Team Building and Recruitment Presentation
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Transcript of Team Building and Recruitment Presentation
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Team Building& Recruitment
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Certified ActionCOACH Business Coach
Locally Based So we are close to you and your business
We are part of the global ActionCOACH teamWe are the World’s No 1 Business Coaching TeamOperating in 28 countries with more than 1200 coaching offices world-wideWe currently coach 1-on-1 over 20,000 business owners across the world
Neale Lewis
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Meet our Partner
Toni RobinsonSenior HR Consultant
Alan Wilson Business Development Manager
Business Compliance Consultancy (Human Resource, Health & Safety, Legal, Tax & VAT)Handle in excess of 50,000 advice line calls annually
Achieved the Sunday Times Fast Track Three Consecutive YearsEstablished for over 20 years
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The ONLY Failure…is the failure to participate!…give 100% and you will get 100%
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I KNOW!
To make sure you get the most out of learning
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To make sure you get the most out of learning
“Isn't that interesting?”
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Agenda
Building a high performance team Neale Lewis
The Six keys to a winning team Neale Lewis
Making Recruitment Simple Toni Robinson
Qdos Providing HR support Alan Wilson
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Building High Performance Teams
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“If you could get all the
people in an organisation
rowing in the same
direction, you could
dominate any industry, in
any market, against any
competition, at any time”
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Team Building ...
T ogetherE veryoneA chievesM oreS uccess
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Building your team...
Most employees are Most employees are motivated, energetic, motivated, energetic, committed, enthusiastic committed, enthusiastic and loyal …and loyal …
Except for the 8 hours they work for you!
Tom Peters – Author /Speaker
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What are thekey issues
youhave with
your teams?
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Time to get into ACTION ...
• Stand & find a partner, you don’t usually work with ...
• Stand hip to hip facing opposite directions ...
• Take their hand in a handshake grip ...
• Firmly plant your feet shoulder width apart ...
• To WIN a point you must pull on their hand and get the back of their hand to touch your hip ...
• They get a point if they can get the back of your hand to touch their hip ...
• You’ve got 30 seconds to WIN as many points as you can ...
• Time starts NOW ...
• STOP ... Thank your partner and stay standing ...
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GAMESare often aREFLECTIONofBEHAVIOUR
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Some examples please ...
So, whathappened
in that game?
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How You Play the Game ...
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Are you above or below the line?
OwnershipAccountabilityResponsibility
BlameExcusesDenial
VICTIMS
VICTORS
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Action’s Formula for CHANGE ...
D x V + F > RDissatisfaction
Vision
First Steps
Resistance
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Brad Sugars’ Formula for Life Success ...
BEDOHAVE
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E N V I R O N M E N T
The Identity Iceberg...BEHAVIOURBEHAVIOUR
SKILLSSKILLS
BELIEFSBELIEFS
VALUESVALUES
IDENTITYIDENTITY
ACTIONSACTIONS DECISIONSDECISIONS
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Behavioral Styles …
OUTGOING
RESERVED
TASK
PEOPLE
DDRESULTS
RESULTS
IIFUN
CCACCURACY
ACCURACY
SSSTATUS QUO
STATUS QUO
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Five Dysfunctions of a TEAM…
Absence of Trust
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Inattention
To Results
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Five Dysfunctions of a TEAM…
Absence of Trust
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Inattention
To ResultsHealthy CONFLICT without fear:•Passionate dialogue about issues, decisions•Disagree, challenge, question one another to discover the truth•Find the best answers
•For the good of the organisation•Make good decisions
RESULTS Focused: •Set individual needs and agendas and focus on
what is best for the team•Don’t give into temptation to place
department, career or ego-driven status ahead of collective results that define team success
COMMITMENT: •Genuine buy in around important decisions
•Even if initially disagreed•All opinions and ideas put on the table and considered•Leave no stone unturned
TRUST:•Fundamental emotional level•Comfortable being vulnerable with each other•Can show weakness, mistakes, fears, behaviors•Can get to a point of complete openness, w/o filters
ACCOUNTABILITY: •Hold others accountable to decisions and standards•Not dependent on leader for accountability•Go directly to peers
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Winning teams know how to...
