alisha chase bethany hall david mullikin joshua reilly anita stamps
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Alisha Chase Bethany Hall David Mullikin Joshua Reilly Anita Stamps Siena Heights University – LDR 636. NuWave Twitter NuWave Facebook NuWave Website. NuWave Technology. Established in 2006 by a father (Rick Paalman ) and two sons (Kyle Paalman and Chad Paalman ) - PowerPoint PPT PresentationTRANSCRIPT
IMAGE FROM NUWAVE FACEBOOK
Alisha ChaseBethany Hall
David MullikinJoshua Reilly
Anita StampsSiena Heights University – LDR 636
NuWave TwitterNuWave FacebookNuWave Website
BETHANY HALL
Established in 2006 by a father (Rick Paalman) and two sons (Kyle Paalman and Chad Paalman)
Michigan-based IT Company providing technology services and support throughout the greater Michigan area
NuWave Technology
BETHANY HALL
Named one of the Top-Performing SMB Channel Partners in the U.S. by Ingram Micro.
Ranks 245 of the top 500 SMB companies out of 20,000 entries.
Has experienced 141% growth between 6/2009 and 6/2012.
NuWave Technology
BETHANY HALL
NuWave Technology Clients
*This is just a sampling of the clients that use NuWave
Fiserv Liberty Mutual Insurance First Horizon National
Corporation First Data Heidelberg Shell West Corporation JP Morgan, Chase & Co. AARP
Big Brothers/Big Sisters Washington Federal
Savings Federal Aviation
Administration Office Max JC Penny Bank Serv Raymond James BP RBC
BETHANY HALL
Current president of company: Rick Paalman
Director of Operations: Chuck Elenbaas (8 months)
Managing Partners: Kyle Paalman (Services and Operations) and Chad Paalman (Sales and Marketing)
Five branch offices in MI, projects in development in Mexico and Africa
NuWave Technology
BETHANY HALL
According to Lourdes Martin-Rosa (2014), “Teaming has become very valuable for small business owners in government contracting because it opens up more opportunities and enables small business owners to qualify for larger contracts” (para 3).
NuWave is currently in partnership with CISCO information technology
Teaming and Opportunity
BETHANY HALL
Performed with Chad Paalman and Chuck Elenbaas
Discussion of:◦ Teaming◦ Communication◦ Future of teaming within company
Interview
ANITA STAMPS
Surround the company with smart people
Hold interstate (global) online meetings
Coordinate office parties
Hold frequent department breakfasts
Supportive, talented employees make a difference with teaming
Focus on passion
NuWave Team Building
ANITA STAMPS
“Enthusiasm from a leader enables people to sustain themselves through demanding times” (para 11)
Shouldn’t be underestimated
Hard to be successful when not passionate
Passion for Work
ANITA STAMPS
Effective coaching/leading◦ According to Mackin (2012): “A launching team
needs a coach who is very present, provides advice and guidance and encourages and nurtures the team’s independence” (para 5).
Discipline◦ Mackin (2012) also comments: “Team-based
environments believe that workers – as adults – are all capable of disciplining themselves once they buy into the values, long-term goals, performance standards and methods of a high performance environment” (para 7).
Tools to build a team
ANITA STAMPS
“Teaming is very different from the idea of building a high-performance team to fit a known task. It is dynamic; learning and execution occur simultaneously. ‘Teaming is the engine of organizational learning,’ says Edmondson” (para 7).
Importance of Teaming
Starvish, M. (2012 Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html
ANITA STAMPS
Benefits of Teaming in Organizations
Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html(para 2-6)
Greater experience◦ Individual experiences
and accomplishments◦ Adds depth to ideas◦ Wide assortments of
skills Idea Flow
◦ Each team member provides input
◦ Able to share ideas◦ Relieves pressure
Efficiency◦ Concentrate on own
expertise while experiencing support from other team members
Project centralization◦ One area for the project
management Virtual ability
◦ Allows for quicker communications (i.e. bouncing ideas off team members)
ANITA STAMPS
“Closeness and intimacy”
“It is not about technology, it is about people.”
Relationships with clients require privacy and trust
Treat employees as valued and respected team members
All employees have passion for what they do
Team Building Atmosphere
Types of Teams at NuWave
Ongoing & Self-Directed◦ When given a task, run
with it
Informal◦ Assign one person, who
may need help◦ Collaborative teams
Formal◦ Specific objectives
IMAGE FROM NUWAVE FACEBOOK PAGE JOSHUA REILLY
JOSHUA REILLY
According to Jeff Colvin (2012) these are the characteristics that self-managing teams maintain:◦ Hierarchy is based entirely on competence◦ Goals are clear◦ Values are shared
Self-managing Teams
JOSHUA REILLY
According to Jagg Xaxx (n.d.) informal teams have the following qualities:◦ Little to no hierarchal structure◦ Less planned and predetermined than formal◦ Roles played by members ‘as-needed’◦ More likely to come and go (para 2-6)
Informal Teams
JOSHUA REILLY
According to Stacey Roberts (n.d.), “Formal teams…are equipped with financial and physical resources, together with the appropriate amount of authority to carry out their roles. The principal role of formal teams is to further the aims and objectives of the organization as established in the mission statement and policy statement” (para 1).
