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Comprehensive Performance Systems
TEAM DEVELOPMENT
For information on training courses in team development.
For information on "Process Improvement Through Teamwork".
WHY TEAMS?
That is a question leaders in each organization must answer for themselves. What are they trying to accomplish, and will teams facilitate the accomplishment of primary organizational objectives? In the right applications, team development is a natural marriage between organizational improvement and individual development, often fulfilling both needs equally well. Knowledgeable, empowered, committed teams have been a central element in a wide range of stunning organizational successes . . . from industry leaders, to even more startling turn-around stories at struggling firms. Effective teams combine the power of group process, shared responsibility, team learning, and mutually supportive team members and work processes to create synergies that would not exist in traditional structures. The result of such synergy is often extraordinary results.
THE ROLE OF MANAGERS
Teams go only as far as they are allowed to go by the support they receive from top management. Managers must be engaged actively and visibly in the process, especially in the developmental stages of the teams. Lack of active, visible involvement is too often construed by employees as lack of interest and/or commitment. Managers show they are serious about team development through their actions, their active support, and through providing time and financial resources. The CPS Team Development Process is designed to ensure that managers are a central and on-going part of the process and to ensure that teams receive the level of guidance and support they need to succeed.
THE ROLE OF TEAM LEADERS
Team leaders are central to the development and growth of the teams for which they are responsible. CPS provides team leaders with the tools they need to lead and develop their own teams while involving these key players in the process of team learning. Key results of the leadership training include creating a cohesive, mutually-supportive environment among the team leaders so that they are well-positioned to play coaching and support roles for one another as teams progress. Leaders not only learn about the concepts of effective teams, but also experience key elements of team development as they complete their training together. Guided planning, structured feedback, survey assessment, action logs, problem sharing, hands-on coaching, and other methods are designed to provide ongoing focus, feedback, and reinforcement to team leaders as they develop leadership skills and work toward developing their own high-performance teams.
THE ROLE OF TEAMS
There are two basic types of teams: task teams and work teams. Task teams may exist only until the task is completed (problem solved or process improved). Work teams are permanent and have primary responsibility for day-to-day operations. For information on the process for developing task teams specifically designed to focus on process improvement, check our "Process Improvement Through Teamwork" section.
In the diagram, below, we describe one process we have used to develop on-going work teams. Whether in task teams or on-going work teams, effective team participation requires a wide range of skills not normally developed by employees in a more traditional organization.
The CPS team development process monitors team progress and provides training as needed to enhance team effectiveness. Comprehensive Performance Systems has worked with many companies in the development of teams. We look forward to discussing your team development needs.
[If you have difficulties reading this graphic, please contact CPS at 317-733-0255 or by E-mail ]
IMPLEMENTING WORK TEAMS
Initial Planning Meeting: The initial planning meeting establishes the overall structure for the team development process. All managers directly involved in the decision to move toward teams should be included in this meeting. In addition, any managers who will be directly responsible for managing teams should be included.
CPS Overview and Review of Current Development Opportunities: The consultant observes existing work groups and/or teams and interviews a cross-section of managers, supervisors, and hourly employees in order to get a full understanding of the opportunities (and obstacles) to the team development process.
Preliminary Report and Planning for Team Development: The detailed report summarizes the consultant's findings and understanding of the current situation. The report includes specific recommendations relating to developmental planning and how management can best support the team development process.
"Supporting Teams" for Top Managers: This workshop provides managers with an overview for "managing the transition" to teams. Each manager has an opportunity to identify his/her role in supporting the process and to develop personal plans for what to look for and how to support the development of teams.
"Leading Teams" for Team Leaders, Part 1: Team leaders receive two days of training in what effective teams are, and what is required to develop such teams. They also begin developing a preliminary action plan for moving their team forward and receive coaching in how to make team members part of planning for their own development.
"Leading Teams" for Team Leaders, Part 2: This second phase of leader training is generally scheduled from six to eight weeks after the first. Leaders receive additional training in team leadership skills; report on plans, progress, and problems; and refine plans for continuing to develop their teams.
"Developing Team Skills" for Team Members and Leaders, Part 1: Team leaders and their teams experience their first day of training as a team. Participants explore team concepts together and begin to develop a focus on where they are and what they need to do to progress. "Action Logs" and Observer Notes" are tools used by the teams to guide their progress. These are provided to the consultant on a regular basis so that activities can be monitored and supported.
"Leading Teams" for Team Leaders, Part 3: Team leaders continue to receive training in leadership and interpersonal skills. Once more, team leaders have the opportunity to share plans, progress, and problems. The leadership training is designed to develop the team leaders, as a group, into a mutually-supportive team that helps the entire development initiative move forward successfully.
Planning Meeting to Consider Any Changes: This meeting with the managers of the team development process is designed to provide for any needed "mid-course" corrections. This provides the opportunity for managers to share plans, progress, and problems and is used to modify the remaining steps in the process.
"Developing Team Skills" for Team Members and Leaders, Part 2: The basic structure of "training—experience—training" allows participants to be exposed to new skills and then practice those skills "on the job". This session reviews the previous training for the teams and builds on that experience.
"Team Development Survey" for All Team Members: A detailed survey is used to obtain an indication of progress on a wide variety of team development dimensions. Respondents include all team leaders and team members involved.
"Developing Team Skills" for Team Members and Leaders, Part 3: This session continues the progressive skill-building process. Based on information contained in "Action Logs" and "Observer Notes" submitted by teams, the consultant may modify the specific content of this session to maximize the relevance and effectiveness for the teams.
"Leading and Sustaining Teams" for Team Leaders, Part 4: The last of the scheduled training for team leaders, this session reviews key skills and reinforces the capabilities of the team leaders as a team. An emphasis is placed on sustaining the effort. Planning time provides the opportunity to prepare for the future.
Planning Meeting for Continued Development and Organizational Alignment: This session provides an overview of the progress made in implementing teams and focuses on the continuing need for support and involvement by the managers of the process. Possible changes in organizational systems are considered in order to "embed" the team process in the organization.
SUSTAINING THE EFFORT
Teams are not magic. Continuing effort and support are needed in order to sustain the team process and provide for its spread throughout the organization. Engaged, informed, involved team members continue to have ideas for how to do their jobs better. This can place a new set of demands on managers—middle managers as well as top managers. The entire organization needs to continue to learn and grow in order to tap the potential of effective teams.
In addition, teams may be effective in one part of an organization, but may have difficulty being spread to other departments or areas. Most organizations begin the team development process in areas most receptive to their introduction. As other departments are added to the process, managers may be surprised by resistance where there was none previously. Managers need to be prepared to support each new team effort and guide it through the changes required of team leaders as well as team members.
ORGANIZATIONAL ALIGNMENT
Systems and procedures established for individual accountability need to be re-examined in light of the use of teams. It is essential that all organizational policies, procedures, and systems encourage, rather than discourage, teams. Most notable of these systems are selection processes, orientation, training, performance appraisals, and compensation. During the initial phases of the team development process, exceptions to these policies can be made. In order to thoroughly embed teams in the organization, it may be necessary at some point to re-design key systems. Throughout the team development process, CPS identifies key systems to be re-examined and suggests approaches for changes.
For information on training courses in team development.
For information on "Process Improvement Through Teamwork".
Contact CPS at 317-733-0255 or by E-mail