leading a team – Engaging Potential

04 Aug

How tuned in are you? Really.

“I remind myself every morning: nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening.” – Larry King

In your everyday work, how tuned in are you to what’s happening around you, what people are saying and how others are behaving? Most people we ask this question of would say – “I’m very aware of what’s happening around me!” Yet when we dig a little deeper, we soon find a slightly different story and most will then admit that maybe they aren’t really as tuned in as they thought (or pretended) they were!

Did you realise that you were just checking your mobile phone in that meeting? Did you see how others responded when you made that ‘joke’? Did you understand what your boss just said to you? Did you see the body language your colleague used when you popped in to their office? Did you realise you just checked your phone again while we were talking?

Modern life is busy. Actually for some it feels a bit chaotic. So we often are too tired, too busy or even (should we say it…?) self-absorbed to truly tune in to what people are saying or doing most of the time.

Yet many don’t realise significant impact of not tuning in.

Others may actually think you’re rude. Do you check your phone during meetings? This is a classic example of where you might be tuning out and at the same time could be leaving people with the impression that you are rude and disrespectful. Even if you think you are still listening – here’s some big news…you’re not.
You may just miss out on important information. When you tune out, whether to check your phone, to think about your to-do list, or simply to day-dream, your brain is not accurately receiving all of the information around you. And sometimes that’s completely ok. Sometimes it’s not – you may miss information to help you at work, a family member’s story, or even important signals that could save your life.
Building and maintaining relationships just got harder. Despite our busy world, humans are still fundamentally designed to be social and make connections. In the workplace, healthy relationships can lead to better productivity, better engagement and even to better stress management. So if we are consistently not tuning in, and others notice this, we could be destroying trust, credibility, respect and ultimately damaging relationships. People want to connect more with those who show an interest in them, than with those who don’t.

So how do we develop better skills at tuning in? Well, it takes time, practice and genuine positive intent. Here are a few tips to help you get started.

Turn off your phone in meetings
Make eye contact with the person presenting/speaking with you
Truly focus on the words and body language others are using
Pause before you cut someone off in conversation
Ask questions – be curious! What can you learn from the conversation?
If your mind is wandering when it shouldn’t, take a deep breath – it does wonders to refocus you
Monitor how often you talk about yourself versus listening to others, or asking others questions
Evaluate the quality of your relationships and consider what else you can do to be more positively connected
Become a great observer – of people’s actions, words and even their environment (it’s amazing what you can learn about someone from the items on their work desk!)

Of course, these suggestions are based on common-sense and not particularly new concepts. They key though is being true to yourself – are you really tuning in to what’s happening around you, or are you only pretending?

Happy tuning in!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

16 Feb

Leadership Valentine

“Better let my heart be without words than my words without heart.” – John Bunyan

Another Valentine’s Day has come and gone. We thought we’d have a bit of fun and see if there are any leadership lessons from this day that is sometimes loved and sometimes loathed across the globe.

Don’t wait for someone else to make the first move. Leaders are bold and confident. They know that they may not have all the right answers, yet they have confidence in their team and their own decisions. They take calculated risks and learn from successes, as well as heartache.
Flowers and chocolates don’t make a relationship. Leaders know that building a great working relationship takes time – whether it’s with their team, their colleagues, their boss or customers. Bubbles and gifts are nice, yet they fade in comparison to a strong and trusting relationship with mutually beneficial goals
True success means expressing gratitude every day. Leaders are thankful for the privileges they attract, the teams they work with and the customers they serve. Every day they express this gratitude through their actions and words; it’s authentic and consistent.

I’m sure there are many other comparisons you can think of, yet these are a few of our favourites.

Hope you had a Happy Valentine’s day!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

19 Jan

Start with 5 minutes

“A hero is no braver than an ordinary man, but he is brave five minutes longer.” – Ralph Waldo Emerson

This time of year it is popular to run planning days. These day/s sessions are designed to refocus us on the business after the end-of-year break and to prioritise actions for the new year. They are important discussions whether you are a business of one or a business of thousands; whether you are a start-up or an established organisation. The discussions may look different, depending on your size, industry, culture etc, yet all businesses should conduct some form of planning. And just as important is the ongoing review throughout the year of any actions from these discussions.

If these planning sessions are so important, why is it that many of you probably rolled your eyes or groaned when you read the first paragraph?

It’s because for many of us, the word ‘planning’ conjures images of boring monologues by senior executives, having to analyse data we are not interested in, or feeling frustrated to waste our time coming up with creative ideas that will never be implemented. In the same category of eye-rolling words you may also find ‘strategy’, ‘tactics’, ‘objectives’ and ‘critical success factors’. The outputs these words indicate are not bad – in fact, most companies would struggle to be effective without having the detail these words refer to. Yet these words for some reason do not inspire, energise or motivate many of us. And for some, they actually cause brain shut-down, leading to a sudden and extreme interest in doing anything BUT thinking about the detail behind these words!

There is no easy remedy to such feelings towards ‘planning’ and ‘strategy’ words. To progress in business, you will need to learn about and embrace such words and the actions and outcomes behind them. The purpose of this article is not to give you the run-down on the definitions and processes of business planning. The purpose here is to break it down to a simple starting point that removes eye-rolling, brain-shutdown words and kick-starts you to begin to think about the year ahead. And it comes down to allocating 5 minutes in your day. Starting with 5 minutes can get the ball rolling. Surely you can find 5 minutes?

So give yourself 5 minutes, find a place to sit where you will be undisturbed by others, grab a pen and paper to record your thoughts (we find the old-fashioned, organic way helps keep focus and connection to the work, yet if you must, you can use a digital device!) and complete the following, inserting the word/s most relevant to you:

What I want for <myself/the business/my team> this year is…

Write down whatever comes to mind – you can cluster, prioritise and develop actions later. This is just the first 5 minutes to help you focus your mind on what you want from the year. Of course, what you do with the list after this exercise is incredibly important (topics for another day!) yet for many of us this first step is the hardest – the starting.

Just start with 5 minutes. And not an eye-rolling word in sight!

Happy new year!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

03 Oct

Balance and leadership

“…being successful means having a balance of success stories across the many areas of your life. You can’t be considered truly successful in your business life if your home life is in shambles.” – Zig Ziglar

When coaching new and experienced managers, we have noticed a trend towards ‘burn-out’ and ‘over-load’ being discussed as serious issues in the workplace. Many people being coached are feeling ‘overloaded’, with some also expressing concern for their direct reports. It is concerning to hear these managers talk about the long hours they work, the weekends lost to emails and reports and the subsequent strain experienced by their families.

