Make Teamwork Happen

Remember, whatever issue you are working on, the boss doesn’t have all the answers.  The boss can (and often does) identify the issues, assign priorities, direct tasks, measure progress, etc.  But the boss doesn’t do the work.  You do.  And who knows best how the work should be done?  You do.  So why not get your input in the process?  Working as a team, you will have higher quality and a greater stake in successfully carrying out the decision.

A funny thing happens when the boss suddenly wants input.  The team freaks.  Employees wonder why the boss isn’t telling them what to do – like the boss usually does.  At first, team members either welcome or resist the idea.  Many will watch the boss to see what happens with their ideas.  Will the boss smile?  Grimace?  Favor one person over another?  Over the long term, will the boss accept the team decisions?  The team will watch the boss carefully to see how committed hr or she is to the team concept.

Beware of the “rock phenomenon” where the boss asks the team for a “rock” and they bring back a different rock.  So the boss says “wrong rock” and tells the team to search for another rock – with little or no guidance.

To avoid the “rock phenomenon,” the boss should take time to explain the reasons for asking for input, any parameters or constraints, as well as how the decision will be made.  Is the boss simply getting team input and then making the final decision?  Or is the team aiming for consensus where the boss is but one voice and the team agrees to live with and support the decision?  The key to a consensus decision is that anyone on the team (including the boss) has an opportunity to voice their opinion. 

Keep in mind that if the team cannot come to a consensus, then the decision will fall back to the boss (or a majority vote).  So don’t worry, the boss still has input and if push comes to shove, the final say.  Over time, the team will trust that their ideas are truly valued and are important to achieving a team consensus.

Recognize that it takes a lot of guts for a boss to open up and ask for input.  The boss may not like what’s said and may feel compelled to justify each comment.  And the team may feel uncomfortable being open and honest.  So watch out for the “dashboard dog” effect where everyone on the team just repeats what they think the boss wants to hear.  The best thing a boss can do is sit back and actively listen.  Try not to judge and evaluate what’s been said.  Then add your idea as one among all the others.  Challenge others to discuss the issues openly.  And don’t punish them for speaking up.

Question:  How does your boss handle input from your team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

So you have decided to have a staff meeting involving all your CSRs.  Rather than corralling them into a room and talking at them, spend a few moments planning a team-based staff meeting:

Know Thy Purpose.  What do you want to accomplish during your staff meeting?  Typically, these meetings communicate information from management, assign or clarify tasks, assess team progress, share information, prevent or solve problems, make decisions and build the team.  Have a clear picture of what you want to accomplish before committing your team’s valuable time.

Prepare an Agenda.  Staff meetings are prone to be informal chit chats that quickly degenerate into problem solving between just a few people.  Ask your CSRs what topics they want to cover in the meeting.  You may even want to ask the suggester to lead the discussion!  After you have collected all the topics (including your own), prepare an agenda specifying the topic, leader, and expected time frame.  Be realistic with your time estimates…teams usually take more time than you think!

Keep Time.  Use a timekeeper to help keep everyone on schedule.  The timekeeper alerts the team when time is running out (i.e., five, two and one minute to go).  When time is up, renegotiate the agenda, put the discussion on the next week’s agenda or drop it.  By all means, if you finish a topic early, move on!  Everybody likes to end a meeting earlier than expected.

Don’t Dominate.  As the supervisor, limit your “airtime” to 50 percent (or lower).  Recognize that some information must be formally communicated, provide further detail in handouts or “location pointers” such as a website, HR’s office etc.  If possible, hand out pertinent information about the topics prior to the meeting. 

Manage Participation.  Encourage input from all CSRs.  A good way to set the tone for participation is to start your meeting with an “icebreaker.”  Ask a simple question, such as “What’s one new thing you learned this week?” or “What do you like best about working together?”  Ask people for their opinions, thoughts, and comments.

Follow Up.  At the end of each meeting, close with a brief summary of assignments and due dates.  Ensure that taskings and key decisions are recorded and reviewed at the next staff meeting.

Question:  When do plan to schedule a team-based staff meeting?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

You have piles of papers on your desk that report all kinds of operational data: time to answer, duration of call, cost per customer, abandonment rate, IVR first response, etc.  With call center technology counting each click, we generate more data than we need or could ever use.  However, each piece of information is part of the bigger puzzle created to help manage your CSR team better.  Right?

Well, maybe!  If you shared all that information with your team, their heads would spin and you would have a major revolution on your hands!  Instead, sift through the data and pull out the vital few metrics that tell you the most about what’s going on in the call center.  Make sure you have a healthy balance between operational data, financial data, service quality, customer satisfaction as well as employee satisfaction.  (Don’t worry if you don’t have a “balanced” set of metrics … just look at it as an opportunity to improve!)

