Leadership in the 21st Century - Week2, April 15, 2012
*********************************************************
It is only week2 coming to a close but I feel like I have learned much like in over a two month period. The workload was challenging, discussions illuminating. The synthesis of learning from the HBR articles, HBS case study, JWMI class lectures, Jack Welch videos and great feedback from class discussions took much more effort than in week1.
I get the same feeling as one gets after an invigorating work out in the gym. The reward of this effort is felt in the immense transformation that is already taking place in the mind and spirit. Application of these principles is happening in real time at work and in my life.
I am part of Team C and I expect to use my handy set of key points below to help create a Team charter and develop ourselves into a high performance Team. I am excited to have an opportunity to work together with this distinguished team and help with recommendations to turn around the Chattanooga ice cream factory.
Specifically, the insights I have gained on sustaining high performance teams and optimizing virtual team work will be applied on a daily basis in my work place. I am confident the learning here will help me elevate the level of my game.
Here are my takeaways (this is a long list but this is exactly what I am taking away - like a bandit walking away with a bag of goodies for life ! ) :
1. Discipline of Teams HBR article by Katzenback & Smith
********************************************************************
(a) Team is a small group of people with complementary skills, committed to a common purpose, set of performance goals, for which they hold each other mutually accountable
(b) Teams must share to be effective
(c) Four elements that make a team function are
Common commitment and direction - a belief in a meaningful purpose
Performance goals
Complementary Skills
Mutual Accountability
(d) Three varieties of Teams are - those that recommend, make or run things
(e) Team work values are
- Actively listen to views expressed by others
- Respond constructively with helpful criticism
- Give others benefit of doubt; don't rush to judgment with incomplete picture of truth
- Provide support
- Recognize interest and achievement of others
- risk taking
- objectivity
(f) Work groups are different from Teams
Performance of Work Group depends on what its members do as individuals
Work Groups come together to share information, insights, perspectives, make decisions, reinformce individual performance standards
Focus is on individual goals and accountabilities (whereas Teams go further with collective work products).
Members don't take responsibilities other than their own; don't take up incremental performance contributions requiring two for more people to work together
(f) Teams - More than the sum of parts
Require individual and mutual accountability
Discuss, Debate, Decide, Share information and best practices
Importantly, Teams create work products through joint contributions ot team members
(h) Create purpose entirely on your own - this is the path of entrepreneurship
Take initial direction from outside the team - this is the path of Teams in established organizations
(i) Performance expectations - Management must clarify the character of the team, rationale, performance challenges; Must leave flexibility to the team to develop commitment and have a spin on the purpose and set its own goals
(j) Best Teams have a 'Purposing' activity
- Members come together to Explore, shape, agree on purpose
- With Trust and Commitment they transform broad directives into specific, measurable performance goals
(k) Failed Teams rarely coalesce around and develop a common purpose
Insufficient focus on performance, lack of effort, poor leadership - all contribute to failure
Mediocre teams fail to establish specific performance goals, have goals that are ambiguous or misaligned to the overarching purpose, team members become confused and pull apart rather than together
(l) Trust and commitment are critical in effective teams
These are the foundational elements for a great team driving to a common goals
Energized and motivated, teams become a powerful engine of performance
(m) Specific Team performance goals are a set of work products that are different from the organization-wide mission and individual job objectives
Requires collective effort to meet the goals; not simply gathering to make decisions
Specific Performance objectives are attainable though challenging
(n) By building commitment and having clear communication, teams can overcome obstacles
(o) Best teams encourage creative conflict
Small wins toward the broader objectives are celebrated
(p) Best teams can measure progress against objectives and know where it stands
They constantly update themselves about whether the goal is achieved or not
Performance objective i smore important than member's status or personality
(q) Best teams can turn a narrow goal into a compelling customer service purpose
(r) Find the Right size for the teams
