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Team Building Without Time Wasting

As major organisations have to learn to deal with increasingly rapid change, teams are becoming more and more important.

Marshall Goldsmith

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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:

  1. ‘On a 1 to 10 scale (with 10 being ideal), how well are we doing in terms of working together as a team?’ and
  2. ‘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.

7. Brief:

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

  1. The one key behaviour common to all team members,
  2. The one key personal behaviour generated from team member input, and
  3. 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

Marshall Goldsmith is an executive educator, coach and million-selling author of numerous books, including the New York times bestsellers, MOJO and What Got You Here Won't Get You There.

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2 Comments

2 Comments

  1. Rebecca

    Dec 2, 2015 at 02:47

    As you’ve directly lifted this content from Marshall Goldsmith, you should probably at least mention him as the source. I know he’s very generous about sharing his stuff, but at least a nod to the guru would be nice!

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Managing Staff

Employees Underperforming? How To Respond To These 3 Excuses

Sometimes, an employee just needs an extra jolt. Other times, you will need to pull the plug.

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Companies are increasing their focus on employee retention. In fact, PayScale’s 2018 Compensation Best Practices report found that 59 percent of respondents considered employee retention a “major concern” for their companies and organisations. This isn’t surprising given that a revolving staff door can make it almost impossible to preserve recent organisational knowledge and keep up with projects and responsibilities.

So, yes, keeping retention top of mind is smart, but sometimes a staff change is unavoidable. When you’re calling the shots, firing people will almost certainly make you uncomfortable. Whether you are running a small start-up or a Fortune 500, you can’t hide behind other people and say the decision was out of your hands.

Then, the bigger your company gets, the harder it will be to respond in order to change quickly and effectively. While employees can grow into their roles, you shouldn’t let your sense of loyalty to your current employees prevent you from making good business decisions.

It’s just logical that some of your original staff members are going to be unable to keep up with the pace and to cease to bring enough value to the company. In those cases, you should maintain a realistic attitude as to when it is time to part ways. And, when those tough conversations need to happen, your sense of loyalty to your employees can be your worst enemy.

A retention reality check

checking-in

In your personal life, “loyalty” generally means believing in an individual and defending him or her when that person comes under attack. When you become part of a team, however, the definition of loyalty changes.

As a leader, you need to think about your loyalty to all of your employees instead of just one person. When a team member cannot keep up or shows signs of burnout, he or she will likely require co-workers to pick up the slack. When you hold certain people to a lower standard, other employees become resentful, and the poor performer starts to drag the company down.

Related: Dealing With Employee Misconduct

For example, a B2B company we worked with had a marketing employee who had been with the team from the beginning. The company had done well, and its board was pushing for accelerated growth – which required more effective marketing. The employee was a jack-of-all-trades but couldn’t keep up with increased demand. After the difficult decision was made to replace this employee with a more qualified individual, the company quickly hit stretch goals that had previously been elusive.

Often, a leader may be blind to necessary personnel changes, whether willfully or unconsciously. In either case – if this leader is you – the sooner you recognise the problem and take steps to address it, the better off your company will be.

Warning signs that signal a personnel change

It will not always be obvious, but here are three common excuses from employees that might indicate it is time for you to consider a personnel change:

1. “I don’t have enough time” 

Work stress is prevalent across all industries, and a study from Paychex found that roughly 70 percent of those surveyed reported stress levels of at least 3 on a scale of 1 to 5. Certainly, being pressed for time doesn’t help stress, either.

One of your primary roles as a leader is to clearly define your employees’ jobs and responsibilities. If team members struggle to keep up with their workloads, they are probably stretching themselves thin trying to help others, or putting off work to avoid accountability.

When you talk to an employee who claims to be short on time, determine what his or her current projects are and then contain them. Give this employee specific responsibilities that don’t require relying on co-workers, and see how he or she meets these new expectations and goals. If the employee continues to underperform, look for a replacement, although it is not a bad idea to put out feelers for that replacement before you even have the above discussion.

Related: Richard Branson on How to Train Your Employees

2. “I cannot control this”

The ability to find a solution to a work problem is an indicator of someone who “owns” the situation. This is a characteristic you need to see in employees. When I worked at Dell, we had a substantial drop in traffic and couldn’t figure out why. Eventually, we discovered that our laptop batteries were catching fire. Unfortunately, you can’t advertise or email your way out of a drop in traffic due to a problem like that; but you can turn to your partners in crisis communication and social media.

If you give employees all the tools necessary to solve problems and they still can’t succeed, it’s time to reevaluate their fit in the company. By letting them go, you ultimately keep them from stagnating. If you struggle with this concept, look toward Startups.co CEO Wil Schroter, who has said he views his company as a school for employees. When employees get to the point that they would learn better elsewhere, it is time for them to move on.

