- A G U I D E F O R P R OJ E CT S A N D T E A M S CO N T E X T: M U LT I D I C I P L I N A R Y T E A M S / F O C U S : B EH AVIOU R S Christina Bruun / May 5, 2017 Hyper Island – Managing projects and teams
CREATING HIGH PERFORMANCE TEAMS THROUGH SELF-AWARENESS
CONTENT -
1 I N T R O D U CT I O N
2 BUILD
A T E A M C U LT U R E W I T H T E A M CA NVA S
3 Q UA L I T I E S
I N E F F E CT I V E T E A M S
4 WORK
5 TACT I C S
6 DEAL
TO M A N AG E T H E 4 W O R K STY L ES
W I T H CO N F L I CT S I N T H E W O R KP L AC E
7 B E H AV I O U R S 9
ST YL E S I N T E A M S
C H A N G E D U R I N G D I F F E R E N T S ITUATIONS 8 Q U OT E
BY B I L L G E O R G E
T H E 4 D O M A I N S O F E M OT I O N A L I N T E L L I GENC E (EQ) 10 5
E Q CO M P E T E N C E S TO C U LT I VATE
11 B U I L D I N G
12 S U STA I N
THE EQ OF TEAMS
HIGH PERFORMANCE
13 T H A N K
YO U
14 B I B L I O G R A P H Y
“
WITH THE MILLENNIAL GENERATION GROWING AS
A FORCE IN THE WORKPLACE, WITH TECHNOLOGICAL ADVANCES CONNECTING PEOPLE AROUND THE GLOBE, AND WITH A HEIGHTENED SENSE OF CONSCIOUSNESS
ABOUT CREATING MEANINGFUL WORK, THE ABILITY TO
”
INTERACT EFFECTIVELY WITH OTHERS IS CRITICAL.
P E R S O N A L ST R E N GT H S P U B L I S H I N G INC . L EA D I N G CO N S U LTA N CY W I T H M O R E T H A N 4 0 YEA R S EXP ER IENC E Personal Strengths Publishing (2015B)
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BUILD A TEAM CULTURE WITH TEAM CANVAS MAKE TEAMWORK MORE EFFECTIVE The Team Canvas is a tool to build a team culture and bring members on the same page. This exercise can be used to prevent conflicts. Voloshchuk M. and Ivanov A. (nd.)
“Team culture is important to me because I think it helps the team to work better. We know each others expectations and we agree on the ‘rules’ together. It helps the team to be on the same page. If the culture and the team rules are built in collaboration then the team members respect them more - as it is shared responsibility. Also if someone says ‘I’m really not a morning person’, then we can all take this into account and set our common and individual working times accordingly.” Halina Mugame, Estonia Personal interview (2017)
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QUALITIES IN EFFECTIVE TEAMS BALANCE BOTH SKILLS & PERSONALITIES
The key element of an effective team is its members. Consider both peoples functional role, based on their formal position and technical skill, and their psychological role, based on the kind of person they are. Great team dynamics have the right balance of both. Here is five psychological roles to look out for. Based on a report from Hogan (2016), a consulting company who conduct scientific research and development of leading-edge personality assessments.
RESU LT S O RIEN T ED
Organise work Take charge Self-confident Competitive Energetic
REL AT I O N S H I PFOCUSED
Focus on people Attuned to feelings Building cohesion Diplomatic Approachable
P R AG M AT I C THINKERS
Practical Hard-headed Challengers of ideas Emotionally stable Prudent
DISR U PTIVE TH INK ER S
Focus on innovation Anticipate problems Recognise change Imaginative Curious
RULE FOL LOW ER S
Eye for detail Focus on processes Reliable Organised Conscientious 3
WORK STYLES IN TEAMS IDENTIFYING 4 PRIMARY TYPES
Deloitte (2017) have created a system called Business Chemistry which identify four primary work styles and related strategies for accomplishing shared goals: Pioneer, guardian, drivers, integrators. More than 190.000 people have participated in the research and follow up meetings have been conducted.
