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Building a team's capacity for change
- 1. Building Your Team’s Capacity for Change Coni Judge, Ph.D.
- 2. Hi! I’m Coni Judge, Ph.D. coni.eden@gmail.com conijudge.com • Executive Coach & Thinking Partner – Work with senior leaders – mostly introverted women – to communicate more effectively and project themselves confidently to achieve their personal and professional goals. • Internal Communications & Change Consultant – Work with big companies going through change to engage and motivate employees, drive desired behavior and achieve performance objectives. • Speaker and Author of self-help/business books on Self- Esteem, Executive Presence for Women, and building positive company cultures
- 3. Building Your Team’s Capacity for Change CONI JUDGE, PH.D.
- 4. • Enhance teamwork • Deepening trust and accountability in your teams • Communicate with your teams effectively, frequently and realistically Session objectives
- 5. 5 What Makes a Team Great? You’ve been on teams that are good and teams that are great. What’s the difference between good and great for you?
- 6. 6 During times of change… Great Teams 1. Build multiple levels of trust among the team and the leaders 2. Communicate optimistically, realistically and frequently 3. Hold themselves and each other accountable Good Teams 1. Have one-on-one trust between leaders and team members 2. Conduct regular team meetings & communications 3. Leaders hold team members accountable the
- 7. 7 Establishing Trust Great Teams 1. Build multiple levels of trust among the team and the leaders How do you define trust? How can you tell if a team has a high degree of trust between team members? How can you tell if a team has a high degree of trust between members and the leader?
- 8. Covey’s 13 Behaviors of Trust 8 Communication Focus on Results Continuous Improvement Talk Straight Demonstrate Transparency Create Transparency Confront Reality Clarify Expectations Deliver Results Practice Accountability Keep Commitments Right Wrongs Show Loyalty Get Better Listen First Extend Trust
- 9. 9 COMMUNICATION Great Teams 1. Build multiple levels of trust among the team and the leaders + 2. Communicate in an optimistically, realistically and frequently
- 10. What staff want from communication 10 What’s my job? How am I doing? Does anyone care? How is my unit doing? Where are we heading? How can I help? 1.Job responsibilities 2.Performance feedback 3.Individual needs 5.Vision, mission and values 6.Empowerment 4.Work unit objectives, results
- 11. Keeping a Team in High Performance 11 6:1 Ratio Low Performing 1:3 ratio 1 positive statement for every three negative HIGH PERFORMING 6:1 ratio Six statements in an optimistic way for every negative statement LOW PERFORMING 1:3 ratio Three statements in an optimistic way for every negative statement Opportunity focused dialogue v. Deficiency focused dialogue Source: Pentland, Alex. “New science of Building Great Teams.” Harvard Business Review April 2012 • Have a 6:1 ratio for your communication process • Ask questions to clarify and seek information – members are curious • Proactively build connections outside of team – reach out to others to get and share needed information • Use rituals and habits to communicate frequently • Engage in frequent informal communication • Members contribute to conversations equally
- 12. 12 ACCOUNTABILITY Accountability happens when team members proactively own issues or problems they see, take action to resolve them, and communicate clearly with each other. Great Teams 1. Build multiple levels of trust among the team and the leaders + 2. Communicate optimistically, realistically and frequently + 3. Hold themselves and each other accountable
- 13. 13 Commitment Conversations A Commitment involves both a request and a response. It is important to have complete clarity in both the request and the response.
- 14. Why is Accountability Important During Change? 14 Accountability in Good Teams Leaders hold team members accountable Accountability in Great Teams Team members hold themselves and each other accountable Mutual Accountability What role did I play in the situation to make it better? What else can I do?
- 15. How Accountable is Your Team? 15 Team members troubleshoot the process, not the person Team members critique their own work and identify things they need to fix Team members understand each other’s roles & responsibilities Team members regularly seek feedback from each other Which of these behaviors do you see in your team?
- 16. What Actions Will You Take To… Enhance Team Work 1. Build multiple levels of trust among your team and the leaders 2. Communicate optimistically, realistically and frequently 3. Make your team hold themselves and each other accountable
- 17. 17 The Change Journey of High Performing Teams
- 18. A Definition of Trust 18 Trust is the degree of confidence held in the cumulative reliability of a person, a process, and a goal
- 19. 19 What employees notice Discretion Empathy I can trust her with… Dependability Predictability I can trust him to… Truthfulness Credentials I can trust what she says about… Motives Attention I can trust that he cares about… Credibility Reliability Self-OrientationIntimacy Credibility + Reliability + Intimacy Trust = Words Actions FocusSecurity Self-Orientation
- 20. Communication Checklist 20 • Are you having a fixed or a growth conversation? • Ask someone to observe the communication on your team • Is the communication optimistic? • Is the communication realistic? • What’s the energy in my team’s communication? • Is my team engaging as they communicate, or are they just exchanging information?
