Thank You for Being Here What can you expect from today? Some - - PowerPoint PPT Presentation

Thank You for Being Here

What can you expect from today?

Some Industry Insights

Six characteristics of the New Learning Organisation: Clarity and Purpose, a complete People Experience, Thriving Environment, Agile Learning Space, Ongoing Connection and Collaboration, Intelligent Decision Making & Prioritization’ The organization is treated as a living system that works together to adapt to emerging technology and the changing workforce to deliver success A Learning Organisation is a group of people working together collectively to enhance their capabilities to create results the really care about ‘For big companies to change, we need to stop thinking like mechanics and to start acting like gardeners’

CIPD Peter Senge, the Fifth Discipline

Introductions to our Coaches

View coach profiles on www.smurfitteamcoaches.ie

Please Breakout into four Groups

Munster Eileen and Colm Connaught Aileen & Barry Ulster Sean and Susan Leinster David & Isolde

Mid-Point Check-In

Munster Eileen and Colm Connaught Aileen & Barry Ulster Sean and Susan Leinster David & Isolde

End of Activity Check-In

Munster Eileen and Colm Connaught Aileen & Barry Ulster Sean and Susan Leinster David & Isolde

Welcome Back!

So, what happened there?

Munster Eileen and Colm Connaught Aileen & Barry Ulster Sean and Susan Leinster David & Isolde

Insights from our Interns

The typical dynamics of the organisation system

Often reported as... Often experiencing... React by... Best when.. Senior Management 'Tops' mode Out of touch, inaccessible, unrealistic Burdened; loneliness, lack of control Take control; micro-manage, create silos, shoulder more responsibility Creating responsibility throughout the

• rganisation
• Communicate direction & purpose

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Develop, support & encourage

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Hold others accountable

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Integration & share with peers Middle Management 'Middles' mode Well intentioned but ineffective; busy fools, indecisive Torn; responsibility without authority; frantic; self-doubt Get busier; rush around; fix things; take sides with tops or bottoms; take care of everyone except self Maintaining independence of thought & action

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be Top, when possible

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Push back, when appropriate

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Integrate with peers

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Coach others

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Drive the system; not have it drive you Workers / Professionals 'Bottoms' mode Awkward employee; rebellious, stroppy; demanding 'Done to' by 'them’; boredom; no clarity; unsupported; unrecognised Blame 'Them’; Play victim; unionise; mess around; check

• ut

Take responsibility for own situation & for

• rganisation

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avoid blaming

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Keep asking for what you need (even when it's not forthcoming)

What is a High Performing Team?

A group that meets all the conditions of real teams and are also committed to one another’s personal growth and success.

• 1. Exceptional performance
• 2. High level of enthusiasm and energy
• 3. Personal commitment to go extra mile
• 4. Great stories of ‘galvanizing events’
• 5. More fun and humour than ordinary team

What is Team Effectiveness?

Effectiveness?

1.The task output meets or exceeds the needs of the team’s client(s) 2.The team becomes an increasingly capable performing unit over time 2.Members' personal learning and growth are fostered by their experiences in the team

THE ESSENTIALS THE ENABLERS Compelling Purpose Right People Sound Structure Supportive Context Team Coaching

TEAM LEADERSHIP

Conditions for Team Effectiveness

Real Team

THE ENABLERS Compelling Purpose Make sure the ends specified are:

• Clear, meaning the members know what achieving the purpose would look like
• Challenging, means that it can be achieved but will require a stretch
• Consequential, it has meaningful impact on the lives and work of others

Right People All members have both task and teamwork skills, and adequate diversity -- a good mix of perspectives and capabilities needed for the work

The Essentials

Real Team Typical characteristics

• Bounded, it is clear who is in and not in the team
• Interdependent, the work requires a level of interaction and resource sharing between members
• Stable, members stay together long enough to understand how to work together.

THE ENABLERS Supportive Context Means the organization’s structure and systems promote teamwork, this includes:

• Rewards and Recognition, means the organization pays for and celebrates team performance
• Information and data is made available for the team to perform their function
• Education and Consultation is available to support the team when they encounter novel problems
• Material Resources are made readily available so the team has access to meeting spaces, IT, time etc.

Team Coaching The team have access to a coach (either from within the team or external consultant) who can be made available to the team as needed and knows when and how to intervene.

The Enablers

Sound Structure This has three elements:

• Task Design, the team performs work that makes sense to be done by a team and allows members to use their

judgement and experience to complete it.

• Team Size, big enough to have sufficient resources and small enough to coordinate effectively
• Team Norms, clear ground rules for how members are expected to work together

Thank You

PLEASE SHARE ANY FEEDBACK YOU HAVE WITH US WE WILL SEND A SURVEY FOR YOUR INPUT WE WOULD LOVE TO STAY CONNECTED…WWW.SMURFITTEAMCOACHES.IE