Presentation on theme: "BUILDING AND MAINTAINING HIGH PERFORMANCE DYNAMIC MANAGEMENT TEAMS SALES & MARKETING TRACK B – SESSION 4 BRAD BEUS, GM FBOP, USDOJ JUSTIN SAWYER, A/ BUSINESS."— Presentation transcript:
BUILDING AND MAINTAINING HIGH PERFORMANCE DYNAMIC MANAGEMENT TEAMS SALES & MARKETING TRACK B – SESSION 4 BRAD BEUS, GM FBOP, USDOJ JUSTIN SAWYER, A/ BUSINESS MANAGER CSI CSNSW
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Corrective Services Industries New South Wales Overview / 13 Financial Year New South Wales, General Population – 7.3M (Sydney population 4.8M) NSW State Size – 309,000 square miles (Texas 268,000 square miles) NSW inmate population - incarcerated 10,800 (as at April 2014) NSW Correctional Centers - 32 CSI Business Units CSI Inmate Employment – 5,350 ( inc private sector employed,550) CSI Budget, financial year 2012/13 – 83M CSI Sales Income, financial year 2012/13 – 88M
TEAMWORK WHAT DOES THAT WORD REALLY MEAN When we think ‘Team’ we automatically think about sport … We usually don’t think about business or equate the term ‘Team’ with our place of work…
POP QUIZ - WHO AM I ? I was born in Brooklyn New York June of Italian immigrant parents. At age 15 I matriculated middle school to enter into a six year secondary program at Cathedral College Brooklyn to become a Catholic Priest. Poor athleticism and eyesight hindered my performance on campus baseball and basketball teams, so against school rules I played football off-campus. I left Cathedral college after four years whilst playing football in city teams and accepted a full scholarship at Fordham College, The Bronx for the Fordham Rams
POP QUIZ - WHO AM I ? I graduated Fordham University in June 1937, I tried my hand in semi professional football and as a debt collector I enrolled in Fordham Law school in September 1938 but I dropped out after one semester In 1939, I accepted an assistant coaching job at St. Cecilia Englewood New Jersey In 1947, I became the coach of freshman teams in football and basketball at Fordham University Following the 1948 football season, I accepted an assistant's job, at the US Military Academy at West Point with mixed success for a six year period In 1954, at age 41, began my NFL coaching career with the New York Giants. We went on to defeat the Chicago Bears for the league title in 1956
POP QUIZ - WHO AM I ? In February 1959 I accepted the position of head Coach and General Manager of the Green Bay Packers In the second year of my tenure Green Bay won the Western Conference and then went on to the 1960 NFL Championship Game against the Philadelphia Eagles I went on to coach the Green Bay Packers to championships in five of seven seasons. My record as a coach is unsurpassed compiling, 105–35–6 (.740 winning percent) and never suffered a losing season in the coach’s role.
“INDIVIDUAL COMMITMENT TO A GROUP EFFORT” – “THAT IS WHAT MAKES A TEAM WORK, A COMPANY WORK, A SOCIETY WORK, A CIVILIZATION WORK” Reference; Vince Lombardi – ‘Teamwork and Winning’
TEAMWORK – WHAT IS A TEAM How can we as Managers develop our team into a high performance unit ? How can we build on what we have and make it better ? How do we measure that, and ensure that we continue to grow it ?
CASE STUDY – HENRY FORD Reference; AryanLegacy.net
CASE STUDY – HENRY FORD 414 Piquette Ave, Detroit Michigan First Ford Motor Company Factory, 1904 – Bagley Avenue, Detroit Michigan First Henry Ford Factory Ford built his Ford Quadricycle there
CASE STUDY – HENRY FORD Ford Highland Park Plant, Detroit Michigan Ford Model T production commenced in January 1910 Plant closed officially, January 2011
CASE STUDY – HENRY FORD Working as a team – ‘Coming together’ Members share a common goal Managers have a clear vision for the team Managers encourage team ownership.
CASE STUDY – HENRY FORD Working as a team – ‘Keeping Together’ As managers we recognize every individuals’ diversity, we acknowledge that team members have different strengths We develop these strengths, and combine them to form team synergy These combined skills make up the teams overall capability.
CASE STUDY – HENRY FORD Working as a team – ‘Working Together’ Each team member understands their role and part they play They leverage off each other and develop synergy by working together The team practices working in unison, emphasize their individual strengths and work to them.
CASE STUDY – HENRY FORD ‘Henry Ford, Career and Life Highlights’ Development of mass produced automobile. affordable to the masses Development of the assembly line and the principal of vertical integration and generic low cost parts in manufacturing to reduce the sell price Mass production of the automobile coupled with high wages for his employees, equaled cars for the masses Revolutionized transportation within the US and then globally ‘Capture The Supply Chain’ concept in manufacturing Established Dealership Franchises, provided finance for buyers Established the Ford Foundation, philanthropic endeavors.
CASE STUDY – HENRY FORD Working as a Team – Key Elements; Workshop review and feedback What aspects of Henry Ford inspire us in our CI endeavors How relevant are his management ideas in a modern manufacturing and business arena What ‘Fordisms’ can we apply into our CI business ?
