Team Acceleration & High Performance Teams May 19th, 2011

Workshop Objectives Accelerate your effectiveness as a Study-Group Agree on some initial Ground Rules to improve Study-Group performance Use Belbin Team Roles to optimize the use of all the individual strengths of the Study-Group members and identify potential problem areas

© Copyright 2011 3Circle Partners LLC Team Evolution Tuckman’s Stage Model © Copyright 2011 3Circle Partners LLC

What are the Problems ? Participation Rates – example based on actual data

What are the Problems ? 43 - Team Consensus - Boss Decides A TEAM’S PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES

The Critical Elements DECISIONS 1 on 1 1 on Some 1 on All In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require: The right BALANCE of people An effective PROCESS The appropriate INTERACTION from the people involved 1 2 3

Activity A: Teaching Smart People How To Learn

Activity – Teaching Smart People How To Learn Objectives 1. To strengthen understanding of the leadership principles studied in the pre-session reading. To explore your effectiveness as members of a newly formed working group. Discuss the questions from the pre-session assignment. Make team decision about the best (most complete) answer for each one. Although individuals may change their minds during the discussion, do not change your individual answers from the pre-session preparation phase. Scoring is based on the reading assignment even though you may disagree. Scoring: Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points. Do not use the text material during this exercise. Time = 25 minutes

Activity A – Teaching Smart People How To Learn – Score Key Item Correct Answer Your Points Page Reference in Article 1 c 6 2 d 9 3 a 4 5 10 b 11 7 12 8 13 14 Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points.

40/80 % = 50% 100 80 _ 60 40 _ 20 -100 MAXIMUM SCORE ? MINIMUM SCORE ? SAY THE AVERAGE OF INDIVIDUAL SCORES ON TEAM - 60 SAY TEAM SCORE - 40 GAIN OR LOSS FROM INTERACTION ? _ 20 MAXIMUM POSSIBLE GAIN ? INTERACTION EFFECTIVENESS: 40/80 % = 50% -100

Activity A Interaction Efficiency Scoring Example Record the Workgroup Score here. It is the single score calculated after discussion on handout. A. ______ B. Record the score each workgroup member made on the test in the spaces to the right. B. ______ ______ ______ ______ C. Calculate the Average Individual Score. C. ______ D. Subtract the Average Individual Score (C) from the Workgroup Score (A) to get the Gain or Loss as a result of collaborating. D. ______ E. The Perfect Score for this activity is: E. 100 F. Subtract the Average Individual Score (C) from the Perfect Score (E) to get the Possible Improvement. F. ______ G. Divide the Gain or Loss (D) by the Possible Improvement (F) and multiply by 100. This is your Interaction Efficiency Score. G. ______ 60 50 30 10 -10 20 40 80 50%

Scoring Team Score Synergy Potential High Score

Team Accelerator Index

INDIVIDUAL EXERCISE – 10min On the Team Accelerator Index sheet rate your team’s performance in each criteria on a scale of 0 to 5, by allocating one point for each question in that category that the team successfully completed Rating is the number of “Yes” answers for this category Answer 5 questions “Yes” or “No”

Team agree on a Final Rating for each category TEAM EXERCISE – 30mins For all six criteria, the team should agree on a final rating Identify Concrete Actions, or Ground rules, that the Team will take in the future to improve performance Team agree on a Final Rating for each category Discuss what Team did or didn’t do well Note Ground Rules to use moving forward

Team Accelerator Index ? 3.5 22 4.5 2 3 1 3 Goal of: > 20 0.5 4 5 2.5

High Performing Teams & Belbin Team Roles

High Performance Teams & Team Roles The formation of effective teams is more by good fortune than good judgment….it doesn’t have to be that way! Rapid, high quality team performance is not an accident. It requires discipline & effective interaction skills: Balanced, diverse team Effective process Relevant experience Team Role Profiles – a scientifically proven, rapid way to predict team effectiveness: Design effective teams Diagnose existing teams

Team Roles What is a Team Role? A tendency to behave, contribute, and interrelate with others in a particular way when working in a team (Vs. A Functional Role which refers to the job demands that a person has been engaged to meet by supplying the requisite technical skills and operational knowledge) Nine Roles Identified The team roles for most people fall into three categories: Natural or Preferred roles Manageable roles they can assume Least Preferred roles As individuals differ greatly in personality & behavior so too will their team role profiles vary.

