Team Building 101

Mark and Mike, Thanks for this !

Mark and Mike,

Thanks for this !

It is a great one. It clarifies things. It shows the link between the manager tools and sums up your way : use the right tools, act rightly on behaviours and you will get the right culture and results.

However, one topic stays a little unclear for me : performance measurement. As you were covering a very large subject, I feel you din't go very much in details here.

It brings questions :

I am trying to implement a culture based on performance. Performance has to be measured of course. I want my people to very concretely see the results of their efforts on the company performance (I think it is a great team builder).

So the way I do it is : I pick up a very limited number of "indicators" (4 max) and review those figures with my teams very regularly and always try to link actions and their effect on those indicators.

First question : would you pick up "specialized indicators" (on set for each team ? for each person ?) or "general indicators" (for the company) ?
"Specialized" is a good way to have the person "concerned" / "General" seems better for team building ...

Second question : "Results" are what counts on a company level. But "efforts" are what counts on an individual level ... So would you reward people on Results, or Efforts ?

Third question : how do you measure things like "collaboration", "internal customer service", "management", "ambiance", "efforts" etc ?

Well, you may need a full podcast on that, but I would appreciate your general advices ...

Thanks,

Cédric.

Mark and Mike, Thank you for this

Mark and Mike,

Thank you for this great podcast.

It clarifies the team building concept. It shows the link between all Manager Tools.
I liked very much Marks comments about "how to change culture ?". Act on behaviours and you will get the right culture and results.

One topic still stays a little unclear for me : it is about performance measurement.

I am trying to implement a culture focused on result in my company. For that, I selected a very small number (4-8) of indicators (figures) that are the major one I want to act on. And I frequently meet my teams to analyse them and each time, I try to show the link between their actions and those indicators.

Fisrt question : would you pick up "specialized indicators" (per team ? Per manager ? per employe ?) or "general indicators" (company level") ?
"Specialized" should help people feel concerned personally / "General" would help team building ... So ?

Second question : how do you measure things like "collaboration", "internal servic e", "management", "ambiance", "efforts" etc ?

Third question : Results are what count on a company/team level ... Efforts are what count on an individual level ... Do you reward for results and/or for efforts ?

Well ... I am afraid I raised up a full podcast subject ... But I would appreciates your comments on that.

Regards,

Cédric.

Cedric- (I hope my joke

Cedric-

(I hope my joke translates)

Yes, we have 200 casts scheduled on those topics over the next 50 years. Because that's how long that would take!!!

Too much to write here. Stay tuned.

Mark

Mark- Wow ! You and your partner are

Mark-

Wow ! You and your partner are soooo good at keeping us waiting for more ...
You can count on me to be on your back to remind you your promises !

Well ... Isn't there a Horstman law that says I should try to get an answer in the "What, who and by when" format ?
I have the "what" and "who", but I hope the "by when" is not "over the next 50 years !"

(I hope my jokes translate ?)

Cédric.

Hey Guys. While I continue to enjoy

Hey Guys. While I continue to enjoy your podcasts, I've noticed they are becoming more and more of a rant session, or soapbox as you put it. When you have this in your podcasts they are not as valuable as content outlining more details about the action items and steps to overcome these common pitfalls. These rants have been increasing more and more over the last few months of podcasts and I find it really degrading my overall impression of your professional aspects of the manager tools podcasts that's always attracted me. What can you do differently in your podcasts about his? :)

I hope the trend of these soapbox rants will not continue since they are getting longer and longer and less and less helpful. Please try to bring it back to the content of behavior and action steps for the individual instead of "your opinion" and generalizations. I've heard the same from several others I discuss your podcasts with so I know its not just me.

Love the topics being covered and don't worry, I'll still be listening to ALL your podcasts....

Mike K- Thanks for the comments. We

Mike K-

Thanks for the comments. We try very hard to be both educational and entertaining, and often that line is easy to blur or step across. And, that line is drawn by each individual who listens. And...hmmmm... those who speak, as well.
;-) Isn't diversity (of thought and approach and tone and delivery) wonderful?

Some of these casts were recorded and/or written MONTHS ago...there is only "some" connection between when we release a cast and when we record it.

We've simply hit a patch where the behaviors in the casts we've been PUBLISHING are particularly hard to agree with, and which have more than a normal adverse affect - no, EFFECT - on folks/directs.

We'll never get away from our opinions, and we feel some of this stuff pretty strongly. For those who have been on the receiving end of some of the really bad management behavior that we get on our soapbox about, we find that our comments reinforce that their anger and frustration was justified.

Isn't it okay that the very energy that makes us do this week after week for free for thousands - the desire to help some great folks who want to do well in an important job - isn't it okay that every once in a while that energy manifests itself as a bit of frustration over widespread unprofessional behaviors?

On good days, we believe that we keep folks from walking away from management as a career, because they have a voice saying it's not all as bad as the manager you just saw do something perverse, or as what someone just went through and had to carry home to their family. YOU can be different. For some, being different is the motivation they need.

Management isn't JUST a set of actions. It's also a set of forces which act upon the lives of managers' directs, and many managers are unaware of it. When we find those forces to be misdirected or unappealing, we're going to speak up about it.

And, on a personal note, there are times when I am answering every note on the blogs and forums - sometimes hundreds - at 10 pm on Friday night, taking time away from my family as my daughter graduates from college tomorrow - the first of my three children to do so - and I think to myself: "sigh".

We're glad you're with us, and we're doing our best. When it's not good enough, we encourage you to speak up, and we listen.

Even on Friday nights.

Mark

I vote this episode for one of the best

I vote this episode for one of the best podcasts Mark and Mike have done! A must listen-to 'cast for new managers.

Before this 'cast, I felt like I came into the middle of a good conversation, and this cast makes everything very lucid. This podcast really synced the other casts about feedback, one-on-ones, and DISC into my brain.

Thanks again for yet another great learning moment!

You're welcome, and thanks for saying

You're welcome, and thanks for saying so. Each such note means a lot.

Mark

Mark, You're on fire with one. This

Mark,

You're on fire with one. This cast is one of the most profound and important one you've ever done.

Here's why:
You're talking about the absolutely most satisfying, motivating, life changing aspects of effective management. It is, so to speak, management nirvana to develop a team where the individuals subjugate their egos in service to a hirer goal and then that higher goal is achieved; repeat; repeat; repeat; until the individuals in that team become so valuable that, like seeds, the organization breaks them up to plant in new fields. You can go an entire career and never have this experience and yet in 30 minutes you nailed it to the wall for all to take.

You, my friend, are a good man.

Greg

Greg- Woo-hoo! Thanks for the

Greg-

Woo-hoo! Thanks for the kudos.

Mark

Guys, This was a great podcast. Only

Guys,

This was a great podcast. Only yesterday I was talking to one of my directs about "team problems" in her area and how we could address behaviour. I listened to this 'cast this morning and it's given me a lot to think about.

I work in the NHS in the UK and tell people that I've gained more practical advice from Manager Tools than from any of the more formal management or leadership training I've received.

Keep up the good work.

Glyn

Glyn- Thank you! We appreciate the

Glyn-

Thank you! We appreciate the kind words and are glad you're getting value from our work.

It's a privilege to serve you.

Mark

This is my first ever comment after a

This is my first ever comment after a couple of years of listening. This podcast embodies what many managers (and companies) have not come to realize (or accept?). To me, it's one of your most valuable podcast so far!!!

I have been in both sides of the spectrum: manager & direct report (personal choice) and have seen my company spent perhaps close to your $1B price tag on unsuccessful team building activities. You folks have nailed it right on the head.

I'm working my way back into a manager role, and I intend start, in my small way, of building a real team. Thanks so much!

Coblink- Thanks for the kind words.

Coblink-

Thanks for the kind words. We're glad you're getting value from our work, particularly now as you build your team.

It's a privilege to serve you!

Mark

Mark & Mike, Thanks for another

Mark & Mike,

Thanks for another great cast!

Your thoughts on team building really hit home and closely match my experiences.

The team feeling, like leadership is not something that can be imposed on an organization. Whenever we try it seems disingenuous, and usually becomes a bad joke about what is wrong with the organization. In my experience the only way to move a group forward is small steps, consistently applied, and taking advantage of those moments when we can shine as a team to show our people how good things can be.

I came into a new organization 3 years ago in the #2 position and have worked hard helping our group to come together as a team. It’s been hard work and not without missteps. But consistency has paid off, we have become more effective and people are seeing the rewards on a personal level. At this end of this month I’m moving up to the top spot and have lost any fears I once had about how well we can work together and what we can accomplish.

Thanks for all your efforts, they truly are helpful and appreciated.

Jeff

Jeff- Congraulations on the move up,

Jeff-

Congraulations on the move up, and glad you're getting value from our work.

It's our pleasure to serve folks like you.

Mark

Responding to a comment from cedwat, to

Responding to a comment from cedwat, to wit:
>>Third question : Results are what count on a company/team level … Efforts are what count on an individual level … Do you reward for results and/or for efforts ?

I believe results count at an individual level as well. I have heard it best stated this way, "We appreciate effort, we reward results." Since the sincerest way a company has to show its appreciation is cold, hard cash, if results are what you reward, then results are more important than effort.

Adopting this approach entails some challenges, but also avoids some pitfalls. We all recognize that external forces often have a bearing on individual success. Keeping people motivated is a challenge when something beyond their control prevents success. One way I believe we can respond to this challenge is to properly structure the individual goal. It is unwise to completely ignore the external factors, but we should still be able to recognize people for doing a good job even if the larger scale results are not as good. We can reward people for doing their part well. IMO, we should still tie some of the rewards to overall success to encourage cooperative behavior.

This cast reminded me of the "Five

This cast reminded me of the "Five Dysfunctions of a Team". [Patrick M. Lencioni, 2002, ISBN 978-0787960759, thank you Amazon]. I will see if I can make a few points without digging out my copy. In the podcast, the statement is made repeatedly that team building is about building trust. In his book, the first dysfunction Mr. Lencioni discusses is "Absence of Trust". If you do not have trust, you will not reveal your thoughts, especially the risky ones. You also have trouble admitting your mistakes. Add both of these together, and people are afraid to engage in conflict. Without honest debate, we cannot come to decisions to which we can commit. If you do not commit, you do not accept accountability. In a nutshell, this book is making the case that trust is the basis for truly building teams.

I am curious if you have read the book and, if so, what you have taken away from it.

Yes, read it, loved it, love Pat's

Yes, read it, loved it, love Pat's work.

He's right, and not just because he agrees with us. ;-)

Mark

Great cast! I listened to this cast

Great cast! I listened to this cast with a group of other managers at my company (a regular occurance) and it sparked one of the liveliest discussions yet! Everyone wants to do team building exercises, but your cast makes it obvious why these exercises don't work. Some key nuggets of information I loved from this cast were:
"Great teams talk about how much they talk to each other"
"Most of us are not part of a team"

This cast also helped me realize that being part of a team may be a rare occurance in the course of your career, but that doesn't mean you can't still be a star performer.

As an interesting companion to this podcast, I would suggest that other listeners go back to the podcast on Vitrual Teams. Both podcasts go hand in hand.

MadAmos

Mark -- Your comment in the 'cast about

Mark -- Your comment in the 'cast about the best team experience you've ever had really took me back. It was an amazing experience -- one the happiest and most fulfilling of my life. It was magic! I realized that I have been trying to recreate that experience ever since. I've gotten close a few times -- probably the closest ever is with my current team.
Thank you for giving me the building blocks for something so wonderful! My life would have been much different - and not in a good way! - these past 8 years.
Here's to blinky buttons in a pitcher, sugar and lemons and Bogart's and Lucille!

Dani- Here's to Florida Division

Dani-

Here's to Florida Division Relay For Life and $1100 bar tabs, and Jerry and Wendy and Ray and and LuAnn and BOB and Victor and Kathy and the whole marvelous bunch!

Mark

Minor point, doesn't affect the message

Minor point, doesn't affect the message at all. But in the Premium content transcription page 5 you use a popular French phrase. It should be "Je ne sais quois."

French : je, I + ne, not + sais, first person present indicative of savoir, to know + quoi, what.

Is it the C in me that can't let go of things like that?

Dear Mark and Mike, Another fine

Dear Mark and Mike,

Another fine cast; but leaves me thinking of another, yet related question.

When creating teams (either through recruitment, or internal promotion or moves), how should I consider the best way to balance the team. Clearly there is a need for competency to be in place across the team, and I guess there is something about behavioral style (balance versus conflict?). What else should I consider, and how might I manage that process?

Hope you have an idea or two which could help me create the right mix - from which I can work to build a team based on this fabulous podcast.

Cheers,

Mike