Sadly, there is no easy answer to this problem. Businesses are being pushed to reduce costs and raise productivity, and the resulting restructures, budget cuts and redundancies means that people often find themselves with more work and less resources. To cope, employees are working longer, and often experiencing feelings of resentment, frustration and even anger for doing so. Many find that they strive to do a good job, yet are left thinking that they are never quite doing anything well, rather doing lots of things poorly. For the high achievers, this can be a major issue!

So if there is no easy answer, where do we start?

We must remind businesses and employees of the benefits of balance. In his book ‘The four principles of values-based leadership”, Harry Kraemer talks about the importance of balance from several perspectives. One such perspective is ‘life balance’ and “…the importance of diverse activities and experiences that keep you fresh, engaged and motivated.” Remember, if we focus only on work, our brains are not stretched or refreshed. How can we expect to be innovative, productive and positive if our brains are not working properly? How can we expect to solve problems and overcome challenges if we are feeling burnt-out? How can we as managers engage positively to motivate our teams if we are feeling resentful of the work piling up?

As leaders, we must be disciplined to get the balance right. It’s no good for us to tell our people to prioritise or leave work on time if we are not practicing what we preach. We must lead by example. It will take self-awareness, discipline and courage, yet what is the alternative? Some people seem to think that if they complain about the workload long enough or if they talk about the hours they work loud enough, that someone will make it all OK. This will never happen and we so often see managers spiraling on this until they spin out of control – they might yell at their staff, quit their job, or worse still suffer mental exhaustion and breakdown.

When we talk about balance, it’s not just about leaving work on time or turning off the laptop over the weekend. It’s about replacing these behaviours with balanced behaviours; it’s about exploring opportunities and experiences outside of the workplace. This might include reconnecting with something you enjoyed when you were younger, experiencing a loved activity with your family, or even stepping outside of your comfort zone with a new course or hobby.

If you do regain some balance, there is no doubt you will start to see benefits – feeling refreshed, focusing better at work, maintaining and growing positive relationships – the list goes on. [An aside: To be honest, when many feel overloaded at work, it is commonly exacerbated by procrastination – such as talking about how busy they are, spending hours writing to do lists (don’t get us wrong, to do lists are critical, yet they can be overdone!) or worrying about what there is to do. This post is not about time management, yet learning about some time management disciplines will help many to get the balance back.)

We all know the saying “Life is short.” well, it is. Imagine yourself at 80 – go on, visualise it! Can you see the wrinkles, the grey hair…? Now imagine yourself looking back at your life. Think not just about work, think about your LIFE. Will you be happy at 80 if you can say “Yep, I worked myself raggard and had no time for anything else…”?

What do you want to be most proud of?
What do you want to have experienced?
What do you want to be able to reflect on at 80?

Now, once you’ve thought those things through with your 80-year old self, consider the following:

What are 3 – 5 things you can do to take back control now and get a better life balance?
How will you hold yourself accountable when you neglect or forget the above actions?
Who can help you achieve these actions?
When are you going to start?

When you are determining actions, consider those that you can apply at work and even more importantly at home. At work you might need to reprioritise your work, talk to your boss about deadlines or aim to finish on time 3 days of the week. On the personal side, you might want to commit to learning a new language, play football once a week, take up meditation or join a book club. Whatever the actions are that work for you – the key is to be disciplined, monitor your commitment and reassess in a month or so. Once you are able to gain better balance, consider how you might help your team members do the same. But until you start with yourself and lead by example, you and your team will be left spinning on the ‘work harder and longer’ merry-go-round.

Here’s to a balanced life!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

02 Jul

Managing and leading change at a team level

“People don’t resist change. They resist being changed!” – Peter Senge

As a manager/supervisor and leader, you will have a role to play in managing change within your organisation. For some, this is a daunting prospect. Yet there’s no point hiding or avoiding your role – if you do, you could let down yourself, your team and potentially your organisation.

Primary influences of change responses

Understanding how people respond to change and the reasons for their responses is an important step in being a successful leader.

The way that people respond to change is often driven by three very personal factors:

Past experiences: an individuals’ past life experiences with change will shape their thoughts, feelings and attitudes about it and the way it is managed
Values and beliefs: personal values – and subsequent beliefs – may impact response to change depending how the change (and they way it is managed) aligns or conflicts with these values
Capacity and capability: an individual’s approach to the change can vary depending on their capacity to be involved in the change (do they have the resources?) and their capability (do they have the skills?) to implement or cope with the change

Human reactions: transitioning with change

Individuals will experience emotions throughout the change. Some people will move very quickly from being cautious or fearful of change, through to acceptance and into excitement. Others may spend longer being fearful, may experience anger and possibly even despair – sometimes emerging from this, at other times being resistant to move beyond this.

It’s important to understand that no matter the change, it is human nature to experience an emotional response, or a series of emotions over time. Managers must accept that everyone will experience the change differently and thus they need to be prepared to respond appropriately to the emotion being demonstrated or expressed at any one time.

The way you interact with someone experiencing anger about the change will be different to interacting with someone who is excited. Your message about the change may be the same – your delivery of the message and the support of the individual will vary. Empathise, explore and engage towards solutions with evident anger, frustration or fear. Encourage, energise and engage towards opportunities with evidence of acceptance, optimism and excitement.

A manager and leader’s role at the team level

Each of your team will respond slightly differently to change, depending on how it impacts them and the influencers above.

As a manager and leader you will need to understand the individual’s within your team (personality type and typical responses to change, key motivators, ‘de-railers’). You will also need to reflect on how they have handled change in the past (if observed) and explore how they are feeling about the current changes. Be aware that their current feelings will likely vary over time as they work through the change.

With this information at hand, you will be able to prepare and act for individuals and the team:

What communication might be appropriate – level of detail, frequency and repetition required, along with the medium or channel that you will use (face-to-face is usually the best option where possible)?
What support may be needed – coaching, reinforced direction, engaging motivational drivers, counselling (through employee assistance programs with professional counsellors)?
How you will handle emotions in the team, especially minimising negative impacts on each other e.g. if one person is not happy about the change and is causing unnecessary concern for others?
How you will keep people focused on their performance and results whilst still supporting them?
How will you manage your personal feelings and thoughts about the change and still lead in a professional, positive and supportive manner? What support do you need to be able to do this?

