Empowering people through effective teams - Hay Group · Empowering people through effective teams Sylvia DeVoge I Hay Group . True story of a dysfunctional team So why is this dysfunctional?

1 © 2014 Hay Group. All rights reserved

Empowering

people through

effective teams

Sylvia DeVoge I Hay Group

True story of a

dysfunctional

team

So why is this

dysfunctional?


The majority of impact that

individuals have comes from their

being either on an effective team

or leading an effective team.

And….

The importance of this impact

is not just about top teams.

It is about every team

01 The benefits of effecitve teams


High-performing organizations do not

see effective teams as a luxury.

They see it as a necessity.

“….Companies cannot afford to allow

a silo mentality where people do not

buy in to a shared vision.

“To think that a company can

achieve its objectives with individual

team members acting in isolation is

naïve.’’

Quote from V. Tillman,

Vice President of Standard and Poors:

There is a direct link between top team effectiveness and company valuation!

35% of an investment decision is

driven by non-financial criteria.

And……

The top team is a role model for all lower-level teams.

Hay Group

research shows

that

successful

teams create

6 critical

business

benefits

1) The business’

agenda is

advanced much

more quickly

(strategy is

implemented, and

faster)

2) Companies are

able to weather

tough times more

effectively

3) Silo mentality is

significantly

reduced

(synergies are

actually achieved)

4) More revenue is

delivered

(up to 45% more

discretionary

effort!)

5) There is higher

customer

satisfaction

6) People are

empowered

Stronger talent

pool, more

innovation, better

execution, focus on

priorities

02 What is a Real Team?


1) There is a clear

purpose and high

levels of

interdependency

required by

members – a

shared purpose

What is a real

team?


2)

It is clear who

the members are

and why

What is a real

team?


3)

The team is

reasonably

stable over time

What is a real

team?

03 How to Create a High Performing, Effective Team


5 Leaders

& Teams Results

Creating high performing teams

The Five

Conditions


Condition 1: Clarity: Establish a

clear, compelling

direction

Why Clarity Matters

The bigger the gap in clarity, the bigger the problem: up to 45% of discretionary effort

can be lost!

For typical teams, the gap in clarity is

58%!

For outstanding

teams, the gap is

only 18%


Our research shows that leaders of

outstanding teams give far clearer

direction compared to average or

poor-performing teams.

They ‘de-code’ the strategy.

And…this has a profound

impact on performance


Do members really

know the

purpose of

the team?


‘Don’t you realize that if

we can’t cut our refining

costs by 3 cents a gallon,

they’re going to shut us

down!?? ‘

Story: When team members don’t

know the priorities.


How to Create Clarity

Our research shows that outstanding

teams with clarity are largely a

function of 2 things:

-De-coding the strategy, and

-Leadership styles


Story:

‘’I was successful in my

previous job, and that was

much more challenging

than my new one.

I am struggling in my new

job, and I don’t know why?’’

On outstanding teams, the dominant styles were

-Participative (74%)

-Visionary (63%)

On average teams the dominant style were

-Coercive (77%)

-Pacesetting (69%)

Leadership styles and clarity

Monkey Movie!

Two Monkeys.flv


Condition 2: Create an appropriate

structure

What do we mean by

appropriate structure?

a) Size and boundaries

b) Procedures & processes

c) Norms


a) Team Size and

Boundaries

Successful teams generally

have six to eight members.

More members mean more competing

interests, more personality clashes and

a greater risk or competing factions.


b) Processes /Procedures

High performing teams do not

allow the meeting agenda to begin

with tactical items and end with

strategic ones.

What is the typical main process for

teams?


c) Norms

Team leaders often overlook one

important factor:

They have to establish norms, the

ground rules for determining what is

acceptable behavior by team members

and what is not.

Remember the story of the dysfunctional

team?

Why are norms so important?

Team leaders who establish clear norms

do not have to act coercively to hold their team members accountable.

The team will do it for them!

http://globalgateway/supportingyou/globalmarketing/Brand Images/Getty_dv735019.jpg


Condition 3: Select the right

people

Fact: Members on

outstanding teams are

neither brighter, more

driven nor more

committed than members

of less accomplished

teams.

http://globalgateway/supportingyou/globalmarketing/Brand Images/iStock_000004635404Large.jpg

What does Selecting the right

people’mean? a) Empathy

b) Integrity

c) Productive conflict


a) Empathy

Empathy is the ability to understand the

emotional makeup of others

Our research shows that members

of outstanding teams had far

more empathy than their

counterparts on average teams


WHY?

