Post on 29-Nov-2014
description
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Teams
by Toronto Training and HR
October 2014
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CONTENTS3-4 Introduction5-6 Phases of team development7-8 Team member goal orientations9-10 Stakeholders, power & influence and degree of interest11-12 Team effectiveness model13-14 Diversity and team performance15-16 Trust and teamwork17-18 Benefits of team familiarity19-20 Improving quality management within a team21-22 Self-managing teams
23-25 Key principles for managing a remote team26-28 Implications for remote teams29-30 Building a dream team…31-33 …and then a successful team34-36 What do teams value in their manager?37-39 Why focus on engaging teams?40-41 What common characteristics are displayed by
engaged teams?42-44 Steps towards team failure45-48 Steps towards team success
49-50 Conclusion, summary and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Phases of team development
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Team formationTask compilationRole compilationTeam compilation
Phases of team development
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Team member goal orientations
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Learning approach orientationLearning avoidance orientationPerformance approach orientationPerformance avoidance orientation
Team member goal orientations
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Stakeholders, power & influence and degree of
interest
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SatisfyManageMonitorInform
Stakeholders, power & influence and degree of interest
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Team effectiveness model
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CultureProcessCommunications
Team effectiveness model
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Diversity and team performance
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Ineffective teamsEffective teams
Diversity and team performance
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Trust and teamwork
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CredibilityReliabilityConnection and inclusionSelf-focus
Trust and teamwork
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Benefits of team familiarity
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Coordinating activitiesLearning where knowledge liesResponding to changeIntegrating knowledge in order to innovateCapturing value
Benefits of team familiarity
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Improving quality management within a
team
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Consistent improvementCustomer of the mindGet involvedRecognition
Improving quality management within a team
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Self-managing teams
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DefinitionEmployee engagementShifting our thinkingShifting our policiesDeveloping new skills
Self-managing teams
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Key principles for managing a remote
team
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Inner work life drives performanceProgress drives inner work lifeWork must be meaningfulSmall wins matterCatalysts facilitate the work itself
Key principles for managing a remote team 1 of 2
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Nourishers build human connectionsManagers make the biggest difference
Key principles for managing a remote team 2 of 2
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Implications for remote teams
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Get people together physically occasionallyLeverage video technologyCheck in regularly (but don’t micromanage)Nourish inner work life
Implications for remote teams 1 of 2
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Establish common protocols and practices for communicatingCelebrate small winsContinually stress the meaning of the work
Implications for remote teams 2 of 2
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Building a dream team…
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DevelopRetainEngageMentor
Building a dream team…
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…and then a successful team
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Take time out from social media to focus and bondDevelop emotional connections early and build on themCreate a common purpose, with a social valueIdentify clear roles, yet be flexible
…and then a successful team 1 of 2
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Identify clear benefits on a personal and team levelDemonstrate visual, tangible progress
…and then a successful team 2 of 2
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What do teams value in their manager?
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Relationship formingTrustFlattening the hierarchySetting emotional toneSetting directionPraise and recognitionAttitude to mistakesCommunication
What do teams value in their manager? 1 of 2
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Developing their teamManagers as credible people
What do teams value in their manager? 2 of 2
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Why focus on engaging teams?
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Many of us work in teams; some performing well, some not so well—fresh evidence to steer us would be valuable Much of the current guidance on teams is worryingly opinion-based—we need more evidence- based guidance
Why focus on engaging teams? 1 of 2
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Applying robust evidence is less hit or miss, more likely to accomplish better team performance, cohesion and stability
Why focus on engaging teams? 2 of 2
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What common characteristics are
displayed by engaged teams?
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VisionRecognitionTrustGrowth and developmentSupport and inclusionCommunications
What common characteristics are displayed by engaged teams?
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Steps towards team failure
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Don’t bother putting anyone in chargeHaving regular meetings is a waste of timeSimply divide the work and distribute itDon’t sweat the small stuffEach person does his or her own work
Steps towards team failure 1 of 2
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I will check my stuff; you check yoursDon’t bother to coordinate the final document
Steps towards team failure 2 of 2
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Steps towards team success
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Appoint or elect someone as a leader or coordinatorEstablish a time or times when all the team members can meetHold a meeting to determine the strengths of each team member
Steps towards team success 1 of 3
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Construct a timetable of what needs to be done and when it must be doneMake time for ‘information sharing’ sessionsAlways proofread the work of other team members
Steps towards team success 2 of 3
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Prepare the final document for the coordinator to assemble it into a completer package
Steps towards team success 3 of 3
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions