Program Roadmap

What brought me here ?

Are You Part of a Team Tuckman‘s Team
Personality Shaping or Part of a Group ? Developmet Stages

Cohesiveness
Types of team High Performing
,Conformity & Types Of Teams Members -Belbin Teams
Deviance Team Roles- -Characteristics &
Strategies-
Team Development & Performance Evaluation:
Day one
Kindly put your day-one top expectation for
the mentioned topic on Post-It and stick it at
our Parking Lot

5
Minutes
Regardless of what business you
are in ,a large corporation, a
small company, or even a home
based business –
leading your team effectively is
essential for own and their
success.
 Why Would
people Stay ,
Dilemma ?

T
( ( angible & Intangible ) )
 Which one is What ?
• Paid Well
• Mentored
• Challenged
• Promoted
• Involved
• Appreciated
• Valued
• On a Mission
• Empowered
• Trusted

What would it need

from you ?
What brought me here ?
Personality Shaping
The Ice Berg Theory
B
What We Logic SEA LEVEL
Hear

Beyond What IMPACT

We Hear

VALUES – STANDARDS – JUDGMENTS

N.E.T Emotions
MOTIVES – ETHICS - BELIEFS A
10
 Influential

Ask-Directed Tell-
‫الميل إلى السؤال‬ Directed
‫الميل إلى التوجيه‬
Responsiveness

Task-Directed

People-Directed
TELL

ASK
The Social Styles
Map
Findings

Statistics :

Continue :

YOU :
YOU : Start :

Stop :
Are You Part of a Team
or Part of a Group ?
 SCENE
15

TEAM is a number of people who…?

 SCENE
15

Group is a number of people who… ?

 SCENE
16

Team Vs. Group

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 Tuckman‘s Team
Developmet Stages
The Toxic Waste Activity
 Performance

Time
 SCENE

Coping with Tuchman's 4 stages

Provide direction Goal is unclear
Set Expectations
Goal Setting Varying degree of
Icebreaking commitment

Communication is
low

Dependent on
directive leadership

Forming
 SCENE
35

Involve group more in Differences over

decisions roles and goals
Define and redefine
expectations Counterproductive
Coach members through behaviors
struggles
Seek commonality Uncertain about how
to deal with issues

Independence

Storming Communication
issues erupt
 SCENE
36

Provide open times for Group gains

group to share ideas confidence
Work towards consensus
Facilitate leadership Goals are clarified
opportunities for group
members Interdependent
relationships

Norming Group achieves

goals more effectively
 SCEN

Still seek to improve Group take

relationships and work responsibility for self
Celebrate successes and tasks
Test for better
methods and Effective leadership
processes from all members

Group facilitates itself

Performing Group works to

benefit the whole team
- Where is your team
now ?

- Are you aware of

each stage’s role for
a leader ?

- Continue-Start-Stop?
- Leader role at each
stage :
- More of Supporting
- More of Coaching
- More of Facilitating
- More of Delegating
- More of Celebrating
 Cohesiveness
,Conformity & Deviance
 Group Cohesiveness

• The degree to which members are attracted to their team

• Three major consequences

1. Level of participation

2. Level of conformity or deviance to group norms

3. Emphasis on group goal accomplishment

30
 Conformity Vs Deviance
• Conformity and
Deviance
– When a member deviates,
other members will try to
make them conform, expel
the member, or change the
group norms to
accommodate them.
– Conformity and deviance
must be balanced for high
performance from the
group.
– Deviance allows for new ideas
in the group.
Sources and Consequences of
Group Cohesiveness

32
Factors Leading to Group Cohesiveness

Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.

Managed Diversity Diverse groups often come up with better

solutions.

Group Identity Encouraging a group to adopt a unique

identity and engage in competition with
others can increase cohesiveness.

Success Cohesiveness increases with success;

finding ways for a group to have some small
successes increases cohesiveness.

33
Types Of Teams
The Types of Groups and Teams in
Organizations

35
 The Types of Groups and Teams

Type of Team
Top-management A group composed of the CEO, the president,
team and the heads of the most important
departments

Research and A team whose members have the expertise

development team and experience needed to develop new
products

Command groups A group composed of subordinates who

report to the same supervisor, also called a
department or unit,

Task forces A committee of managers or nonmanagerial

employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an “ad hoc”
committee

36
 The Types of Groups and Teams
Type of Team
Self-managed work A group of employees who supervise their
team own activities and monitor the quality of the
goods and services they provide.

Virtual team A team whose members rarely or never meet

face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.

Friendship group An informal group composed of employees

who enjoy each other’s company and
socialize with each other.

Interest group An informal group composed of employees

seeking to achieve a common goal related to
their membership in an organization.

15-37
 Stages of Group Development
• Forming
– Group members get to know each other and reach common
goals.
• Storming
– Group members disagree on direction and leadership.
Managers need to be sure the conflict stays focused.
• Norming
– Close ties and consensus begin to develop between group
members.
• Performing
– The group begins to do its real work.
• Adjourning
– Only for task forces that are temporary.
– Note that these steps take time!
15-38
Types of team Members
-Belbin Team Roles-
- Raymond Meredith Belbin was born in
1926.

. His early research focused mainly on older

workers in industry. He returned to
Cambridge and joined the Industrial Training
Research Unit (ITRU) where his wife Eunice
was director and he subsequently became
chairman.
- Belbin combined this job with acting as - -
consultant running successful demonstration
projects in Sweden, Austria, UK and the
United States.
Team Rules Team Roles
• old school use to think that same roles
match better for the team, while
modern school thinks the more
different roles the team got the more
efficient the team can get tasks done.
• All team roles are equally important
however some roles will appear more
during specific tasks.
• We can play all team roles however we
will always have PREFERENCE where
excel and do with more satisfaction.
• when someone can’t practice his role
in the team he/she feels unfulfilled. So
the first step you need to know your
preference.
 Managing Groups and Teams
for High Performance

– Members should benefit when the group performs well—

rewards can be monetary or in other forms such as special
recognition.

– Individual compensation is a combination of both

individual and group performance.

– Make additional resources (beyond compensation) such as

choice assignments available to high-performance groups.

43
 Types of
Motivators
 High Performing Teams
-Characteristics & Strategies-
Characteristics of Effective Teams

46
 A High Performing Team is One
Where...
Performance is consistently good for
members

The team is continually successful in

developing its skills

If either of these elements is missing, then there is a risk of failure in the team, which must be
addressed
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 Stage 1

Objective Objective
My objective here is to improve My objective here is to find ways
High the performance of the rep to keep the rep growing and
improving
Rep:
Expected Rep:
Return on
Invested
Coaching
Objective Objective
Time My objective here is to maintain
My objective here is to make a
decision quickly: can this rep be the performance of the rep,
successful in this position? without over-investing time
Low If so, what needs to change?
Rep: Rep:

Low Performance High

Sales Results & Values and Behaviors
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 Stage 2

Objective Objective
My objective here is to improve My objective here is to find ways
High the performance of the rep to keep the rep growing and
improving
Rep:
Expected Objective: Rep:
Return on Objective:
Invested
Coaching
Objective Objective
Time My objective here is to maintain
My objective here is to make a
decision quickly: can this rep be the performance of the rep,
successful in this position? without over-investing time
Low If so, what needs to change?
Rep: Rep:
Objective: Objective:

Low Performance High

Sales Results & Values and Behaviors
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 Stage 3

Check Check
My objective here is to improve My objective here is to find ways
High the performance of the rep to keep the rep growing and
improving
Has the rep’s performance Has the rep’s skill or
Expected Return improved? performance improved?
on Invested
Coaching Time
Check Check
My objective here is to make a My objective here is to maintain
decision quickly: can this rep be the performance of the rep,
successful in this position? without over-investing time
Low If so, what needs to change? Has the rep’s high
Can this rep be successful in this
position? performance continued?
If so, what needs to change?
Low Performance High
Sales Results & Values and Behaviors
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 Strategies and Actions by Individual
Key:
Priority for
# effort 1 Fix Cause 2 Push Further
Objective: Improve performance Objective: Find ways to help the
(Coach: Mentor: Train) representative grow and improve
High Key actions: (Coach: Mentor: Train)
 Increase motivation/confidence Key actions:
 Improve skills, behaviors and results  Maintain motivation
 Develop them through experiences or
 Fix any capacity problem (resource/skills/time)
responsibilities
 Support through any external stressors  Challenge them to improve or maintain skills,
behaviors and results
Expected Return  Put a plan in place to retain them

on Invested
Coaching Time 3 Invest Selectively 4 Maintain Performance
Objective: Can this rep be successful in this Objective: Support performance of the rep,
position? If yes , what needs to without over-investing time
change? If no, move to performance (Coach; Train; Challenge)
management quickly Key actions:
(Coach; Train; Performance Manage)  Increase/maintain motivation/confidence
Low  Monitor and maintain skills, behaviors and
Key actions:
 Assess rep’s ability to succeed and act accordingly results
 Improve or maintain skills, behaviors and results  Help them to understand the importance of
change

Low Performance High

SALES 3.0 | NOVARTIS CONFIDENTIAL - FOR INTERNAL USE ONLY Sales Results & Values and Behaviors
 Time Allocation for Fix CAUSE Performers
Fix Cause Push Invest Maintain
Further Selectively Performanc
e

Face-to-face

Remote This segment will likely require the most

face-to-face time to diagnose and fix the
CAUSE of issues

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Time Allocation for PUSH FURTHER Performers
Fix Cause Push Invest Maintain
Further Selectively Performanc
e

Face-to-face

Remote This segment may not require as much

face-to-face time, but regular remote
check-ins will be key
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Time Allocation for INVEST SELECTIVELY Performers
Fix Cause Push Invest Maintain
Further Selectively Performanc
e

Face-to-face

Remote This segment should not have the overall focus as other
segments, but a larger proportion of time may need to be
face-to-face to enable you to understand the CAUSE of any low
performance and address appropriately

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Time Allocation for MAINTAIN PERFORMANCE Reps
Fix Cause Push Invest Maintain
Further Selectively Performance

Face-to-face

This segment requires the least focus

Remote
overall, and has a lower demand for face-
to-face time, because there is no need to
fix a performance problem
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 Rep Priority for FLMs Face to Face Other Rep’s Competency area
attention
(name) this cycle? objective frequency this planned objectives of focus
1=Top this cycle cycle channels
4=Lowest (how often do you
need to meet this and their
rep?) frequency

Individual Coaching exercise

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