The critical thing is to stay engaged with your team members, encourage teamwork and positive support of each other, communicate effectively and often and lead by example.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

13 Nov

Uh-oh, it’s team building time…

“Unity is strength…when there is teamwork and collaboration wonderful things can be achieved.” – Mattie Stepanek

As the end of the year approaches, many managers remember that they have forgotten to hold a team building session during the year. Often this results in a frantic scramble to ‘tick-the-teambuilding-box’. Suddenly a team finds itself tolerating a competitive colleague at ten-pin bowling, or not listening to an inspirational speaker because they are too overloaded to spend time hearing someone else’s story, or perhaps even cringing through a hastily prepared ‘funny awards night’. Whilst each of these activities can be enjoyable and appropriate in certain circumstances, they are not always effective for every team and situation.

Team building should not be an after thought or a ‘must-do’. It should be something that has clear objectives and outcomes, otherwise you are wasting company time, employees’ time and often a load of money.

[As an aside, should we really be calling this team building? Over the years this term has, rightly or wrongly, come to mean ‘having fun’ or ‘being social’. But guess what? Not every team or individual wants to have fun or socialise with their colleagues! And even if they do, everyone has a slightly different idea of what fun is to them. Call it what you will – we prefer to call it Team Development – no matter what you do, you should be using the time to develop the team and enhance its culture.]

Team development can be anything from a lunch to celebrate a job well done, a 1/2 hour skills refresh, a presentation, through to a 3 day team-vision and strategy session. It may or may not include activities removed from work (e.g. sport, games) and social elements (e.g. lunch, dinner). It can have a business focus or a personal focus. An event may be organised and facilitated by the manager, or it might be facilitated by a third party – a learning and development colleague or external consultant.What you end up doing should be driven by the needs of your team, not by what someone else has done or just because an activity sounds like fun.

So how do you make sure you are doing something worthwhile and not a last minute booking that no one is interested in? Below are some questions to consider.

Objective

What are you trying to achieve with the team – both in the longer term and also at this particular event? This might include the type of culture you wish to foster, skills you wish to develop, collaboration you must generate or mutual understanding you need to encourage.
What do you want people to be doing differently as a result of your event?

Motivations

What motivates or interests your team members?
What types of environments or activities does the team respond well to? (Of course ask the team for input – just be aware that occasionally the responses will be about something fun they want to do, that has little benefit to the team as a whole)
How will you cater to different motivations across individuals within the group?

Business

How do you see a team development/building event benefiting the business?
How will you know this has been a successful investment in your team by the business?
Are their any limitations to consider? This might be related to things such as policies, OH&S issues, cultural awareness, geography, or physical restrictions.

Options

What are all the possible options for achieving your objectives and meeting team needs/motivations? (This will involve some brainstorming and/or research)
Which option or combination of options do you believe would be most successful?
Is the preferred option one that you can run yourself or is help needed?
Is the preferred option one that can be linked to other events or activities the team have done/will do? Sometimes team development is more sustainable if it is a series of related events spread over time.

Plan and communicate

Make sure you plan the event well, no matter what you are doing.
Communicate with the team to outline objectives and logistics. Most people will want to understand what the focus of the event is – whether it is do get to know each other better, develop strategy or just take some time out from the business to celebrate success.

If thought through well, team development can be used to build a team’s culture, capabilities and performance.

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

30 Oct

Stop wasting money when training your team!

“Tell me and I forget. Teach me and I remember. Involve me and I learn.” – Benjamin Franklin

How many times have you sent your team members on training programs and afterwards wondered why you even bothered? Many managers feel frustrated when they allow their team to take time off work to be trained, then don’t see any results afterwards. It can often seem like a huge waste of time and money and many managers don’t realise a few simple actions might deliver better results.

Training can be mandated by head office, it can be suggested by the employee, it might be recommended by HR or you might identify a program that you believe will help a team member. Yet we are often ahead of ourselves – trying to find a solution before we’ve identified the problem or indeed that there is a problem in the first place! Or we might be ‘ticking an employee development box’, trying to keep an employee happy or even just getting them out of the office for a few days! So before you throw someone into a training program, make sure you have covered off a few basic steps. The tips below are no guarantee, although they should help you start to see better results for your investment.

1. Identify specific strengths and gaps

Take a few moments to write down what you see as the strengths and gaps (areas for development) for the individual. Be specific – don’t just say “good at their job” – identify what specifically it is that they do well or what specifically they could be doing better. For the developmental areas, consider what behaviours you would like to see if they had closed the gap in this area. Finally, prioritise developmental areas – their importance to the individual’s ability to do their job is a good starting point. After you have done this for your employee, it’s a great idea to have a conversation with them to see if you are on the same page – ask them what they think their strengths and development areas might be, then share your thoughts. This opens up constructive dialogue, helps raise their self-awareness, and by asking for their input, you are encouraging them to take responsibility. In these discussions, generally it is best to start with strengths as these are so important to acknowledge!

2. Determine cause of gaps: skill, knowledge, experience or capability

Areas for development have many different causes for each individual. Sometimes it is a skill that they are unfamiliar with, or it may be some background knowledge is missing. Perhaps they have not had the opportunity to demonstrate a skill. Or maybe they do not have the capability to close the gap in development – this might relate to emotional or intellectual intelligence, geographical location or other physical barriers. Of course, often the cause of the gap is an overlap of some of these aspects. Once you know the cause/s of a developmental gap, it will help you determine what might be needed from a learning program. As with point 1. above, and other points below, often this can be a joint discussion with the individual.

3. Understand how they like to learn

Different people learn differently. Take a moment to uncover how your employee BEST learns. For example, do they learn through reading, discussions, role-plays, applying skills in the workplace, observing others, and so on. Understanding this will help determine the type of training they might need and also the extra help they might benefit from to support any theoretical learning. And if you don’t know how they like to learn – ASK! Sometimes the way they like to learn will tie in with their strengths – for example, they might bring a very structured and detailed analysis to projects so their learning preference might be to read, take notes and structure the key concepts into memorable points before applying them to a specific task.

4. Identify learning opportunities and plan

Work with the employee to identify a learning plan for closing the gap. Based on their learning preferences, this might involve attending a training program or it may be more comprehensive, like being assigned a specific task, attending training to learn more about the skills required for the task, being coached by an expert in the area and getting feedback at key milestones of the project. Try to incorporate opportunities where they can enjoy and reinforce the learning through use of their strengths – for example, if they are excellent presenters, then have them present the key concepts of any training back to the team afterwards; if they are problem-solvers, ask them to identify areas of the business where the training concepts might improve systems and processes.

