Foundations Of Great Teams V4 Draft

Foundations of Great

Teams Gateway DX4831-03

© Knightsbridge Human Capital Management Inc.

Our Focus

2


Agenda

• Importance of Teams

• Foundational Model Alignment/Engagement

• Bridge Game

• Tactics for Creating Effective Teams

• Strategies for Cross Functional Team Management

– Communication

– Building Trust

– Creating Value

• Team Action Planning

• Personal Action Planning

• Wrap Up & Evaluation


Teams at SNC are like…

• Card activity to get things started


Team Leadership at SNC

1. What types of teams are you leading?

2. How are teams currently managed at SNC?

3. What are some of the challenges?

5


An Expanded View of Team Leadership

The notion of team is much more complex than we might think

• Leading teams

• Virtual teams

• Part of Leadership Team

• Projects, Committees, Taskforces

Your role as a Leader is to drive team alignment and engagement at multiple levels in the organization

• Lead ―inside the box‖

• Lead ―outside the box‖


Adapted from: Weiss & Molinaro (2005) – The Leadership Gap (John Wiley & Sons)

Team Alignment & Engagement Model


T E A M A L I G N M E N T

T E A M D Y N A M I C

To Voice of the Client

To Organizational/Project Strategy

Across the Broader Organization/Team

Within the Team

Dimensions of Team

Performance

Adapted from: © Weiss & Molinaro (2005) – The Leadership Gap (John Wiley & Sons)


T E A M A L I G N M E N T

T E A M D Y N A M I C

Part of a Winning Organization/Team

Working for Respected Leaders

Positive Team Relationships

Meaningful Work

Recognition

Team Balance

Dimensions of Team

Performance

Adapted from: © Weiss & Molinaro (2005) – The Leadership Gap (John Wiley & Sons)

© Knightsbridge Human Capital Management Inc. Adapted from: Weiss & Molinaro (2005) – The Leadership Gap (John Wiley & Sons)

Team Alignment & Engagement Dot Voting

Place a dot where you

think SNC Lavalin

currently stands in terms

of alignment and dynamic


A Simulation -Teamwork in Action

11

The Bridge Game


12

The Bridge Game

Instructions

Goal

• Build a bridge to high standards within critical time constraints

Time

• 1 hour

Phases

• Estimating and Bidding

• The Building Process

• Reporting and Debriefing

Form teams of 5

Elect a Project Leader

Get materials and begin!


Team Leadership Derailers

Which team derailers have you seen?

• Teams focus on their own ―slice‖, at the expense of the whole

• Leaders become engrossed in details, at the expense of the big picture

• Lack of structure in meetings decreases their effectiveness

• Resources are not shifted to where they are needed

• Over/under-involvement of stakeholders in decision making

• Leaders avoid making unpopular decisions (fear of being judged)

• Interpersonal tension between members is allowed to fester


Creating a framework for Effective Team Behaviors


An Effective TeamWhat Leaders Must be in Place to Build an Effective Team…

15

Systems for

communication

External

Support

Appropriate

Leadership

Defined

Roles

Shared

Workload

Self-

Management

Competent

Team

Members

Clear

ObjectivesAlignment on

Objectives

Your Team Effectiveness QuizComplete Individually and Discuss with a Partner

16

What is this telling you about what you need to focus on?

Strategies for Cross

Functional Team

Management

1. Communication

2. Trust Building

3. Adding Value


1.Communication


Communication – Facilitator Use

Definition

• The transfer (sending and receiving) of information between two or more people

Key Challenges

• Members of the team don’t really ―hear‖ one another

• Few members dominate conversations

• Members shut down and don’t contribute their full value

• Team members don’t feel comfortable or safe to voice opinions within the group

(links to trust)

Measures of Meeting Effectiveness

• An environment of openness is created where all members can add their full value

during conversations

• A balance of participation is achieved during conversations

• Team members are able to challenge each other in a respectful manner


Most people think listening is

waiting for their turn to speak

20Module 3

”“


Communication Components

Effective Communication is Two-Way and Occurs in a Cyclical Manner

• Sender + Receiver

• They + Me

• How I listen + How I Respond

• How They Listen + How They Respond

Sender Receiver


Common Communication Breakdowns

Where does communication break down?

