Developing Teams that Work: New Strategies for Supporting Positive Group Dynamics
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No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust? One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it). Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development. Join MRG for a 60-minute webinar in which we explore how to: • Separate ‘what’ from ‘why’: understand the difference between behavior and motivation • Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers • Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation • Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
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Developing Teams that Work: New Strategies for Supporting Positive Group Dynamics
- 1. Developing Teams That Work: New Strategies for Supporting Positive Group Dynamics David Ringwood, VP of Client Development, EMEA
- 2. Type a question here. Click the red arrow to expand the Control Panel. Host Staci Nisbett Chief Sales & Solutions Officer, MRG
- 3. Management Research Group is a global leader in designing assessments that foster a deep self-awareness and impact people in profound and meaningful ways with solutions for Leadership and Personal Development, Sales and Service. MRG assessments give you the tools to support unique leaders as they chart their personal paths to success and fulfillment.
- 4. David Ringwood VP of Client Development, EMEA Our Presenter
- 5. [Footer text to come] Page No 5[Footer text to come] Page No 5 Why team development matters The benefits of addressing team dynamics
- 6. Poll Question When does your organization (or an organization you typically work with) spend time on team coaching and development? A. We consistently work on maintaining healthy team dynamics B. We have occasional team-building exercises to help our teams connect C. We address problems within teams as they arise D. We rarely or never address team dynamics
- 7. Poll Question How often do you use psychometric tools as part of your team coaching and development work? A. They’re almost always part of my work B. Sometimes; it depends on the engagement C. I rarely use them with teams D. I prefer to avoid using them
- 8. “In the past two decades, the time spent by managers and employees in collaborative activities has ballooned by 50% or more.” Harvard Business Review, Jan/Feb 2016. “Collaborative Overload.” Cross, Rebele & Grant.
- 9. At many companies, employees spend about 80% of their time interacting with others – in meetings, on the phone, or responding to emails. Harvard Business Review, Jan/Feb 2016. “Collaborative Overload.” Cross, Rebele & Grant.
- 10. Teamwork is a constant. Why is it important to have teams that work?
- 11. Teams that work keep people engaged. Engaged companies grow profits as much as 3X faster than their competitors. A disengaged employee costs an organization nearly $3,400 for every $10,000 in salary. Highly engaged employees are 87% less likely to leave the organization. MacLean & Company Corporate Leadership Council Corporate Leadership Council
- 12. Teams that work keep people. 67% of decision- makers say they’re more concerned about turnover now than they were 12 months ago. 93% of Millennials left their company the last time they changed roles. 53% of HR pros say that the highest priority in the coming year is to retain top talent Gallup Randstad Xerox
- 13. Team conflict comes with big costs. 48% intentionally decreased their work effort. 78% said their commitment to the organization declined. 80% lost time worrying about the incident. Of people who report having experienced incivility at work: “The Cost of Incivility.” Christine Porath & Christine Pearson. Harvard Business Review, January-February 2013.
- 14. Teams that embrace diversity perform well. Phillips, Liljenquist, & Neale, 2009
- 15. [Footer text to come] Page No 15[Footer text to come] Page No 15 One key distinction can alleviate misunderstandings, stress, and conflict. What’s stopping our teams from working well together?
- 17. Monday morning, 9am. Asks 10 questions about the afternoon client meeting. Hasn’t given anyone update on the website re- launch project. Wants to fill her in on his son’s lacrosse win on Saturday. Has his door closed and his headphones in. Cassandra AndrewBertram PennyJulian
- 18. Monday morning, 9:07am. Asks her 10 questions about the afternoon client meeting. Hasn’t given anyone update on the website re- launch project. Wants to fill her in on his son’s lacrosse win on Saturday. Has his door closed and his headphones in. Cassandra AndrewBertram PennyJulian Cassandra has observed her teammates’ behavior and is frustrated by its impact on herself and her work.
- 19. Team development that addresses only surface-level behaviors could be falling short. It’s time to address the motivations beneath the surface.
- 20. Behavior An action, a habit, a pattern, or an activity that you engage in. The people around you can observe your behavior. Your behavior may reflect your environment or a specific situation. You have behavioral patterns that develop over time, but individual behaviors may differ from day to day. Motivation Something within that drives you, excites you, energizes you. The people around you cannot observe your motivations. Your motivations are intrinsic, and often stay consistent even when circumstances change. Your strongest motivations often develop early and stay with you for most of your life. Behavior vs. Motivation: a critical distinction
- 21. How different can our motivations be? Don’t people basically want the same things?
- 22. Motivation varies by gender. Women Men Source: MRG study of 27,268 U.S. leaders. Data drawn from the Individual Directions Inventory™.
- 23. Motivation varies by age. 20s & 30s 50s & 60s Source: MRG study of 15,504 U.S. leaders. Data drawn from the Individual Directions Inventory™.
- 24. Motivation varies by region. Source: MRG study of 1,882 leaders. Data drawn from the Individual Directions Inventory™. Germany France
- 25. What happens when motivation is misunderstood? Asks 10 questions about the afternoon client meeting. Hasn’t given anyone update on the website re- launch project. Wants to fill her in on his son’s lacrosse win on Saturday. Has his door closed and his headphones in. Cassandra AndrewBertram PennyJulian
- 26. What happens when motivation is misunderstood? Doesn’t he know I’m handling it? He must not trust me. Why won’t she send an email? Maybe the project is behind schedule. Doesn’t he need to get to work? He must not have enough to do. Why does he shut himself off? He must find his coworkers annoying. Cassandra AndrewBertram PennyJulian Cassandra’s own biases and assumptions influence the story she tells herself about her teammates’ behaviors.
- 27. What happens when motivation is misunderstood? Cassandra Excelling: Gaining satisfaction from challenging oneself and pushing for ever-higher levels of achievement. Belonging: Gaining satisfaction from relating to others by developing mutual bonds of loyalty, cooperation, and friendship. Structuring: Gaining satisfaction from controlling one’s environment through the use of organization, precision, and thoroughness.
- 28. What happens when motivation is misunderstood? Our core team currencies are eroded. Trust Informational Needs Interpersonal Sensitivities Decision Making
- 29. What happens when motivation is misaligned? PERFORMANCE How well can we perform if we are not doing something that gives us personal satisfaction? SUSTAINABILITY How long can we stay engaged if we are always adapting rather than living authentically? AUTHENTICITY How much of our behavior reflects who we are, and how much reflects how we’ve adapted to our situation?
- 30. It’s time for a fresh start on team development.
- 32. Page No 32Page No 32 Key components of a new approach to team development Harmony without Homogeneity
- 33. Markers of a Top-Down approach Establishes a narrow definition of the ideal leader Encourages leaders to conform to an organizational leadership or competency model Discourages deviation from the established “best” way to lead Result: A loss of diversity as the organization’s culture homogenizes.
- 34. Markers of a Bottom-Up approach Goes beyond how people “show up” in their organizational context to explore their more intrinsic features and motivations Embraces diversity to allow greater variety, authenticity, and self-selection in leadership styles Prioritizes engagement, empowerment, and retention over adherence to competency models Result: A more diverse and effective organization that harnesses contributions from a broader spectrum of unique individuals.
- 35. Active Inclusion Team Awareness Shared Language Self-Awareness1 Building your Bottom-Up Approach 2 3 4
- 36. What Objective self-observation Improved understanding of preferences, habits, patterns, and mindsets Self- Awareness 1 Why To recognize our natural biases and reduce their impact To create greater levels of tolerance and open- mindedness when observing and interacting with others
- 37. What A common vocabulary to talk about motivation and internal drivers Words that are descriptive, not evaluative Shared Language 2 Why To form the building blocks for honest, respectful discussion of difference To encourage thoughtful conversation that goes deeper than surface-level behavioral observations
- 38. What An understanding of our colleagues’ motivations, drivers, and biases Insight into how our own biases and drivers could shape our perceptions of our colleagues’ behavior, and vice versa Team Awareness 3 Why To give ourselves a sharper lens through which to view our interactions with others To give us better tools to reflect on individual behavior before reacting to it
- 39. What Respecting, welcoming and celebrating each other’s differences Consciously creating an environment that allows unique individuals to flourish Active Inclusion 4 Why To create a culture where talent feels engaged, respected, and encouraged to contribute To harness the many organizational benefits of diverse perspectives, ideas, and performance styles
- 40. Active Inclusion Team Awareness Shared Language Self-Awareness1 Building your Bottom-Up Approach 2 3 4
- 41. [Footer text to come] Page No 41[Footer text to come] Page No 41 The Bottom-Up Approach in Action A sample approach to inclusive team development
- 42. Tackling a specific team challenge: Informational Needs Large part of our day Universal to all roles Impacts the bottom line Unique to individuals Dependent upon role Channels are evolving
- 43. Trying the approach with our team. Cassandra AndrewBertram PennyJulian
- 44. Self- Awareness 1Assess motivation Use a scientific assessment to reveal hidden motivations and biases. Deliver results individually before working with the team. Avoid assessments that: • Assess skills or behaviors • Rely on self-reporting • Oversimplify results Individual Directions Inventory™ (IDI)
- 45. Shared Language 2Define motivations Work individually and collectively to build an understanding of the assessment’s vocabulary. AFFILIATING Giving Receiving Belonging Expressing ATTRACTING Gaining Stature Entertaining PERCEIVING Creating Interpreting MASTERING Excelling Enduring Structuring CHALLENGING Maneuvering Winning Controlling MAINTAINING Stability Independence Irreproachability The language of the IDI:
- 46. Team Awareness 3 Explore the motivation spectrum Using the IDI Team Development Report to look at contrasts and patterns within the team. Available May 31, 2018.
- 47. Keep me informed; I like to know what’s going on. Give me context; I need to know why. I need tangible, specific details; tell me how. I value predictability; let me know well in advance. Team Awareness 3Dig deeper into challenging areas
- 48. Active Inclusion 4Examine potential biases Understand the individual and collective biases that may be present within the team.
- 49. Active Inclusion 4Examine motivational patterns Look at how the team’s energy may impact the work that needs to be done, and talk about how to fill gaps and leverage advantages.
- 50. Active Inclusion 4Examine motivational patterns Look at how the team’s energy may impact the work that needs to be done, and talk about how to fill gaps and leverage advantages.
- 51. Active Inclusion 4Decide on the team’s next steps Review the report’s coaching suggestions and seek consensus around the important next steps.
- 52. Active Inclusion Team Awareness Shared Language Self-Awareness1 Building your Bottom-Up Approach 2 3 4
- 53. Our teams have been getting along fine… Why do we need to get rolling on team development now?
- 54. B B X Y Z B B XYZ B B X YZ Creating Independence Excelling Because change is coming. ZYX B B Baby Boomers Gen X Gen Y Gen Z
- 56. Looking ahead… Individual Directions Inventory™ Certifications o Live in Chicago: May 24 o Online: starting June 12 o Online: starting August 7 o Live in Portland, Maine: August 16 IDI Team Development Report o Release date: May 31, 3018 o Webinar: A Closer Look at the IDI Team Development Report: June 27 Details & registration at MRG.com/calendar
- 57. [Footer text to come] Page No 57 Thank you for joining us. Stay in touch. research@mrg.com | mrg.com/research
Notes de l'éditeur
- External hires earn 18 percent to 20 percent more than existing employees promoted to similar positions University of Pennsylvania Wharton School professor Matthew Bidwell’s research shows that the same external hires who receive higher salaries are also given significantly lower performance evaluations during their first 24 months at the new company compared to existing emp
- What do we mean by self-awareness? Our ability to observe ourselves as objectively and as completely as possible, to be aware of our natural preferences and orientations, and to begin to tune into the natural assumptions we make, the way we interpret events and people, the mindsets we carry, and such like. Without this more complete and objective view, it makes the observation of others much more challenging, and our observations will otherwise be “filtered” through our natural biases, expectations, etc. What do we mean by bias? Biases are natural predispositions that we all have, and that we may have a limited awareness of. They are a natural part of being human – if you have a brain, you have a bias. We all walk into the room with different expectations and assumptions, and other people may have completely different biases to ourselves. Biases tend to go deep, so we normalize them to the extent that we don’t see them any more. This of course brings us right back to self-awareness and objectivity in our perspective, or potentially the lack of them.
- Most organisational models, performance management systems, development processes, job descriptions and such like use behavioural terms. They tend not to address why people do what they do, and what they find engaging and personally rewarding. There is less of a common language around motivation, and yet it is so core to authentic leadership, sustainability of development and greater effectiveness and talent retention through engagement
- Introduce neutrally: choose an assessment that has these qualities In this example, we’re using our IDI. It has a scientific questionnaire design that unearths motivations that people typically can’t recognize or articulate themselves.
- Can be used effectively with: MBTI (especially Step II) Lencioni Belbin LEA 360