Formal Teams
ALISHA CHASE
Commonly used tools (email, face to face, web-cams, video presentations)
Blog site as method to communicate internally and externally
Preferred method: Face to face
Dislike email◦ Believe to be detrimental to teams◦ Often misused
Methods of Communication
ALISHA CHASE
Technology can be both a blessing and a curse
In regard to virtual teaming, according to Joseph Grenny (2010), “unless leaders invest in communication skill building, to make their teams work more effectively, they’ll continue to undercut the potentional” (pg 20).
Communication and Teaming
ALISHA CHASE
According to an article by Carmen Nobel (2012), “Having communication that goes bottom-up is just as important as having communication that goes top-down” (para 4).
Without effective communication, organizations can and will fail.
Without leadership and training, teams may not communicate effectively
Communication in Organizations
DAVID MULLIKIN
Interstate communications Depth of management Training on teaming-no one is an island Work more at building relationships
continuously Keeping passion as the focus and not
competition Continue to build on and communicate
individual and team achievements
Weaknesses
DAVID MULLIKIN
Leadership constantly researching for new technology
Encourage talent and creativity amongst employees
Post information as learned – keeps employees empowered and informed
Sharing information resolves issues and grows partnerships
Keeping Up With Changes
DAVID MULLIKIN
Risks are a part of every business – especially with talent and creativity.
Ed Catmull (2013) says, “executives have to resist our natural tendency to avoid or minimize risks” (pg 4).
Ed Catmull (2013) also believe getting talented people to work together requires:◦ Trust and respect from management◦ Construct an environment that nurtures relationships and
allows creativity to be unleashed (pg 4)
Encouraging Talent/Creativity
DAVID MULLIKIN
Deepening our management team IT experts with Strong people skills Relational leaders for teaming Researchers and developers People with a passion for IT
Looking for New Talent
DAVID MULLIKIN
Teaming Process Changes◦ Need another sales leader to expand and grow◦ More depth in management
Going Global?◦ Not brick and mortar◦ National growth still needed◦ Virtual expansion only (if explored)
Future of NuWave
DAVID MULLIKIN
According to JC Heinen (2013), “Building international teams will give an organization a increased level of agility to more effectively meet the needs of their clients. An added advantage to global teams is the access to diverse view points and perspectives which creates a heightened awareness that encourages innovation” (para 2).
Teaming and Going Global
Catmull, Ed. (2008 Sept). How Pixar fosters collective creativity. Harvard Business Review. [PDF file]. Retrieved from: http://www.resourceful-humans.com/Documents/Catmull-CollectiveCreativity.pdf
Colvin, G. (2012, Dec 5). The art of the self-managing team. Forbes. Retrieved from: http://management.fortune.cnn.com/2012/12/05/self-managing-workers/
Field, C. (2004, April 15). Total leadership – How to build a great team. CIO. Retrieved from: http://www.cio.com/article/32236/Total_Leadership_How_to_Build_a_Great_Team?page=1&taxonomyId=3185
Grenny, J. (2010 May). Virtual teaming. Leadership Excellence. 27:5. 20. ProQuest Business Collection.
References
Heinen, JC. (2013, June 7). Workplace trends: Global teaming on the rise. Workplace Insights. Retrieved from: http://workplaceinsights.lhh.com/2013/06/07/workplace-trends-global-teaming-on-the-rise/
Mackin, D. (2012, March 29). Building a team that is great by choice. New Directions Consulting, Inc. Retrieved from: http://newdirectionsconsulting.com/4257/blog/teaming-in-the-workplace-building-a-team-that-is-great-by-choice/
Martin-Rosa. (2013, June 24). Why teaming can help your small business grow despite the sequester. Business 2 Community. Retrieved from: http://www.business2community.com/small-business/why-teaming-can-help-your-small-business-grow-despite-the-sequester-0532620
Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html
References
Nobel, C. (2012, July 23). The power of conversational leadership. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/6876.html
Roberts, Stacey. (n.d.). Definition of a formal group in the workplace. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/definition-formal-group-workplace-16589.html
Starvish, M. (2012, Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html
Xaxx, J. (n.d.). Difference in teamwork process in formal & informal settings. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/difference-teamwork-process-formal-informal-settings-24400.html
References