TeamView 3603435 Ocean Park Boulevard Suite 214

Santa Monica, CA 90405

310-452-5130

www.envisialearning.com

High Performing Teams Are Built

High Performing Team don’t just happen

Personal effectiveness does not equate to team effectiveness

Session Objectives

Determine the personal and team value for self and team evaluationUnderstand the TeamView 360°Performance FactorsAnalyze the TeamView 360° resultsDefine our strengths and improve areasDevelop personal and team effectiveness plans for higher performance

What should be dealt with by the teamKey mechanisms of team workingWhat has to be dealt with by a new teamThe roles of individualsOptimisation of strengths

Team Orientation

Communication ... effective meetingsCommitment to agreed aims and objectivesShared prioritiesHelp and support each otherShared time discipline

Elements of Effective Teams

There are three basic types of team in an organisation:The organizational work team (functional)The process / program team (cross functional)The improvement project team (functional or cross functional)

Business Teams

A work team comprises a leader and his/her direct reports:

Each work team is a specific business team with a role in the organisation

Work Teams

For effective teamwork you need

As few levels as possible from top to bottomSpans of control between 4 & 20 people (depending on work complexity)As much integration of tasks as possible Work team ownership of their output and a focus on customer satisfactionClear roles for each person and each teamFlexibility to participate in cross functional teams

Work Teams

Cross functional teams are often needed for new initiatives such as:The design, development, production and launch of a new product or serviceThe development / delivery of a new information technology strategyThe definition / re-design of a key business processThey have a specific focus, terms of reference, and are usually temporary

Process/Program Teams

Quality improvement projects (QIP’s) are vital to achieving total quality.They can be at any level and either functional or cross functional.The use of structured problem solving is essential to:

solve the right problem identify root causesseek the best solutionimplement and monitor the results

QIP's are also temporary

Process Improvement Teams

SELF

PROBLEM SOLVINGPLANNING

CONTROLLINGMANAGING SELF

MANAGING RELATIONSHIPSLEADING

COMMUNICATINGTEAM

MEMBERS

TeamView 360°

Performance Indicators or Behaviors

Do you think you can improve these behaviors?What is the value to you personally and professionally to master these behaviors?

Do you believe that there are adverse consequences to not improving some of these behaviors?

If so, what are they?

Are you open to feedback and are you willing to actively pursue your own personal and team development?

Factoid

Do you believe this?Why?Why not?

78% of all management firings are the direct result of a lack of interpersonal

skills rather than a lack of knowledge of their job.

Defining Our High Performance

Do we want to be known as a high performing team?Why?What do we need to do to make that happen?

Team View 360° Competencies

Planning Problem SolvingControllingSelf ManagementManaging RelationshipsLeadingCommunicating

Problem Solving

Recognizing trendsGenerating new ideasEvaluating and acting on new ideas

Planning

Planning for the futureAdapting to change

Controlling

Organizing and orchestrating eventsMonitoring and controlling performanceMeeting schedules and deadlinesProducing high quality workMaintaining high productivityMeeting commitments

Managing Self

Handling pressureCoping with one’s own frustrationDeveloping one’s own capabilitiesResponding to feedback from others

Managing Relationships

Initiating relationships with othersCooperating with othersSizing up peopleMaintaining relationshipsResolving conflictsResponding to others’ needs

Leading

Delegating responsibilityFacilitating meetingMotivating and inspiring othersDeveloping other peopleGiving recognition to others

Communicating

Articulating ideas and informationListening to othersKeeping other people informedCommunicating expectations

Understanding TeamView 360° Results

Superior Across the Board – All of the person’s self ratings fall above others. The person sees himself / herself as more effective in all respects than other people view themselves.

Inferior Across the Board – This pattern is the reverse of the previous one. All of the person’s scores fall below others. In all respects of performance, the person sees himself / herself as less effective than others see themselves.

Strong in some areas, weak in others – This profile is the most common. This person rates his or her performance more highly inseveral categories than other people rates themselves, but lower in other categories than other people rate themselves, on the average.

TeamView 360° Individual Feedback

Most/Least Effective Behaviours

TeamView 360° Team Feedback

Most/Least Effective Team Behaviours

Building a Team Effectiveness Plan

What do you plan to do differently in the job to improve and become a high performance team?

Short term plansdaily/weekly

Long term plansthis year and beyond

What barriers might prevent you from following through with your plans?

Building a Team Effectiveness PlanWhat resources/support do you need to change

the perceptions of your team?

How can your team emphasize these behaviors?

What kinds of situations give your team the opportunity to demonstrate these strengths?

“We are what we repeatedly do.”

Aristotle

Conscious Conscious IncompetenceIncompetence

Conscious Conscious CompetenceCompetence

Unconscious Unconscious IncompetenceIncompetence

Unconscious Unconscious CompetenceCompetence

Talent Accelerator Behavior Change Model

Feedback from

TeamView360

Talent Accelerator

and Coaching

Educates: Talent Accelerator resource library provides a comprehensive source of over 2,500 readings, websites, media, and suggestions to facilitate your development.Monitors: Talent Accelerator provides you and your coach and/or manager to track and monitor your development plan progress.Coaches: Facilitates requesting and receiving feedback. Talent Accelerator sends an email to the individual’s coach and/or manager about development plan progress and they can communicate back to the user through Coach Accelerator with targeted feedback and support based on the most recent progress update. Promotes Insight: Talent Accelerator provides an opportunity for participants to maintain a personal journal to reflect on their reactions and feelings about his/her developmental journey.Teaches: Our development “wizard” will walk you through your assessment report and provide a structured way to allowing you to focus on those competencies that are most important.Reminds: Talent Accelerator allows you to select how often you want the system to send you reminders about due dates on your development plan.

Components of Talent Accelerator

Translating Awareness into Behavior Change

Enlighten

Encourage

Enable

Enlighten: Provide an electronic version of the assessment to help employees review and understand his/her feedback report

Encourage: Provide a structured process to review the feedback report, ask reflective questions to increasing motivation to want to change behavior and to identify one or more areas to focus developmental efforts

Enable: Through the use of monthly reminders and a comprehensive competency resource library, users are able to track and monitor progress on his/her developmental action plans online

Users are sent an email with a unique username/password to allow access to Talent AcceleratorAccess to Talent Accelerator is for a 12-month periodUpon log in users will have an electronic copy of his/her assessment report and begin to use the development “wizard” to identify one or more competency areas to focus on those behaviors that are most importantAt any time users can access the Competency Resource Library to find readings, articles, websites, developmental suggestions, media, blogs, podcasts and other resources targeted to the specific developmental areas of interestOnce the developmental action plans are finalized, users can go in Talent Accelerator and update progress and set new goals

Talent Accelerator Process

Login to the Talent Accelerator

Selecting Development Areas

Competency Based Resource Library

Creating Your Development Plan

Monitoring Your Development Plan

“Change before you have to.”

Jack Welch