Team Management

PowerPoint Presentation

Team ManagementLDS Track

Mariana CarvalhalJoo Lima

GOALS OF THE SESSION

1) Learning how to create a team culture

2) Learning how to push for members motivation

2) Learning practical tools to effectively manage team performance

EXPECTED OUTPUTS

1) Being able to manage a team to generate results

FLOW

1. Team Creation2. Goal Setting & Planning3. Tracking4. Coaching

BEHAVIOURS OF A HIGH PERFORMANCE MEMBER

1. Team CreationTEAM CULTURE

CulturePro-activity

Sense of Responsabillity

In order for a team to succeed, leaders have to be able to create certain positive behaviours in their members, that will facilitate the achievement of results:

Commitment

Critical Thinking

Solution Orientation

Sacrifice Capacity

Results Orientation

Mutual-support

Participation

Results

But these are too many behaviours to be constantly paying attention to. So, the best thing you can do is to implement a team culture that will bring all those behaviours with it.

That team culture is the culture of MOTIVATION. Its all about keeping your members motivated if they are, they will naturally be committed, responsible towards the teams goals, participative in the team and LC activities, willing to sacrifice, capable of face challenges and find solutions for them etc etc...

TEAM CULTURE

I WAS HIGHLY MOTIVATED WHEN

I WAS LACKING MOTIVATION WHEN

Write on small pieces of paper (5 min)

DYNAMIC 1But do you know what exact things you should be paying attention when you want to create that culture of motivation in your team?

I proudly present you the 4 spheres for creating a motivation team-culture!...

CulturePersonal and Professional BondingEffective CommunicationClear Roles and ResponsabilitiesCommon Vision

Personal and Professional BondingWhy are you in AIESEC? (ask)

Group activities and team building

Team spirit creation team motto, team culture, private jokes

Social activities outside work

How to supply it?

Understand everyones personal characteristics/history

Know each others motivations and objectives

Understand why of some reactions happen

Support each others development

Create a good working environment

Importance

Self reflection tests

Feedback sessions

Public recognition

Working together moments

PERSONAL AND PROFESSIONAL BONDING

Do you know what characteristics your members need/want to develop? Do you keep track of that development?

Do feel there is a sense of belonging from your members to the team?

Can you feel there is a team identity?

Do you consider the working environment in your team to be good?

Do your members work together (phisically)?

Are your members friends with one another? Do they schedule social activities together?

Is it too hard to schedule a team meeting?

Do you have members who fail to attend several meetings in a row?

Do your members joke arround with one another? (especially right before the meeings)

What do they need to develop? Time management? Planning skills? Organization? Prioritizing? Can you help them? If not, who can?

Questions to ask yourself

PERSONAL AND PROFESSIONAL BONDING

Common VisionEnvisioning the same purpose

Commitment and identification with the team goals

Commitment of each member towards the team as a whole

Unified vision of the ideal team

Defining expectations and team rules

Involving everyone in the goal setting

Always link to the teams objectives

Celebrate the teams success

Create excitement within the team

Activities that involve interaction with their impact contact with trainees, EPs

How to supply it?

Importance

COMMON VISION

Does your team know what they are working for (the final result)?

Do they think its achievable?

Do they like the goal they are striving to achieve? (do they have any emotional connection with it?)

This question is important because some people join AIESEC for selfish reasons (to get a better CV, to be in contact with big companies) and fail to emotionally identify with the team and the organizations purpose

Does your team know what they are working for (the final result)?

Do they think its achievable?


COMMON VISION

Effective CommunicationHow to deliver it?

Importance

Open and honest environment to share ideas and opinions

Everyone knows whats happening

Understanding of each others challenges

Everyone has access to information and materials

Use established communication channels

Create links between the team and link it to key external entities

Encouraging honest communication inside the team

EFFECTIVE COMMUNICATION

EFFECTIVE COMMUNICATION

Has everybody given their opinion for the project? Was it taken into consideration?

Do your team members know exactly what their colleagues are doing and the help/challenges their facing in their work?

Do you use established communication channels? (facebook groups, wikis)

Do you store all important information for the team in an easily-accessible platform? (wikis, dropbox)

Do you have weekly team meetings? Do you skip a lot of them?

During the meetings, do you give space for your members to share the work they have been doing and the challenges they are facing?

Are your members confortable to call you and their team colleagues whenever they need help?

Do your members know how their personal tasks affect every colleagues work and the final outcome of the project?

Clear Roles and ResponsabilitesHow to deliver it?

Importance

Each members knows the relevance and the purpose of their own work to achieve the final goals

Each member has specific specific, measureable, attainable, relevant, timely goals (SMART goals)

Each member feels accountable towards for his/her own obligations

Clear Job Descriptions

Planning the work together with the members

Tracking Tools

Effective Delegation (dont keep the work to yourself, leader!)

CLEAR ROLES AND RESPONSABILITIES


Are you putting your members in charge of a responsability, or in charge of a task?

