaknesses If Not Done Individuals don t understand differences and think they have Personality conflicts 22
Summary: HOW the Team Will Work: Team Process Template 23 Team Goal (Which stage of Tuckman will we achieve?) Role of Members on the Team (Why are they here, what expertise/ experience does each provide?): Role of Team Leader vs. Team Member: Communication Plan (What, to whom, how often - include plan for cross-site/crossfunctional team members): How will Conflict be handled (Direct, Objective, Positive, Timely)? How will Effective Meetings be Used (Agenda, Roles and Minutes)? How will the group make decisions? Rewards - within group and contributors to group Workstyles of individuals and composition of the team Team Development How to Propel through the Stages - & On To Performance! Forming Team performance plan Task Plan Team process plan Define a Tuckman goal Discuss progress to task and team plans Storming Conflict is OK = difference of opinion Discuss when it occurs Keep it objective; resolve it & let everyone see it as an accomplishment Norming Continue to focus on issue resolution Confirm roles and check work alignment in the team Fine tune task and team process plans Improve linkages to external partners Strive for seamless execution to achieve performing stage 24
X Hill of Influence X X X X X X Reminder: Influence does not equal time spent talking 25 Team Performance vs. Individual Performance T E A M E F F E C T I V E N E S S INDIVIDUAL PERFORMANCE 26