5. Reinforce the learning

Prior to beginning their learning plan, including any training sessions, meet with the employee and ask them what they hope to get out of the activities/training. By verbalising their thoughts, they are more likely to take responsibility – they are telling you what they want to learn, so they have to own it. And if they can’t think of anything, perhaps back to point one before you waste money and time! Of course, if you have expectations of their learning that they don’t identify, it’s a good idea to highlight these; they might include how you hope they will apply the skills post training. Then after the training program or learning activity, meet with the employee again to seek their feedback on how they found the learning and what they got out of it; also how they see themselves applying what they learnt back in their daily job. And make sure the learning is reinforced at regular intervals – through follow-up training, discussion, application and coaching, as appropriate. Without effective reinforcement, people will forget, not use effectively or not use at all what they have learnt. Your role as a manager is to help support this reinforcement in an ongoing fashion.

There is no guarantee that you will always get the maximum return on investment for any training that you provide for your employee. What you can do though is to support the learning process effectively to enable the right solution in the right way.

Happy training outcomes!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

08 Aug

The management brick wall

“Tell me and I forget. Teach me and I remember. Involve me and I learn.”

– Benjamin Franklin

As a manager, have you ever felt like you are hitting your head against a brick wall? Do you feel like your team ignore your suggestions, directions and advice? Do you find you have to explain the same things to them over and over?

If you answered ‘yes’ to one or more of these questions, you might be hitting what we could describe as the management brick wall. Rather than keep hitting your head against it while thinking it’s your employee’s fault, how about considering what you could change in your approach to improve the situation.

Consider the following tips that might go part way to knocking down the wall.

1. We all learn differently

Each person in your team is unique; they are not (and nor should you want them to be!) a replica of you. As such, they each will have slightly different ways that they prefer to learn a new skill, seek knowledge and gain experience. Some people learn best through reading and reflection in a quiet environment, some like to read and then discuss, some like to get stuck in and give something a try, some like to watch a demonstration, some like to hear from an expert, some like to talk to different people…and so on. Often learners are described as Visual, Auditory or Kinesthetic, yet many are a combination of two or more of these categories and there will be subtle differences amongst even learners with the same ‘type’ of learning style. Understanding how each team member likes to learn will help you understand how best to approach teaching, instructing, coaching and guiding them in new areas. And understanding how they like to learn is as simple as asking them!

2. Our motivations vary

As with learning styles, we each have different things that will motivate us to perform and succeed at work. For some it is having new challenges, for others diversity in their work, for some it is working in a team, for others it is to be able to work autonomously. Strange, but true, research in this area has found that money is not the prime motivator for most people – sure it’s often important, yet not the main thing that inspires them to achieve. Looking for opportunities to tap into people’s motivations will help you to build their knowledge, skills and experience more effectively than just giving them a task to do or telling them how something should be done. For example, if you want them to develop their networking skills, you will only get so far by telling them they need to interact more with other staff members. On the other hand, you might find their skills grow if you explain how developing these skills will enhance their chances of future promotion (if that is a motivator) and that you are asking them to sit on a cross-functional team (working in a team may be a motivator as well) because you feel it will give them more opportunity to learn about the company and to network with colleagues.

3. Sometimes there are other ways

It may be hard to believe, however sometimes our way isn’t the only way. In fact, sometimes there might even be a better way! So be open to your employees’ ideas. As long as they are clear on expectations, know what the boundaries are, and assuming there is no significant risk, there will be times when asking them how they would like to approach a task might be an effective strategy. People learn much more effectively when they need to tap into their own ideas and take responsibility for their actions – they learn when it works and they learn when it doesn’t. As a manager, if you set the expectations, then coach and support them, you might be surprised to see positive results!

So if you feel like you are hitting your head against a brick wall, take 5 minutes to think about what you can do differently to get the best out of your team.

Happy managing!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

20 Jun

What do you expect of your team?

“The bottom line is, when people are crystal clear about the most important priorities of the organisation and team…not only are they many times more productive, they discover they have the time they need to have a whole life.” – Stephen Covey

How clear are your team about the expectations you have of them in their roles? If you asked them, would they be able to respond quickly and accurately?

As managers, we often make assumptions that our team members should know what is expected of them; we assume they have the same standards, work ethic, values we do. And we sometimes assume they have the skills and commitment to achieve good performance. Unfortunately, we can forget that we should never assume! Even if our team have good intent, a positive attitude and high level skills, they may not be as focussed or even performing as we would want them to be.

To make sure you provide your team with solid grounding to achieve, support them to have knowledge, resources and opportunity to learn and perform. It is also imperative that you also be clear on what is expected.

Team purpose, goals and responsibilities

The big picture purpose of the team i.e. why does the team exist? Ideally this is not presented in ‘corporate speak’ (you know, when lots of big, important sounding words are used, yet the message is not clear) rather delivered in succinct, every day language that is easily remembered.
The goals of the team breaks down the purpose into achievable actions to be carried out over a set period of time.
What each team member is responsible for to achieve the team goals. This should be as specific as possible, and accompanied by a clear outline of timelines and how the responsibilities will be measured.

Attitude and alignment

The attitude that is expected for a productive team culture is not something that is always covered, however by being clear on the expectations here, it can make it easier to praise it when you see it and call it when you don’t. Do you expect your team to be positive, solutions-focussed and supportive of each other? If you do, tell them – it helps create the framework for building your team culture.
Alignment is as important as attitude. A business will not succeed unless teams are aligned in their work with the organisational vision, goals and values. Ensure your team understand their link to organisational success and that their own goals and behaviour support that.

The ‘little’ things

There will be other professional matters that are important for different reasons to different managers/organisations. These ‘little’ things can become big issues of they are not explained to the team. For example, do you find it incredibly rude and inefficient for people to be late to meetings? does your company expect certain policies to be well understood and strictly adhered to? do you expect to have monthly catch ups with each team member? what do you expect to be updated on and when?
Obviously you don’t want to overload with these ‘little’ things or it will seem like a list of demands. Think through what is important for effective working relationships and performance then make sure your team know your thoughts.

Oh, and once you have established your expectations for the team, how about asking them if they have any of you? Most people appreciate being asked and generally will be reasonable and professional in response!

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

02 May

Coaching breakdown for new managers

“One cannot teach a man anything. One can only enable him to learn from within himself.” — Galileo Galilei

Particularly for those new to management, the word ‘coaching’ can be a little daunting. Other managers throw around the word, they say they coach their team regularly, they seem so confident. But as a new manager, does someone sit you down to explain what coaching is or how to do it? Generally not. So you organise weekly meetings with your team members, get them to update you, tell them where they could improve and share your expertise – see, you’re coaching…aren’t you? Probably not.

Here are some key points for new managers to start growing their understanding of coaching. (A recommended book to enhance new and experienced managers’ understanding is “Coaching for Performance” by John Whitmore)

What is coaching?

Coaching can be a way of managing and leading (i.e. it doesn’t have to be rolled out on special occasions!)
Management by coaching may be informal and used frequently in communicating with staff e.g. problem solving, briefing and debriefing projects, feedback discussions, informal skill development
Coaching can also be formal and structured as required e.g. career exploration, formal skill development
The foundational element to coaching is asking questions
Through questions, a coach helps the employee think about the situation and come up with their own answers
Coaching questions help raise awareness in the coachee and ultimately guide them to take responsibility for choices and actions

What are the benefits of coaching?

When someone comes up with their own options and answers, they feel more in control and engaged with the situation and are more likely to follow through with actions
Coaching helps develop employees and encourages application and retention of skills
Ultimately staff who are coached can enhance performance and improve productivity
As your staff develop their skills and confidence, and own their actions, it will save you time – less chasing and instructing!
Asking questions, listening and responding appropriately will have profound impacts on interactions with your staff – they will feel valued and that you care about their opinions, they will grow in confidence, they will feel motivated and they will likely develop their professional skills (of course, some people may take time to respond if they have relied on being told what to do and think!)

Is it only about questions?

Management by coaching may also involve situations where you do provide advice or instruction
The balance of ‘ask’ vs. ‘tell’ will depend on the level of motivation and skill of the individual
Even when you think more ‘tell’ is needed, hold off and ask a question or two first e.g. “How do you think we could approach this?”, “What do you think the first step might be?”; you never know, you might have made an incorrect assumption about the level of ‘tell’ required
If you do need to do some ‘tell’, always follow with a question to involve the employee e.g. “What do you think of that?”, “What other options do you see?”
The other key aspect to coaching is listening; engage with your employee, don’t give in to other distractions and truly listen!

When should I be coaching?

As you practice your coaching skills, you will realise that most discussions with staff will be enhanced through coaching questions – engaging them in the discussion, presentation or decision-making (of course there are times when it may not be appropriate e.g. serious performance issues, crisis situations)
Try starting with the regular one-on-one meetings you have with your team members; if they are updating you, ask them questions e.g. “What’s going well on this project?”, “What are the major challenges you’ve faced?”, “What are your next steps?”
Try questions when an employee comes to you with a problem; instead of solving it for them, see if they can solve it themselves! e.g. “What’s the background to this issue?”, “What have you tried already?”, What are your options for dealing with this?”, “What do you think should be done from here?”
When a team member asks you for feedback on something they have done – ask for their input first e.g. “What do you think you did well?” (the good stuff first is a must!) “What could you have done differently?” It’s ok to then provide your own feedback – having their input first is important

Is there a structure I should use?

One of the world’s most widely used coaching frameworks is the GROW model. Developed by John Whitmore and colleagues (Performance Consultants) it provides guidance on areas to explore that will help raise awareness and responsibility in the coachee

Goal: explore the goal of the discussion

Reality: explore the current situation

Options: explore the alternative actions

Will: determine what WILL be done, when, by whom and the WILL to do it

If you find a model difficult, just start by asking open questions with the aim of truly understanding a situation and the employee’s perspective (open coaching questions are commonly those beginning with “What”, although other starters like “When”, “How” or “Which” may be used)
Once you start using GROW, you will see the benefits of the discussion steps; after a while you will likely find that you are not even conscious of following a ‘model’ – you are simply having a productive conversation

How will I know what to ask?

If you truly engage with and actively listen to your employee, you will know where to go – have an open mind and an attitude of honestly wanting to explore the situation with them; if you don’t bring this openness and authenticity, then you might struggle
In knowing what to ask, this is where GROW is useful – it gives you some guidance in an easy to remember model. As nicely summarised by John Whitmore, the process is basically variations on the following:

What do you want? GOAL

What is happening? REALITY

What could you do? OPTIONS

What will you do? WILL

If you have time to prepare for a discussion, you could write down some questions that might prompt you; try writing GROW down the left-hand side of your notepad, with one or two questions next to it

Coaching is an exciting, fulfilling and efficient way of enhancing your management style. As you understand and practice, it becomes a way of managing and leading with great results.

Happy coaching!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

14 Aug

New to management? 3 traps to avoid…

“If a rhinoceros were to enter this restaurant now, there is no denying he would have great power here. But I should be the first to rise and assure him that he had no authority whatever.” — G.K. Chesterton

So you’ve finally been made a manager – congratulations! This no doubt is an exciting and perhaps slightly daunting time for you; and it’s time to figure out the type of manager you will be. Management is wonderful, but it’s not always easy. There are several traps that you can fall into when new (or even when experienced!) – here are just three to think about in those early days, to help you get the best start.

“Because I’m the boss…”

Some new managers think that to gain respect or to get results, that they need to be directive, assertive or even aggressive. Whilst it is important to be clear on the desired results and to give direction when required, you can go about it without ruffling too many feathers. Remember that in many cases the people you now manage have been doing their jobs for some time. Coming in and throwing your weight around may not be the most productive approach in the long-term. Just because you are the ‘boss’ doesn’t mean that you have all the answers or that you automatically receive respect. Find out as much about your team’s role and responsibilities as you can, along with individual’s strengths and capabilities. Ask for their input on pressing matters, seek their thoughts on how the team is tracking. And if there is urgency requiring you to be very directive, quickly – explain the situation to them and be ready to answer questions or listen to alternative viewpoints. You can still make the final decision, however it will go a long way if you encourage some collaboration with your staff.

“We can be friends…”

Many managers – especially those promoted to manage former peers – believe that they can be friends with their team members. Whilst to an extent this is true, the trap comes when ‘being friends’ impedes being a manager. Sharing a joke, having lunch together and even socialising can create a great team atmosphere – it’s simply about getting the balance right. Be prepared to say no or even discipline your team, watch for inappropriate or prolonged joking and story telling in meetings, be mindful of perceived inequalities within the group, never share professional confidences or related gossip with the team and be cautious about talking love-lives and personal dramas. You can have friendships with team members, just be aware of the need for professional boundaries.

“I’ll just wait and see…”

As a new manager there will be issues within the team that become apparent relatively quickly. There may be a personality conflict between two team members, someone may be falling short on their responsibilities or it may be that you have a major performance issue to deal with. These situations are hard and they can be daunting for a new manager. Sometimes a manager will wonder if they have misread the situation, some may even think it is their issue (“Maybe my directions weren’t clear enough?”) and many will choose the ‘wait and see’ option. This may be where a manager thinks that they are too new to deal with an issue or they lack the confidence to address it. Rest assured, ignoring issues and hoping they will resolve themselves rarely works. A more productive approach is to gather your facts – write them down – and ask yourself if there is indeed an issue. If there is an issue, consider the consequences of not dealing with it (for you, the team, the individual concerned and for business results). Explore the options for resolution and discuss these with a coach, mentor or your manager. Be familiar with any HR or legal policies that may apply. Now, prepare your approach, know what you want to say / do and even role-play difficult conversations. Whatever you do, don’t ignore it!

