TeamView 360 3435 Ocean Park Boulevard Suite 214 Santa Monica, CA - - PowerPoint PPT Presentation

TeamView 360

3435 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 evaluation

Understand the TeamView 360°

Performance Factors

Analyze the TeamView 360° results Define our strengths and improve areas Develop personal and team effectiveness

plans for higher performance

What should be dealt with by the

team

Key mechanisms of team working What has to be dealt with by a new

team

The roles of individuals Optimisation of strengths

Team Orientation

Communication ... effective

meetings

Commitment to agreed aims and

• bjectives

Shared priorities Help and support each other Shared 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

• rganisation

Work Teams

For effective teamwork you need

As few levels as possible from top to bottom Spans 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 satisfaction

Clear roles for each person and each team Flexibility 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 service

The development / delivery of a new

information technology strategy

The definition / re-design of a key

business process

They 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

• r cross functional.

The use of structured problem solving is

essential to:

solve the right problem

• identify root causes
• seek the best solution
• implement and monitor the results

QIP's are also temporary

Process Improvement Teams

SELF PROBLEM SOLVI NG PLANNI NG CONTROLLI NG MANAGI NG SELF MANAGI NG RELATI ONSHI PS LEADI NG COMMUNI CATI NG TEAM 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 Solving Controlling Self Management Managing Relationships Leading Communicating

Problem Solving

Recognizing trends Generating new ideas Evaluating and acting on new ideas

Planning

Planning for the future Adapting to change

Controlling

Organizing and orchestrating events Monitoring and controlling performance Meeting schedules and deadlines Producing high quality work Maintaining high productivity Meeting commitments

Managing Self

Handling pressure Coping with one’s own frustration Developing one’s own capabilities Responding to feedback from others

Managing Relationships

Initiating relationships with others Cooperating with others Sizing up people Maintaining relationships Resolving conflicts Responding to others’ needs

Leading

Delegating responsibility Facilitating meeting Motivating and inspiring others Developing other people Giving recognition to others

Communicating

Articulating ideas and information Listening to others Keeping other people informed Communicating expectations

Understanding TeamView 360° Results

• Superior Across the Board – All of the person’s self ratings fall above
• thers. 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
• ne. All of the person’s scores fall below others. In all respects of

performance, the person sees himself / herself as less effective than

• thers see themselves.
• Strong in some areas, weak in others – This profile is the most
• common. This person rates his or her performance more highly in

several categories than other people rates themselves, but lower in

• ther 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 plans

daily/weekly

Long term plans

this year and beyond

What barriers might prevent you from

following through with your plans?

Building a Team Effectiveness Plan

What 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 Incompetence Incompetence Conscious Conscious Competence Competence Unconscious Unconscious Incompetence Incompetence Unconscious Unconscious Competence Competence

Talent Accelerator Behavior Change Model

Feedback from TeamView 360 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

• nline

Users are sent an email with a unique

username/password to allow access to Talent Accelerator

Access to Talent Accelerator is for a 12-month period Upon 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 important

At any time users can access the Competency

Resource Library to find readings, articles, websites, developmental suggestions, media, blogs, podcasts and

• ther resources targeted to the specific developmental

areas of interest

Once 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