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Beyond Team Building: Analyzing Cultural Root Causes of Issues for Global Teams (Part 1)
1.
Beyond Team Building: Analyzing Cultural Root Causes of Issues for Global TeamsGlobal Teams Catherine Mercer
BingCatherine Mercer Bing May 21, 2015 What Pulls Teams Apart? 1 17:30 PM
2.
AgendaAgenda • Activity 1
– Case: Organizational Realities Introduction Activity 1 Case: Organizational Realities Organizational Practices: Impact on Teams • Whole Team Support System Organizational Practices: Impact on Teams • Organizational Factors That Impact Teams • Culture and Organizations 2©2015 ITAP International, Inc. All Rights Reserved.
3.
Activity 1Activity 1 Organizational Issues 3©2015 ITAP International, Inc. All Rights Reserved.
4.
Activity 1Activity 1 Team Issues: You are a senior internal or external consultant specializing in creating effective team interventions. A client comes
to you and during the conversation asksclient comes to you and during the conversation asks for team building for members of a globally disbursed technology team. Th li t i i d th t th b f th tThe client is convinced that the members of the team are not committed to the work of the team even though the outcomes are very important to the success of that division of the company. He points to missed milestone deliverables and a lack of urgency about meeting deadlines. 4 g ©2015 ITAP International, Inc. All Rights Reserved.
5.
Team Leader PerspectiveTeam Leader Perspective In a conversation to uncover examples of the p problems on the team, the client writes, “…broadly speaking we have seen the following:following: –
Lack of motivation/initiative – Lack of confidenceLack of confidence – Lack of ability to work independently – Lack of taking ownership – Lack of domain knowledge – Inadequate technology skills.” ©2014 ITAP International, Inc. All Rights Reserved. 5
6.
Team Member PerspectiveTeam Member Perspective In discussions with the team members, they ,
y believe that the team leader is not committed to the success of the team. They complain that the team leader:that the team leader: – Is not keeping team members informed of project updatesp – Is not available during their work hours because they are not located all in the same time zone Gi i t ti i t t th l– Gives interesting assignments to those employees co‐located with the team leader – Has never visited their site even though their g section was acquired over 5 years ago. ©2014 ITAP International, Inc. All Rights Reserved. 6
7.
DirectionsDirections • Gather into
small groupsGather into small groups • List all the possible factors that you can think of that might be causes of these perceptionsof that might be causes of these perceptions [or] list the questions you should ask to help identify factors that might be causes of theidentify factors that might be causes of the issues B d h h h i h h• Be prepared to share your thoughts with the larger group 7 • Take 5 minutes ©2015 ITAP International, Inc. All Rights Reserved.
8.
Sample of Organizational
RealitiesSample of Organizational Realities • Remote selection practices (dependence onRemote selection practices (dependence on resume information about specific engineering degrees while not knowing which university g g y degrees actually prepare remote employees with “adequate technical skills”). • Organizational policies that limited travel to remote locations. • Limited foresight as to the development impact when interesting assignments are distributed. 8 g g ©2015 ITAP International, Inc. All Rights Reserved.
9.
Cultural IssuesCultural Issues • Misunderstanding
of the leadership needs ofMisunderstanding of the leadership needs of the employees (for example, how much context and specific directions to give themcontext and specific directions to give them when delegating). • Lack of appreciation for the needs of the• Lack of appreciation for the needs of the employees to have accessibility to the remote supervisorsupervisor. 9©2015 ITAP International, Inc. All Rights Reserved.
10.
AgendaAgenda • Activity 1
– Case: Organizational Realities Introduction Activity 1 Case: Organizational Realities Organizational Practices: Impact on Teams • Whole Team Support System Organizational Practices: Impact on Teams • Organizational Factors That Impact Teams • Culture and Organizations 10©2015 ITAP International, Inc. All Rights Reserved.
11.
Whole Team Support System 1. Alignment Within the Organizational Context 2. Selecting and Developing Team Leaders and Team Members 7. Providing Management Metrics E t l
/ Members External / Organizational Factors That Impact 3. Chartering Teams 6. Providing I t ti d Factors That Impact Team Success TeamsIntervention and Support 11 4. Measuring P & T ki 5. Determining Eff ti d ©2015 ITAP International, Inc. All Rights Reserved.
12.