Happy managing!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

08 Mar

Why create a cross functional team?

“Alone we can do so little; together we can do so much.” – Helen Keller

Cross-functional teams seem to be very popular at the moment. If you are new to the concept, you might be wondering ‘Why do I want to create a cross-functional team?’ A few reasons for you to ponder below.

Input and Ideas

When working on a project, you might find that it would be beneficial to gather others’ insights. Sure, you might have your own ideas, however a collective ‘think-tank’ is bound to expand thinking. If your project is about finding new ways, improving processes or coming up with new ideas, then it makes sense to gather a diverse group from which to seek ideas. Invite people who you know will have a different perspective, invite people from departments that are different to yours, invite people who may have a vested interest in the project outcomes. Whilst you don’t want the group to be too large (depending on the situation, generally no more than 8 – 10) you do want to have some diverse opinions from which innovation or inspiration is likely to come.

Politics and Policy

Some projects are going to have significant impact on others in your department or organisation. There may also be impacts on external customers or stakeholders. Especially when the project will lead to change, it is important to seek input from those who the change will affect. Allowing people to have their say or provide their ideas will go a long way towards effective change management – they and their team will feel ‘heard’ and you may also prevent problems you hadn’t anticipated. Even if the changes are not ones that people agree with, giving them a say in the process often helps to alleviate issues later. A cross-functional team is a relatively easy way to start to deal with the politics of a project.

Many projects also may be limited by, or involve change to policy . It’s very important to involve the policy makers / holders / governors during the process. Whether they are part of the cross-functional team from the beginning, or whether they are brought in at the relevant stages, their involvement could save serious headaches later!

Involve and Invigorate

As humans, we are innately designed to participate in a community. Whether an extrovert or introvert, we all generally have a need to feel involved. A cross-functional team is a great way to harness this need and to invigorate action and acceptance. Invite those who are passionate about your project to contribute and act as advocates within the wider organisation. Invite those who may be skeptical and have them involved in understanding the issues and solving problems – turning a skeptic into an advocate is a huge win and often results from cross-functional discussion.

These are just a few reasons why creating a cross-functional team can be a productive and positive influence on your project. While we can overdo meetings and involving others, if we do things the right way, the benefits can be wide-spread.

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

24 Jan

Delegating is not really about you…

“The great leaders are like the best conductors – they reach beyond the notes to reach the magic in the players.” –Blaine Lee

Many managers and supervisors find delegating difficult. This can be for many reasons – they like to be in control, they want all the glory, they don’t trust their staff. Sometimes it is because they feel like they are doing something bad to the person receiving the task.

Particularly for managers in this last group, it might be time to think about this a little differently. Delegating is not about you. Although you may change your workload through the act of delegating, this is not the real reason you should be delegating. You should be delegating to help develop your employees and to build stronger teams. You should be delegating to motivate and inspire confidence. You should be delegating to help with succession planning. Done well, delegating is actually more about the employee than the manager.

So how to you delegate without making it about you?

Understand your team and individuals within the team – what are the needs and desires of the group; what motivates individuals, what are their career aspirations, what are their strengths
Identify tasks or projects that will play to an individual’s strengths or will enable them to develop skills whilst working on something they enjoy
Explain the task / project clearly: objectives, timeframes, their role and why you think they are the right person for the job. Try to make this last aspect as motivational and positive as possible e.g. “I want you involved as you are excellent at developing strong relationships across departments. That is critical to this project as there is a lot of cross-functional work needed. The project will also expose you to senior leaders and raise your profile with them.”
Check in with the employee – do they understand the project and their role; do they think it sounds like a good opportunity to be involved in; do the timeframes sound reasonable. Discuss further as required
Ask what support they might need from you and outline any progress checks you expect

Of course, there may be some tasks that you struggle to make motivational. In this instance, re-challenge yourself to identify an opportunity for the specific person you have in mind – remember, it’s not about your interests or development! If the task truly is unlikely to be interesting, yet still requires delegation, then be as honest and positive as possible e.g. “I’m asking you to do this because I know that you will do a good job with this and it’s an important part of our team’s role.” Try not to use the reason of “I’m too swamped to do this” as employees are often left feeling ‘dumped on’. Obviously every situation is different so use your judgement on outlining the reasons.

More often than not, if you know your team well, delegating for development will inspire and engage employees. If you think about delegating as a way to develop and motivate, rather than as a way to clear your own desk, you might just be surprised with the subsequent results!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

21 Dec

Holiday reading 2011

“My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary.” – Steve Jobs (as cited in Steve Jobs, by Walter Isaacson)

The holiday reading list this year is very short . If you want a great book to read while you relax, my suggestion is:

Steve Jobs by Walter Isaacson (the one currently in all book stores, with Steve’s face on the front)

This is a well written book and a fascinating insight into the mind of someone who many consider to be a business genius. The book is a ‘warts and all’ look at the man who helped make Apple one of the world’s most innovative and successful companies. Steve was not an angel, but he was smart.

Here’s what I’ve learnt about business from this book:

Think Different
Make sure your teams collaborate, rather than compete
Connect the dots – provide end to end solutions
Technology and art are a powerful combination
Love what you do

Happy holidays and happy reading!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

01 Dec

Creating a high performance team – the building of trust

“The essence of trust is not in its bind, but in its bond” – Unknown

Perhaps one of the most fundamental factors for a successful cross functional team is the building of trust across the group. Many such teams are made up of people from varied roles, departments, and often cultures – it is no surprise that there will be different perspectives, working styles, goals and personalities, all of which can fuel the obvious question – “Who are you and what do you offer the team?”

In any team different styles and perspectives can create tensions and it is often exaggerated in cross functional teams where there are different reporting lines and core responsibilities at play. It is critical that the team leader encourages and allows time for exercises that build understanding and trust. The popular Forrester/Drexler Team Performance™ Indicator identifies mutual regard, forthrightness and reliability as being the keys to success for trust building; without these you may have caution, mistrust and facade.

So how do you build trust in a cross functional team? Below are some ideas for team leaders to consider.

