TeamView/360

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TeamView/360
2621 6th Street Suite 2 Santa Monica, CA
90405 310-452-5130 ? knowack_at_consultingtools.com w
ww.viewsuite360.com
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ViewSuite 360 Products

• Team View is part of a suite of validated 360
  degree feedback instruments including
• Emotional IntelligenceView 360
• ExecutiveView 360
• ManagerView 360
• LeaderView 360
• PerformanceView 360
• TeamView 360
• TeamWorks 360

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Using TeamView/360
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Becoming a High Performance Team

• Personal effectiveness does not equate to team
  effectiveness

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Session Objectives

• Determine the personal and team value for self
  and team evaluation
• Understand the TeamView/360 Performance Factors
• Analyze the TeamView/360 results
• Define our strengths and improve areas
• Develop personal and team effectiveness plans for
  higher performance

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High Performing Teams Are Built

• High Performing Teams dont just happen

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Performance Indicators or Behaviors

• Do you believe that there are adverse
  consequences to not improving some of these
  behaviors? If so, what are they?
• Are you open to feedback and are you willing to
  actively pursue your own personal and team
  development?

• Do you think you can improve these behaviors?
• What is the value to you personally and
  professionally to master these behaviors?

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Factoid
78 of all management firings are the direct
result of a lack of interpersonal skills rather
than a lack of knowledge of their job.

• Do you believe this?
• Why?
• Why not?

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Defining Our High Performance

• Do we want to be known as a high performing team?
• Why?
• What do we need to do to make that happen?

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Team Member Measurement
TEAM MEMBERS
Individual Contribution
TEAM MEMBERS
TEAM MEMBERS
Average Team Performance
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TeamView/360
SELF
Problem Solving Planning Controlling Managing
Self Managing Relationships Leading Communicating
OTHER TEAM MEMBERS
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TeamView/360 Performance Factors

• Planning Problem Solving
• Controlling
• Self Management
• Managing Relationships
• Leading
• Communicating

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Problem Solving

• Recognizing trends
• Generating new ideas
• Evaluating and acting on new ideas

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Planning

• Planning for the future
• Adapting to change

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Controlling

• Organizing and orchestrating events
• Monitoring and controlling performance
• Meeting schedules and deadlines
• Producing high quality work
• Maintaining high productivity
• Meeting commitments

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Managing Self

• Handling pressure
• Coping with ones own frustration
• Developing ones own capabilities
• Responding to feedback from others

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Managing Relationships

• Initiating relationships with others
• Cooperating with others
• Sizing up people
• Maintaining relationships
• Resolving conflicts
• Responding to others needs

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Leading

• Delegating responsibility
• Facilitating meeting
• Motivating and inspiring others
• Developing other people
• Giving recognition to others

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Communicating

• Articulating ideas and information
• Listening to others
• Keeping other people informed
• Communicating expectations

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Understanding TeamView/360 Results

• Superior Across the Board All of the persons
  self ratings fall above the 0.0 on the graph.
  The person sees himself / herself as more
  effective in all respects than other people view
  themselves.
• Inferior Across the Board This pattern is the
  reverse of the previous one. All of the persons
  scores fall below the 0.0 line on the chart. In
  all respects of performance, the person sees
  himself / herself as less effective than others
  see themselves.
• Strong in some areas, weak in others This
  profile is the most common. This person rates
  his or her performance more highly in several
  categories than other people rates themselves,
  but lower in other categories than other people
  rate themselves, on the average.

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Performance Factors
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Top Bottom 5 Behaviors
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Team Report
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Team Top Bottom 5 Behaviors
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How to Act On Feedback

• Reflect
• Go For Action
• Break Down Into Detail
• Ask For Clarification
• Ask For Help
• Be Specific

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Building a Team Effectiveness Plan

• What do you plan to do differently in the job to
  improve and become a high performance team?
• Short term plans (daily/weekly)
• Long term plans (this year and beyond)
• What barriers might prevent you from following
  through with your plans?

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Building a Team Effectiveness Plan

• What resources/support do you need to change the
  perceptions of your team?
• How can your team emphasize these behaviors?
• What kinds of situations give your team the
  opportunity to demonstrate these strengths?

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Options For Development
FORMAL
INFORMAL
Courses Education Distance Learning
Coaching 360-Feedback Mentoring
TRAINING
Individual Team Assignments Teaching
Others Networking Style Assessments
Job Enrichment Job Rotation Job Transfer
EXPERIENCE
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Example of an Action Plan

• EXAMPLE
• Give employees the freedom to do their job
• SPECIFIC ACTIONS
• Analyze strengths weaknesses for each person
• Ask people how they intend to do the tasks,
  rather than tell them how to do it
• For persons a, c e check on performance at
  longer intervals
• Encourage people to implement their own ideas,
  not just yours

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Team Performance Measurement
TEAM OUPUTS
CUSTOMERS (INTERNAL/ EXTERNAL)
TEAM LEADER
TEAM PROCESS
TEAM MEMBERS
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Team Processes
TEAM LEADER
Purpose Commitment Working As A
Group Contribution To The Team Interaction Focus
TEAM MEMBERS
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Customer Orientation
TEAM LEADER
Communication Knowledge Problem Solving Customer
Service Concern For Quality
TEAM MEMBERS
AND CUSTOMERS
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Selected References

• Nowack, K. (1999). 360-Degree feedback. In DG
  Langdon, KS Whiteside, MM McKenna (Eds.),
  Intervention 50 Performance Technology Tools,
  San Francisco, Jossey-Bass, Inc., pp.34-46.
• Nowack, K., Hartley, G, Bradley, W. (1999).
  Evaluating results of your 360-degree feedback
  intervention. Training and Development, 53,
  48-53.
• Nowack, K. (1999). Manager View/360. In
  Fleenor, J. Leslie, J. (Eds.). Feedback to
  managers A review and comparison of sixteen
  multi-rater feedback instruments (3rd edition).
  Center for Creative Leadership, Greensboro, NC.,
• Wimer Nowack (1998). 13 Common mistakes in
  implementing multi-rater systems. Training and
  Development, 52, 69-79.
• Nowack, K. Wimer, S. (1997). Coaching for human
  performance. Training and Development, 51,
  28-32.
• Nowack, K. (1997). Congruence between self and
  other ratings and assessment center performance.
  Journal of Social Behavior Personality, 12,
  145-166
• Nowack, K. (1994). The secrets of succession.
  Training Development, 48, 49-54
• Nowack, K. (1993). 360-degree feedback The
  whole story. Training Development, 47, 69-72
• Nowack, K. (1992). Self-assessment and
  rater-assessment as a dimension of management
  development. Human Resources Development
  Quarterly, 3, 141-155.