Factors Determining Individual Behavior in a Team Observed behavior can be misleading – Beware first impressions! Tendency to over-rate Extroverts & under-rate Introverts Instability between the factors can create inner-conflict, Team Roles unclear – conflict needs to be consciously resolved Absence of conflicting factors leads to simple, uncomplicated behavior – Team Roles easy to see Role Learning Personality Set of Observable Behaviors Experience Mental Abilities Current Values & Motivations Environment & Constraints

The Complexity of Team Interaction 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 ? ? 1 2 3 4 5 6 ?? ? ?? ? 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6

Team Role Contribution The Nine Team Roles Creative, Original, Unorthodox Solves difficult problems Objective, Strategic, Discerning Judges all options Deep Knowledge, Single-minded, Self-starting Team Role Contribution Absent-minded Ignores details Uninspiring, Critical Limited contribution Abrasive, Insensitive Easily provoked Inflexible Reluctant to change Worrier, Nit-Picks Reluctant to delegate Indecisive, Avoids Conflict Over-optimistic Easily Bored Manipulative Over-delegates Allowable Weakness Thinking PL Plant ME Monitor Evaluator SP Specialist Action SH Shaper IMP Implementer CF Completer Finisher Hard Driving, Influencer, Dynamic Challenges, Puts on the Pressure Organizing, Disciplined, Reliable Turns ideas into practical actions Meticulous, Conscientious, On time Searches out errors and omissions People TW Team Worker RI Resource Investigator CO Coordinator Diplomatic, Cooperative, Perceptive Listens, Averts friction Outgoing, Enthusiastic, Networker Recognizes Opportunities Motivator, Orchestrator, Facilitator Clarifies goals & decision-making.

Team Roles Key Concepts – Individual Be aware of and manage your Allowable Weaknesses: This is the price to be paid for being good in your preferred roles, e.g., a strong Shaper is going to hurt some peoples feelings as they forge ahead Ensure that Allowable Weakness does not become “Disallowable”: Lose a Plant’s attention during a meeting because they are dreaming up a creative solution = OK Plant forgets to come to meeting because they are thinking about something else = NOT OK! Focus on what you do best: Understand and excel in your natural, preferred roles & manage, rather than struggle to be good at your least-preferred roles

Team Roles Key Concepts – Team Diversity is essential - Need all 9 roles to be most effective long-term Belbin demonstrated that diversity is a key predictor of actual results, it provides a framework for constructive conflict Doesn’t mean a team needs 9 people (4-7 is best) Each role should be represented (who plays each role may evolve & change over time) Some roles will be more or less important at a given time or for certain tasks facing the team Beware of having too many of same role on team: Too many Plants – all brainstorming, no action Too many Monitor Evaluators – analysis paralysis Too many Shapers – CONFLICT & !!***#%!!/ BEWARE OF LABELLING PEOPLE!!: Everyone has 3 to 6 roles they prefer or are comfortable with and they may prefer/need to use different roles in different circumstances.

Individual Belbin Profiles                                                                                                                                    REPORTS

Assessment Results in Rank Order What are my Top Roles ? In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution. The overall rank order on the bottom line is the weighted addition of the Self-Perception rank order and the total of the Observers’ rank order. (Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.)

Pie Charts Self-Perception vs Observers Am I coherent ? In this example, many of David's perceived roles are in general accord with the perceptions of others. However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom. Differences of 10 or more

Self-Perception Team Role Profile In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL), Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).

Bar Graph of Observer Words Are these weaknesses allowable ? In the example above David's most prominent role, as seen by others is COORDINATOR (CO). The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others.

Counseling Report Generated by the Belbin software – this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order It offers advice on adopting a management style which fits in with the individual’s team role strengths and weaknesses: It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.

