高效团队管理

Achieving Results through Teams团队合作达成目标,葵花新品团队剖析,新建型团队,特征所有员工均为新加盟企业表现对企业处于认知状态具备独立运作市场的能力及体系具有一定的活力及积极性企业资源未能有效把握,分离型团队,特征大部分人员由老品队伍剥离而来表现对企业认知较为深刻能够较为合理运用企业资源在运做思路上易形成定式思维挑战意识较差,混合型团队,特征该团队组成混杂表现团队对企业的认知参差不齐能合理运用部分企业资源思路未能高度统一缺乏系统的市场策略,何为高效团队,如何成为高效团队,我们与之的差别,行动方案,The Strategic Decision Making Process 战略决策制定过程,Improvement Team,Improvement Team小组,Beter Team Work = Better Results更好的团队合作=更好的效益,The Strategic Decision Making Process 战略决策制定过程,Situation Analysis 情况分析,Performance analysis 表现分析 SWOT analysis史瓦特分析,Gap analysis 鸿沟分析Root cause analysis 最终原因分析Strengths 优势Weaknesses 劣势Opportunities 机会Threats 威胁,Problem assessment问题评估,How important is the problem? 问题的重要性Who is affected by the problem? 问题影响了谁?Where is the problem occurring? 问题发生在哪?What is the magnitude of the problem? 问题的大小?,Specific 特定的Measurable 可衡量的Agreed 互相同意的Realistic 实际的Time-based 有时间为基准的,Objective Setting 目标设定,Identifying possible courses of action to accomplish the objective找出多种完成目标的可能途径Often accomplished through brainstorming 经常通过头脑风暴法完成,Generate Alternatives 选择的产生,Qualitative assessment 质的评估Does the alternative accomplish the objective? 这种方法是否能够达到目标?Can the solution be realistically implemented? 这种方法是否切实可行? Quantitative assessment 量的评估What are the costs associated with the alternative? 这种选择的成本是多少?What benefits are associated with the alternative? 这种选择的优点是哪些?What are the risks that the alternative will not achieve the desired outcome? 采取这种选择可能带来哪些风险以致影响目标的完成?,Decisions - Selecting a Strategy 决定-选择一个战略,Action Plan 行动计划Action steps 行动的步骤Who is responsible 有关负责人Resources required 所需的资源Coordination needed 必要的合作Plans for monitoring 监控计划Communication process 沟通过程Contingency plans 后备计划,Implementing Plans 计划的执行,Part of action planning 行动计划的部分How will results be monitored? 结果该如何监控?When will results show? 何时产生结果?How will involved parties know results are being achieved? 如何使有关部门得知目标已经达到?Who is responsible to take action if there is a deviation from plan? 若计划发生偏离,谁将负主要责任?Under what circumstances would you develop and activate contingency plans? 在何种情况下需要并执行备用计划?When is success most at risk? 什么时候最为关键?What is the total cost vs. the total return for the proposal over both the short term and long term? 该计划的长期成本,短期成本,长期回报,短期回报各是多少?,Monitor & Track 监控和跟踪,The Strategic Decision Making Process 战略决策的执行程序,Team Cycle 团队循环,Characteristics of Great Teams 优秀团队的特征,A clear sense of purpose 对目标有一个清楚的认知High involvement and commitment to team goals 高度的投身于团队的目标Extraordinary levels of trust 高度的信任Effective channels of communication 有效的沟通渠道A sense of belonging 团队归属感 Individuals who feel empowered to act 团队的个人成员都感到有推动力而采取行动Individuals who learn from their experiences 团队的成员从经验中相互学习,Basics of Team Functioning 团队合作的基础,Form the team 团队的形成Define team goal 团队目标的设定Describe key activities of team 描绘团队的重要行动Identify key results expected from team 明确团队主要期望Identify the resource available 明确团队可利用的资源Determine type and frequency of communication and report expected from team 决定沟通的方式与频率Identify non-negotiable requirements or rules for the team 明确团队中不可协商的要求和制度Identify the skills needed for team to accomplish its task 明确团队完成任务所必需的技能Identify the authority level of the team 明确团队的职权层次Select a facilitator for the meeting 为团队会议选择一个引导者,Why Teams Do Not Work? 