1. Chapter 7: Teamwork, Teambuilding, and Coaching
What Is a Team?
Working Together
Building Teams
Leading a Kitchen Team
Leading a Restaurant Shift
Total Quality Management
Empowerment
Team Challenges
Coaching

2. Group Versus Team
A group is a large number of people working together because of similarities, yet remain neutral.
They interact only to achieve the objective.
A team is a group of individuals who share a common goal & the responsibility of achieving it.
The team attempts to achieve a positive collaboration among its members.

3. The Formally Appointed Team
Has a appointed team leader.
The team leader may have more decision making authority than others.
Power may be delegated to them.
Delegation is when one gives a portion of their responsibility & authority to a subordinate.

4. The Informally Appointed Team
Evolves on its own.
Has a rotation of leadership.
The group leader does not have formal power over the group.
The informally appointed team has some advantages over the formally appointed.

5. The Informally Appointed Team: Advantages
One person probably does not possess every quality needed to be the perfect leader.
Everyone has a chance.
Formally appointed team leaders may also lose popularity among the group because of their connection with management.
In a informal team, eventually everyone is linked with management.

6. Why do people join teams?
To accomplish tasks as efficiently & swiftly as possible.
To feel like they are part of a whole.
To feel like they contribute something to the overall success of the team.
To develop, enhance, and/or confirm some underlying identity needs.

7. Teamwork The actual action that a team performs.
Cooperative effort by a group of persons acting together as a team.
Team players are individuals that participate in a collective effort & cooperation to get the job done efficiently.

8. Norms
Team norms are defined as implicit, in addition to explicit rules of behavior.
Norms occur within every type of team interaction.
Norms work best when the team creates them.
Positive team norms are behaviors that are agreed upon & accepted within the group.
One way a manager may increase positive team norms in the hospitality industry is by giving rewards.
Negative team norms are behaviors that are against the interest & are not accepted by the overall group.

9. A Cohesive Team
Communicates well with each other & has well-defined norms, unity, respect, & trust among its members.
Strengths & weaknesses; hopefully what one member lacks another will make up for.
If a team lacks cohesion, the group will not have any sense of unity which will result in a hindered performance.
To build a cohesive team goals & objectives need to be set.

10. Leading a Kitchen Team Starts with a “battle plan”.
Every station discusses their action plan & then ‘preps’ to ‘par’.
Then the chef/kitchen leader practices participative leadership, leading by example, working with the team.

11. Leading a Restaurant Shift
Every shift is unique & presents different obstacles to overcome
Nevertheless, leaders must be ready to lead their staff through a successful shift.
This is where the following come in handy:
Opening Checklists
Pre-shift Meetings
Closing Checklists

12. 3 Ways to Influence an Informal Team:
Feed Back: The type (positive or negative) & amount should even itself off, or meet in the middle.
Identification: Identify the key players within the group.
Communication: Builds trust, & helps to confirm that you are addressing the right issues.

13. Before Building a Team
First consider what they want out of the team they are about to build & clarify these goals to pre-existing members .
Be very selective with who is hired, & always conduct a reference check!
Remember that one team member’s problem affects the whole group in a downward spiral.
Build a positive work environment.

14. Formal Versus Informal Groups
Formal groups are work groups established by the company.
They include committees, group meetings, work teams & task forces.
Informal groups are more social & form naturally in the workplace.

15. Changing a Group into a Team
Get the teams input toward establishing team goals.
Allow some team decision-making.
Stress communication within the team.
Have collaboration among team members.

16. Creating a Successful Team
Together, Everyone, Achieves, More!
Team effectiveness is defined by 3 criteria:
1st, the productive output of the team meets or exceeds the standards of quantity & quality.
2nd, team members realize satisfaction of their personal needs.
3rd, team members remain committed to working together.

17. A Successful Team
Understands & is committed to the vision, mission, & goals of the company.
Is mature.
Works to continually improve how it operates.
Treat each other with respect.
Differences are handled in a professional manner.
Respect their supervisor.
Members are consulted & their input is requested in decision-making.
Members encourage & assist other team members to succeed.
The team meets or exceeds its goals.
Has synergy.

18. Total Quality Management (TQM)
Goal is to ensure continuous quality improvement of services & products for guests.
TQM is applied in all areas of business at every level.
It consists of 10 steps:

19. 10 Steps to TQM 1. Have excellent leaders as supervisors & managers.
2. Build & train teams of volunteer associates within each department & later cross departmentally in problem solving.
3. Teams decide on & write down the appropriate levels of guest service & relative weighting for ”their guests”.
4. Set mission, goals, & strategies based on guest expectations.
5. Empower & inspire associates to reach goals.

20. 10 Steps to TQM
6. Identify deficiencies, which are areas where service falls below expectations.
7. Analyze & resolve identified deficiencies
8. Modify processes to incorporate corrections to improve service to expected levels.
9. Track results – improvements in service, guest satisfaction, employee satisfaction, cost reduction, & profit.
10. Evaluate & support the process.

21. Empowerment
Empowerment: ensuring that employees have the skills, knowledge & authority to make decisions that would otherwise be made by management.
Structured empowerment allows employees to make decisions within specified limits.
Flexible empowerment gives employees more scope in making decisions.

22. Team Challenges Overcoming negativity.
Learning how to delegate (appropriate) responsibilities.
Overcoming high turnover.
Gaining respect from & within the team.

23. Coaching
Coaching is a process involving observation of employee performance & conversation focusing on job performance between the manager & the employee.
Coaching focuses on enhancing skills of the employee, productivity of the employee & elevating employee motivation.
Self-fulfilling Prophecy

24. Coaching 8 Step Coaching Model: 1. Be supportive
2. Define the problem & expectations
3. Establish impact
4. Initiate a plan
5. Get a commitment
6. Confront excuses/resistance
7. Clarify consequences
8. Don’t give up

25. Coaching
If the leader takes the coach approach, they will still be part of the team, involved in employee performance.

26. Coaching Why do supervisors avoid coaching? Lack of time.
Fear of confrontation.
Assuming the employee knows they are doing a good job.
Little experience coaching.
Assuming that the employee will ask questions when appropriate & does not need feedback.

27. The Coach Is present. Is a teacher.
Observes employees doing their jobs.
Asks questions.
Gives feedback.

28. Counseling Sessions
1. Speak in private with the employee. Be relaxed & friendly.
2. Express in a calm manner your concern about the specific aspect of job performance you feel needs to be improved.
3. Ask the employee for his or her thoughts & opinions, including possible solutions.
4. Ask the employee to restate what has been agreed upon to check on understanding.
5. At a later time, you should follow up & make sure that the performance concern has been addressed.

29. Behaviors of a Coach
Do not think about employees as people that need to be controlled.
Listen, listen, listen!
Develop the individual strengths of each employee.
Endorse effort & growth (instead of pointing out mistakes).
Stop providing solutions. Give your employees an opportunity to figure it out.
Stop making all the decisions. Delegate decisions where appropriate & engage your employees.
Be unconditionally constructive.
Create an environment where people want to work with you, feel valued, respected & part of a team
© 2010 John Wiley & Sons, Inc.