22Module 3

Sender Receiver


Virtual Communication Strategies

• Establish the purpose of the meeting up front and the role each member is

expected to play in terms of input, questions, etc.

• Begin the meeting with small talk and relationship building, ensuring that remote

people are fully involved

• Plan the meeting topics in short segments (e.g. 10 mins) to keep the focus and

attention span of all participants

• Pause regularly, summarize often and confirm understanding

• Ask for group input at regular intervals – start with different people each time

• Avoid having any one person engage in a monologue

• Be explicit about labeling emotions, feelings or points of view so that those who

cannot see body language fully understand

23Module 3


Guess The Song

A Volunteer Please…• THE GOAL: guess what song is being

tapped

24Module 3


Study Outcomes

• Tappers guessed 50% would guess right

• In fact, 2.5% of listeners guessed right

• Tappers were shocked with how ―stupid‖ the listeners were

• The tappers had the ―curse

of knowledge‖

25Module 3

Adapted from Made to Stick, Chip and Dan Heath, 2007


The Curse of Knowledge

• Once you know something, you can’t imagine what it is like not to know

• Often this interferes with respect and trust

• What song is playing in your head that others can’t hear?

26Module 3

© Knightsbridge Human Capital Management Inc. Module

127

The Curse of Knowledge in Action

Canal Plus Video


2.Trust


Trust-Facilitator Use

29Module 3

Definition

• Assured reliance on the character, ability, strength, or truth of someone or something. (http://www.merriam-webster.com/dictionary/trust)

Key Challenges

• Members don’t have confidence in one another’s abilities or contributions

• Members don’t live up to commitments

• Members have been hurt by words or actions

Measures of Trust

• People share openly and seek out help

• Communication is straightforward with no hidden agendas or messages

http://www.merriam-webster.com/dictionary/trust


Trust—What’s In a Word?

30Module 3

Trust

FaithBelief

Hope

Conviction

Confidence

Expectation

Reliance

Dependence

BelieveExpect

Assume

Suppose

Presume

Entrust

Confide

Assign

Consign

Commit


What is the value of trust in a cross functional

team environment?


Levels of Trust

32Module 3

Trust starts with a basic relationship between two people and strengthens as one

can count on the competence, reliability, and integrity of the other.

At the highest level, one can trust that the other person will not take advantage of

them, even when they are vulnerable.

Integrity: I believe you are on my side

Reliability: I expect you to deliver

Confidence: I think you are capable

Connection: I know you


Building Trust

33Module 3

Have their back and show courage to say difficult things

Set realistic expectations and deliver on commitments

Build credibility – acquire necessary capabilities/skills

Get to know one another and find common ground

Integrity: I believe you are on my side

Reliability: I expect you to deliver

Confidence: I think you are capable

Connection: I know you


Restoring Trust

34Module 3

When trust is damaged, it is important to understand the level at which the damage

occurred and to address it at that level. Did you lose the connection? Did the person

lose confidence in your ability?


Activity – Us and Them

35Module 3


3.Adding Value


37Module 3

Unique Value Add

_______

_______

_______

_______


Three Buckets Exercise

38Module 3


Activity: Assessing Value

39Module 3

On the worksheet, list all of the current work you do that is…

• High value – significantly contributes to the team’s strategic goals

• Low value – does not significantly contribute to the team’s strategic goals

• New value – activities that would significantly contribute to the team’s strategic

goals


Interdependencies

40Module 3

What if one of your high value tasks in someone

else’s low value?

How do you deal with this?


Low Value Activities & The 4 D’s

41Module 3

DelayDelete

DistributeDiminish


Activity: Shifting to Higher Value

42Module 3

On the worksheet, plan how you will make the change…

• How will you reduce the impact of low value work on your time and energy?

• How will you increase the amount of high value work that you are doing?


Personal Action Planner


Session Wrap Up/Next Steps

Foundations Of Great Teams V4 Draft

Documents

Transcript of Foundations Of Great Teams V4 Draft