1 Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen. Sir Winston Churchill TEAM MANAGEMENT GETTING GOING

2 TEAM MANAGEMENT LESSON OBJECTIVES v KNOW THE IMPORTANCE OF WELL- MANAGED CONFLICT v UNDERSTAND KEY CAUSES OF CONFLICT

3 TEAM MANAGEMENT OVERVIEW v TEAM STAKEHOLDERS v MEETINGS, BLOODY MEETINGS v VALUING CONFLICT v PERSONALIZING CONFLICT v CONFLICT AND TEAMS v COMMON CAUSES

4 TEAM MANAGEMENT MANAGERIAL CHALLENGES v PROVIDE SCOPE OF PROBLEM v PROPERLY FORM TEAM v ENSURE TEAM AND ORG ALIGNMENT v ASSIST IN COMMUNICATION v REVIEW TEAM’s PLAN AND PROGRESS

5 TEAM MANAGEMENT EFFECTIVE CHANGE v ASK OTHERS’ OPINIONS v UNDERSTAND THE REAL NEED v “IF YOU ALWAYS DO WHAT YOU’VE ALWAYS DONE, YOU’LL ALWAYS GET WHAT YOU’VE ALWAYS GOT” v LISTEN MORE AND SPEAK LESS

6 TEAM MANAGEMENT PRE-TEAM FORMATION v “PLUG” INTO INFORMAL NETWORKS v FIND “MOMENTUM” ISSUES v KNOW WHAT MAKES PEOPLE “PASSIONATE” v BE RESPONSIVE TO OTHERS

7 TEAM MANAGEMENT MANAGERIAL INPUT v ESTABLISH CORE VALUES - RULES OF ENGAGEMENT v GOALS AND OBJECTIVES - DETAILS ARE OPEN v ARBITRATION - ACCOUNTABILITY v. DEMOCRACY v RECOGNITION - BALANCE INDIVIDUAL v. GROUP

8 *TEAM MANAGEMENT* TEAM ROLES - 1 v PROCESS OWNER - ACCOUNTABLE FOR PROCESS OUTCOMES - AUTHORITY TO CHANGE PROCESS v TEAM LEADER - EMPOWERED BY PROCESS OWNER TO ASSEMBLE AND GUIDE TEAM - ORGANIZES AND CONDUCTS MEETINGS - COORDINATES BETWEEN TEAM, PROCESS OWNER, & FACILITATOR - ACCOUNTABLE FOR TEAM PROCESS

9 *TEAM MANAGEMENT* TEAM ROLES - 2 v FACILITATOR - COACH, ADVISOR, TEACHER, & CHAMPION - KEEPS TEAM FOCUSED ON PROCESS OF IMPROVING A SPECIFIC PROCESS - ADVISES LEADER ON TEAM DYNAMIC v TEAM MEMBER - FUNCTIONAL AREA SKILLS/EXPERIENCE - PROVIDE SKILLED LABOR TO WORK PROCESS IMPROVEMENT DETAILS

10 TEAM MANAGEMENT TEAM ROLES - 3 v TIMEKEEPER – TRACK PLANNED TIME – “2-MINUTE WARNING” v NOTETAKER/SCRIBE – SUMMARIZE KEY POINTS DURING AND AFTER MEETING – PREPARE MINUTES

11 TEAM MANAGEMENT MANAGERIAL CHALLENGES v DEGREE OF STRUCTURE – SEEN BEFORE OR FIRST-TIMERS? v ORGANIZATIONAL LEVEL – STRATEGIC OR TACTICAL/OPERATIONAL? v TIME DEMANDS – CRISIS OR PLANNING? v QUALITY OR ACCEPTANCE –PERSONAL OR EXTERNAL

12 *TEAM MANAGEMENT* TEAM MANAGEMENT - 1 v CRITICAL MEETING PLANNING ITEMS - PURPOSE : WHAT TO ACCOMPLISH - AGENDA : LIST OF TASKS TO ACHIEVE PURPOSE - TIME : DAY AND CLOCK TIME MOST EFFECTIVE FOR ACCOMPLISHING TASKS AND ACHIEVING PURPOSE v RESPONSIBILITY OF TEAM LEADER - STICK TO THE AGENDA AND STAY ON TIME

13 TEAM MANAGEMENT MTG MGT- 2 (AGENDA) TOPIC/ITEMSPEAKERTIMEACTION Mtg MinutesJoe2 minApprove Plan ReviewJan5 minInfo New RulesPete20 minDiscuss SurveyMary30 minCreate Wrap-upJoe2 minInfo