1. Alignment Within the Organizational Context Do cross‐functional team members have the full support of P. 6
- 9 their functional leaders? Is the functional work viewed by functional heads as equally important as team work, more or less important? Have the team leader and functional head negotiated about the functional resources they need and time length of the project? Have the team leader and the functional heads come to an understanding about the way they will assess the resources fromunderstanding about the way they will assess the resources from each function? Are the lines of budgetary authority clear and supportive of team objectives? Do team members have the authority from their function to implement team objectives? Who has made it clear to the team members what authority team members have to represent and make decisions for their function? 12 p ©2015 ITAP International, Inc. All Rights Reserved.
13.
2. Selection and Development of Leaders d band Team Members Do project team leaders and members have previous experience?
h d b d d b h d f h How much do team members understand about what is expected of them as a representative of their function? Do they understand what they are to do and what is acceptable behavior when interacting with other team members? Are they partnered with someone on the team or outside the team who has experience and can coach or mentor them through the process? Is this opportunity of being a team member being framed as a development opportunity? If so, whomever is assessing team member development needs to be mindful when they conduct performance reviews that people sometimes learn better or quicker from their mistakes. Have team leaders and team members with experience had the Have team leaders and team members with experience had the opportunity to share “lessons learned” with those who have less experience? If not yet, where can new members get some of this information? 13©2015 ITAP International, Inc. All Rights Reserved.
14.
3. Chartering Teams3. Chartering Teams
Who are all the stakeholders in this process/project? What departments own the process and which are supportive to the process? Look at each stakeholder group. Does this stakeholder group need representation at all stages of the team’s work? p g If so, who should represent the stakeholder on the team and in what capacity are they serving (support, decisions making, review of decisions made, reporting to the real stakeholder, etc.)? If not, when do they need representation in the team? How much communication sho ld the recei e abo t the team’s ork prior to the stage at hich theirshould they receive about the team’s work prior to the stage at which their representative joins the team? Does the team understand how the team’s work aligns with the company’s strategic direction? D h b k h h d h h h d Do the team members know each other and have they had an opportunity to get to know every team members’ background, experience, strength and responsibilities toward this team’s work? 14©2015 ITAP International, Inc. All Rights Reserved.
15.
4. Measuring Process and Tracking fPerformance What are the milestones for each segment of the project? What
are the set/agreed upon timelines for each segment of the project? What are the set/agreed upon timelines for each segment of the project? Who is responsible for each task? Which of these tasks are dependent tasks and which are independent tasks? Is it clear to whom they are to “hand‐off” when other tasks are dependent on their deliverable?deliverable? How are the expenses tracked? Who is responsible for tracking and reporting on them? If tasks fall behind, who has responsibility to approve the expenditure of more money (e.g., put more people on the tasks) in order to ensure deadlines are kept? Is this the same person who determines if the quality of the outcome can be lowered in order to keep the timetable? Do team members know who has this responsibility and respond accordingly? HPIs Have you way of measuring critical team processes such as work distributions, clarity of roles and responsibilities, conflict levels, leadership, trust, etc.? D h f i h th th i i t ti ? Do you have ways of measuring whether there is improvement over time? Technology Is there a technology platform that allows for project documents to be posted? Do all team members have access to the document repository? 15©2015 ITAP International, Inc. All Rights Reserved.
16.
5. Determining Effectiveness
and Fit5. Determining Effectiveness and Fit Do the team members feel their work “fits” into the larger organization? What evidence of this “fit” do they have/look for? Do they feel they have the support from upper management? If not, what do they need/expect? Do they get the opportunity to tell others outside theDo they get the opportunity to tell others, outside the team how/what the team is doing? If others don’t ask about the work of the team, can situations be created to provide the venue for team members to tell others about the work of the team (e.g., presentations/reports) especially to their functions? 16©2015 ITAP International, Inc. All Rights Reserved.
17.
6. Providing Intervention
and Support6. Providing Intervention and Support Are team members and the team leader experienced and successful t i il t j t f thi ki d?at similar team projects of this kind? Is progress in the communications, trust, and other process factors being measured so that timely intervention can refocus the team before too much time/energy/trust is lost?team before too much time/energy/trust is lost? Do team measurements tell you what the team has identified that is not going well (so you focus first on the low hanging fruit – what they agree needs fixing; and so you can work through as a team those areas where they disagree about what is going well or needs attention)? Are team members notified when there are organizational or strategic shifts that could impact their work or the importance ofstrategic shifts that could impact their work or the importance of it? Are support mechanisms available and ready when issues are raised? 17©2015 ITAP International, Inc. All Rights Reserved.
18.
7. Providing Management
Metrics7. Providing Management Metrics If effective team leaders in an organization can be identified, senior l dleaders can: Leverage the leaders’ skills assigning them to the most critical work. Use skilled team leaders to mentor and develop newer team leaders. Leverage the resources of effective team members Leverage the resources of effective team members. If they can measure team progress across several teams, they can: Create early detection systems to address problems barriers and Create early detection systems to address problems, barriers and issues well before milestone are not met and deadlines slip. Juggle needed resources and make these available only when needed thus finding efficiencies in the use of certain resources. If they can measure team progress across the organization, they can monitor the impact of policy changes. 18©2015 ITAP International, Inc. All Rights Reserved.
19.
Providing Management TPQ
MetricsProviding Management TPQ Metrics High/positive scoreg p Low/negative score 19©2015 ITAP International, Inc. All Rights Reserved.
20.
Measuring Team Alignment with Organizational Practices (alsoOrganizational Practices (also called Organizational Culture) 20©2015 ITAP International, Inc. All Rights Reserved.
21.
Culture to “Practices”Culture to
Practices • Does the team culture align with theDoes the team culture align with the organizational practices (sometimes called organizational culture)?organizational culture)? • How does ITAP measure this? C lt i th W k l Q ti i ™ CWQ– Culture in the Workplace Questionnaire™ or CWQ compares country scores or respondent scores or bothboth. – Do the results of respondent scores match the corporate “culture” expectations? 21 corporate culture expectations? ©2015 ITAP International, Inc. All Rights Reserved.
22.
Compare Approaches to
Decision MakingCompare Approaches to Decision Making 22©2015 ITAP International, Inc. All Rights Reserved.
23.
Decision Making: People
and CountriesDecision Making: People and Countries
24.
Change ProcessChange Process 24©2015 ITAP International, Inc. All Rights Reserved.
25.
Social DynamicsSocial Dynamics 25©2015 ITAP International, Inc. All Rights Reserved.
26.
LoyaltyLoyalty 26©2015 ITAP International, Inc. All Rights Reserved.
27.
Organizational ConfigurationOrganizational Configuration 27©2015 ITAP International, Inc. All Rights Reserved.
28.
Leadership StyleLeadership Style 28©2015 ITAP International, Inc. All Rights Reserved.
29.
Power StructurePower Structure 29©2015 ITAP International, Inc. All Rights Reserved.
30.
MotivationMotivation 30©2015 ITAP International, Inc. All Rights Reserved.
31.
Business ProcessBusiness Process 31©2015 ITAP International, Inc. All Rights Reserved.
32.
Focus of LifeFocus of Life 32©2015 ITAP International, Inc. All Rights Reserved.
33.
33 SUMMARYSUMMARY • Team Building is one way to help establish or improve team b l
i himember relationships • Maybe more important to the success of the team: – Trust/barriers to trust – Leadership credibility (affective and cognitive trust) – Processes and human process interactions (HPIs) – External/organizational factors l h f• Team analysis might focus on: – Process Issues – Performance Issues – Organizational Issues – Leadership Issues Skill Gaps etc 33 – Skill Gaps, etc. ©2015 ITAP International, Inc. All Rights Reserved.
34.
BBuilding a Culture
of S How cultural values impact and safety and whens of Safety: mpact attitudes about risk nd what you need to consider to ensure safety in your workplace. © 2013 ITAP International, Inc. All Rights Reserved. 1 . 34©2014 ITAP International, Inc. All Rights Reserved.
35.
For More Information…For More Information… •
ITAP’s Alliance – Global Consulting Groupg p • ITAP’s Instruments – Culture in the Workplace Questionnaire™ (CWQ) – Team Questionnaires measuring HPIs • Global Team Process Questionnaire™ (GTPQ) • Organizational Team Process Questionnaire™ (OTPQ)g Q ( Q) • Action Learning Team Process Questionnaire™ (ALTPQ) • Other b– CybeHR – Talent Potential Analysis – Characterorama Characterorama ©2015 ITAP International, Inc. All Rights Reserved.
36.
Drawing for Copies…Drawing for Copies… 36©2015 ITAP International, Inc. All Rights Reserved.
37.
Questions???Questions??? Catherine Mercer Bing CEO ITAP International
IncCEO, ITAP International, Inc. Managing Director, ITAP Americas, Inc. 353 Nassau Street 1st floor353 Nassau Street, 1 floor Princeton, NJ 08540 USA (W) +1.215.860.5640 (M) +1.609.937.1557 h // i i lhttp://www.itapintl.com cbing@itapintl.com SKYPE: CatherineBing 37©2015 ITAP International, Inc. All Rights Reserved.
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