1. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Overview
What Is a Team?
Working Together
Building Teams
Installing Total Quality Management
Empowering Employees
Overcoming Team Challenges
Coaching
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

2. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
What is a Team?
A group is a large number of people working together, or considered together because of similarities.
They interact to achieve a certain 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.
The successful team will also be adaptive, flexible, and able to deal with conflicts as they arise.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

3. Team members can create a synergy.
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Figure 9.1
Team members can create a synergy.
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4. The Formally Appointed Team
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

5. The Informally Appointed Team
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
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6. The Informally Appointed Team: Advantages
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Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

7. Why Do People Join Teams?
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Why Do People Join Teams?
To accomplish tasks as efficiently & swiftly as possible.
To feel like they are part of a whole.
Being part of the team assures you that you have others to fall back on if the going gets rough.
To feel like they contribute something to the overall success of the team.
To develop, enhance, and/or confirm some underlying identity needs.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

8. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

9. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Team Norms
Implicit, in addition to explicit rules of behavior that result from team interaction.
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

10. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

11. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Leading a Kitchen Team
Starts with a “battle plan” briefing to ensure that everyone is on the same page.
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

12. Leading a Restaurant Shift
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Leading a Restaurant Shift
Every shift is unique & presents different obstacles to overcome.
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
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

13. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Pre-Shift Meetings
Interactive meetings that offer the leader managing a shift the opportunity to address problem issues and lay out the strategy for a successful shift.
A typical pre-shift meeting should last 10 to 15 minutes.
Managers need to be involved with their staff and in the guest experience.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

14. Three Ways Influence an Informal Team
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Supervising Teams, Team Building, and Coaching
Three Ways 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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

15. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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!
You should always hire based on the idea that the applicant will provide something for the team (skills, personality, good attitude, etc.).
Remember that one team member’s problem affects the whole group in a downward spiral.
Build a positive work environment.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

16. Formal vs. Informal Groups
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Formal vs. 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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

17. Turning Groups into Teams
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Turning Groups into Teams
Teambuilding goes through four stages:
Forming – Group members attempt to lay the ground rules for acceptable behavior.
Storming – Hostilities and conflict arise. People jockey for positions of power and status.
Norming – Group members agree on their shared goals, and closer relations develop.
Performing – The group channels its energies into performing its tasks.
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18. Changing a Group into a Team
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

19. The steps involved in turning groups into teams.
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Figure 9.2
The steps involved in turning groups into teams.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

20. Creating a Successful Team
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Creating a Successful Team
Together, Everyone, Achieves, More!
Team effectiveness is defined by 3 criteria:
The productive output of the team meets or exceeds the standards of quantity & quality.
Team members realize satisfaction of their personal needs.
Team members remain committed to working together.
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21. Characteristics of Successful Teams
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Characteristics of Successful Teams
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

22. Elements of a successful team.
Supervising Teams, Team Building, and Coaching
CHAPTER 9
Figure 9.3
Elements of a successful team.
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23. Total Quality Management (TQM)
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

24. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Ten Steps to TQM
Have excellent leaders as supervisors & managers.
Build & train teams of volunteer associates within each department & later cross departmentally in problem solving.
Teams decide on & write down the appropriate levels of guest service & relative weighting for ”their guests”.
Set mission, goals, & strategies based on guest expectations.
Empower & inspire associates to reach goals.
Identify deficiencies, which are areas where service falls below expectations.
Analyze & resolve identified deficiencies
Modify processes to incorporate corrections to improve service to expected levels.
Track results – improvements in service, guest satisfaction, employee satisfaction, cost reduction, & profit.
Evaluate & support the process.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

25. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

26. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Team Challenges
Overcoming negativity - including “us verses them”.
Learning how to delegate (appropriate) responsibilities.
Overcoming high turnover.
Gaining respect from & within the team.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

27. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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
If the leader takes the coach approach, they will still be part of the team, involved in employee performance.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

28. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Coaching
8 Step Coaching Model:
Be supportive
Define the problem & expectations
Establish impact
Initiate a plan
Get a commitment
Confront excuses/resistance
Clarify consequences
Don’t give up
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

29. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

30. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
The Coach
Is present.
Is a teacher.
Observes employees doing their jobs.
Asks questions.
Gives feedback.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

31. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
Counseling Sessions
Speak in private with the employee. Be relaxed & friendly.
Express in a calm manner your concern about the specific aspect of job performance you feel needs to be improved.
Ask the employee for his or her thoughts & opinions, including possible solutions.
Ask the employee to restate what has been agreed upon to check on understanding.
At a later time, you should follow up & make sure that the performance concern has been addressed.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

32. Supervising Teams, Team Building, and Coaching
CHAPTER 9
Supervising Teams, Team Building, and Coaching
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
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved