Make Teamwork Happen

As my kids were devouring Harry Potter books, I was devouring Frank Pacetta’s book, Stop Whining–and Start Winning.  Frank is committed to making the workplace a great place to work, versus being “ho-hum.”  Are you just going through the motions in a ho-hum world?  Or, are you and your teammates making it a great place to work?  Do you say, “What a great place to work?” Do you hear it said around you?  Find out why not.  It’s the first major step to eradicating ho-hum.

Frank suggests that great teams:

Are Sincerely Passionate about People. Genuinely care about your team mates – their health and well-being.  Forge a bond with them by discovering who they really are and what makes them tick.  Get past the superficial “howzitgoing?” 

Keep Promises.  Do what you say you are going to do.  And if you find out you can’t, tell each other as soon as humanly possible.  Making promises and keeping them is a demonstration of your sincerity.  It builds trust.  Breaking promises is a trust-buster.

Don’t Lie.  Even little white lies.  No half truths, sugar-coated bad news, or even worse, don’t say anything at all.

Stick to the Basics.  Don’t complicate things.  Identify your fundamental business purpose – what you do that pays the rent – and then do it faster, better, and more productively.

Cut Down Barriers. Trivial matters create an amazing amount of friction and drag.  Remove those obstacles that get in the way of doing your basic business.

Live the Vision.  Don’t just read it.  Act on it.  The analogy of test driving a new car fits perfectly.  Most of us are on our best behavior until we’re out of sight of the dealer’s lot and then we gun it.  Let’s see what this baby can do!

Keep Score.  How do you know if you’re winning or losing if you don’t keep score?  When you accomplish a goal, make sure everyone knows it.  And when you lose one, don’t keep it a secret.

Recognize Others.  People love to be loved, honored, and respected.  Don’t be stingy. By asking for teamwork and then neglecting to recognize those who comply, we signal that teamwork really isn’t all that important.

Have Fun.  There comes a time when the hardest working people need to kick back, laugh, and have a good time.  Celebrate success, turn on the tunes, crank up the volume.  Play a little.

Have Pride.  There’s no passion or high performance without pride.  What makes you proud to work here and be part of the team?  What did you do today to merit that pride?

Talk Teams.  If you talk about teams all the time, there’s a better chance that you might do it!

Communicate Incessantly.  Tell people both the good and the bad.  Tell them exactly what’s going on, why it’s happening, and what they (and you) need to succeed.  Don’t be afraid to ask for help.  Ask questions and demand answers.  And don’t hide behind technology – it’s perfect for avoiding conflict (which only postpones the conflict and makes it worse).

Pull Your Fair Share.  All members of a team must be fairly tasked, given the assignment and business situation.  Resentment and deep frustration are guaranteed if one team member clocks up a disproportionate share of the team’s business while the others are allowed to coast.

Don’t settle for ho-hum.  Rev up that engine and make it a great team and place to work!

The Secrets to Successful Teamwork:  Trust and Accountability
Article by Rhonda R. Savage, Reliable Plant Magazine, 9/2009

Question:  Is your workplace a great place to work or is it ho hum?

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

Have you ever noticed how the team takes on the personality of the team leader?  If the team lead is stressed, the team is stressed.  If the leader is easy-going, the team tends to be easy-going.  Politically correct?  The team is politically correct.  Rigid?  The team will tend to be rigid, etc.

Think about a team you are currently involved with.  How would you describe the team?  Now describe the team leader.  Do you see any difference?  Probably not – unless the team has mature team skills to transcend the effects of one person or the team was inherited from a different team leader.

This mirroring phenomenon starts with the very first interactions with the team leader.  For example, if the team leader demonstrates in both words and actions that his primary focus is on the task, then the team will also focus on the task.  If the team leader deeply cares about the people on the team, the team will be more relationship-oriented.  Or if the leader is obsessed about process, the team will obsess about process as well.  A well balanced team leader focuses evenly on task, process, and relationships so that team members can easily “follow” by actively participating.