Over 50 members or more makes it difficult to interact closely; unwieldy to communicate and stay coherent
Risk of superficial mission, meetings become chores, cynicism sets in
Finding space and time become difficult
Crowd or herd behavior sets in
5 to 10 is a good number to work with
- can work through individual, functional, hierarchical differences to a common plan, hold each other accountable
- intense sharing of viewpoints can build a strong team
(s) Broad Purpose + Specific Goals = Performance
Broad purpose offers meaning and emotional energy to the team
Specific goals help track progress and are key for accountability
(t) Complementary skills
- Technical or Functional expertise
- Problem solving , Decision making skills
- Identify Problems, Opportunities
- Evaluate options, Trade-offs, decide how to move forward
- Interpersonal skills
(u) Common understanding of purpose comes from effective communication and constructive conflict
(v) Review skill matrix needed, check personal compatibility of members, formal position in organization
(w) Commitment is about Team members agreeing on who will do particular jobs
how schedules will be adhrered to
what skills need to be developed
how continuing membership to team is earned
how group will make, modify decisions
integrating individual skills for advanced team performance
(x) Team opportunity exists where
Hierarchical or organizational boundaries inhibit skills and perspectives needed for optimal results
(y) Emotional Logic
Every member contributes to work products, candidly exploring who is suited for each task
Feel like being in the boat together
(z) Teams that recommend things - asked to study and solve problems
Management should specify Team charter, composition of Team, who should participate, time commitment required, include people with skills and influence necessary to carry weight throughout the organization
Can deal with political obstacles through open doors
Can get off to a fast take off, could run into problems during hand off and so involving recipients early is key
(aa) Teams that make or do things
Front line manufacturing, Development, Operations, Marketing, Sales, Service, Value added activities with critical delivery points and relentless focus on performance
(bb) Teams that Run things - they need to ask questions to probe
2. Build High Performance Teams
***************************************
(a) Establish direction, urgency, demand performance standards
(b) Select team members for skills, skill potential - NOT personality
(c) First impressions are key, so pay attention to results
(d) Set clear rules of behavior
(e) Set and seize few performance oriented tasks to get started
(f) Challenge the group regularly with fresh facts and information
(g) Spend lots of time together
(h) Use power of positive influence, recognition, reward
(i) Real leaders build Great Teams
They achieve breakthrough results by working through teams they manage - NOT by doing it themselves
(j) They communicate benefits of reaching the goal
(k) Purpose, structure, ground rules are clarified
3. Five Stages of Group Evolution are
********************************************
Forming - Goal Setting
Storming - Role Clarify, Conflicts noted
Norming - Sort out conflicts
Performing - Steady Performance
Adjourning - When work ends disband team
4. Teams work on Charter together to reach agreements on key elements
************************************************************************************
Purpose of Team - Set vision, direction, goals
How the team will work
Expected outcome
Time Commitment
Scope of work
Desired results
Resources needed
Deliverables clarified
Operating procedures
Leader, Team Member, Individual contributors identified
Everyone assigned a specific task
Communication plan - progress versus goals
Tracking to keep project and team on trac
RACI method - Responsible, Accountable, Consulted, Informed
5. Thomas Kilmann Conflict Mode Instrument
*****************************************************
Five dimensions to frame a conflict situation and prepare a response based on context and desired outcome
Compete, Collaborate, Compromise, Avoid, Accomodate
I learned that my style tends mostly to Compete, Collaborate or Compromise.
Interesting to see this together with my DiSC profiel - I am type "i" with D, S, C behaviors at times
6. Jack Welch's videos
***************************
The team that fields the best players wins
*************************************************
Leadership job has an enormous responsibility to build great teams
It is all about them, the team members - evaluate, appraise, let everyone know where they stand, be candid
Never be satisfied with the quality of the teams
*******************************************************
This game is all about people
In every meeting, even in budget meetings, evaluate people
Are they passionate ? What do they do and not do ?
How do they treat others ? Do they include others in the presentations ?
Do they deeply feel that people are indeed the most valuable assets ?