When you let go one of these employees, make sure that the high performers you do have feel appreciated. Talk to their co-workers to ensure that in the interim, everyone’s roles and responsibilities are firmly established. Also, involve the rest of your employees in the subsequent hiring process so they have some control over who is named as the replacement.

3. “It wasn’t me” 

According to Gallup’s State of the Global Workplace report, worldwide employee engagement sits at a lowly 15 percent. Employees with low engagement often have a decreased sense of responsibility for their work, which wreaks havoc on productivity and accountability.

The most toxic situation is when employees attempt to deflect their own poor performance onto surrounding team members. These individuals rarely admit fault but instead cast broad accusations in an attempt to throw co-workers under the bus. As a last-ditch effort, such employees will even question the data that illuminates their underperformance.

Tough love is the solution here. Like an unfaithful partner who’d rather talk about other people who cheat instead of his own indiscretions, the underperforming employee will try to direct the conversation away from his or her performance. But don’t let that happen: Stay the course and let this employee go.

Related: 7 Signs You Have A Positioning Problem [And Why Familiarity Kills Businesses]

Then, during your subsequent hiring process, be mindful of the departed employee’s character flaw. Ask questions about challenges each candidate faced at previous jobs. Be wary when interviewees shift blame to others or speak poorly about their previous employers.

Most importantly, be realistic about your employees and do your best to fill any gaps with the strongest candidates you can find. And accept the truth: You will never be entirely comfortable about firing people.

If you are, you might not have the empathy required to make a great leader. However, it is part of your job to ensure that your seats are filled with top talent, so be loyal to your whole team and know when to let under-performers go.

This article was originally posted here on Entrepreneur.com.

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Managing Staff

An Excellence Approach To Nurture Star Performers

Talent management is the commitment to continuously nurture and align individual attitude and performance, job requirements and organisational culture through excellent performance management.

Adri Dörnbrack

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1. An excellent view of Talent Management

Any sports team needs to measure the vital statistics and performance of each member. “Metrics” like cadence, heart rate, output ratios etc. are important, for the whole to eventually be greater than the sum of its parts.

Similarly, leaders need to measure (without micro managing) employee performance to get a better understanding of what makes the individual stand out. Leaders need to understand how to adapt environments so that everyone can be exceptional.

Not creating a culture of unhealthy competition, but one where every individual’s contribution is understood and valued, and individual work experience is adjusted to accommodate uniqueness, will keep individuals performing at their peak, while enjoying what they do and understanding the purpose of their work.

2. Nurturing star performers

Employees should be given the best possible opportunity to serve in a work context that is optimal for their skillset and temperament. Talent management is based on the organisation’s commitment to surround all employees with people, practices and processes that will grow them to their full potential.

From a deep understanding of the talent pool a business can distinguish between top, great, good and poor performers. Having a suitable and fair measurement tool in place is critical in this regard. This allows management to clearly understand why people are in different performance categories, and provides insights on what pro-active actions can be taken to develop people into their full capacity.

People are highly influenced by work-related relational contexts and environments. Poor performers can become top performers when there are leadership changes or job changes that simply fit better, but also vice versa. Top performers can become poor performers due to illness or other job related changes. There have also been cases where top industry performers join a different organisation and then struggle to perform due to the individual not aligning with the new organisational culture.

Related: These 4 Types Of ‘Nightmare Managers’ Are Scaring Employees Away

Excellent talent management considers all of these factors:

  • Understand who the star performers are, and why they are viewed as top performers. (Know and acknowledge what they contribute in terms of both job deliverables and attitude).
  • Understand the relationship between the top performer and their leader.
  • Understand the culture of the department and why this fit works for this individual.
  • Then, for the future of work: Consider adapting working conditions or terms of employment in order to keep the star performers (Eg. Flexible working hours, virtual offices, or shorter terms of employment to ensure growth opportunities.)

The biggest contributing factor to ensure excellent talent management is to continuously understand and communicate what is expected from an individual, to have measures in place to know if the individual achieves this, to know what value this adds to the business – and then making sure that they are compensated accordingly.

3. What star performers desire from corporate culture

People don’t want to work merely for personal gain. They want to connect and contribute to a business that shares their values and contributes towards the development of a healthy world and better society.

Spiritual intelligence is becoming increasingly important. This trumps mere personal self-actualisation, and entails feeling connected to a business that has a bigger shared purpose than just making a profit.

People want to connect with businesses that have integrity, moral leaders, and feel part of a network that are responsible stewards, who will value their total personal contribution and help them grow as star top performers within a star team.