- 21. Using Brief/De-Brief to Increase Accountability 21 • Review of mission/intent of the day • Business update: customer feedback, critical parts information, critical administrative information • Plan for the day • Number of appointments/tasks • Special circumstances to be aware of and who is on point to address these • Assistance needed from team members • Assistance needed from other departments Sample Briefing Agenda • Review of mission/intent of the day • Round-robin on performance: • What I did well • What went wrong and how I’ll fix it • Review of the performance on the plan for the day • Did the process work? • Does anything need to be changed? • Closing Out Sample De-Briefing Agenda
- 22. Tips for Building Increased Accountability 22 • Structure your team meetings for accountability - Use consistent meeting structure: “Brief/de-brief” - Troubleshoot the process, not the person - Critique your own work - “I’ll fix it” • Clarify roles & responsibilities - Each person describes their role & answers questions - Hold knowledge exchange sessions - Use one-on-one’s to clarify and answer questions • Encourage feedback - Set up peer coaching - Encourage team members to ask for feedback from peers - Rule of “3 Before Me”
- 23. Role/Accountability Clarification Process 23 1. Draft of detailed description of current role and accountability 2. List key responsibilities and accountabilities. 3. List key decisions for which they are responsible for. 4. Presentation of role/accountability description to the full group. 5. Clarification questions and suggest revisions based on their own understanding. 6. Identify any confusion or cross over. 7. Adjustments to role/accountability description document according to feedback. 8. The group reconvenes and reviews the revised documents 9. All participants agree to the revised roles/accountabilities descriptions. 10. Buy-in from all other members of the group 11. Regular update meetings 12. This can be used as a reference for the group/ for any new team member. What? Why? When? How?
- 24. Who Has Supported You? How Can You Support Others?
- 25. Color belongs to our being. Maybe each one of us has his own. – Le Corbusier
Editor's Notes
- Explain: The goal of todays session is to enhance teamwork. We will talk about team trust, communication and accountability. Because we only have 60 minutes for our session today, we will send you deep dive materials for all these 3 topics after the session.
- Explain: We would like to start off with a question: You’ve been on teams that are good and teams that are great. What’s the difference between good and great for you? Please unmute yourself and share your thoughts. Do: Ask participants to share example of great teams they have seen – can be in business, sports, philanthropy, great family teams – any area. What sets these great teams apart?
- Explain: Good teams and great teams focus on similar topics to increase performance. The great teams take it to a higher level. Great teams have great teamwork and continuously work on several factors. For todays session we have chosen three of them: Build multiple levels of trust among the team and the leaders Communicate in an optimistic way (realistic optimism) and timely Hold themselves and each other accountable There are also more factors of course and one additional factor that we will discuss during our next session will be the Focus on continuous improvement & the fundamentals. These factors will be our guidance trough todays session, so please keep them in mind.
- Explain: Perhaps the most important element of high performing teams is the level of trust they have. Do: Ask participants the questions on the slide and facilitate the dialogue. Examples of how to tell if a team has high levels of trust: Frequently share information – including good and “bad” news. Don’t hide information. Reach out to help each other Positive friendly attitude toward each other Can ask each other tough questions without anger or hurt feelings Ask for and give feedback to help improve performance
- Explain: So, we know that TRUST is key to build a great team. But how do we know if in our teams the level of trust is high or not? Research from Franklin Covey reveals 13 Behaviors of Trust that can be of help. We have grouped these behaviors into three areas. The once focusing on communication, the once focusing on results and Continues Improvement. Review the list and discussion – anything surprise you? Point out a few items such as: Get better: High performing teams have team members who are competent and continue to grow and develop their skills. Do you trust someone who doesn’t know what they are doing? Show loyalty – that is the idea of “I have your back”, I will help you if you need me, I don’t talk about you behind your back. Deliver results – do you trust someone who doesn’t deliver results consistently? Create transparency – how is trust on teams where people don’t say what they mean? Ask participants which of these behaviors they have focused on in the past to increase trust. Ask participants to check items they believe are strengths for their team. Ask participants to identify two items they think their team could improve in the area of trust.
- Explain: As we have seen communication plays a major role in building trust. Lets dive deeper into the aspect of communication during times of change. Communication is a measure of whether people are getting the information they need regarding the change initiative. Ask: When you have been on a high-performing team, what have you noticed about the quality and frequency of communications on the team? Did what you say matter? Did how you say it matter?