Putting people at ease – At the first meeting, allow time up front for the group to chat in a relaxed environment. You might organise coffee half an hour before, meet in a coffee shop the day prior, have a casual dinner the night before. The environment should be as relaxed as possible and the team leader should introduce, mingle and facilitate a sense of inclusion. Whatever works for your situation, it is important that there is time to get to know each other outside of the meeting – small talk is a first step to feeling at ease with someone. Even if the team has worked together before, each project can benefit from this connection or reconnection before the work begins.
Understanding backgrounds – Even if everyone on the team knows each other, there is enormous benefit in introducing what team members individually bring to the table. Sometimes we might think we know someone at work, yet we have no awareness of the skills they have or the experience they bring. Such an introduction can be done by simply going around the group at the first meeting and having them describe their working background. If more structure is needed (so one person doesn’t take up all the time!) write 3 questions on the whiteboard for people to answer. For example: Who are you representing on this team? What past experience can you bring to the discussions? What expertise should we be calling on you for? You can have the discussions around the table, break into pairs and have the pairs introduce each other when you regroup, ask for the information before hand and conduct a ‘who am I quiz’ during the meeting…however you do it, make time for valuing individual backgrounds.
Developing team ‘norms’ – Right up front, it is ideal to agree as a team on certain operating principles. This can be done using an external facilitator (helps the team leader be part of the discussion) or the team leader can coordinate. Discuss what team norms are (e.g. how we operate, what’s important to us to make sure we are effective) and how they will be used (e.g. as our guiding principles that we will hold each other accountable to at each meeting). Show some heading prompts – meetings, problem solving, resolving tough issues, values, decision-making, communicating – and ask the team to think about what’s important to them when working in a group – either around these headings, or in other areas. A good question to ask is “What helps you contribute effectively and feel productive in a team?” Have each person write on post-it / sticky notes (one comment per sticky note) and put them on a whiteboard or flip chart. Group similar ideas and encourage discussion and expansion where required. Consolidate key points and capture for distribution – “We agree to… We will…” Common norms are: be on time for meetings, one person talking at a time, respond to emails within 48 hours, putting tough issues and disagreements on the table, be open and honest at all times, phones off in meetings! Because cross functional teams are diverse, the norms must reflect all views.
Addressing difficult issues before they happen – Some teams will be working on projects where it is likely discussions will get heated or differences of opinion will occur. Identifying what the issues might be even before they arise is a good way to encourage honesty, understanding and appropriate conversation. This doesn’t mean that you will avoid conflict or tough discussions, but by acknowledging that they might occur it helps people be prepared. It also shows that the leader understands the project. A team leader might highlight that there are likely to be differences of opinion and encourage team members to share openly and honestly while respecting others may not agree; you could ask the team how they propose handling difficult issues or decision-making when there is a disconnect.

These are a few ideas to help build trust within a cross functional team. These types of activities will need to occur throughout the time working together – creating and then sustaining trust. If trust can be built early on, you will start the project in a productive way – it’s definitely worth spending the time on trust building.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

31 Oct

A quick and cheap team assessment!

“Gettin’ good players is easy. Gettin’ ’em to play together is the hard part. “ ~Casey Stengel

For those of us who lead or participate in any type of team, we all have moments of wondering if the team could somehow operate better. Sometimes we know how to improve it and sometimes we are not really sure what the issues are. To really assess a team’s performance, we should use a diagnostic tool. There are many of these on the market and in the ideal world you would use a diagnostic tool AND a facilitator to work through your team strengths and areas for development.

But what if you don’t have the time, money or inclination to engage a diagnostic tool and a facilitator? You could try running a ‘quick and cheap’ assessment yourself. While this may not give the rigor a more formal process can bring, it is a starting point and at the very least it will get the team talking.

Step 1: Draw and label

Divide a flip chart sheet into 4 segments (by drawing a line across the middle horizontally and an intersecting line down the middle vertically)

The 4 labels for each segment are:

Well
Not so well
Should
Shouldn’t

Step 2: Gather team input

Ask the team to write down their thoughts on post-it / sticky notes with one comment per post-it

what are we doing well as a team?
what are we doing not so well as a team?
what should we be doing?
what shouldn’t we be doing?

It’s up to you if you ask for input regarding the team as a bigger picture, or if you want to delve into the detail of team goals, operating principles or specific projects. Your terminology can also be adapted to suit e.g. instead of ‘doing’ you might say ‘achieving’ or ‘focussing on’.

Ask the team to put their comments onto the flip chart in the relevant segment.

Step 3: Discuss

Lead the team in a discussion about the comments, starting with what’s been done well and then what’s not being done so well. Then move on to the next two areas. Sometimes the ‘should’ and ‘shouldn’t’ reflect the first two and sometimes new ideas will arise – double-up is fine and extra points are fine – the whole purpose is to get the team talking about team dynamics and performance.

Summarise for the group what the main findings are; ask for expansion if necessary; ask for examples if required.

Step 4: Action plan

On a separate flip chart, ask the team to agree on their top 4 – 5 actions to improve team function. This might include starting things we should be doing, stopping things we shouldn’t be doing, continuing things we do well or improving things we don’t do so well.

Confirm agreement and decide when the team will next check-in about the actions agreed.

There you have it – a ‘quick and cheap’ team assessment! While it might not be perfect, it is simple and easy to conduct and often generates some great insights.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

19 Jul

Promoting your team to internal customers

“The way you think your customers feel about your product is not always the same as what your customers really think about your product. ” – Bo Bennett

For those of us who work in or lead a team that supports internal customers, often the last thing we have time to do is to promote or market the team’s work. And why should we? Surely ‘they’ see the great things we do?! Actually, our internal customers are often so busy themselves that they may rarely notice or think about those who support them. So perhaps take a moment to think about how to promote the team and get the message out there about the work we do.

Before we go any further – what do we mean by ‘promoting’? In this sense it is about raising internal awareness of what the team does to support the business, what elements will help it operate more successfully and what achievements are being made.

So why should we promote the team to our internal customers? Well, wouldn’t it be great if we created business partnerships with our customers – relationships that enable optimal efficiency and effectiveness through working together? And to help create that business partnership, our internal customers need to see us as more than just the team that responds to their reactive needs.

Engaging customers in a business partnership is not just about handling an issue or delivering a solution. For a productive relationship, we should be finding ways to: anticipate customer needs, provide relevant services to support their work and highlight the benefits of working together.

If we start to do this well, ultimately this will help us to: reduce duplication, minimise customer complaints, maximise resources and reinforce our success in the business.

Promoting the team starts with effective communication regarding services – making it meaningful and relevant to the customer. It’s also about demonstrating exceptional customer service, even during stressful situations. And it is about marketing the team internally, through value-add services, promotional activities and celebration of success.

