Many of today’s leaders face a dilemma: As the need to build effective teams is increasing, the time available to build these teams is often decreasing.
A common challenge faced by today’s leaders is the necessity of building teams in an environment of rapid change with limited resources.
The process of re-engineering and streamlining, when coupled with increased demand for services, has led to a situation in which most leaders have more work to do and fewer staff members to help them do it.
Increasing leadership effectiveness
Research involving thousands of participants has shown how focused feedback and follow-up can increase leadership effectiveness – as judged by direct reports and co-workers.
A parallel approach to team-building has been shown to help leaders build teamwork without wasting time. While the approach described sounds simple, it will not be easy.
It will require that each team member has the courage to regularly ask for – and learn from – ongoing suggestions from fellow team members.
To successfully implement the following team-building process, the leader (or external consultant) will need to assume the role of coach or facilitator and fight the urge to be the ‘boss’ or ‘instructor’.
Greater improvement in teamwork tends to occur when team members develop their own behavioural change strategies rather than just executing a change strategy that has been imposed upon them by the ‘boss’.
Read Next: Why You Should Be Using the Coach Approach
Steps in the process
1. Begin by asking all members of the team to confidentially record their individual answers to two questions:
- ‘On a 1 to 10 scale (with 10 being ideal), how well are we doing in terms of working together as a team?’ and
- ‘On a 1 to 10 scale, how well do we need to be doing in terms of working together as a team?’
Before beginning a team-building process, it’s important to determine whether the team feels that team-building is both important and needed.
Some people may report to the same manager, but legitimately have little reason to work interactively as a team. Other groups may believe that teamwork is important, but feel that the team is already functioning smoothly and that a team-building activity would be a waste of time.
2. Have a team member calculate the results.
Discuss the results with the team. If the team members believe that the gap between current effectiveness and needed effectiveness indicates the need for team-building, proceed to the next step in the process.
The research reveals that in the vast majority of cases, team members believe that improved teamwork is both important and needed. Interviews involving members from several hundred teams (in multinational corporations) show that the ‘average’ team member believes that his or her team is functioning at a 5,8 level of effectiveness but needs to be at an 8,7 level.
3. Ask the team members,
‘If every team member could change two key behaviours that would help us close the gap between where we are and where we want to be, which two behaviours should we all try to change?’ Have each team member record his or her selected behaviours on flip charts.
4. Help team members:
Help team members prioritise all the behaviours on the charts (many will be the same or similar) and (using consensus) determine the most important behaviour to change (for all team members).
5. Have each team member hold a one-on-one dialogue with all other team members.
During the dialogues each member will request that his or her colleague suggest two areas for personal behavioural change (other than the one already agreed on above) that will help the team close the gap between where we are and where we want to be.
These dialogues occur simultaneously and take about five minutes each. For example, if there are seven team members, each team member will participate in six brief one-on-one dialogues.
6. Review time:
Let each team member review his or her list of suggested behavioural changes and choose the one that seems to be the most important. Have all team members then announce their one key behaviour for personal change to the team.
Encourage all team members to ask for brief (five-minute), monthly three question ‘suggestions for the future’ from all other team members to help increase their effectiveness in demonstrating
- The one key behaviour common to all team members,
- The one key personal behaviour generated from team member input, and
- Overall effective behaviour as a team member.
8. Conduct a mini-survey, follow-up process in approximately six months.
From the mini-survey each team member will receive confidential feedback from all other team members on his or her perceived change in effectiveness.
This survey will include the one common behavioural item, the one personal behavioural item, and the overall team member item. A final question can gauge the level of follow-up – so that team members can see the connection between their level of follow-up and their increased effectiveness.
This four question survey can either be electronically distributed or ‘put on a postcard’ and might look like the sample below.
9. Results for the individual:
Calculate the results for each individual (on all items) and calculate the summary results for all team members (on the common team items). Each team member can then receive a confidential summary report indicating the degree to which colleagues see his or her increased effectiveness in demonstrating the desired behaviours.
Each member can also receive a summary report on the team’s progress on the items selected for all team members.
‘Before and after’ studies have clearly shown that if team members have regularly followed up with their colleagues they will almost invariably be seen as increasing their effectiveness in their selected individual ‘areas for improvement’.
The group summary will also tend to show that (overall) team members will have increased in effectiveness on the common team items and overall team member behaviour.
The mini-survey summary report will give team members a chance to receive positive reinforcement for improvement (and to learn what has not improved) after a reasonably short period of time. The mini-survey will also help to validate the importance of ‘sticking with it’ and ‘following up’.
10. Team meeting:
In a team meeting have each team member discuss key learnings from their mini-survey results, and ask for further suggestions in a brief one-on-one dialogue with each other team member.
11. Review the summary results with the team.
Facilitate a discussion on how the team (as a whole) is doing in terms of increasing its effectiveness in the key behaviour that was selected for all team members.
Provide the team with positive recognition for increased effectiveness in teamwork. Encourage team members to keep focused on demonstrating the behaviours that they are trying to improve.
12. Progress reports:
Have every team member continue to conduct brief, monthly, ‘progress report’ sessions with all other team members. Re-administer the mini-survey eight months after the beginning of the process and again after one year.
13. Conduct a summary session with the team one year after the process has started.
Review the results of the final mini-survey, and ask the team members to rate the team’s effectiveness on where we are versus where we need to be in terms of working together as a team.
Compare these ratings with the original ratings that were calculated one year earlier. (If team members followed the process in a reasonably disciplined fashion, the team will almost always see a dramatic improvement in teamwork.)
Give the team positive recognition for improvement in teamwork, and have each team member (in a brief one-on-one dialogue) recognise each of his or her colleagues for improvements in behaviour that have occurred over the past twelve months.
14. Going forward:
Ask the team members if they believe that more work on team-building will be needed in the upcoming year. If the team believes that more work would be beneficial, continue the process. If the team believes that more work is not needed, declare victory and work on something else!
Read Next: Motivate Employees in Five-Minutes or Less
How To Listen To Your Employees Better So You Can Improve Your Business
Create ‘Hero relationships’ with your workers so you foster a team environment that helps fix mistakes and makes your business stronger.
Years ago, I was in a business where we were shipping product constantly to get things out on time: “Get the stuff out the door so we can make revenue and meet our quotas now.” With our Operational Excellence seemingly hanging in the balance, we did what we were told.
We forgot about our dedication to quality and our promise to do the best for our customers. We also forgot about what it was doing to our people, from the top of the organisation to the floor. Concerns about what was going on were acknowledged, but never pursued. Head down, pedal to the metal, nothing to see here.
We’ve all lost our way like this at some point. The question is, does anyone have the courage to speak up, and will anyone listen before it brings the culture and the company down? Our company culture had been good up to this point. We were a “Good Co.” But no one was listening to our people anymore. We were now “Bottom Liners,” and if we kept going, we would soon be sliding toward “Zero.”
Then we had a company meeting with the CEO, and I watched as the senior leaders turned on their people and told the CEO what they thought he wanted to hear. They spoke about how great things were going and how everyone was stepping up. That’s when one of our people – an hourly worker – had the courage to speak up. He said things weren’t great — that we were breaking our brand promise and cheating our customers:
“We’re not doing the right things, and we might be putting a product out that’s not quite ready or not checked for quality in packaging and shipping. Is that OK if I raise my hand and say, ‘No, that’s not acceptable’?”
Related: The Value Of Employee Growth
The senior leaders were shocked, and I wondered what the CEO was going to say. He had to be surprised, given this was the first he had heard of this. I wondered: Would he be willing to listen, really listen to what this person had to say? “Absolutely, that’s OK,” our CEO said, looking around the room at everyone but focusing hard on the leaders. “Does that mean we’re going to lose revenue and make customers unhappy short term? Yes. But we’re going to fix this. And in the end, we’ll get a better customer for any we lose, because we did the right thing.”
Our CEO was right. The company took a hit but recovered within the year to achieve record revenue and profits. And what if we hadn’t recovered? Well, at least it wouldn’t be because we failed to do the right thing and listened.
What can you do to listen? Start by doing what that hourly worker had the guts to do:
Speak up and ask questions. Get your butt out of your chair, walk over to a desk, and ask a question to someone’s face.
Not a demand, like, “Where’s the report I asked for?” or a yes/ no question. One that opens people up and requires a thoughtful answer – the more personal and less work-driven, the better. Anything that shows you care about their well-being. Maybe try to find out one thing you don’t know about them:
- What did you do this weekend?
- Who’s that in the picture on your desk?
- Where do you like to eat dinner when you go out?
Then listen to the answer and ask at least two more follow-up questions before saying anything about you. This is what’s called “active listening.” But it only works if you stop thinking about yourself and genuinely care about others – and let them ask questions of you, too.
A big part of listening is asking questions to understand. You want your people to do that, so you need to model this behaviour, which is why I’m always happy for my people to ask good, thoughtful questions when we launch a new program so they can execute better.
Related: Dealing With Employee Misconduct
The more you do that, the more you not only show your people you care but also connect and begin to form real relationships with them. When an employee feels that connection, it makes them want to work harder to serve you and deliver better results. By listening to others, you also learn to put yourself in the other person’s shoes to ask bigger and more important questions, like:
- What does this potential customer want?
- How can I help my boss do more?
- What is the other party in our joint venture or partnership trying to accomplish?
Of course, questioning can cross a line. Leaders can never tolerate questions designed to undermine authority, prove what they don’t know, or make excuses. I’m intolerant when my people keep questioning why the company is doing what we’re doing and attacking it, as if I didn’t consider all sides before making the decision. Any question like that sounds like it’s really saying, “Jeff, you know that makes you an idiot, right?” is the worst kind of entitlement: Thinking you know better.
This article was originally posted here on Entrepreneur.com.
How To Make Your Team Feel Safe Bringing You Problems
Advertising an ‘open door’ isn’t enough.Team members need to truly believe that you’ll hear them out and take action.
Plenty of leaders say they offer an “open door policy” to encourage employees to bring them problems or concerns. Many of these leaders also ask that employees voicing concerns come prepared with solutions in order to take responsibility for the problem rather than just “dump” or “vent.”
But employees in those scenarios may get the idea that it’s unacceptable to raise problems in the business if they don’t know how to fix them. In fact, in a study of a phenomenon they dubbed “employee silence,” professors from New York University’s Stern School of Business demonstrated that 85 percent of their respondents felt they couldn’t raise important issues to their management at all.
Is this happening at your company? If you’re not regularly hearing about your team members’ challenges and frustrations, you can’t conclude that all is well: In fact, you might be missing out on vital information that could help you make crucial decisions about your business. You might also end up losing employees who would otherwise be able to make significant contributions.
The good news is that there are ways to reduce these risks. Try the following techniques to encourage employees to speak their minds and feel confident that you’ll take their comments into account.
Tell them why you need to hear from them as a matter of business
Emphasise that your openness isn’t because you’re nice or merely want to placate them. Instead, explain that you recognise the downside of not understanding employees’ opinions or acknowledging the risks of having a disengaged workforce, i.e., high turnover.
Research backs up this concern: A Harvard Business Review study by James R. Detert and Ethan R. Burris found that”
“When employees can voice their concerns freely, organisations see increased retention and stronger performance.”
Teach employees to use code words
These will signal to you when they’re coming in with an important matter and want you to hear them out. For example, many of my clients now tell one other to “put their seatbelts on” to signal that they need to have a tough conversation and want to cue the other party that it’s important to keep cool and maintain an open mind on the issue.
Research from Fierce Conversations and Quantum Workplace found that although about half of employees studied didn’t speak up regularly, the employees who always or almost always “speak their minds reported being more engaged at work than those who said they never or almost never did so.”
A mutually agreed-on process for ensuring attentiveness goes a long way toward helping employees speak up.
Go and seek them out
If you haven’t heard from crucial individuals for a while, or you suspect there’s an issue brewing no one has talked to you about, create the forum for a discussion yourself.
This doesn’t have to mean summoning people to your office. One of the CEOs I work with says, “I don’t know what I don’t know,” and periodically walks the floor, chatting with everyone and lingering longer and probing more deeply with influencers and opinion leaders to learn what’s really going on.
Show that you act on their input
Refer to times when you took someone’s opinion and were able to improve a situation. Be explicit, so that the participants and other employees can tell you mean it. You could say something like, “Once Sally told me what was going on, it got me thinking. So I reevaluated that supplier’s performance, and asked them to improve their level of service. Now we’ve got a better deal.”
Use a meeting and report structure
One of my clients was slow about taking action on employee concerns. As a result, her employees stopped informing her of problems altogether, and instead ratcheted up the conflict among themselves.
This outcome matched the findings of the Journal of Business Ethics study, When Employees Stop Talking and Start Fighting, whose authors wrote that:
“Negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be … given by managers who do not have the intention to actually consider employee input.”
To correct the problem, this leader started holding weekly meetings to ask employees what was new or bothersome and to make public lists of the issues that needed attention.
Create an advisory group or process
Another of my clients knew he wasn’t hearing enough candid feedback from his team. He created an advisory council that collected concerns from the entire group and met with the leader quarterly to share them. This felt less risky personally to the individual employees and helped create a consistent feedback loop.
Overall, employees may always have some nervousness about raising tough topics to their leaders. But if you take the time and trouble to make clear that you care about their feedback and intend to take it seriously, they’ll be much more likely to share their concerns and deepen their commitment to you and the company.
This article was originally posted here on Entrepreneur.com.
Reduce Turnover Of Hourly Workers With These 7 Tips
Employee turnover can be costly for businesses that rely on hourly workers.
Hourly workers play a significant role in today’s economy – from running operations at restaurants, to transporting goods from one place to another, to getting people to their destinations. Companies from Amazon, Uber and Instacart to local retail, food and logistics businesses are raising wages and offering better benefits in order to attract and retain hourly workers. At the same time, the demand for hourly workers has increased significantly, as the number of job openings in the United States has exceeded the number of job seekers.
At the same time, companies face the challenge of high turnover of hourly workers for their businesses. In a survey of 1,200 hourly workers by FSG and Hart Research Associates, the majority of respondents wanted to leave their current positions within less than 12 months. The average cost of a turnover in the company includes the cost of interviewing and screening, the cost of on-boarding, cost of training and lost productivity and engagement of current employees, which can be significant.
Therefore, it is important for business owners and entrepreneurs to recognise the importance of engaging hourly workers, to reduce turnover and to increase productivity. Therefore, in this publication, I hope to offer some tips to reduce the turnover of hourly workers for your business.
1. Start with a great onboarding process
Onboarding is a prime opportunity for employers to win the hearts and minds of new employees. It is important to have a well-structured onboarding process to provide employees with the information to succeed in their work, and to also integrate them into the culture of the company. The few weeks before employees start and after employees join is the best time to engage with new hourly workers, as they are most receptive to new structure, processes and ideas.
As an employer, it is important to come up with a well-structure onboarding process to share the values, mission and processes of the company and to ensure that each manager reinforces them. Hourly workers who experienced a robust onboarding process are more likely to stay with the company for a longer period of time and also exhibit higher productivity.
2. Offer professional development opportunities
Many hourly workers may only have finished high school or community colleges and are often eager to learn new skills, obtain new knowledge and broaden their horizons. One example is Starbucks’ College Achievement Plan, which was introduced in June 2014 in partnership with Arizona State University, to create an opportunity for all eligible employees in United States to earn their bachelor’s degree with full tuition covered.
On a smaller scale, local businesses can offer mentoring sessions with managers, or provide opportunities for hourly workers to go to community classes on sales, marketing or communication skills. They could also turn to online courses such as Coursera or Khan Academy, where employees will be able to access resources from leading universities at minimal or no cost.
3. Offer flexibility in work scheduling
With the growth of on-demand companies like Uber, DoorDash, Instacart and more, it has become increasingly important for companies to be able to offer the flexibility that the gig economy presents. Uber drivers are able to have complete flexibility in their schedule with a few clicks on the mobile app, and hence the trend has evolved that employees value their control over their time allocation. Therefore, business owners and entrepreneurs should adopt scheduling software to increase efficiency and allow employees to readily select the time slots that may best fit their weekly schedule, increasing loyalty and engagement.
4. Work toward inclusion, not just diversity
Hourly workers come from many different backgrounds and having a more inclusive work environment and hiring for a more diverse team will benefit the company significantly. In order to attract more talent and reduce turnover, it is important to work toward both inclusion and diversity to better engage hourly workers.
One of the leaders in this is Gap, which created a program called “This Way Ahead,” which helps younger workers who face employment challenges. Coming up with programs and career initiatives focused on a wider range of people is also an effective talent strategy for companies as different demographics of workers may have lower turnover rate, and hence be a better source of talent pipeline.
5. Communicate with your team by having periodic check-ins
It is important for managers and owners to have periodic check-ins with their employees of all levels and backgrounds. Hourly workers increasingly seek engagement and having a clear line of communication is essential. Many hourly workers are not satisfied with their work because they do not feel supported or recognised in their workplace. In a Randstad report, 27 percent of employees surveyed said that a lack of recognition is what causes they to leave the company. The more engaged workers are, the more committed they will, in turn reducing the turnover of hourly workers for companies.
6. Provide a clear path to progression and promotion
Local businesses should have an employee of the month in place to increase competition, to motivate employees and to reward the ones who excel. Hourly workers want to have a clear path to progression and promotion, and there should be a clear career road map. In the case of a restaurant, hourly workers should have the opportunity to progress from a server, to team lead, to manager and to other functions within the company.
Employers can further break down the different role hierarchies to allow more space for employees to progress in their work. Companies can also tie annual bonuses to the performance of employees, and incentive schemes like this can greatly motivate hourly workers.
High turnover for a business is detrimental and can significantly impact the morale, productivity and operations of any company. As the competition for good hourly workers increases, it has become ever more important for companies to focus on increasing engagement for their entry-level workers, to further motivate them and to reduce the turnover for workers. Companies need to take a more structured approach to communicating with entry-level workers, to better onboard them and to better reward them. Lower turnover will lead to a higher output for businesses, and benefits created from reducing turnover will surely outweigh the costs and resources allocated to it.
This article was originally posted here on Entrepreneur.com.
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