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Managing Staff

Are Our Workplaces Gen Z And Gen Alpha Proof?

Soft issues and hard tech. This is the balancing act facing corporates in the race to generation proof their workplaces before Gen Z and Gen Alpha enter the workforce, only to retreat into their technology bubbles. The question is, how do companies get the balance right?

Ilona Fookes

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Preparing for a new generation to enter the workplace is a lot like baby proofing your house. You spend a lot of time and money making sure this vulnerable creature, with very specific needs, has everything they need to play, grow and thrive in their new environment, without too many run ins with sharp objects that will inevitably lead to tears. But who are you future proofing for and how?

The challenge in 2018, is that your house has only just become Millennial proof. And yes, while it’s great that you’re so On Fleek with all the latest open office concepts, flexible working spaces, new internal communication channels and social media influencers that these hashtaggers thrive on, that aint gonna fly with the more independent multi-multitasking Gen Z, who will favour private enclaves and online collaborations with global teams and communities of influence. And what of Gen Alpha, the Google Glass generation who will view technology as a physical appendage and glass screens as their genuine, not virtual, reality?

The good news is that Gen Z, or iGen as they are commonly known for being weaned off milk with iPads, will pave the way for the even more self-sufficient, independent Gen Alpha. So, if you get the foundations right you can start building a generation-proof business that will stand you in good stead for the next 50 years, give or take.

The challenge with generation proofing is that we often spend all our time focusing on the hard, tangible stuff – the tech and spatial environment – and not enough on the soft issues that will actually help retain and motivate employees to not only stay and play but thrive and grow. And when we consider that Gen Z is heavily driven by career growth and is likely to have 17 jobs and 5 careers in a lifetime, we should be focusing a lot more on getting the work/culture balance right. In fact, engaging and retaining Gen Z will be a balancing act like no other, where two seemingly opposite needs play out in the workplace. Get it right and you win the prize – a loyal, integrated workforce that is connected on more levels than one.

Related: 3 Ways Start-ups Can Build Loyalty With Millennial Customers

Balancing career growth with the need for retention

Every generation is born into an era that shapes, motivates and influences their decisions.  Gen Z’s world view may be largely shaped by technology, but they are also the product of economic uncertainty, having been born into a recession. So, it’s not surprising that they value financial security, job promotion and learning. As expert online collaborators who are also capable of working independently, companies would do well to embrace online learning as a powerful tool for mentorship, training and growth, especially one that promotes career promotion and professional advancement. 

Balancing technology with the need for focus

Eight seconds – that’s how long the average attention span of a Gen Z employee will be. Gen Alpha will be even less. Immersed in technology from an early age, these serious multi-multi-taskers will work tirelessly across different technologies and will process information at the speed of light. The downside is that it’s going to be a challenge to keep their focus, even more so than Millennials. More than ever, companies will need to create multipurpose private spaces or pods, where these workers can retreat to in order to focus on the task at hand. These spaces should also support their need for blended face-to-face/online groups.

Balancing independence with the need for shared culture and meaning

Yes, this generation will be fiercely independent and shun micromanagement and a desk bound culture, but it will also crave meaningful work, regular interaction with management and opportunities to make a valuable contribution to society. Companies that only focus on creating opportunities for remote working and online collaborations, will miss the mark.

To retain this group, you need to focus on creating a shared corporate culture and opportunities for regular engagement. In this way internal communication will become a key driver in bridging the gap between a non-desk and desk-bound workforce and finding new ways to engage and inspire an increasingly disparate workforce.

Employee apps will become the most important channel in workplace communication bringing information, social connection and engagement together in a way that resonates with these digital natives. 

Related: Kid Entrepreneurs Who Have Already Built Successful Businesses (And How You Can Too)

Balancing privacy with the need for engagement

Internal communication will become a balancing act unto itself. How companies communicate with employees will become as important as how often and how much. Internal communication will need to move beyond intranet, SharePoint and ESN like Workplace and Yammer to embrace wearables, robotics, and virtual reality, all of which will not only reflect but drive the digital native.

As the vital link between company and employees, internal communication will need to engage employees through validated channels using curated content that not only drives the message but embeds the company’s shared values and brand ethos. And did we mention the maximum reading time should not exceed 10 minutes per day? Tough ask right? 

Soft issues and hard tech. This is the balancing act facing corporates in the race to proof their workplaces to embrace Gen Z and the AI generations to follow. The mistake would be to focus only on the tangibles and neglect the soft issues that really drive retention and shape corporate culture. Making sure internal communications teams are properly trained, equipped and mandated to handle the enormous challenge, will be key to cracking the generational code and claiming your share of its human capital.

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