Get theright people
on the busin the right seats
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So, what does it take to build anextraordinary team and business?
Customer experience Wow factor, raving referrals, reputation/brand
Customer management process Effective & efficient, doing the right things right,internal & external
People & culture Right people, rules of the game, beliefs/valueslearning/ growing/changing
Team Right people on bus, right seats, doing theright things
Leadership Vision, strategy, communication, setting the bar
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Mindset – impact on your businessOwner/leader
Team
Customers
Business
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6 Keys to A Winning Team ...
1. Strong Leadership
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PASSION
RESPONSIBILITY
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Alignment – annual Team alignment/trainings – annual Vision statement/document Mission/purpose statement BHAG defined Culture 1, 3, & 5 year goals strategies
6 Keys to A Winning Team ...
1. Strong Leadership
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Emotional Intelligence
Self-reliance Self-awareness Assertiveness Optimism Self-actualisation
Self-confidence Relationship skills Empathy Self-Control Flexibility
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Two Types of Leaders
Diminishers
leaders who diminish the intelligence in the people around them
Multipliers
leaders who amplify or multiply the intelligence in the people around them
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What Multipliers DoMultipliers are hard-edged managers. They expect great work and drive people to achieve extraordinary results.
While Multipliers do some of the same things as Diminishers, they do 5 things very differently.1 Create Space for Best
Thinking
2 Extend Challenges
3 Attract and Optimise Talent
4 Debate Decisions
5 Instill Accountability
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Diminisher Multiplier1 The Tyrant
Creates a climate of fear and judgment that has a chilling effect on people’s thinking and work
The Liberator Creates a climate of safety and freedom that both invites and demands people’s best thinking and work
2 The Know-It-All Gives directives that show how much they know
The ChallengerDefines an opportunity that cause people to stretch
3 The Empire BuilderHordes resources and underutilises talent
The Talent MagnetAttracts and deploys talent at its highest point of contribution
4 The Decision Maker Makes centralised, abrupt decisions that confuse the organisation
The Debate MakerDrives sound decisions through rigorous debate
5 The MicromanagerDrives results through direct management and accountability
The InvestorDelivers extraordinary results again and again without direct management
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What kind of leader are you?
OUTGOING
RESERVED
TASK
PEOPLE
DDRESULTS
RESULTS
IIFUN
CCACCURACY
ACCURACY
SSSTATUS QUO
STATUS QUO
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6 Keys to A Winning Team ...
1. Strong Leadership2. Common Goal
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What is a goal?
A goal or objective consists of a projected state of affairs which a person or a system plans or intends to achieve or bring about — it is a personal or organisational desired end-point.
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OWNERSVISION
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Why have goals? Goals focus attention towards goal-relevant activities
Goals inspire and create a team objective
Goals serve as an energiser; higher goals will induce greater performance
Goals influence persistence
Goals activate cognitive knowledge and strategies which allows individuals to cope with the situation at hand
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SMART Goals ...
S pecificM easurableA chievableR esultsT imeframe
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Common Goals
Vision statement Mission statement BHAG defined Culture 1,3,5 year goals
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How will you communicate them to your team and review performance?
What are your SMART goals?
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6 Keys to A Winning Team ...
1. Strong Leadership2. Common Goal3. Rules of the Game
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Standards & Norms ...
As you raise the standards somepeople won’t come with you
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Loose : Tight Culture ...
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Rules of the game - culture
In creating your company culture the following structure should be followed:
1. Values that are imperative for the owner2. Values that are imperative for the customer3. Values that are imperative for the team4. Values that are imperative for the business
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Rules of the game - culture
What are your points of culture?
Identify-
5 points of culture that exist and should be retained
5 points of culture that are missing and should be included
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6 Keys to A Winning Team ...
1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan
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?Action Plan ...
WHO DOESWHAT
BYWHEN
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4 Steps of Accountability
1. Responsibility – define it
2. Ownership – secure it
3. Accountability – hold to
4. Review/results – LB/ NT
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Above the LineResponsibilityWho/what/when/by
OwnershipSeek understanding, clarity and then commitment
AccountabilityCheck the status, execution and completion
ResultsLike best/next timeConsequences/celebrations/rewards/recognition
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Rhythm
Annual meeting: Two days, Leadership team.