Appraisal systems and values
***********************************
Four types of employees and associated behaviors
(i) Honored values, Met Numbers - Onward and Ahead, Reward them
(ii) Honored values, Did not meet Numbers - Work with them; Give second and third chances
(iii) Did not Honor values; Did nor meet Numbers - Remove them from the Team; Let them go
(iv) Did not Honor values; Met Numbers - Before their toxic behavior kills the culture, deal with them
7. Discussion - Chattanooga ice cream company case study
********************************************************************
Discussed the kind of people I would like to see in my team based on theories above
Assigned to four other Team C members
8. Leading High Performance Teams
******************************************
A leader's ultimate test is the Accomplishments of their Teams
Leaders inspire, nudge, push their teams to peak performance and sustain High performance by continuous encouragement of employees and removing obstacles
9. Leaders have a shifting role as the Team evolves
************************************************************
Start with Tasks focus in the forming stage and Manage
Develop Team members, support their efforts
Move to Relationships focus when the team moves to Performing stage
Support independent functioning of the group
Don't let discord Fester
Monitor, communicate progress vs objectives, add stretch goals
Remove impediments to High Performance
Motivate Team to Greater Achievements
Beware - Teams will begin squabbling, Fatigue will set in, priorities will compete, individuals will disengage
Foster Commitment, Monitor commitment level
******************************************************
- Commit to common goals, one another, help each other out
- Go above and beyond the Tasks
- Use "we" rather than "I" when speaking about work
- Set ambitious goals and help people understand their individual and groups' roles
- Explain benefits of collaboration, sharing information and working together
- Realign to Team measures instead of individual scores
- when Team participation fails, encourage info sharing, give individuals challenging roles eg. leading sub-groups
10. Major obstacles to Team success
******************************************
Information hoarding due to lack of trust, different expectations, rewards going to those who have knowledge
Encourage employees who share information freely
Share as much information with the team as you can to model level of transparency
11. Tools to Improve Team Performance
**********************************************
Employee suggestion Box - implement and give cash rewards for best ideas
GE's Work Out is an empowerment initiative
Find a better way every day - this is every employees' job
12. Avoid Group Think
**************************
Inward Focus
Failure to criticize decisions, analyze, evaluate
Innovation and creativity stifled
Fail to look at reasonable alternatives, express concerns about group's views
Susceptible when members have similar backgrounds, external opinions not solicited, leader does not clarify how decisions are made
Group rationalizes decisions without challenging assumptions
Members pressure peers to agree to majority
Dissenting opinions that counter commonly held beliefs are muffled
People discount, ostracize views incompatible with their own
Mitigate Group Think by
****************************
Giving authority to non-conforming opinions
Get new members and fresh perspectives
Assign GroupThink watchdogs designated; openly challenge assumptions and conclusions of majority
13. Address Performance Issues
***************************************
Leader must spot individual and group dynamics that impede performance
Hear complaints and investigate
Spot team members who are not contributing
Diagnose - Ask individual, get 360 degree perspective
Prescribe - Explain remedy to team member; make your role specific; remove obstacles; competing priorities; remove unnecessary distractions; define success; make consequences clear
Provide support - offer training; additional knowledge individual needs; designate an experienced individual to coach; provide continuous timely feedback
Let people know if expectations are met
14. Far Flung Teams
*************************
Locations, Cultures, Functions, Time zones vary
If managed well can outperform traditional tems
Save costs, Respond quickly to marketplace, leverage talent from multiple Geos
(i) Common Rules of Team work
**************************************
Common goals, Define clear roles, agree on operating procedure
Strong relationships among team members leads to cohesiveness and increased engagement, job gets easier
(ii) Unique issues of Virtual Teams
***************************************
(iia) Engagement - Disconnected
*************************************
Warning signs - independent work; don't collaborate; don't communicate with team members except during meetings
"us" vs "them" mindset comes in based on notions about location and function
Fix: Give meaningful tasks that require people contact, let them lead meetings, gather information of other team members, assign Team "buddy" to check in with for work/life issues
(iib) Communication - Haphazard
*************************************
Deliberately plan and carefully optimize communication
(iii) Communication Types
**************************
(iiia) Leader to Member
**************************
No face time, so change how you communicate
Take time to check in
Provide guidance
Mentor people virtually
Don't micromanage - balance giving support versus overseeing
(iiib) Member to Member
Set rules, encourage productive interactions
Communicate more precisely and frequently, get to know each other, overcome differences
(iv) Rules of engagement
******************************
(a) How frequently will you meet ? in sub-groups ? one on ones ?