Draw Pictures.  Prepare some simple trend charts of the data from the past week, month, quarter, or year depending on how often the data is collected.  Show not only the trend, but also draw a line to show the industry average and another line to show the company’s goal for that particular metric.  I also like to put an arrow up or down to show the desired direction – either up or down.  Chances are they have probably seen the data before – usually on a spreadsheet with a bunch of other information.  A picture says a thousand words, and everyone will be able to quickly tell how they are doing.

Open Up.  Share these trend charts with your team.  Tell them why you think they are important and how you gauge the success of your team.  Let them ask questions and discover why the trends were favorable (or not).  Let them wrestle with the same issues you wrestle with.  Often times, one metric affects another and triggers a robust discussion about the contextual issues that affect metrics – issues that you may not even be aware of.

Work Together.  If there is a problem, let the team discuss what occurred and how to prevent it from happening again.  Rather than you “telling” them what happened and how to fix it, let the team develop their own understanding of the situation and take ownership of how to implement their solution.

Validate the Measures.  Through this discussion you may discover that some measures might be “better” than others – they tell the “story” better.  Or maybe your measures aren’t balanced and only tell part of the story.  Make sure you have the best measures to help guide your team because you know the old adage: “What gets measured, gets done!”

Review Frequently.  Every other staff meeting take a fresh look at your measures and check out the trends.  Some teams even like to post the charts on the wall so the team can track progress – especially if there’s a payoff to hitting goal!

Question:  Are you using your team metrics effectively?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Do you believe there is strength in numbers?  Teams are based on the notion that two heads are better than one.

I agree, most of the time.  But when it comes to team-based negotiations, you need more skill than asking a couple of people to represent the organization’s best interests at the negotiating table.

To ensure smooth team negotiations:

Clarify Roles.  “Considering each team member often plays multiple roles in a negotiation, be clear about who does what during the planning and actual negotiation,” says Tom Wood, a negotiation expert with Watershed Associates.  “Each player has a specific purpose, which means each player prepares in advance for that purpose” (see below). 

Strategize.  Make sure all team members understand which strategy will be used in a particular negotiation and how their respective roles will play out using that strategy.

Stakeholder Input.   Identify stakeholders early on and get their input and commitment.  For example, if a purchasing manager is participating in the negotiations where a new supplier will be selected to replace one of the operation department’s most strategic suppliers, the operations manager should be involved in the process from the beginning.

Train ‘Em Up.  Every member should be trained in the negotiation process.  Make sure each person understands how the team handles each aspect of a negotiation ( i.e., caucuses, concessions, first offers, etc.).

Don’t Be Goofy.  “You absolutely must invest time to train them in their physical behavior ( i.e., facial expressions, reactions, etc. and pre-establish a communications protocol,” says James E. Hart, formerly vice president of finance and procurement, Rockwell Automation.  “There is nothing worse than a big grin by a member of your team when the supplier makes a concession or a frantic note is pushed across the table,” adds Hart.  “Good negotiation teams see and work those obvious weaknesses.”

Script It Out.  Rockwell has their teams script potential conversations to assure that the right person will deliver the right message.

Manage Airtime.  Team negotiating is much more time intensive.  The greater number of people, the more time spent on clarification, probing, disagreements, and making sure all voices are heard.

Speak with One Voice.  With more people involved, more opportunities exist for error.  “One-on-one negotiation means each side is represented by only one personality, thus able to create only one impression,” says Wood.  “With a team, even though the members are taught to speak with ‘one voice’ throughout, multiple personalities are representing the company, thus creating varied impressions accordingly.”

Make Decisions.  Establish a hierarchy of decision making within the team (i.e.,  majority vote, command decision, unanimous, consensus) and always have a fallback position.

Team negotiations require more skill than one-on-one negotiations. 

Team Negotiation Roles

By Tom Wood, Watershed Associates

Team Leader.  Responsible for providing team guidance and leadership, yet not necessarily present during the actual negotiations.

Lead Negotiator.  The face-to-face lead person heading the negotiation, who must be shown the utmost respect before, during, and after the meeting.

Back-Up Negotiator.  Prearranged for very strategic negotiations, where the loss of time due to sickness or emergency cannot be allowed.

Facilitator.  A process consultant or mediator used when relations can be weak or strained.  As a neutral, objective third party, the facilitator moves negotiations beyond an impasse.

Number Cruncher.  When negotiations require complex pricing/cost analysis (i.e., long-term contract), have the person who knows the numbers in the room.

Subject Matter Expert.  The person who has technical expertise in the product or service being negotiated.  Examples include engineers, product, or production managers.

Observer.  Any person present at the negotiation who isn’t speaking.  This role must be taken very seriously since the nature of observations is typically called upon and analyzed during the post-negotiating process.