Are the responsabilities of your members specific enough?

Do they state exactly what is pretended as a final outcome? (what exactly is it that we want to happen, whos involved, who can help, why its important...)

Are the responsabilities of your members measurable enough?

Do you have criteria to measure the outcome of their work (milestones, deliverables...)? Do you use tracking tools to measure the progress towards the final outcome?

Are the responsabilities of your members enough attainable?

Do they have enough knowledge and trainning to achieve them?

Are the responsabilities of your members relevant enough?

Are the expected outcomes externally relevant? Do they matter? Do they bring something good? Do they contribute to the team vision? Do they follow a plan? Were the members involved int he creation of that plan?

Are the responsabilities of your members timely enough?

Do you present your members a timeline of their work for the whole semester or you just delegate as its needed? Do you give them timelines?


Are your members confused about their roles and the ones of their teamates? (do they overlap?)

Do your members leave important tasks unfinished for you to complete (without telling you beforhand)?

Do the responsabilities you delegate follow a flow (are your members in charge of a hole process from preparation to delivery or are they just doing sparse and random tasks they dont carry until the final product)?

Do you do most of your members work?



You have to lead by example

If you are organized, responsible, collaborative, sympathetic, uplifted and caring, the members will look up to you and strive to do the same

Be available for your members, both personally and professionally

Be attentive to your members needs and their development - and help them (if you cant, find someone who can)

YOUR ROLE

Personal and Professional Bonding

Common Vision

Effective Communication

Clear Roles and ResponsabilitiesThe team is aligned in terms of its purpose they know what they envision, they identify emotionally with it, they believe in it, and therefore they feel motivated to achieve it.

The team knows one another at the personal level - they know how to handle the different personalities,they like one another, enjoy being together and therefore they feel motivated to work in the team.

The team has SMART goals, they know their own roles and contribution to achieve them, they know how to measure their success and, therefore, they feel motivated to achieve it.

The team works in an open environment, where everyone knows whats happening at all times, feels free to share the difficulties and ask for help and, therefore, feels motivated to work and learn with one another.

Team Culture of Motivation

SUMMARIZING...

FLOW


Goal Setting

2. Goal Setting & PlanningGoals have to be SMART

Operations Areas

Program MoS (number of GCDP, GIP, TMP and TLP) are already SMART if they have a proper timeline

Supportive Areas

COM number of subscriptions, number of facebook likes...ER number of revenue, number of people engaged in events...

N of viewers in the website, n of subscriptions, etc

When you do goal setting make sure:

Everyone is involved in the goal setting and understand the WHY of the goal;

Break down the goals (per quarter; month; week) it will help you to make a better tracking

Create milestones towards the final goal

In the operations areas (ICX; OGX; TM) break down per RA-MA-RE

Show the ICX and OGX tool for ra-ma-re

Planning

What is it?

- Set of tasks that need to be done to achieve the goals put into a timeline

How to do it?

Make a timeline according to the HR allocation;

Every member should do its own timeline!

Your role?

Ensure the needed synergies and cross-check timelines

FLOW


3. TrackingWhy tracking?To indentify soon enough if we are on the right track to achieve the results and if not, to have time to act upon that!

What you dont want:

To find out that youre not achieving your results 2 days before the deadline!

Break down the goals in a timeline

Define success rates (for operations)

How to conduct effective tracking?

Results Tracking Tasks Tracking

Results Tracking- track the numerical goals you defined through the timeline - if goals are not being met, look at the plan to see which activities are running late- if no activities are running late and results are still not coming, the activities you designed to achieve the goals are not working. Change them innovate!

Tasks Tracking

3 Quarterly priorities

1 Monthly priority

3 Weekly priorities

Track results and tasks EVERY WEEK! no exceptions!

Now what? Act upon it!

Create an alternative action plan!

FLOW


4. CoachingWhat is it?

Its a teaching ortraining process in which an individual gets support while learning to achieve a specific personal or professional result or goal.

Current StateIdeal StateGAPCausesSolutions

DYNAMIC 2 Groups of 3

Allocate a letter to each person: A: The Coachee B: The Observer C: The Coach

Exercise

A - The coachee

Share the key next challenge in your leadership that you find most difficult to address.

B The observer

Note down key feedback for the coach and share your insights in the debrief stage.

C The coach

Support Person A to find new ways to address their issue and commit to a powerful next action.

WRAPPING UPCreating a team culture

- ensuring motivation of members leads to results- how to ensure motivation?- personal and professional bonding- common vision- effective communicationclear roles and responsibilities

Goal setting

- deciding what you want to achieve with the team- goals have to be SMART

Planning

- what activities are you going to run to achieve the goals?- timeline of all those activities

Tracking

- making sure the plan is being properly executed- results tracking and tasks tracking

Coaching

Supporting the members in overcoming their own difficulties and obstacles

Guiding the members through a self-reflection process

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Team Management

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