One of my clients asked me how to “get around” a marginally effective team leader.  Sorry to say, unless you have a mature team who can share the roles and responsibilities for team leadership, you simply cannot “get around” the leader.  Most teams are used to and need some kind of leadership to provide focus and guidance, ensure active participation, and build sustainable agreements.  If your team leader is not effective, look in the mirror.  Chances are you are not as effective as you could be either.  When you point your finger at the team leader, point the finger right back at yourself.  This is no longer a “team leader” problem, but a “team” problem and should be brought to the attention of the team, discussed, and new agreements made (ground rules) to encourage the team and leader to be more effective.

Question:  Are you an effective example for your team leader?

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

The idea of Work-Out started in 1989 as a way to push cultural change throughout General Electric.  Neutron Jack had just streamlined the workforce, but the work processes had not been redesigned well enough to acknowledge the difference.  So Jack (and a bunch of consultants) developed the Work-Out to literally “work” the bureaucracy, rework and otherwise stupid stuff out of the process.

The whole point of holding a Work-Out event is to maximize the number of high-quality ideas for change and to carve out a doable list of actions that will deliver fast results on the improvement opportunity.

So what makes a Work-Out unique?  First, the people who do the work define the issues and develop recommendations.  Then leadership makes the decision “on the spot” so that all involved with making the recommendations know the status.  Every recommendation has an implementation owner and a champion (a business manager who has the clout to make the approved recommendation a reality).  Finally, every approved recommendation has the highest level of commitment to action (in other words, leadership gets in front of the action versus “behind” or supporting the recommendation).  That means all obstacles are removed for swift action.  It’s all about easy fixes and quick successes in an environment ripe for reducing waste – not long, complex science projects!

The Work-Out consists of three phases:

Planning.  A small planning team defines the problem and issues, identifies the information needs and sources, identifies and prepares Work-Out session participants, identifies and prepares the leadership, and designs the session. Participants are selected for their particular expertise/information about the process, ability to influence the process and potential to implement solutions at all levels.

Work-Out Session.

• Work Out Introduction.  Brief participants on the business issues and opportunities, review the objectives and agenda for Work-Out, and introduce the overall Work-Out process.
• Small-Group Idea Generation.  Set up sessions to create an initial array of ideas and opportunities that can be further focused during the course of the session.
• Gallery of Ideas.  All the participants meet to prioritize and select ideas and opportunities for further work.
• Small-Group Recommendation Development.  Split up and turn initial high-level ideas and opportunities into specific recommendations with measures of success and accountable owners.
• Town Meeting.  Teams present the issue, root cause, recommendations for action and potential payoff to the leadership.  The leadership openly dialogues with the team and other participants about the viability of the idea, and asks for input from the managers who will be affected by the team’s recommendation, before making a “yes/no” decision on the spot.

Execution.  The next day, the implementation owners will meet with the Sponsor to discuss next steps including action planning, identifying key players/team and establishing disciplined oversight/periodic progress reviews.  Then it’s simply a matter holding people accountable for following the plan!

For more information about Work-Outs, get the book, “The GE Work-Out” by Dave Ulrich, Steve Kerr and Ron Ashkenas.  As the original consultants to GE, they describe the Work-Out process and give you enough information to help you sponsor a Work-Out – or scare you away!

Question:  Have you tried this process and what were your tangible results?

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

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

I was sitting in a hotel lobby when a waiter came over to take my order.  I noticed he had a large button pinned to his shirt emblazoned with the words “I AM EMPOWERED.”  I asked him, “What are you empowered to do?”  He quickly replied, “I dunno.  They make us wear this.”

Although empowerment is a contemporary buzzword, the term “empower” is not new, having arisen in the mid-17th century with the legalistic meaning “to invest with authority; authorize.”  Shortly thereafter, it began to be used generally to mean “enable or permit.”  Its modern use originated with the civil rights movement which sought “political empowerment.”  The word was then adopted by the women’s movement and then even more generally to connote being in more control of one’s own destiny.

I just hate to see a perfectly good word be bandied about indiscriminately.  When using the term “empowerment,” management has given specific authority to a person to make certain decisions.  It is not unbounded power to do whatever is necessary whenever one chooses.  Typically, empowerment comes in three forms:

Structured. Each individual or job title has been given a set of do’s and don’ts – limits on what they can or cannot do, that is broader than usual.  For example, if you have a dissatisfied customer, you are empowered to return the item to stock and credit the customer for the amount purchased.  If the customer wants further remuneration, you are not empowered and must get a decision from your manager.