- Explain: Let’s look at what the experts say about WHAT do staff want from communication? This model from US communication guru Roger D’Aprix sets out what staff want from communication, in order: What’s my job? People want a clear description of their roles and responsibilities, and to discuss what you expect of them. They also need information to do their job. How am I doing? People need regular, honest, constructive feedback on their performance. They want you to discuss any areas for improvement with them and provide support to help them improve. They want you to listen to their input about their performance and to coach them to improve. Does anyone care? People want to feel recognised and appreciated for a job well done. They also need to be able to voice any concerns (either job-related or outside work) that could be affecting their performance. They need to know you will listen, support them and take action where you can. How is my unit doing? People need to know how their team is doing against expectations. Recognise team successes, and discuss areas for improvement. Where are we headed? People need to know how their team’s work contributes to wider company goals. They need to know it adds value, has an important role to play and makes a difference. How can I help? Once they have those first five things, people are likely to be more willing to demonstrate their commitment to helping the company succeed. They will want opportunities to get involved, give feedback and suggest ideas. Act on what they say. Empower people to take the initiative and make decisions. Remember, our internal survey results suggest we have room for improvement in this area. So, this tells us that what people REALLY want to hear about is me, me, me. Another piece of research was done by the Strategic Communication Forum and they found 70% of the key messages should be about “my job” – how it affects my job. 20% about business specific messages. 10% about company messages.
- Explain: But how can we make sure that not only 1:1 communication will be effective, but also our team communication processes? In the article New science of Building Great Teams Alex Pentland explained the differences between the opportunity focused communication within teams and negative communication – the deficiency focused dialogues. During an opportunity focused dialogue people tent to make six optimistic statements for every one negative. In deficiency focused dialogues the scale is 1:3. Lets discuss how we as leaders can build an environment of optimistic communication - especially during times of change. Remember the 6:1 ratio Have a 6:1 ratio of positive to negative Ask questions to clarify and seek information – members are curious Proactively build connections outside of team – reach out to others to get and share needed information Use rituals and habits to communicate frequently Engage in frequent informal communication Members contribute to conversations equally Ask participants: is there anything that you would like to add?
- Explain: Our last topic for today will be Accountability… Accountability involves being proactive, and owning issues or problems when you see them, and communicating positively and proactively with others.
- Before we can talk about accountability we need to take a look at the topic ‘commitment’ – people can only be held accountable for what they have committed to, so in Shell we use the Commitment Conversations in order to achieve clarity in both the request and the response to a commitment. Commitment Conversations support excellence in delivery. They create a culture of accountability and performance that is built when commitments are clearly and willingly made and met. This approach helps to identify the key elements needed to make clear, shared commitments. Used effectively it has a substantial impact on how we create clarity and increases the likelihood of delivery on promises we have made and that others have made to us. Benefits: Greater clarity on commitments will increase performance and the delivery of results through others A simple approach that if used consistently will help create clear and firm commitments and accountability from others, regardless of formal reporting relationships Recognizing when a firm commitment is in place, supporting effective consequence management Increased accountability on delivery for yourself and others
- Explain: On great teams team members hold themselves and each other accountable. You don’t need a leader to hold people accountable. Team members do it. When team members have high individual accountability, they ask themselves the question: What role did I play in the situation? What else can I do? Speaker/ co-host to tell a story about a team that held itself accountable.
- Explain: So building on what we just heard – which of these behaviors do you see in your team? You can mark them by using the annotation tool! Discuss with participants the outcome One action for you could be to take these topics back to your teams to discuss and determine whether your team views any of these statements differently than you do and why, as well as to inform actions you and your team can take to improve.
- Explain: We have discussed today 3 very important topics on enhancing team work. Please think about what actions you are already taken and what you might start doing to help your team and: Build multiple levels of trust among your team and the leaders Communicate in an optimistic way (realistic optimism) and timely Make your team hold themselves and each other accountable The materials from today session will be available to you we finish module 3 together with more deep dive materials. Please remember: you cannot work on everything at once, but taking the time to reflect and making one improvement after the other will help your team to build their capacity for change.