Timezones vary and so adjust to convenience of all team members
use technology to aid - email, conference calls, videocons
risk - may include too many or only a few
only a vocal few may participate
no easily accessible record of group decisions
(b) Set up virtual collaboration spaces
Allow team members to update progress, discuss issues, post work, track progress, remind each other of decisions, commitments
(c) Use video conferences, teleconferences to resolve disagreement
(d) Participants could be half-listening or on mute
(e) Effective teams have spontaneous communications
Instant Messenger is like the water cooler of our times to interact informally; Telepresence is the advanced version used in corporates today to accelerate decision making
15. Adjourning Teams when work is done
***********************************************
Don't let emotions make end unpleasant
Work through uncertainty stress
Reflect what worked, what didn't
Share lessons with broad organization
Learn from Team experience
If team hits home run, celebrate
16. Carefully tend to Teams
*********************************
Foster Commitment
Promote Knowledge Sharing
Guard against Group Think
Head off problems when they arise
Remove impediments
Create right environment for Virtual Team work
17a. Discussion - Recommendations to turn around DecisionTech
*************************************************************************
I chose to help Jeff, the CEO and founder, redeem his role as a leader by focusing on filling his blind spots - boosting his team building and leadership skills, based on Jack Welch MBA training
17b. Five dysfunctions of teams identified with strategies to promote team success
*****************************************************************************************
Lack of Trust > Build Trust
Fear of Conflict > Engage in constructive conflict
Lack of Commitment to Group > Commit to Group Decisions
Avoid Accountability > Hold Peers Accountable
Ego, Inattention to Results > Team, Focus on Results of Team
18. Acknowledge with candor unwanted behaviors among team members
*************************************************************************************
Identify possible solutions creatively
Dr DP
*********************************************************
It is only week2 coming to a close but I feel like I have learned much like in over a two month period. The workload was challenging, discussions illuminating. The synthesis of learning from the HBR articles, HBS case study, JWMI class lectures, Jack Welch videos and great feedback from class discussions took much more effort than in week1.
I get the same feeling as one gets after an invigorating work out in the gym. The reward of this effort is felt in the immense transformation that is already taking place in the mind and spirit. Application of these principles is happening in real time at work and in my life.
I am part of Team C and I expect to use my handy set of key points below to help create a Team charter and develop ourselves into a high performance Team. I am excited to have an opportunity to work together with this distinguished team and help with recommendations to turn around the Chattanooga ice cream factory.
Specifically, the insights I have gained on sustaining high performance teams and optimizing virtual team work will be applied on a daily basis in my work place. I am confident the learning here will help me elevate the level of my game.
Here are my takeaways (this is a long list but this is exactly what I am taking away - like a bandit walking away with a bag of goodies for life ! ) :
1. Discipline of Teams HBR article by Katzenback & Smith
********************************************************************
(a) Team is a small group of people with complementary skills, committed to a common purpose, set of performance goals, for which they hold each other mutually accountable
(b) Teams must share to be effective
(c) Four elements that make a team function are
Common commitment and direction - a belief in a meaningful purpose
Performance goals
Complementary Skills
Mutual Accountability
(d) Three varieties of Teams are - those that recommend, make or run things
(e) Team work values are
- Actively listen to views expressed by others
- Respond constructively with helpful criticism
- Give others benefit of doubt; don't rush to judgment with incomplete picture of truth
- Provide support
- Recognize interest and achievement of others
- risk taking
- objectivity
(f) Work groups are different from Teams
Performance of Work Group depends on what its members do as individuals
Work Groups come together to share information, insights, perspectives, make decisions, reinformce individual performance standards
Focus is on individual goals and accountabilities (whereas Teams go further with collective work products).
