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
Team Orientation � 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
Elements of Effective Teams � Communication ... effective meetings � Commitment to agreed aims and objectives � Shared priorities � Help and support each other � Shared time discipline
Business 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)
Work 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 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
Process/Program 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 Improvement 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 causes � seek the best solution � implement and monitor the results � � QIP's are also temporary
TeamView 360° SELF PROBLEM SOLVI NG PLANNI NG CONTROLLI NG MANAGI NG SELF MANAGI NG RELATI ONSHI PS LEADI NG COMMUNI CATI NG TEAM MEMBERS
Performance Indicators or Behaviors � Do you believe that there � Do you think you are adverse consequences can improve these to not improving some of behaviors? these behaviors? � What is the value to � If so, what are they? you personally and � Are you open to feedback professionally to and are you willing to actively pursue your own master these personal and team behaviors? development?
Factoid 78% of all management firings are the direct result of a lack of interpersonal skills rather than a lack of knowledge of their job. � Do you believe this? � Why? � Why not?
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 � 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 in several 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
Team Feedback TeamView 360°
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
Talent Accelerator Behavior Change Model Conscious Conscious Conscious Conscious Incompetence Competence Incompetence Competence Talent Feedback Accelerator from and TeamView Coaching 360 Unconscious Unconscious Unconscious Unconscious Incompetence Competence Incompetence Competence
Components of Talent Accelerator 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.
Translating Awareness into Behavior Change � Enlighten : Provide an electronic version of the assessment to help employees review and understand his/her feedback report � Encourage : Provide a structured Enable 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 Encourage focus developmental efforts � Enable : Through the use of monthly reminders and a comprehensive Enlighten competency resource library, users are able to track and monitor progress on his/her developmental action plans online
Talent Accelerator Process � 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 other 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
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
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