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!
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What Would Twitter Do? Lessons On Culture From 5 Top Start-ups
How Airbnb, Twitter, Skillshare, Buffer and Squarespace create and maintain great company cultures.
What do the world’s top start-ups all have in common? They’ve mastered the art of company culture.
Brands from all over have attempted to mimic “start-up culture” – the collaborative, fun and enriching atmosphere that makes employees want to come to work each day. But fostering a start-up culture is not as easy as it sounds, especially as your company grows.
Having a strong culture, however, is the key to success and cannot be neglected. In fact, research from the Department of Economics at the University of Warwick showed that happy employees are 12 percent more productive than the average worker. So it truly pays to have a strong company culture.
But what exactly does a strong culture look like? And more importantly, how can you build one? Follow these five tips from successful start-ups:
1. Keep employees engaged
At Airbnb, employees are kept in the loop on major company happenings and big decisions. This gives them a sense of ownership and purpose in the company, which in turn fosters engagement. According to a Gallup survey, 51 percent of the American workforce is not engaged. But having engaged employees is highly beneficial.
Engaged employees create a more positive work atmosphere. And, with happier employees, as well as increased productivity, your company will have happier customers and boost sales.
2. Focus on the company’s purpose
Employees want to feel that the work that they do matters. That’s why Twitter’s purpose-driven environment works so well. Its focus is on creating a collaborative, team-oriented space that helps employees come together and see the value of what they do.
In an article on Medium, Twitter co-founder Biz Stone wrote, “Start-ups have a unique ability to create a culture of compassion that helps us improve; and in so doing, we are more likely to make a difference in the lives of others.”
In 2014, Twitter’s employees were named by Glassdoor as the happiest in the country. Much of that happiness can be attributed to the company’s culture, where employees feel that their voices matter.
3. Be proactive
Culture doesn’t just happen on its own. It’s something that needs to be nurtured and tended. Without culture, your company will have no legs to stand on.
On his blog, Buffer CEO Joel Gascoigne wrote, “There’s no right or wrong with culture, it is simply a combination of [the] natural personality of the founding team, in addition to proactive work, to push the culture in a desired direction and to maintain certain values.”
Since the beginning, Buffer has made culture a priority. At each stage of its business, it’s assessed its company culture and made changes based on the company’s growth. As your company grows, you must also scale your culture. And that will almost certainly mean that the culture for a three-person team will look very different from the culture for a 20-person team.
4. Stick to your values
In essence, your culture is your people. Without great people, you can’t have a great culture. That means you need to define what you want your culture to be like from the beginning – starting with whom you hire.
In an article on Medium, Skillshare CEO Michael Karnjanaprakorn wrote, “Because the best cultures derive from actions people take, it’s imperative to define expectations around optimal behaviors, which set a foundation for a value system.”
To ensure all new employees fit in with their culture, Skillshare developed specific hiring guidelines based on its core values. This allowed the company to build a team focused on common goals so people would be able to work together successfully.
5. Show appreciation
Not every employee needs to have fancy benefits like free lunches, yoga classes and snacks – but perks like those don’t hurt, either. Squarespace offers some exciting benefits for its employees, including flexible vacations, catered meals, relaxation spaces and occasional guest lecturers. The company was even named one of the best places to work in New York City in 2013 by Crain’s New York Business.
Employees appreciate being taken care of, but that’snot the sole reason they want to work for a company. Squarespace also boasts a flat organisational structure, which means there is no hierarchy or levels of management. This creates an open space for employees to collaborate and make their voices heard as well as gain access to the company’s leadership.
This article was originally posted here on Entrepreneur.com.
How The Digital World Has Impacted HR
Here are a few ways in which HR has changed.
Almost every conversation that happens within a business environment is around growth and how technology is changing the way we do business. With few industries left untouched, the digital world has radically changed the way individuals work, creating an even bigger demand for real-time experiences.
The HR department deals with an influx of messages and emails on a daily basis, so in order to make things easier, digital has introduced a variety of different online tools that have certainly helped set the tone for the future of organisational management. With employee cultures, engagement and productivity being a few of the most important topics circulated internally, HR has a fundamental part to play in getting existing employees to adopt a digital mindset that supports this new-age culture.
The quicker businesses take advantage of technology to manage performance, make the hiring process easier and give people access to their own personal information, the quicker it will separate traditional workplace thinking from today’s thinking.
Here are a few ways in which HR has changed:
Cloud computing and online apps
With previous admin and other HR tasks being done by hand, cloud computing has now made everything faster and simpler. Professionals now have access to the latest online tools that will help streamline processes and allow individuals instant access to their own personal information without having to ask for it. This also speeds up the process and takes a lot of extra, unnecessary work off HRs shoulders.
In the upcoming years, companies can expect cloud-based HR systems to become more automated and mobile friendly. This means that HR and management will be able to access employee payrolls, CV applications and more, with just the click of a button.
One of the many benefits that digital has created for HR is the availability of employee data. More companies have started using online applications to monitor employee performance and company productivity. HR departments have started tracking employee behaviour and patterns through their selected app, making employee feedback easier and more efficient. If any employees have complaints, questions or queries, logging these requests online will make it easier for HR to deal with, considering the amount of content they receive, every day. This will also help them to make more effective decisions.
It’s no secret that a company’s most valuable asset is their people, and when looking to motivate employees, track employee training and individual performance or set up a training programme, then online is the way to go. By having a more holistic understanding of your people and how they’re performing, HR can better support a culture of feedback, engagement and motivation. This kind of approach will also enable employees to better align their personal goals to bigger business objectives.
Because the digital age has created the impression that things can get done quickly, in real-time, employees feel the need to give and receive feedback with an instant response. Real-time evaluation is much more effective for something that needs to change than an annual or quarterly review would be.
If new procedures, policies, meetings or activities get announced, employees can immediately give their feedback on a specific topic or outcome. This will also help you know when to make changes both within the organisation and with employees. For example, employees who don’t measure up to their KPI standards can be subjected to additional training or can be let go in favour of someone else who can come in and do the job better than they do.
AI, VR and AR
Gone are the days where robots, VR and AR were simply jargon used among tech geeks. These terms have officially made it to everyday conversations, between business owners, employees and HR leaders. Virtual Reality (VR) which can be identified as a recreation of reality, is now being harnessed by companies in their training activities, as well as Augmented Reality (AR) which enhances technology. These elements are starting to become far more integrated into internal activities, helping employers engage better with employees, making activities more interactive and fun.
While many advancements have been made to the HR department and even HR management courses at colleges, there are countless others to look forward to. New tech innovations are introduced every day, creating even greater opportunities for businesses to align their goals with HR.
Professionals will need to keep up to date with the latest trends and develop their own strategies to stay within the path of progress. Much like all things digital, we all have mixed emotions when it comes to new trends but in order for companies to stay relevant, they will need to adapt their company goals to meet these challenges. Technology is only going to keep moving forward.
A Culture Of Discipline Critical For SMMEs To Thrive
Employees are the heart and soul of every organisation, especially for Small, Medium and Micro Enterprises (SMMEs).
Employees are the heart and soul of every organisation, especially for Small, Medium and Micro Enterprises (SMMEs). As a result, the implementation, as well as enforcement of clear workplace policies and practices is critical to the success of these companies.
With South African Labour Law as strict as it is, we are still finding a significant number of SMMEs that do not have any formal policies and procedures, which increases the risk of these companies not complying with labour laws.
This is often as a result of SMMEs not having the necessary manpower or finances to have fully-fledged human resources (HR) departments. It can therefore be a common occurrence to find SMME owners at the helm of HR divisions.
An owner-run HR department will also not necessarily be overly familiar with labour laws. The company will often do something that is “good for business” but not advisable in terms of the law. This could lead to poor decisions being made and could be detrimental to the future of the company.
Poor communication of policies and procedures is another area of concern for many SMMEs, resulting in employees often being unaware of HR policies and making them likely to infringe on these policies. New employees may also find it difficult to adapt to the business and employees could end up losing what could have been a valuable asset to a growing business.
A culture of discipline is essential
Discipline with regards to the enforcement of policies must be considered as a day-to-day management function, rather than a once-off or ad hoc event. This approach will ensure an issue is resolved before it spirals out of control.
For example, if an employee takes an extended lunch break, and the employer allows it to happen, it will send a message to other employees that this is perfectly acceptable. Employers will soon find other employees adopting a similar approach, possibly resulting in a large-scale disciplinary process. If the employer took the time and initiated a disciplinary discussion with the one employee, it would have communicated to other staff that this type of behaviour is not tolerated, avoiding a potentially bigger issue.
This is not just an issue in SMMEs. CDH often finds large corporates also struggling to maintain discipline on a day-to-day basis. In some cases, corporates tend to wait until an employee has made a significant mistake or serious act of negligence before intervening.
Record-keeping is your ally
Keeping a record of all disciplinary matters is an essential part of creating a culture of discipline in the workplace. It is critical that all verbal and written warnings are recorded and kept in the employee’s file.
Related: Servant Leadership – Will You Serve?
Under South African Labour Law, an employee must always be allowed to state his/her case in all disciplinary matters, irrespective of the seriousness of the infringement.
Before the employer issues a verbal or written warning, the employer must notify the employee of his/her infringement. The employees must then be given the opportunity to state their case and if the employer is not satisfied with their explanation, the employer may then legally issue the warning.
For more serious matters, which verbal or written warnings will not solve, you must follow more formal steps, such as disciplinary hearings. However, if you maintain a culture of discipline on a daily basis, you will rarely have issues escalating to such a degree.
Correcting an overall workplace culture is far more difficult than rectifying a small incident. When an employer has to correct an entire culture that is deeply entrenched in their business, the process can be more expensive and take much longer.
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