Leaders of teams must ensure the team is

populated with people who have empathy.

Empathy matters

Because the

members of a team

will only buy in to

the team process if

they feel they are

both heard and

understood.

WHY?

Why empathy is a differentiator: Members on the best teams have a far greater

ability to work

with others.


b) Integrity

On the best performing teams, members have

’team integrity’:

They behave consistently with the team’s

values, even when it is personally

risky to do so, or when there is

some personal sacrifice involved.

Honesty and a strict adherence to an ethical code are

requirements but not a differentiator.


Comparison of teams with members who live up

to norms and values, even when personally risky


c) Enabling productive conflict Strong team leaders create an environment

where team members understand that

conflict is good… as long as it is over ideas, not personalities .


Leaders are honest about the

realities of the business with

each other

Leaders are honest about the

realities of the business in

their communications with

employees

Leaders surround

themselves with people who

will challenge them on their

thinking % Agree

60

78

81

81

88

91

0 10 20 30 40 50 60 70 80 90 100

Source: Hay Group/Fortune Research Program 1997 - 2007

Peer Group Top Teams Most Admired Top Teams

Open debate promotes positive

decisions (and innovation!)


Condition 4: Support for the team

and team members

What do we mean by

support for the team

and team members?

a) Culture

b) Resources

c) Sound data & forecasts

d) Fair compensation


Most Admired Companies Peer Group

Encouraging teamwork

Delivering reliably on

commitments to customers

Treating employees fairly and

consistently

Maximizing customer

satisfaction

Achieving budgeted objectives

Supporting top management

decisions

Supporting the decisions of one’s

boss

Maintaining existing customer

accounts

The contrast: Top Priorities in Culture

The role of culture for effective teams is one of the key

differentiators, according to Hay Group and Fortune research

a) Culture Culture that supports effective teams

51 © 2014 Hay Group. All rights reserved Source: Top Teams Research Program 1998 - 2007

2,5

3

3,5

4

4,5

Poor Results >

Process

Process >

Results

Middling Outstanding

Resources

Team Performance

b) Resources Poorer teams are more resource constrained!

Part of the resources

are for coaching.

Research shows that

members of high-

performing teams

receive much more

coaching than those

in average teams


c) Sound data and forecasts

Leaders who want outstanding teams

must provide members with strong,

sound data and forecasts.

…..And information that

is insightful.


d) Fair compensation

Compensation also can be a powerful

tool for accomplishing top team goals

but it is not the answer to everything

Because team members wear

two hats. There is no way to

eliminate this conflict

completely. But it can be

managed

Fair Compesation Lottery


Condition 5: Provide Development

for individuals AND

the team

Outstanding team

leaders develop

individuals and

the team.

And

They periodically

review team

performance:

how the team is

doing, what it is

doing best,

what it is doing

poorly and what

it and its

members have

learned.

C

O

N

C

L

U

S

İ

O

N

http://globalgateway/supportingyou/globalmarketing/Brand Images/iStock_000003138127.jpg

Some people

might be

cynical about

teamwork being

a business

differentiator.

http://globalgateway/supportingyou/globalmarketing/Brand Images/iStock_000003138127.jpg


1. The businesses agenda is advanced much more

quickly (strategy is achieved, and faster)

2. Companies are able to weather tough times more

effectively

3. Silo mentality is significantly reduced (synergies)

4. More revenue is delivered (up to 45% more

discretionary effort!)

5. There is higher customer satisfaction

6. People are empowered – leading to a stronger

talent pool, more innovation, better execution

…..but we know that effective team work has

major benefits to the business. A reminder of

the 6 key business benefits


….and we know how to create high-

performing teams.

A reminder of the 5 Conditions

1. Direction (Clarity)

2. Structure

3. Right People

4. Support (Resources)

5. Development

Creating high-performing teams adds more value to

the business, and it empowers people.

Powering Up


Thank you

Sylvia DeVoge I Hay Group

Documents

Empowering people through effective teams - Hay Group · Empowering people through effective teams Sylvia DeVoge I Hay Group . True story of a dysfunctional team So why is this dysfunctional?