List of Observer Responses This list shows at the top David’s main strengths, e.g. broad in outlook, diplomatic, calm & confident. David should try to work with people who will cover what he lacks and who will most appreciate his strengths. Most appreciated behavioral characteristics. Maximum score = No. of Observers x 2 A score of 0 means no Observers felt these behaviors were descriptive

President Obama’s Results

Team Mapping

Individual, Team, Organization Self-Awareness Self- Management Self-Mastery 2. Team Maps & Pairs Analysis Awareness of Others Team Awareness & Effectiveness 1. Individual Team Role Reports Organization Awareness & Change 3. Culture Analysis

Team Mapping Exercise Use 1st report: ASSESSMENT RESULTS IN RANK ORDER PL ME SP SH CF IMP CO TW RI Susan Denise Mike John Beth Tim Raj 1 3 2 8 9 7 For each Team Role: Surplus ? Void ? If so, what adjustments will be required ? 7 8 9 1 2 3 Thinking Action People

Team Map – REVIEW example Team Role Team Member A B C D E Thinking Roles PL - Plant ME Monitor Evaluator SP - Specialist Action Roles SH - Shaper CF - Completer Finisher IMP - Implementer People Roles CO - Coordinator TW - Team Worker RI - Resource Investigator

Team Map – REVIEW example Team Role Team Member A B C D E Thinking Roles PL - Plant ME Monitor Evaluator SP - Specialist Action Roles SH - Shaper CF - Completer Finisher IMP - Implementer People Roles CO - Coordinator TW - Team Worker RI - Resource Investigator

Team Map – REVIEW example Team Role Team Member A B C D E Thinking Roles PL - Plant ME Monitor Evaluator SP - Specialist Action Roles SH - Shaper CF - Completer Finisher IMP - Implementer People Roles CO - Coordinator TW - Team Worker RI - Resource Investigator

Team Maps Any Study Group that would like to review their Team map with me Any Student that would like to do the Belbin assessments and Team Map for a team back in their workplace Email anton@3circlepartners.com to discuss

Wrap Up

Next Steps You will be contacted in the next 2 weeks by Maggie Carveth mcarveth@3circlepartners.com to arrange a time for your individual 1-on-1 Belbin Coaching Session with me

Email anton@3circlepartners.com Next Steps Also in the next few days you will receive an email with links to download: These “Team Acceleration” overheads Belbin Workbook pdf Coherence & Word Analysis spreadsheet Email anton@3circlepartners.com for a copy of “The Third Circle – Interactions That Drive Results” or if you have any questions

COHERENCE & WORDS ANALYSIS - xls RESOURCE INVESTIGATOR THINKING ACTION PEOPLE PLANT   SHAPER COORDINATOR Clever 6 Forgetful 2 Challenging 1 Aggressive Broad in outlook Empire-building Creative 4 Unorthodox Competitive Impatient Calm and confident 7 Laid back Imaginative Up-in-the-clouds Hard-driving Provocative Conscious of priorities Manipulative Innovative 3 Outspoken Consultative 8 Original Tough Encouraging of others 17 32 MONITOR EVALUATOR IMPLEMENTER TEAM WORKER Analytical Critical Disciplined Inflexible Adaptable 5 Fearful of conflict Impartial Skeptical Efficient Resistant to change Caring Indecisive Logical Slow-moving Loyal Unadventurous Co-Operative Over-sensitive Realistic Practical Diplomatic Shrewd Well-organized Observant 12 10 26 SPECIALIST COMPLETER FINISHER RESOURCE INVESTIGATOR Knowledgeable Insular Accurate Frightened of failure Enterprising Easily bored Prof. dedicated Not Interested in others Conscientious Fussy Inquisitive Erratic Self-reliant Territorial Good at follow through Reluctant to delegate Opportunistic Impulsive Single-minded Perfectionist Outgoing Technically skillful Persistent Persuasive 9 19 Colour codes: Need to address Use others Good progress since last Belbin

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Team Accelerator Index ? Goal of: > 20

Belbin Team Mapping Template

Any questions on Team Acceleration or the Belbin Team Role Profiles? THANK YOU! Any questions on Team Acceleration or the Belbin Team Role Profiles? please email: anton@3circlepartners.com

Background Anton McBurnie Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world As a strong communicator and co-author of “The Third Circle – Interactions That Drive Results”, Anton leverages his deep personal experience and general management skills to the benefit of our clients. His previous positions include President of the Canadian affiliate of Estée Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oréal in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK. Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England. Anton McBurnie San Francisco Bay Area, California anton@3circlepartners.com (650) 533-5946

© Copyright 2011 3Circle Partners LLC