PIO N EERS D R AWN TO BO L D I D EA S See possibilities Take risks Spark imagination Focus on the big picture
G UA R D I A N S L E A R N F R O M T H E PA ST Like stability Bring order Hesitate to take risks Value data and facts
D RIVER S A I M F O R W INNING
Result driven Value challenges See issues as black-and-white Tackle problems with logic and data
INTEGR ATOR S DR A W TEA M S TOGETH ER
Are diplomatic Value connections Believe most things are relative Focused on gaining consensus 4
TACTICS TO MANAGE THE 4 WORK STYLES CREATE STRONG DIVERSE TEAMS
Teams fail to thrive through diversity, first step is to identify team members different work styles and create openness around individual needs and a general understanding for what will make each profile tick. Teams with all four work styles should benefit from cognitive diversity: Increase creativity and innovation and improve decision making. Deloitte (2017)
E LIC IT PIONEERS’ IDEAS
H ELP GUARDIANS SHARE THEIR PE R SPECTIV ES
Allow discussions to get expansive Provide whiteboards and markers Encourage people to share ideas Exercise free-flowing discussions To relax those who prefer structure - as Guardians - determine in advance how long such discussions will go on for.
Let them prepare before discussions and decisions Give them time and the details they need Allow comfortable contribution (for instance: writing) Assign them space to talk To accommodate other work styles - as Pioneers make the Guardians’ advance reading and preparation an option rather than a requirement for everyone.
KEEP DRIVERS I N T E R E ST E D AND E N G AG E D
E M P O W E R I NTEG R ATO R S TO S HA R E T H E I R T H O U GH TS
Keep the pace of conversations brisk Show connection between discussion and decision Progress toward the overall goal Introduce an element of competition To engage those who are less motivated by competition - as integrators – consider adding the opportunity for competing in teams to socialise together.
Dedicate energy to form a real relationship Ask them for their thoughts Encourage them to seek perspectives from others Explore together the positive affect of discussions To prevent others profiles - as Drivers - from getting impatient as they may feel it is a waste of time, consider doing some of this work offline. 5
DEAL WITH CONFLICTS IN THE WORKPLACE MOTIVES & VALUES DRIVE BEHAVIOURS Teams can develop a more productive culture and collaborate better when people understand their own and the other members motivational language. By understanding why people act like they do empathy will grow and the team will thrive in and gain from conflicts. Behaviour is driven by motivation to achieve self-worth. The Strength Deployment Inventory (SDI) is a tool for understanding the motives and map out three essential types of personalities: Red, Blue and Green. Personal Strengths Publishing (2015A)
R ED: FOC U S ON P ER FOR M A NC E BLUE: F O CUS O N P EO P L E
Altruistic Nurturing Take care of others Likes to contribute to the welfare According to Greens and Reds: Overly caring, self-sacrificing, gullible, weak, vague arguments
B LU E
RED
Assertive Directing Takes the lead Likes to achieve According to Blues and Greens: Dominant, aggressive, arrogant, ruthless, loud
GR EEN: FOC U S ON P R OC ES S GREEN
Analytical Individualistic Prizes logic Systematic thinking According to Reds and Blues: Stubborn, cold, rigid, distant, suspicious 6
BEHAVIOURS CHANGE DURING DIFFERENT SITUATIONS NAVIGATE BETWEEN SELF-AWARENESS & TEAM EFFECTIVENESS Develop a better understanding of the motive-driven behaviours (both own and others) to create stronger relationships and minimize conflict while maximizing effectiveness. Personal Strengths Publishing, the company behind the (SDI), has been working with ‘how motives drives behaviours’ for more than 40 years and worked with more than 2 million people. Personal Strengths Publishing (2015B)
STRENGT HS CA N BE OV ERD O N E
We can use our strengths so much that they work against us and become non-productive.
M OT I V E S C H A N G E I N CO N F L I CT
We feel and act differently during conflict; we want different things.
FILTER S INFLU ENC E P ER C EPTION
What we see is influenced by who we are and how we are motivated.
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“
I THINK WE NEED TO HIRE PEOPLE LESS ON THEIR
IQ, AND MORE ON THEIR EQ. MORE ON THEIR VALUES, HOW WELL GROUNDED THEY ARE, HOW GOOD TEAM
PLAYERS THEY ARE. HOW WELL THEY RELATE, AND DO THEY HAVE THE SELF-AWARENESS? DO THEY HAVE A GOOD SENSE OF THEMSELVES? SO THEY UNDERSTAND IT IS NOT ALL ABOUT ME - IT IS ABOUT WE.