Effective communication regarding services

Often we assume that internal customers know what we do to support the business. However, if you took a survey today, would all your customers know all of the areas you cover? Would they understand the value you add across the business? It’s likely that your internal customers only see the work you do for them and they might forget even that after a few weeks.

If you can paint a ‘big picture’ of how your team supports the business overall, then you may find that customers are impressed with the scope of work and it could even highlight efficiency areas e.g. perhaps another team duplicate parts of your work, perhaps knowing that you do more strategic work for other teams will reduce the demand for lesser value work. Often our customers ‘don’t know what they don’t know’!

Think about getting the team to brainstorm the key areas they work in and group similar work under major headings. Then get them to identify the value of that work to the business. (Tip: if they can’t identify the value, then why are you doing that work?)
Do you have a team vision? You could communicate that to your customers as well.
Do you have areas that you work in that could be more efficient if customers would only cooperate? Think about mapping out “help us to support you” guidelines to discuss.
Have you had some great successes recently? Consider how you will highlight that meaningfully to others.

Whatever you do want to showcase with customers, think about the relevance of the information and how you can structure it simply, yet with impact. Make sure all team members are equipped to discuss the key points as promotion is a group effort.

Once you know what you want to communicate, think about how best to get the message out there. You could schedule meetings with key customers to review recent work and update them on the team’s focus areas; you might want to meet with a number of customers to identify areas to ensure better business support; or you could host a morning tea break for new employees to showcase your service areas. These are just a few suggestions, however ensure that the team is communicating consistently and in an ongoing fashion!

Demonstrating exceptional customer service

Exceptional customer service is not just about delivering everything a customer asks for. It is about anticipating customer needs, understanding those needs and delivering valuable solutions and services to meet the needs. To be effective here, you need to consider how actively you try to anticipate needs or truly understand your internal customer’s daily challenges and opportunities. If you can do this well and deliver appropriate support, then you will raise awareness and respect for the team and probably end up doing more satisfying work.

To anticipate and understand needs, you will obviously at some point have to ask your customers some questions! You will be surprised at how much most customers will appreciate being asked. This in itself is team promotion!

Exceptional customer service is also about handling stressful situations. Make sure you and your team are equipped to approach these difficult scenarios with professionalism, calmness and a focus on results. This is a complex area and one that requires much support, preparation and coaching. But if you can win over a customer in a stressful interaction, then you are truly promoting the team.

Marketing the team

Marketing the team internally has already started if you have addressed the previous two areas! Now think about what else you can do. Whilst you don’t want to overload internal customers with too much information, consider how you can remind them you are there, highlight your work and perhaps even make them smile.

If you give presentations, perhaps you can showcase ‘how we have helped the business this month’. Maybe you can ask for customer feedback through an online survey with a prize for the first five participants. Sometimes even a laminated desktop card can be useful for some teams. Or think about relevant value add services – what about an online ‘tips’ section; a short training session; a monthly newsletter?

There is value in promoting your team to internal customers. Not only will it help build awareness of your achievements, it should also help build effective business partnerships with your customers. Promoting is not just about highlighting what you do, it’s about identifying how you help the business, demonstrating exceptional customer service and marketing your team in different ways.

Happy promoting!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

21 Jun

Cross-functional teams – roles and responsibilities

“O, Puchan, may we meet with a wise man who will guide us at once, saying: “Behold your way!” – Rig Veda

Have you ever sat on a cross-functional team and wondered “why am I here?” How long were you left wondering this – a few minutes then it all became clear? Or were you wondering for the entire project?

Not many of us love wasting time in our busy working days. So when we are involved with something like a cross-functional team, we want to know why we are there and what we are expected to contribute. Otherwise, wouldn’t we be better off working on something else? Yet it is a common issue for people working on cross-functional teams. This uncertainty can be exacerbated by managers who tell us we are involved, rather than asking or explaining the reasons.

If you are setting up or leading a cross-functional team, you will be a step ahead if you are able to provide participants with a clear understanding of their role and expected responsibilities right from the start. You are then more likely to have willing and effective team members ready for the first meeting.

Some tips to help you do this:

Choose representation carefully

Having the right representation on a cross-functional team is important. But don’t just think you need to choose ‘1 person from each department’. Challenge this commonly held belief. (NB: we are talking here about cross-functional project teams, not focus groups providing input) Ask yourself: “To achieve the project objectives, what representation is critical vs. nice to have?”; “Who is essential to the discussion and decision-making that will be required?” Too many people on a project team can be dangerous – a good number to work with is somewhere between 7 and 10, but this varies depending on the type of project. If you do believe you need a large group, consider having a ‘core team’ with major decision makers and a couple of sub-teams working on certain elements or piloting suggestions.

Choose roles, not people

When making decisions about representation on the team, it is tempting to consider the dynamics created by combining different personality styles within the one room. Although there will be cases when this is appropriate, generally a more successful approach is to consider job roles required first. In this way, it will be clearer to explain why someone has or hasn’t been asked to join the group. And, it will prevent your own assumptions and likes / dislikes from entering into a professional decision.

Be clear on responsibilities

When you are choosing roles to be on the team, consider what you expect them to be responsible for. Of course, as the team establishes itself, these responsibilities may change, but having an idea up front will help you communicate with the people involved and obtain mutual understanding from the start. Three questions to help you here: “What are the reasons that this role / person needs to be involved in the project?”; “What contributions might be reasonably expected of them during the project?” and “What would they potentially be responsible for as part of the project work?”

Communicate the key points

Once you have determined your team make-up and they have been informed / asked to be involved, ensure that you have effective communication channels from the beginning. Although not always possible, it is ideal to meet one-on-one with team members in person. If this is not feasible, then a phone conversation is the next preference. There are a number of items to cover with the team member to ‘get them on board’ – here is a suggested flow for the conversation:

Thank you for being involved in this project – your input will be very important to our success
You have been asked to be on this team because of <reasons for being chosen>
The objective of this project is to <cross-functional team’s reason for being>
It is likely that your responsibilities would be <expected responsibilities> and we will discuss this further as a group
Our time frame for the project is <timeframe and any relevant milestones initially known>
I would expect that your weekly / monthly time committment will be <time> which includes a regular meeting and follow-up work
What questions do you have for me before the project begins?
Thanks again for being involved. I look forward to working with you!

These tips may sound like common sense, however in a busy working day, it is often the little things that are rushed through or missed when cross-functional teams can feel like ‘something extra to do’. It is, though, the little things that will help you and the team you are leading to get off to a good start.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!