Scribe.  For more protracted negotiations, someone documents the meeting in “minutes.”

Bad Cop.  In true win-win negotiations, the bad cop is rarely in the room.  Instead, someone alludes to the existence of a bad cop:  “I don’t think I could get this approved through legal.”

Question:  Are your team negotiations producing the results you desire?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Team negotiations require more skill than one-on-one negotiations.  Team-based negotiations can be more powerful if done correctly.  “When the right team is in place, all of the homework is done and team members are well versed on using ‘one voice’ throughout,” says Tom Wood, a negotiation expert with Watershed Associates. 

When conducting negotiations using a team approach, he suggests the following techniques to make sure your team uses one voice:

Follow Your Leader.  Lead negotiators carry the negotiations.  The negotiation is not a democracy, so whomever is assigned that position should make it clear that he or she is responsible for providing the “one voice” to the other party in full session.

Be Prepared.  Lead negotiators use well-prepared, rehearsed opening comments that help establish the tone of the meeting.  All team members know what, if anything, they are allowed to say in full session.

Introductions, Anyone?  The team leader should start off by introducing the negotiation team members.  Remember, you’re building rapport, so take a comfortable amount of time to kick the meeting off appropriately.  Let people on both sides of the negotiation get to know each other and start building a level of trust with each other.

Listen ‘til It Hurts.  Everyone should be listening and observing everything when not speaking.  Be prepared to share your observations with the negotiation team when in caucus.

Take a Time Out.  If there is something that needs to be discussed privately, any team member can call a “caucus” to discuss the issue in a separate room.  Caucus frequently; it’s a sign of preparedness, strength, confidence, and teamwork.  After all, two (or more) heads are better than one!

Routinely Recap.  Continually summarize which points have been agreed upon, what next steps need to be taken, and what deadlines need to be met.

Follow Up.  Every negotiation should conclude with a letter, fax, or email summary of the agreements, next steps, and deadlines.

Question:  Do you need to hone your negotiation skills?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Reality TV is a voyeuristic view of teamwork.  The producers take willing subjects, throw them together with a simple premise, and let the fireworks begin.  Each segment is a fascinating case study on team dynamics where we have the opportunity to see the good, the bad, and the ugly.

My favorite show this season is “The Celebrity Apprentice,” a multiple-week contest where sixteen celebrities vie to be the winner for a large donation to the charity of their choice.  Each week, Trump gives the team(s) a task.  The teams are then evaluated and one member is “fired” with the last person winning the crown. 

So far there are several lessons to be learned:

Be Clear.  Trump is explicit about his expectations.  Each week he provides a “dossier” or team charter with a clear objective and some guidance.  One week, the objective was to “set up a bridal gown store and sell as many dresses as possible in a certain number of hours.”  The team who makes the most money “wins” and someone from the “losing” team will be sent home.  It’s an intriguing microcosm for Donald and his advisors to evaluate the celebrities’ business acumen, team skills, and competitiveness.

Be Timely.  After each task is completed, Trump immediately assembles the teams and evaluates the results.  The teams know instantaneously how they did, where they stand, and what he thinks of their performance.  (Note to all team leaders: he didn’t send them an email; he gave the good and bad news face to face.)

Be Decisive.  Donald Trump is known for being able to make decisions swiftly.  After gathering input from his advisors, he alone makes the decision as to who will be fired. 

Align with the Culture.  Given the fact that Trump is decisive, direct, and results-oriented, it is challenging to operate with a different approach, especially when you’re in a television fishbowl.  For example, within the Trump Organization, it is better to make the wrong decision than to be wishy-washy.  It is better to be direct and objectively state your case than to assume your actions will speak for you.

Question:  Would Donald Trump hire you?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Have you ever had one of your teammates complain about the same thing over and over again to the point that you could predict what they were going to say?  It may even seem as though they just want to complain and are not interested in the solution.  Steven Gaffney, a communications consultant in Arlington, VA asserts they are “stuck in a pothole of complaining and don’t know how to get out.”

When team members complain to us, we usually assume they want our help and our suggestions.  We think we know what they really want and readily provide our thoughtful comments and feedback.  Unfortunately, we often incorrectly diagnose the complaint by treating the symptoms and not the root causes.  Rarely is the moaning and groaning about the real issue that needs to be dealt with!  For example, someone who complains about traffic may really want flexible work hours; someone who complains about their bills may want a pay raise or bonus.  We usually fail as mind readers and the problem will go unresolved.

Gaffney suggests a few simple techniques to lift them out of their rut of complaint:

Intently Listen.  Gaffney believes that the main reason why complaining continues is that your teammate doesn’t feel like he is being heard.  When someone complains, listen not only with your ears, but with your eyes and heart.  Take in the nonverbals, the tone, pace, and feeling of what the other person is saying.  Then reflect the words and the emotions by saying something like, “I understand you are upset/stressed/annoyed at….”  By paraphrasing their thoughts and emotions, the complainer will feel heard.