14 TEAM MANAGEMENT EVALUATING PROGRESS v PACE AND FLOW OF MEETINGS v “STICKING” POINTS v “SHARING THE AIR” v RELATIONSHIP HEALTH v THINGS THAT WORK v THINGS THAT DON’T v ONE THING BETTER NEXT TIME

15 TEAM MANAGEMENT MEETING BEHAVIORS v STATE KEY OBJECTIVE(s) v LISTEN MORE AND SPEAK LESS v CONTINUOUS FEEDBACK v REDUCE TANGENTS v CONSENSE PERIODICALLY v PREVIEW NEXT STEPS

16 *TEAM MANAGEMENT* DECISION TECHNIQUE - 1 v BRAINSTORMING –“CLEAN SHEET” –EVERYONE PARTICIPATES –NO “BAD” IDEAS –NO DISCUSSION –HITCHHIKE ON IDEAS u CREATIVE VARIATIONS

17 *TEAM MANAGEMENT* DECISION TECHNIQUE - 2 v MULTIVOTING AND NOMINAL GROUP TECHNIQUE –USES BRAINSTORMED LIST –DIVIDE BY “3” –EACH PERSON GETS SAME # VOTES –KEEP DIVIDING AND PARING LIST –FINALIZE “TOP 3” IDEAS

18 *TEAM MANAGEMENT* CONSENSUS v. COMPROMISE v COMPROMISE - SOMEONE OR ELEMENT ON TEAM GIVES IN ON AN ISSUE; GIVING UP - WIN-LOSE PROPOSITION v CONSENSUS - ESTABLISHING “MIDDLE GROUND” SUPPORTED BY ALL TEAM MEMBERS - DOESN’T ENSURE TOTAL SATISFACTION - REQUIRES TIME, PARTICIPATION, & FEEDBACK: WIN-WIN SCENARIO

19 TEAM MANAGEMENT VALUE OF CONFLICT v TOO MUCH AGREEMENT –GROUPTHINK: NARROW FOCUS OF OPTIONS v OVERCOME COMPLACENCY v IMPROVES CREATIVITY v MAINTAINS INTEGRITY v EXPANDS HORIZONS

20 TEAM MANAGEMENT COMMON PROBLEMS v FLOUNDERING v OVERBEARING/ DOMINATING PARTICIPANTS v RELUCTANT PARTICIPANTS v OPINION AS FACT v RUSH TO DECISION v ATTRIBUTION v TANGENTS v FEUDS v DISCOUNTED IDEAS

21 TEAM MANAGEMENT RESPONDING TO CONFLICT v AVOIDING : LITTLE PAYOFF v SMOOTHING : RELATIONSHIP OVER DECISIONS v FORCING : “STRONG-ARMING” v COMPROMISING : GIVE AND TAKE v PROBLEM SOLVING : ROBUST APPROACH – NON-JUDGMENTAL LANGUAGE – CLARIFY KEY ISSUES – LISTENING TO UNDERSTAND – RESTATING KEY ISSUES – ACCEPTING “MULTIPLE REALITIES”

22 TEAM MANAGEMENT MANAGING GROUP DISPUTES v ANTICIPATE PROBLEMS ARE OUT THERE – DIFFERENCE b/w GROUP AND TEAM v FOCUS ON PROBLEM NOT PEOPLE – TEAM ACCOUNTABILITY v RESPOND ACCORDINGLY – BALANCE OVER/UNDER REACTION

23 *TEAM MANAGEMENT* PROGRESSIVE INTERVENTIONS v DO NOTHING (NON-INTERVENTION) v OFF-LINE CONVERSATION (MINIMAL INTERVENTION) v IMPERSONAL GROUP TIME (LOW) v OFF-LINE CONFRONTATION (MEDIUM) v IN-GROUP CONFRONTATION (HIGH) v EXPULSION (LAST RESORT!)

24 TEAM MANAGEMENT SUMMARY v TEAM STAKEHOLDERS v MEETINGS, BLOODY MEETINGS v VALUING CONFLICT v PERSONALIZING CONFLICT v CONFLICT AND TEAMS v COMMON CAUSES

25 TEAM MANAGEMENT A SIMPLE STRATEGY v “MY FIRST MESSAGE IS: LISTEN, LISTEN, LISTEN TO THE PEOPLE WHO DO THE WORK!” H. ROSS PEROT