Quarterly meeting: One day, Leadership team.
Weekly meeting: two hours, Leadership team.
Daily huddles: Every day, each team, 5-15 minutes. What’s up, daily measures, where stuck.
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6 Keys to A Winning Team ...
1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan5. Support Risk Taking
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KAIZEN ... Is Japanese for ...
Grow, Plateau, Grow, Plateau ...Grow, Plateau, Grow, Plateau ...
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Challenge See contribution Training Brainstorming Create spirited debate Allow true ownership LB/NT Learn/grow/change
Break embedded habits
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6 Keys to A Winning Team ...
1. Strong Leadership2. Common Goal3. Rules of the Game4. Action Plan5. Support Risk Taking6. 100% Involvement & Inclusion
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Are you on the bus and is there a seat?
Company clarity Above the line Open/honest/timely 2 way communication Proactive participation Issues & solutions Rules of engagement & full engagement Do whatever it takes – mindset Employee survey Huddles/meetings
100% Involvement & Inclusion
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Recruitment
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Why Is Recruitment Important?
1.Average cost of recruitment is £10,000k per employee.
2.Morale of both the team and the new recruit.
3.Getting the wrong employee to work on your accounts could be costly.
4.Image – remember it is your name that the potential wrong recruit could be representing.
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Making Recruitment Simple
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Making Recruitment Simple
Know the competencies that you are looking for;
1. Design the Job Description2. Think about which areas are most
important, this will help to define the competency model
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Job description & Competency Model
A thorough, detailed job description should contain the following components:
Administrative information Reporting structure Metrics Job functions and contributions Required competencies Interaction / Impact mix
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Competency Map Example
Competency Map
0123456789
10
Rating
Co
mp
ete
nc
ies
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Common Competencies:
Company Awareness
Financial Awareness
Commercial Awareness
Innovation
Achievement Orientation
Resilience/Handling Pressure:
Team Management
Client Orientation/Relationship Management
Planning & Organising
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Ready for Advertising ….?
It can be costly, know your market
Look at whether headhunters, recruitment agencies, on-line websites, newspapers, trade journals, job fairs, universities, schools or colleagues or even referral by existing employees etc …
Use the most appropriate medium
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Making Recruitment SimpleProcessing the Applicants:
1. Process all applicants with complete professionalism
2. Sensitive and respectful treatment of all unsuccessful applicants
3. Remember, you may wish these candidates to apply later in life and – bad news travels fast!
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Assessing the Competencies
Personality profiling
Spend a morning with
the team
Pre Employment Checks
In Tray
Presenta
tion
Competency Based Interview
Numeric and literacy
Role Play
Specific Tech Testing
Medical Questionnaire
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Retaining Excellence Communication – goals, roles & responsibilities
so everyone knows what is expected of them
Have a flexible approach (if possible) (work life
balance)
Reward & Motivation Strategy that links into a
Competitive and Innovative reward system
Use 1:2:1’s effectively, - discuss any issues
sooner rather than later
Give challenging work that opens up the
opportunity for advancement
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Respect for employees – listen, use their ideas!
Praise good efforts and results
Involve employees in decisions that affect their jobs
Staff adequately where possible – worn out staff will only perform high for a limited period of time
Training & Development
Communicate - Make work fun!
Retaining Excellence
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Define Team Roles
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QDOS – WORKING WITH
EMPLOYERS
The Good, the Bad and the Ugly!
Knowledge is Power
Employment Law
Health & Safety
Looking in the Mirror!
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Team members areTeam members areamazing and will doamazing and will doextraordinary thingsextraordinary things
if allowedif allowed
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So, what has to change?What has to shift?What must you start now?What must you stop now?
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ActionCOACH events SeminarCLUB Sales and Marketing 15th July
GrowthCLUB 90 day planning 7th July
Team Alignment Day
Bespoke Training Days: Sales Training
Time Management
Customer Service
1-2-1 Mentoring
Books and DVDS
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Recommended reads
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