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Assess your current Staff Position: Identify team members skills and experience against your Business Plan and organizations objectives From this assessment how do your skill gaps impact on your business, how can you resolve these. Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Improve your Team Position: Conduct a team and staff member SWOT Analysis, ensure that these results are part of your Strategic Plan Retain and Train CI staff that are valued and have proven “buy-in” Ensure CI Staff development, conduct PDP’s with your team members, provide for training that enhances skills and addresses gaps. Reference; Inc. 500/5000, (prepared by Justin Sawye r)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for change - Review We have looked at some winning teams in sport and business and considered how they applied their developed knowledge to achieve success What are the key areas of our CI business that we can change to stimulate improvement and enhance our operations our people and our outcomes ? Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change - Organizational Mission Identify and share a clear vision – ‘Mission statement’ Be transparent and honest in your approach, identify your core values Share information with your staff Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change - Leadership Effective leaders lead by example Encourage your staff to be self starters, to achieve outcomes without constant supervision Promote sharing of ideas and teamwork. Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Organizational Culture Encourage team members to achieve shared goals in line with the organizations mission Do we mentor our staff, praise them and encourage them to achieve. Does our management team convey the culture that we say we represent. Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Delegate Managers need to ensure that they delegate appropriately to their team members This will develop your staff as individuals and as a team Benefits include; get more done ! Increase your overall value as a team and strengthen your team with trust and a shared vision. Reference; Inc. 500/5000, (prepared by Justin Sawyer )
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Communicate Arguably one of the most important skills in leadership Do we communicate with our team informally and formally… consistently ? Encourage your managers do the same Make sure that you are being heard and understood Ensure that our key values are being conveyed and then confirm that fact. Follow through on our promises, do we do that ? Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Develop a Culture of Trust Acknowledgement that trust and respect in the team is a key element to success and the cohesion of the team Good managers recognize this and create an environment where staff can be open with each other without fear of criticism or reprisal We recognize individual diversity and we leverage from that in our business dealings Ernest Hemingway…”The best way to find out if you can trust somebody is to trust them.” Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Clone Error “The clone error pitfall” when managers fall into the trap of creating a team that mirrors their own style and personality “A predictable team is easier to manage and control the outcomes” As a business development team do we work to, “The formula”, this is when the boss is most comfortable BD team members need to be to follow their, “Gut” If we play it safe in our endeavors we will fail. Not because we didn’t prepare enough for the outcome but fail because of the fear of failure itself. Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Inspire Your Team As mangers do we foster and develop our staff that support our team objectives What strategies do we employ if our staff are deficient or short of the mark in this area As managers, we need to be confident, be available and approachable to our staff, is our door always open ? Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – The Rebound Team members need to be able to admit when they have made mistakes, when they fall short or fail Allow them the opportunity to, “Bounce back” to a winning position with support from the manager and their team members …. Trust !! Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change – Share The Success Always recognize team performance and share success with each member of our team Recognition can be as simple as a thank you, or acknowledgment in a team briefing. It can also be as simple and as valued as affording a team member to grab some downtime with their family. Reference; Inc. 500/5000, (prepared by Justin Sawyer)
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - ‘What a Marshmallow reveals about collaboration’ Purpose: For each group to consider the concepts and then apply that knowledge in the team task and to review the outcomes. Reference; Tom Wujec, ‘Build a Tower Build a Team’
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - ‘What a Marshmallow reveals about collaboration’ Challenge Resources and objective: The objective is to build the tallest freestanding structure and the marshmallow must remain on top 8 groups x 5 members each with; 20 sticks of dry spaghetti 1 yard of masking tape, 1 yard of twine 1 marshmallow (any color) 18 minutes. Reference; Tom Wujec, ‘Build a Tower Build a Team’
TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - ‘What a Marshmallow reveals about collaboration’ Team Captains present outcomes of their challenge experience. Reference; Tom Wujec, ‘Build A Tower Build A Team’
TEAMWORK HOW TO BUILD A DYNAMIC TEAM “There’s something about this exercise that reveals very deep lessons about the nature of collaboration,” says Wujec in the video. 1. Recent business school graduates perform poorly. “They lie, they would cheat, they get distracted, and they produce really lame structures,” he says. The average tower by all participants in the exercise is 20 inches; the average tower by b-school grads is only 10 inches. 2. Recent graduates of kindergarten perform well. The average tower by kindergarten graduates measures 26 inches b-school graduates tend to wait until the end of the 18 minutes to add the marshmallow to the top of their structures. When the structures collapse, the b- school teams enter something like a crisis mode. The kindergarten grads, by contrast, tend to incorporate the marshmallow into their designs early on, averting last-second crises. Other fascinating results: CEO quartets design towers that measure 21 inches on average. But when you add an executive admin to the CEO teams, their towers shoot up to an average of 30 inches. “[The executive admins] have special skills of facilitation,” says Wujec. “They manage the process.” Perhaps the most dramatic result came on a day when Wujec – performing the experiment with teams of design students – decided to offer a $10,000 incentive to the group building the tallest structure. Despite the hefty prize, not one of the 10 teams participating was able to produce a standing structure. “If anyone had built even a one-inch structure, they would’ve taken the prize,” he says. Reference; Tom Wujec, ‘Build A Tower Build A Team’
Justin Sawyer A/ Business Manager Corrective Services Industries NSW Level 4, 20 lee Street Sydney | GPO Box 31 | Sydney NSW 2001 P | F | M