Philosophical. A set of codified rules that guide employee behavior.  For example, one company uses the following as their “definition of empowerment”: 1) Take care of the customer, 2) Use the system, 3) If the system does not take care of the customer, escalate to management, 4) Management to take care of the customer (see rule 1), 5) Reevaluate empowerment boundaries.  Everyone agreed that no one could get into trouble for following these rules.  People who wanted to get promoted and recognized should follow these rules as well.

Adult Rule. We treat employees like capable adults, giving them license to use their minds and judgment within the scope of their responsibilities.  In my experience, this is the toughest and most dangerous form of empowerment, since it leaves a great deal of room for interpretation and can be seen as “abandonment” by some.

For any empowerment program to survive, the employees must know what empowerment is, know what is acceptable and non-acceptable behaviors under the definition, and receive constant feedback and evaluation of the boundaries and the decisions made.

Question:  How do you empower your team members?

More on this topic:

Empower the Team

Empowerment — The Fuel of the Future

Team Dynamics and Team Empowerment in Health Care Organizations

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

On my way back from Cape Town, South Africa, I was trapped during the last leg of the trip from Chicago O’Hare to Phoenix, AZ.  No more movies on US Airways and nothing left to read, I reached for the US Airways Magazine.  Now, as a very frequent flier, I rarely read airplane magazines.  Guess that’s because I bring enough work to do….but that’s another story.

I was truly entranced by the “Must Read” section – Chapter One of Lynda Resnick’s new book, Rubies in the Orchard: The POM Queen’s Secrets to Marketing Just About Anything.

Chapter One focuses on POM – pomegranate juice.  The story was so compelling, we now purchase POM – primarily to wash down our vitamins in the morning…but that’s another story.

The really interesting part of Chapter One is the fact that Lynda and her husband, Stewart hired their first COO who “wasn’t quite so enthused [about the virtues of pomegranate juice and POM being a smash in the marketplace].  He was extremely capable and uniquely qualified to run the business with me, but he spent the better portion of his working day hunched over his computer, analyzing financial models that proved beyond doubt that there was just no way this juice business was going to work.”

As George Michael sings, “You gotta have faith.”  And when the leadership doesn’t have faith nor passion about your mission, you’re doomed.  As Lynda confesses, “In the beginning, I was having a hard time building a team and getting the business off the ground.  Without the COO’s emotional investment in the project, it was hard to get emotional investment from others.  Every time we tried to take flight, something, some nagging doubt, some form of disbelief, would drag us back down to earth.”

Question:  Does your leadership team have faith and passion to be successful?

Most teams identify possible tasks throughout the course of their meetings.  It’s always a good idea to have a flip chart ready to record the idea and ask someone to volunteer to do that task.  At the end of the meeting, review the “task list.”  Make sure the team thoroughly understands the task assigned and the scope of the work.  You may even discover that a task doesn’t need to be done at all!

Make sure you write down the name of at least one person responsible for completing each task.  That person is accountable to the team for ensuring the task is complete.  Notice, it doesn’t mean they have to do all the work, but they do have to marshal the right people and resources to get the job done.

Ask the person responsible if they are going to need some help, then quickly identify who will help them.  It’s a good practice for those people to touch base right after the meeting to set up a time to get together.

Set a specific due date.  Rather than “next week,” write down April 14th.  By assigning a specific date, the task becomes much more tangible and can be written on their calendars.  If appropriate, put the task on a time line and show how it affects other team events or tasks.

Make sure the action items are captured in the meeting minutes.  Typically, minutes are sent out within two days of the meeting.  This serves as a quick reminder to each team member.  Then, make sure you devise a system to follow up on those tasks.

Some teams like to post a “team task list” in a common area.  This list has all the assigned, and not yet completed tasks, person, and due date.  As a team member completes a task, they are able to check or cross it off the list.

One of the first items on your team’s agenda is a report out of the team’s “task list.”  Team members can report out completion, progress, or any delays.  Celebrate and congratulate completion.  Note progress and see if any help is needed.  And if there is a delay, don’t shoot the messenger!  You want to build a work culture that expects assigned tasks to be completed, not hide the facts.  Don’t assign blame.  Instead, allow the team member to explain what happened and what they are doing to get the task done.  Ask what the team can do to ensure the task is done within a reasonable amount of time.