No Buts.  Avoid saying something like, “I understand you are upset BUT….”  The “but” makes someone feel invalidated and is the same as saying, “Don’t get upset” or “Don’t worry.”  When we tell others “not to feel” a certain way, we only make them more emotional.  However, the more we acknowledge the other person’s emotions, the more likely they will feel they have been heard and the emotions will be diffused and dissipate.

Facilitate Solutions.  Change the conversation from problem-finding to solution-searching.  Ask her questions such as, “What do you think we should do about it?” or “What would you like done” or “How can we resolve this?”  By asking and finding out what people really want, we can quickly eliminate the complaining and move to a much more positive conversation.

No Excuses.  When people say “I don’t know,” Gaffney says “it is usually code language for ‘I am afraid to ask you.’  It is important to be patient.  This helps to set the tone and will condition the other person to realize that you are committed to helping them.”

Look for a Win-Win.  Brainstorm ideas to come up with a solution that resolves the complaint and is agreeable to all team members. 

Question:  How do you handle complainers on your team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Are you working too hard as a team leader? 

You are busy establishing goals, setting direction, leading your team; managing discussions and keeping folks on task while you must document all this teamwork!  It’s exhausting!

Relax, no need to hog all the work!  Try “sharing the wealth” in small pieces.  Ask yourself, “What function can I ask someone else to do that will help me and develop that person’s abilities?” 

Give team roles to others on the team:

Gatekeeper.  Make sure everyone has a chance to speak and that one person doesn’t hog all the airtime.

Timekeeper.  Have someone else accountable for helping the team start on time and end on time.  Ask them to give the team a warning before the end of each agenda item.  When the time is up, the team may decide to 1) move toward immediate closure of the discussion, 2) “park” the issue for another time or 3) renegotiate the timetable and continue the discussion (but at least you won’t be trapped and unable to escape!)

Scribe. Rather than taking notes on a yellow legal pad, ask someone on the team to keep the team’s “minutes” to remind the team of past agreements and future work.

Recorder.  Ask another person (or if on a small team, ask the scribe) to record people’s ideas on an easel chart for all to see.  When people’s ideas are recorded, they feel as if they have been heard.  Also, by posting the comments, you don’t have to keep repeating the same points.

Spokesperson.  Whenever the team needs to report out, consider having someone else (or the entire team) report out key features.

If you are nervous about giving up some control, you might want to give the team member some “on the spot” coaching about how to perform their team role.  With a little bit of forethought and preparation, your team will be more involved and you won’t have to work so hard!

Question:  What roles can you delegate to your team members?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

One of my clients recently shared with me his frustration during an international conference call.  One of the key players joined the call an hour late!  When he wanted to reopen some of the issues that were already discussed and agreed upon, his fellow team members became audibly irritated.

One of them piped up and said, “We already covered that; I’ll brief you on the discussion at the end of this call.”  Rather abrupt, but it ended the latecomer’s desire to revisit each issue.

Question:  Do you stop the discussion and recap for a latecomer, “rewarding” him for his inconsiderate behavior?

The average manager spends between 50 to 70 percent of their time in meetings.  Most of it is just talk and not a whole lot of action.  Listen to the conversations.  Are they conversations for action, commentary, or sideline?

Rayona Sharpnack of the Institute for Women’s Leadership frames these different conversations in the context of a football game:

In the huddle the quarterback says something like, “Okay, drop back, pass protection, sprint out right, pass on two.”  He’s asking that the front line form a V-shape protective shield around him so that the other team doesn’t crush him.  He’s requesting that the two folks on the end go down the field, cut across it, and wait for him to throw them the ball.  In return, he’s promising that he’s going to drop back, kind of veer off to the right, and throw a pass to one of those two people. That is a conversation for action, a set of instructions, an agreement on how to proceed.

There are other conversations going on at the same time.  There are commentators in the press box saying “Well, there’s Jeff George, arguing with the coach again.  The last time he was in this situation….”  Nothing they say has any effect on the game at all.  But because of their position and stature within the football community, they are allowed to comment and people actually listen to them!

Then there are the bystanders, the people in the stands who are saying, “Gee, I really don’t like the quarterback.  He’s calling the wrong play.”  These folks don’t have a bit of influence on the game, but they certainly have an opinion.

The same thing happens in organizations.  People are having conversations for action.  They are attempting to move the organization into the future.  Others are commenting or kibitzing from the sidelines talking about what could, should, or would have happened.

Question:  How much time do you spend in meetings?  Are you having conversations for action?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com