To be successful at teams, you must first have clarity of purpose.
All employees need to understand clearly the purpose for starting
high
performance work teams and the expected benefits for them and the
organization.
This course is
designed to help managers start, develop, implement, and maintain high
performance work teams in their organizations.
The focus of the course is to determine the appropriate use of
teams, plan team structure, and facilitate necessary changes.
This
course can help minimize start-up mistakes, insuring that results are
seen more quickly. Companies
with existing teams have found the methods to be crucial in
re-energizing existing teams that are not effective, or in helping
effective teams continue to excel and move toward self-motivation –
the goal for high performance work teams.
Learning
Objectives
-
Learn
how to configure teams that fit the unique business initiatives of
the organization.
-
Understand
how teams grow and develop and how to manage that process.
-
Develop
strategies for involving managers and supervisors in the culture
change that must take place for teams to flourish.
-
Learn
how to develop detailed team implementation plans, team charters,
and goals and mission statements.
-
Gain
an understanding of the new roles necessary for team support -
steering teams, design teams, implementation teams, sponsors,
facilitators, and coordinators.
-
Recognize
the importance of developing a "vision" for team growth
and development and how to communicate it to the rest of the
organization.
- Develop
strategies to keep the motivation and enthusiasm high for teams.
Audience
This
course is designed for anyone in the organization charged with the
responsibility for building, developing, or enhancing the performance of
work teams including: senior management, organizational decision makers,
middle management, plant managers, steering team members, implementation
team members, team leaders, and department heads.
Course
Outline
Implementing
Teams in Your Organization: An Overview
 |
A
model of successful team implementation
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What
support structures that you must put in place
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Details
of seven support structures
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An
implementation strategy |
How
Teams Operate
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Three
types of teams
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The
appropriate use of teams: an
exercise
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Five
specific roles of teams
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Terms
related to team focus
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Team
charters
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A
sample team charter
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Selecting
projects for ad hoc teams:
an exercise
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Using
the ad hoc team charter and planning worksheet: an exercise
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Two
critical issues for natural teams
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How
to structure natural teams
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Management
control and team maturity
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How
to develop natural teams
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Levels
in the development of natural teams
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Management
control and levels of a natural team
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What
we expect to accomplish in each phase |
Developing
a Purpose for Teams
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The
importance of communicating a purpose for teaming
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Examples
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Rules
for communicating
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What
is the purpose of teams in your organization: an exercise |
A
System for Managing Teams
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Four
components of a system for managing teams
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The
employee involvement steering team
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The
teams coordinator job description
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Team
sponsor job description
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Team
policies (guidelines)
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Guidelines for the use of ad hoc teams |
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A
sample letter introducing the written guidelines
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Developing
a system for managing teams: an exercise |
Identifying
and Developing Internal Experts
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The
principal role of a facilitator
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A
model for using facilitators
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Team
facilitator job description
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The
seven skill sets of a facilitator
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Selection
criteria for facilitators
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Facilitator
candidate rating form
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Selecting
facilitator candidates for your facility: an exercise |
Developing
a Training Delivery System
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A
team training philosophy
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Who
needs team training?
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What
to look for in team member training
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What
to look for in team leader training
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What
to look for in team facilitator training
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What
to look for in team sponsor training
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What
to look for in teams coordinator training
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What
to look for in training for management and support personnel
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Training
delivery options
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Planning
for training delivery: an
exercise |
Designing
a Systematic and Regular Audit System
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Develop
a plan for systematic and regular audits
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Methods
of auditing teams
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What
to look for when auditing teams
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Team
diagnosis questionnaire
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Team
profile score sheet: an example
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Using
the team diagnosis questionnaire: an exercise |
Ensuring
HR System Alignment
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Gradually
changing the HR management system
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Documenting
and publicizing team successes
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Converting
recognition systems: an
exercise
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Example
of an individual performance appraisal system that recognizes
contribution to teams
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Performance
of teams and individual recognition:
sample guidelines
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Rewarding
the right thing
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An
example of gainsharing |
Creating
a Supportive management Culture
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Becoming
a team based organization -- issues you will face
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Learning
to “let go”
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Release
of power planning model
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Changing
management styles: an
exercise
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How
do you involve supervisors?
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Leadership
transition: an exercise |
Teams
and Labor Law
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The
Electromation ruling
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Implications
of the Electromation case for teams: a conservative course of
action
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Implications
of the Electromation case for teams: a more rational course of
action |
Tools
and Techniques
This
course includes many tools and techniques that participants can use the
next day on the job, including:
Team Diagnosis Questionnaire™ helps
diagnose problems teams may have within the eight crucial factors for
team success.
Problem Priority Grid provides a simple, yet effective, tool for
helping teams get started on the right things.
HR alignment examples offer help for exploring the effectiveness and
alignment of your HR systems with teamwork.
Release of Power Planning Model™ that outlines our unique six-step
planning process for moving your organization toward higher involvement.
Team Planning Documents
including ad hoc, standing and natural team charters and missions.
Program
Format- 2 Days
This two-day program
has a manual full of case studies, instructor notes, diagrams, charts,
and guidelines. We provide examples of team mission statements, charters,
meeting forms, job descriptions for the new roles and teams, and
guidelines for ad hoc, natural and standing teams.
The instructor’s goal is to help participants translate principles
into a practical, real-world plan for your organization.
Plan to “roll up your sleeves” and begin the strategizing,
planning and prioritizing what is necessary to build focused, business
driven work teams. The
maximum class size is 20, but for optimum results 12-16 participants is
ideal. |
