The Zen of Teams: Finding Balance

1
The Zen of TeamsFinding Balance

• HDC 2005 Learning Session 2
• May 13, 2005
• Session D6

2
Objectives

• Review the keys to a successful team
• Share the experiences of participants
• Team Assessments
• Use of internal team PDSAs
• Challenges
• Successes
• Lessons learned

3
Keys to Successful Teams

• The Discipline of Teams
• Clear Performance Mandates
• Effective Team Meetings
• Team Dynamics

4
The Discipline of Teams

• Using Teams
• Processes are cross-functional teams need to be
  the same
• A team can produce higher quality than an
  individual
• Diversity in perspective brings strength
• Self-directed teams save time and energy
• Usually less than 7 people

5
The Discipline of Teams

• A Team is Not a Group
• Collectively responsible for success or failure
  all for one and one for all
• Accountable to each other and to the organization
• Self-directed with oversight by management

6
Clear Performance Mandates

• Exquisitely clear, measurable performance goals
• Allows team to measure and monitor progress
• Mandates are meaningful and challenging
• Ability to reward progress and completion
• Sets expectations accountability for team
  members management
• Goals are set by management the team has
  tactical freedom
• Patient-focused goals

7
Effective Team Meetings

• Organization
• Off or on site, but with enough room and privacy
  for creative work. Observe the 100 mile rule
• Good teams start and end on time.
• Have refreshments for team to keep alert
  productive.
• Team leader facilitates work sessions, but then
  may rotate role to develop others facilitation
  skills.
• Flip-chart and markers for creative thought and
  documentation of work or future ideas.
• Assign archivist keeps critical notes (not too
  detailed) work organized. Brings to each
  meeting.

8
Effective Team Meetings

• Starting Meetings
• Begin by checking in with each member - How are
  you doing?. Listen with a caring ear.
• Give honest answers and work as a team to quickly
  resolve issues that might distract the team.
• Review previous responsibilities/assignments.
• Team leader should ask the team What will we
  accomplish by the end of this work session?
• Set work goal(s), stay on task, monitor progress,
  and consider time constraints.

9
Effective Team Meetings

• Work Session Framework
• Maintain honesty - dont hide feelings or
  opinions, listen respectfully. No after-meeting
  dissenting discussions.
• Put aside personal agenda - think team, keep
  patient focus.
• Seek the best solutions, not just consensus or
  majority make Robust Discussion a norm.
• Avoid gossip - may be fun, but unproductive
  time waster.
• Call for process check when team veers from
  stated purpose of work session - refocus and
  align.
• Work with urgency - time is short, work volume is
  great.
• Review assignments and commitments for next
  meeting.

10
Effective Team Meetings

• Confronting and Caring
• Confront team members who go astray
• Set ground rules and use to point out errant
  behavior
• Use humor, if possible
• Dont let errant behavior go unaddressed, address
  it early and monitor closely
• Care for team members
• Let team members know they are valued
• Celebrate successes learn from failures as a
  team
• Never be derogatory or demeaning toward each
  other
• Use humor to acknowledge and relieve tension

11
Team Dynamics

• Stages of Growth
• Emotional Intelligence
• Team Leader Excellence Choice
• Commitment

12
All Teams Grow

• Forming members are cautious but excited, stage
  of transition from individual to member status
• Storming Difficult stage, resistance to tasks
  and methods, defensiveness and competition
• Norming Sense of team cohesion, acceptance of
  membership in the team, a new ability to express
  criticism constructively, establishing and
  maintaining team ground rules
• Performing Satisfaction at teams progress,
  close attachment to the team, effective and
  cohesive unit

13
Emotional Intelligence

• A team can perform only up to its emotional
  capacity
• Must be able to work through growth stages
• Must be able to respond constructively to
  uncomfortable internal and external issues
• Caring for team members - acknowledging
  contributions, protection, respect, support
• Confrontation of errant behavior
• Maintaining a positive environment - remain
  patient focused

14
Team Leader Excellence

• Recognized by the team as the first among
  equals, not the manager or spokesperson
• Nurtures and maintains team momentum
• Their workload is no greater than others
• Should be a person who can and will hold each
  member to the commitments s/he voluntarily makes
  to the team
• Seeks excellence in all work team produces

15
Attributes of a Team Leader

• Utterly reliable and keeps deadlines
• Respected by staff and management
• Exemplary team player
• Passionate about bringing positive change
• Well organized and disciplined
• Has a good sense of humor
• Brings out the best in others
• Has ability to take a punch or criticism

16
Commitment

• This is the fuel and safety harness for teams
• Teamness is voluntary
• Do you want to be a team member?
• Teamness is passionate
• Are you passionate about the team goals?
• Teamness is dedicated
• Do you care enough to never let a teammate down?
• If you can answer YES to all three questions then
  verbally commit to each other as a team

17
A Time for Sharing

• Where is your team in its growth cycle?
• How effective is your team?
• What challenges have you faced as leader?
• Have any changes been made in your team
  composition?
• What lessons have you learned?
• What successes can you share?
• What help do you need?

18
Resources

• The Discipline of Teams by Smith Katzenbach.
  Harvard Business Review. March-April 1993.
• Building the Emotional Intelligence of Groups
  by Druskat Wolff. Harvard Business Review.
  March 2001.
• Execution, The Discipline of Getting Things
  Done by Larry Bossidy Ram Charan. Crown
  Business. 2002.
• NE Redesign Collaborative Team Building. Roger
  Coleman Coleman Associates. 2001-2004.