Members don't take responsibilities other than their own; don't take up incremental performance contributions requiring two for more people to work together
(f) Teams - More than the sum of parts
Require individual and mutual accountability
Discuss, Debate, Decide, Share information and best practices
Importantly, Teams create work products through joint contributions ot team members
(h) Create purpose entirely on your own - this is the path of entrepreneurship
Take initial direction from outside the team - this is the path of Teams in established organizations
(i) Performance expectations - Management must clarify the character of the team, rationale, performance challenges; Must leave flexibility to the team to develop commitment and have a spin on the purpose and set its own goals
(j) Best Teams have a 'Purposing' activity
- Members come together to Explore, shape, agree on purpose
- With Trust and Commitment they transform broad directives into specific, measurable performance goals
(k) Failed Teams rarely coalesce around and develop a common purpose
Insufficient focus on performance, lack of effort, poor leadership - all contribute to failure
Mediocre teams fail to establish specific performance goals, have goals that are ambiguous or misaligned to the overarching purpose, team members become confused and pull apart rather than together
(l) Trust and commitment are critical in effective teams
These are the foundational elements for a great team driving to a common goals
Energized and motivated, teams become a powerful engine of performance
(m) Specific Team performance goals are a set of work products that are different from the organization-wide mission and individual job objectives
Requires collective effort to meet the goals; not simply gathering to make decisions
Specific Performance objectives are attainable though challenging
(n) By building commitment and having clear communication, teams can overcome obstacles
(o) Best teams encourage creative conflict
Small wins toward the broader objectives are celebrated
(p) Best teams can measure progress against objectives and know where it stands
They constantly update themselves about whether the goal is achieved or not
Performance objective i smore important than member's status or personality
(q) Best teams can turn a narrow goal into a compelling customer service purpose
(r) Find the Right size for the teams
Over 50 members or more makes it difficult to interact closely; unwieldy to communicate and stay coherent
Risk of superficial mission, meetings become chores, cynicism sets in
Finding space and time become difficult
Crowd or herd behavior sets in
5 to 10 is a good number to work with
- can work through individual, functional, hierarchical differences to a common plan, hold each other accountable
- intense sharing of viewpoints can build a strong team
(s) Broad Purpose + Specific Goals = Performance
Broad purpose offers meaning and emotional energy to the team
Specific goals help track progress and are key for accountability
(t) Complementary skills
- Technical or Functional expertise
- Problem solving , Decision making skills
- Identify Problems, Opportunities
- Evaluate options, Trade-offs, decide how to move forward
- Interpersonal skills
(u) Common understanding of purpose comes from effective communication and constructive conflict
(v) Review skill matrix needed, check personal compatibility of members, formal position in organization
(w) Commitment is about Team members agreeing on who will do particular jobs
how schedules will be adhrered to
what skills need to be developed
how continuing membership to team is earned
how group will make, modify decisions
integrating individual skills for advanced team performance
(x) Team opportunity exists where
Hierarchical or organizational boundaries inhibit skills and perspectives needed for optimal results
(y) Emotional Logic
Every member contributes to work products, candidly exploring who is suited for each task
Feel like being in the boat together
(z) Teams that recommend things - asked to study and solve problems
Management should specify Team charter, composition of Team, who should participate, time commitment required, include people with skills and influence necessary to carry weight throughout the organization
Can deal with political obstacles through open doors
Can get off to a fast take off, could run into problems during hand off and so involving recipients early is key
(aa) Teams that make or do things
Front line manufacturing, Development, Operations, Marketing, Sales, Service, Value added activities with critical delivery points and relentless focus on performance
(bb) Teams that Run things - they need to ask questions to probe
2. Build High Performance Teams
***************************************
(a) Establish direction, urgency, demand performance standards
(b) Select team members for skills, skill potential - NOT personality
(c) First impressions are key, so pay attention to results
(d) Set clear rules of behavior
(e) Set and seize few performance oriented tasks to get started
(f) Challenge the group regularly with fresh facts and information
(g) Spend lots of time together
(h) Use power of positive influence, recognition, reward
(i) Real leaders build Great Teams
They achieve breakthrough results by working through teams they manage - NOT by doing it themselves
(j) They communicate benefits of reaching the goal
(k) Purpose, structure, ground rules are clarified
3. Five Stages of Group Evolution are
********************************************
Forming - Goal Setting
Storming - Role Clarify, Conflicts noted
Norming - Sort out conflicts
Performing - Steady Performance
Adjourning - When work ends disband team
4. Teams work on Charter together to reach agreements on key elements
************************************************************************************
Purpose of Team - Set vision, direction, goals
How the team will work
Expected outcome
Time Commitment
Scope of work
Desired results
Resources needed
Deliverables clarified
Operating procedures
Leader, Team Member, Individual contributors identified
Everyone assigned a specific task
Communication plan - progress versus goals
Tracking to keep project and team on trac
RACI method - Responsible, Accountable, Consulted, Informed
5. Thomas Kilmann Conflict Mode Instrument
*****************************************************
Five dimensions to frame a conflict situation and prepare a response based on context and desired outcome
Compete, Collaborate, Compromise, Avoid, Accomodate
I learned that my style tends mostly to Compete, Collaborate or Compromise.
Interesting to see this together with my DiSC profiel - I am type "i" with D, S, C behaviors at times
6. Jack Welch's videos
***************************
The team that fields the best players wins
*************************************************
Leadership job has an enormous responsibility to build great teams
It is all about them, the team members - evaluate, appraise, let everyone know where they stand, be candid
Never be satisfied with the quality of the teams
*******************************************************
This game is all about people
In every meeting, even in budget meetings, evaluate people
Are they passionate ? What do they do and not do ?
How do they treat others ? Do they include others in the presentations ?
Do they deeply feel that people are indeed the most valuable assets ?
Appraisal systems and values
***********************************
Four types of employees and associated behaviors
(i) Honored values, Met Numbers - Onward and Ahead, Reward them
(ii) Honored values, Did not meet Numbers - Work with them; Give second and third chances
(iii) Did not Honor values; Did nor meet Numbers - Remove them from the Team; Let them go
(iv) Did not Honor values; Met Numbers - Before their toxic behavior kills the culture, deal with them
7. Discussion - Chattanooga ice cream company case study
********************************************************************
Discussed the kind of people I would like to see in my team based on theories above
Assigned to four other Team C members
8. Leading High Performance Teams
******************************************
A leader's ultimate test is the Accomplishments of their Teams
Leaders inspire, nudge, push their teams to peak performance and sustain High performance by continuous encouragement of employees and removing obstacles
9. Leaders have a shifting role as the Team evolves
************************************************************
Start with Tasks focus in the forming stage and Manage
Develop Team members, support their efforts
Move to Relationships focus when the team moves to Performing stage
Support independent functioning of the group
Don't let discord Fester
Monitor, communicate progress vs objectives, add stretch goals
Remove impediments to High Performance
Motivate Team to Greater Achievements
Beware - Teams will begin squabbling, Fatigue will set in, priorities will compete, individuals will disengage
Foster Commitment, Monitor commitment level
******************************************************
- Commit to common goals, one another, help each other out
- Go above and beyond the Tasks
- Use "we" rather than "I" when speaking about work
- Set ambitious goals and help people understand their individual and groups' roles
- Explain benefits of collaboration, sharing information and working together
- Realign to Team measures instead of individual scores
- when Team participation fails, encourage info sharing, give individuals challenging roles eg. leading sub-groups
10. Major obstacles to Team success
******************************************
Information hoarding due to lack of trust, different expectations, rewards going to those who have knowledge
Encourage employees who share information freely
Share as much information with the team as you can to model level of transparency
11. Tools to Improve Team Performance
**********************************************
Employee suggestion Box - implement and give cash rewards for best ideas
GE's Work Out is an empowerment initiative
Find a better way every day - this is every employees' job
12. Avoid Group Think
**************************
Inward Focus
Failure to criticize decisions, analyze, evaluate
Innovation and creativity stifled
Fail to look at reasonable alternatives, express concerns about group's views
Susceptible when members have similar backgrounds, external opinions not solicited, leader does not clarify how decisions are made
Group rationalizes decisions without challenging assumptions
Members pressure peers to agree to majority
Dissenting opinions that counter commonly held beliefs are muffled
People discount, ostracize views incompatible with their own
Mitigate Group Think by
****************************
Giving authority to non-conforming opinions
Get new members and fresh perspectives
Assign GroupThink watchdogs designated; openly challenge assumptions and conclusions of majority
13. Address Performance Issues
***************************************
Leader must spot individual and group dynamics that impede performance