BILL GEORGE S E N I O R F E L LO W AT H A R VA R D B U S I N E S S SC H OOL George B. (2012)
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S OC IA L CO MP E T E N CE
P ER SO NA L CO MP ET E N C E
THE 4 DOMAINS OF EMOTIONAL INTELLIGENCE (EQ) EQ IS A KEY TO HIGH PERFORMANCE
R E CO G N I T I O N
R E G U L ATION
S E L F- A WA R E N E S S
S E L F- M A NAGEM ENT
Pay attention to emotions See behaviours effect others Know own limits Self-confidence
S O C I A L A WA R E N E S S
Understanding others Reading between the lines Notice the common mood Caring of others
Manage own emotions Self-motivation Adaptability Positive outlook
RELATIONSHIP MANAGEMENT Getting along with others Conflict handling Expressing clearly Sensitivity towards others
Goleman D. (2016)
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5 EQ COMPETENCES TO CULTIVATE LEARN TO MANAGE YOURSELF & YOUR RELATIONSHIPS
Research show direct ties between EQ and measurable business results. EQ has five key components; Self-awareness, self-regulation, motivation, empathy and social skill. The skills can be learned through feedback and awareness, but it requires commitment to cultivate it. In his research at nearly 200 large, global companies, Goleman D. (2004), psychologist and author, found that truly effective leaders are distinguished by a high degree of emotional intelligence.
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SELF-AWAREN ESS
S ELF- REG U L AT I O N
M OT I VAT I O N
EM PATH Y
SOC IA L SK IL L
Welcome feedback Be self-deprecating Know your strengths Admit to failure Ask for help
Control disruptive impulses Gain trust through fairness Consider the reasons Think before acting Integrity
Be stretched Seek opportunities Passionate about work Want to perform better Optimistic to challenges
Consider peoples feelings Know cultural differences Make sense of emotions See body language Show support
Leading with empathy Nurture relationships Can appeal to reason Can appeal to emotion Collaborate through passion
UNDERSTAND YOU RSELF AN D YOUR EFFECT O N OTHERS
S HO W T HO UGH TF UL N E S S
AC H I E V E B E YO N D E X P E CTAT I O N S
SENSITIVE U NDER STA NDING OF P EOP L E
FR IENDL INES S W ITH A P U R P OSE
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BUILDING THE EQ OF TEAMS COLLABORATE UNRESERVEDLY
B ETTER DEC ISIONS
M OR E C R EATIVE S OLU TIONS H IGH ER P R ODU CTIVITY
PA RT I CIPATION CO O P ER ATION
CO L L A BOR ATION M U T UA L T R U ST IDENTITY
E F F I CACY TEA M EQ
Drusk V. and Wolff S. (2001)
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SUSTAIN HIGH PERFORMANCE CREATING THE CONDITIONS FOR THRIVING
Helping people grow and remain energized at work can boost the teams performance in a sustainable way, but creating the conditions for thriving requires attention from everyone in the team. Research conducted by Spreitzer G. and Porath C. (2012) in collaboration with the Ross School of Business’s Center for Positive Organizational Scholarship.
VI TA LI T Y
People who experience vitality spark energy in themselves and others. Vitality is generated by giving people the sense that what they do makes a difference.
THRIVING
Employees are not just satisfied and productive but also engaged in creating the future, both work-wise and personal.
L EA R NING
People who are developing their abilities are likely to believe in their potential for further growth Growth comes from gaining new knowledge and skills. 12
THANK YOU
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BIBLIOGRAPHY -
ARTICLES
Deloitte (2017). The new science of teamwork. Harvard Business Review 95 (2) 49-59
Deployment Inventory. Retrieved the 04/05/17 from: https://totalsdi. com/assessments/the-power-of-the-sdi/
WEBPAGES
Personal Strengths Publishing (2015B). What makes TotalSDI unique. Retrieved the 04/05/17 from: https://totalsdi.com/about/our-approach/
Drusk V. and Wolff S. (2001). Building the emotional intelligence of groups. Retrieved 05/05/17 from: https://hbr.org/2001/03/building-the-emotional-intelligence-of-groups George B. (2012). The Importance of EQ over IQ. Retrieved 06/05/07 from: https://youtu.be/5XqXsLnDV-U Goleman D. (2004). What makes a leader. Retrieved the 04/05/17 from: https://hbr.org/2004/01/what-makes-a-leader?referral=00060 Hogan (2016). Conflict, the secret to successful teams. Retrieved 04/05/17 from: http://www.hoganteamreport.com Personal Strengths Publishing (2015A). The power of the Strength
Spreitzer G. and Porath C. (2012). Creating Sustainable Performance. Retrieved 04/05/17 from: https://hbr.org/2012/01/creating-sustainable-performance Voloshchuk M. and Ivanov A. (nd.). Team Canvas. Retrieved 05/05/17 from: http://thetoolkitproject.com/tool/the-team-canvas
VIDEO
Goleman D. (2016). Crucial Competence Trailer. http://morethansound.net/shop/crucial-competence Personal interview (2017) with Halina Mugame avaliable on request.
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