If it seems like many deadlines are slipping, prioritize your team task list so each team member knows what is vital (it must be done — give it an “A”), important (it should be done — a “B”), and nice to have (it could be done — a “C”) to your team’s work.

Many teams develop ground rules to help each other follow through on tasks.  Offer help without being asked.  Ask for help — earlier rather than later.  Complete all tasks assigned within the agreed upon time frame.

As you build a system to support the team’s follow through on assigned tasks, the team will start to feel responsible to each other for completing the projects each team member takes on.

Question:  What system do you use to keep your tasks on target?

More on the topic of organizing tasks :

Cover the Bases, Establish Ground Rules

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

The first day of spring is tomorrow and it’s time to get out and about.  After being cooped up this winter, make a concerted effort to informally visit your team.  Especially if you are the leader, make sure you connect with each and every team member or employee:

Touch Base. By walking around, you will get a chance to see what’s happening on the ground floor of the organization.  See what people are up to; listen to concerns; congratulate great performance.

Be Visible. Even though you may have an open door policy, many people will never take advantage of it.  But they will appreciate your appearance from time to time — even if it is just to say “hi.”

Be Human. Contrary to popular belief, you put your pants on the same way everybody else does.  By coming out of your office and visiting with people, you become one of the people.  Don’t spoil it by putting on airs; be approachable and genuinely interested in who they are, what they are doing, and what they have to tell you.

Use Proper Names. People like to be recognized.  One of the best ways to recognize people is to use their name correctly.  Whether it’s Kristin or Ms. Arnold, use proper names.  If you don’t know their names, ask (and make it a point to remember them!).

Probe Without Malice. You can always ask the default, “How’s it going?” or connect a bit more deeply by asking, “How are you (your family, dog, baseball team, etc.) doing?”  Don’t ask questions with a “hidden” agenda…save them for a more appropriate time.

Offer Help. You can really amaze your team by simply asking, “Is there anything I can do for you?”   Of course, if they take you up on your offer, you must listen and, if at all possible, take action!

We know you are busy, but the rewards far exceed the few minutes it will take to build these relationships.  So stretch your legs and go for a stroll!

Question:  What have you learned by strolling amongst your team?

More on the topic of leadership:

Strong Teamwork Results from Interactive Leadership

Keeping Your Team Together in These Tough Economic Times

Be in Front, Not Behind

The World Needs Collaborative Leadership in 2009

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

As team leader, you have a unique opportunity to build your team into a high performing team.  By sharing your expertise, listening to their concerns, asking powerful questions, providing timely feedback, advising and supporting them, team members can develop their team skills and improve overall team and individual performance. 

Look for “coachable moments” throughout your workday to share a compliment, ask a thoughtful question, or give feedback.  Some team leaders like to walk around at the beginning of the day to “check in” with everybody; others like to grab a quick cup of coffee with a team member, or other situations where the opportunity presents itself!

A golden moment for team leaders to coach team members is at the end of a team meeting.  Rather than dashing off to your next meeting, allow a few minutes to connect with other team members.  Share what’s working well and what you would prefer to see next time.  Remember, you don’t need tons of time to coach team members.  Take advantage of coaching in the moment rather than waiting for their formal performance review.

When taking the time to coach a specific team member, consider:

Your Purpose.  What is the issue or opportunity you think/feel needs coaching?  What results are you looking for?  How do you think they will react to your coaching?

Draw Them Out.  Before launching into what you think they should do, ask open ended questions to draw out what their perception is.

Agree on the Issue.  Both the team leader and the team member must agree on the basic issue before anyone can move forward.

Give Specific Feedback.  Tell the team member what you observed or what your concerns are.  Be specific and describe the impact of his actions, as you see it.  Allow time for him to respond.

Identify Solutions.  Brainstorm possible solutions that will be mutually acceptable.  Select the solution(s) with the highest probability of success and the one your team member is most committed to!

Create an Action Plan.  Determine how the solution will be implemented.  Make sure you are both clear about what the next steps are.  Ask if there is anything you can do to help and make sure the team member is successful.  Set a specific date and time to follow up and check on progress.

Follow Through.  Do what you say.  If you promised support, do it.  If  you promised training, fund it.  Let them go.  Don’t go back on your word.

Question:  How has coaching paid off for your team?