Hear complaints and investigate
Spot team members who are not contributing
Diagnose - Ask individual, get 360 degree perspective
Prescribe - Explain remedy to team member; make your role specific; remove obstacles; competing priorities; remove unnecessary distractions; define success; make consequences clear
Provide support - offer training; additional knowledge individual needs; designate an experienced individual to coach; provide continuous timely feedback
Let people know if expectations are met
14. Far Flung Teams
*************************
Locations, Cultures, Functions, Time zones vary
If managed well can outperform traditional tems
Save costs, Respond quickly to marketplace, leverage talent from multiple Geos
(i) Common Rules of Team work
**************************************
Common goals, Define clear roles, agree on operating procedure
Strong relationships among team members leads to cohesiveness and increased engagement, job gets easier
(ii) Unique issues of Virtual Teams
***************************************
(iia) Engagement - Disconnected
*************************************
Warning signs - independent work; don't collaborate; don't communicate with team members except during meetings
"us" vs "them" mindset comes in based on notions about location and function
Fix: Give meaningful tasks that require people contact, let them lead meetings, gather information of other team members, assign Team "buddy" to check in with for work/life issues
(iib) Communication - Haphazard
*************************************
Deliberately plan and carefully optimize communication
(iii) Communication Types
**************************
(iiia) Leader to Member
**************************
No face time, so change how you communicate
Take time to check in
Provide guidance
Mentor people virtually
Don't micromanage - balance giving support versus overseeing
(iiib) Member to Member
Set rules, encourage productive interactions
Communicate more precisely and frequently, get to know each other, overcome differences
(iv) Rules of engagement
******************************
(a) How frequently will you meet ? in sub-groups ? one on ones ?
Timezones vary and so adjust to convenience of all team members
use technology to aid - email, conference calls, videocons
risk - may include too many or only a few
only a vocal few may participate
no easily accessible record of group decisions
(b) Set up virtual collaboration spaces
Allow team members to update progress, discuss issues, post work, track progress, remind each other of decisions, commitments
(c) Use video conferences, teleconferences to resolve disagreement
(d) Participants could be half-listening or on mute
(e) Effective teams have spontaneous communications
Instant Messenger is like the water cooler of our times to interact informally; Telepresence is the advanced version used in corporates today to accelerate decision making
15. Adjourning Teams when work is done
***********************************************
Don't let emotions make end unpleasant
Work through uncertainty stress
Reflect what worked, what didn't
Share lessons with broad organization
Learn from Team experience
If team hits home run, celebrate
16. Carefully tend to Teams
*********************************
Foster Commitment
Promote Knowledge Sharing
Guard against Group Think
Head off problems when they arise
Remove impediments
Create right environment for Virtual Team work
17a. Discussion - Recommendations to turn around DecisionTech
*************************************************************************
I chose to help Jeff, the CEO and founder, redeem his role as a leader by focusing on filling his blind spots - boosting his team building and leadership skills, based on Jack Welch MBA training
17b. Five dysfunctions of teams identified with strategies to promote team success
*****************************************************************************************
Lack of Trust > Build Trust
Fear of Conflict > Engage in constructive conflict
Lack of Commitment to Group > Commit to Group Decisions
Avoid Accountability > Hold Peers Accountable
Ego, Inattention to Results > Team, Focus on Results of Team
18. Acknowledge with candor unwanted behaviors among team members
*************************************************************************************
Identify possible solutions creatively
Dr DP
Thanks for sharing such a wonderful information it's helps to many..
ReplyDeleteMBA Admission 2012