- Explain: As you can see on the diagram the blue lines show the change journey of typical teams. We have the phase of building foundation, the change/deploy phase and the sustain phase. Good Change Leaders realize that all change goes through this curve. They are aware of it, they view change as a process and measure progress. It is predictable The idea is to minimize the time and depth of the curve FOR SPEAKER: Take a look at the video https://mediaexchange.accenture.com/media/t/1_7slpinpc Quote 1: “High performing organizations go through 30-50% more change than low performing organizations & go through change at faster pace.” Quote 2: “Business unit leaders are fundamental – taking people on journey and focusing on performance sooner” The green line shows you the journey of high performing teams that have enhanced their teamwork. They do not go through the same Change Journey as Typical Teams do. High Performing teams don’t necessarily go through a dip in performance when a change is introduced – they use trust, accountability, great communications, and lots of practice to keep performance high during change. We are going to explore these aspects of high performing teams so we can use high performance techniques
- Explain: Here is a definition of trust to consider. (Accenture is using this definition in our work with teams and our research). Ask participants: What do you notice about this definition? How is it different from what you have been thinking about trust? Focus on confidence and reliability Focus on people, as well as processes and the goal
- The equation: Trust equals Credibility plus reliability plus intimacy – divided by (less) self orientation. That is, as a leader want less ‘self orientation’ and more ‘others’ orientation. Let’s review. Charles Green says there are four factors that help to increase a leader’s trustworthiness. These are the things people notice about the way you communicate: First, people notice what you say. So rule number one is to be truthful (even if people may not like what you have to say). It’s also important to know what you’re talking about – people will trust you if they respect and can rely on what you have to say = Credibility Second, people notice what you do. It’s true that actions speak louder than words. People watch and take signals from your behaviours and decisions. It’s important to keep your promises. People need to feel confident that if you say something, you’ll do it. A simple way to lose trust quickly is to say one thing but do the opposite = Reliability. Third = Intimacy. Intimacy is about creating the conditions where people feel safe to speak honestly and express emotion (which is particularly important in times of change.) For example, people need to know that if they tell you something in confidence, you won’t repeat it to anyone else. Fourth, people need to know that you care about them, not just about yourself. Listening is an important part of this aspect. How much of your 1-1 sessions with people are about listening to them, not talking at them? When you do listen, do you give people your full attention? Focus on others, give others your attention, your ‘motives’ are directed toward others = Self-Orientation
- Explain: Speaker to give participants a moment to read the slide. Some additional interesting facts from research on how teams communicate “Love” is commonly used by high performance teams (Ex: vs. “I love my job” & “I love working with the people in my group” “Joke” is more commonly used when a team is going off track (Ex: “This change initiative is a joke”, “This company is a joke”, “My work is a joke”) Let’s link this back to brain science – remember in brain science we talked about the importance of positive interaction to productivity, to remembering, to being able to really listen to feedback and take action. Also remember the RAS – reticular activating system. When you tell the RAS something negative, it will tell the rest of the brain to make that thing happen for you – the same goes for when you tell someone something positive. Remember to that we have very little willpower, and what often makes us successful are our habits and rituals. What habits and rituals do you have in place around communication to make it more likely you will communicate frequently and positively?
- Explain: I want to share with you a tool, which many high performing teams use to create positive, proactive communications and accountability. This is: The Brief/Debrief process We will walk through the process…. Speaker to explain process on slide Give an example of a team you know that uses this process and the results they are getting. Ask: How many of you use this process or something similar? What results do you see from using this process?
- Explain: When you look at taking accountability to the next level, what ideas does this spark for you? How will you use this with our team? Get employees to use growth mindset to increase accountability: “Don’t come talk to me until you’ve talked to at least 3 other people” – I don’t want to be the only voice you hear… rule of 3 before me Have one-on-one conversations with each team member: Spell out what is expected in terms of responsibilities, duties & boundaries with other roles Discuss how changes will impact that person’s role and impact their customers’ expectations Speaker & Co-host to give personal examples, but also ask participants to share and reflect.
- Explain: WHAT? The Role/Accountabilities Clarification Process is executed as a facilitated workshop. The process can be executed to create clarity of accountability between team members or peer groups within a shared work process. WHY? One of the most common sources of conflict and dissatisfaction on teams stems from the lack of role clarity between team members and between the team and the leader. When? This is a good teambuilding activity and is essential when the team is first formed. It can also help existing teams identify if lack of role clarity is an issue for them. How? A complete cycle of the engagement process would include the following steps: Each participant (including the senior manager of the group) drafts a detailed description of their current role and accountability, as they understand it. List key responsibilities and accountabilities. List key decisions for which they are responsible for. In a facilitated workshop, each participant (with group leader going first) presents their role/accountability description to the full group. Members of the group ask clarification questions and suggest revisions based on their own understanding. Identify any confusion or cross over. Participants adjust details of their role/accountability description document according to feedback. The group reconvenes and reviews the revised documents All participants agree to the revised roles/accountabilities descriptions. Each member of the group now has buy-in from all other members of the group on the actual expectations for their role, their accountability and the actions they will take to meet that accountability The group meets at regular intervals afterwards to update their understanding of their roles and accountabilities based on actual working experience. This can be used as a reference for the group --- and given to any new team members as they join. If a new role is needed later, you can craft the roles, responsibilities, and decision making scope, using the existing ones to clarify