为什么团队不能顺利工作?,Mismatched needs 不合适的需求Confused goals, unclear objectives 不明确的目标Unresolved roles 没有妥善解决的角色分配Bad decision making 错误的决策Personality conflicts 人员之间的矛盾Bad leadership 差劲的领导,Why Teams Do Not Work?(cont.) 为什么团队不能顺利工作? (继续),Anti-team culture 反团队文化Insufficient feedback and information 不充分的反馈和信息Ill-conceived reward systems 考虑欠妥的奖励制度Lack of team trust 缺乏团队信任Unwillingness to change 不愿意改变现状The wrong tools 错误的工具,Team Forming团队成立,Team Results团队成果,Team Leadership团队领导,Team Training团队培训,Team Sponsorship团队赞助者,Team Member团队成员,Team Goal团队目标,Team building is a process ! 团队建设是一个过程,第一阶段：形成,第3阶段：协调,第二阶段：风暴,第4阶段：表现,团队发展阶段,测试彬彬有礼不亲切自我保护小心翼翼,快速飞行质询别人产生与解决矛盾指责困难重重失去团队成员挫折感感觉陷入泥凝,渐渐组织起来发展技能建立系统和程序专注於完成任务面对问题评估各方面的能力,亲密合作团队表现成熟尽量利用资源灵活开放有效率相互支持分享容忍,Team Building Process 团队建立过程,Management Commitment 管理实行Form Team 团队形成Team Goal 团队目标Team member role assignment 团队成员角色设定Team meeting 团队会议Team decision making and problem solving 团队决策制定与问题解决Evaluating and rewarding team performance 团队表现的评估和奖惩,Team Start Up 团队建立,1.Identify type of team and goals 明确团队的类型与目标,2. Develop team authority确立团队的权威,3. Define rolesand responsibilities明确角色的分配与职责,4. Identifytraining and development needs明确培训与发展的需要,5. Practiceeffective meeting elements实施有效的会议手段,Types of Teams 团队类型,Problem solving 解决问题Process improvement 程序完善Process redesign 程序再创Self-directed 自我导向Self-managed自我管理,Forming a Team 团队的形成,Who is in and who is out? 谁应该加入?Determine the optimal team size 决定团队的最佳规模6 to 12 are most effective 6至12人最有效率,Team Roles 团队的角色,Sponsor赞助者Team Leader 团队领导Facilitator 引导者Time Keeper 时间控制者Recorder 记录者Team Member 团队成员Subject Matter Expert 项目专家Single Point of Contact(SPOC) 单一联系负责人,BELBIN 的团队管理角色,Goals, Norms, & Talents 目标,标准,特质,Goals - a shared view of what the team is trying to accomplish 目标 - 一个整个团队共同想要达到的期望Norms - agreements regarding how each team member is going to interact with each other 标准 - 关于每个团队成员如何互相协作所达成的共识Talents - skills and knowledge that individuals bring to the team 特殊才能 - 每个人带给团队的知识和技巧,Team Map 团队地图,Organizational or Departmental Vision/Mission/Goals组织或部门的目标,Team Norms of Behavior团队行为标准,Individual Talents个人的能力,Team Vision/Mission团队任务,Identify Vision, Mission and Values 明晰展望,使命与价值,8 Keys of Excellence(Values) 8个成功的关键原则(价值观)Live in integrity 诚实的生活Acknowledge that failure leads to success 认同检讨是成功之母Speak with good purpose 善意的交谈Live in the now - this is it! 聚精会神的工作Affirm your commitment 坚持自我Take ownership 有责任感Stay flexible 审时度势Keep your balance 保持平衡,Meeting Planning 安排会议,Meeting title or subject 会议名称与主题Date scheduled, timing, & location 会议行程,时间,地点 Purpose of the meeting 会议的目的Desired results 预期效果Team members to attend 参加成员Items to be discussed & timing for each 讨论内容及时间Preparation required & person responsible 有关的准备及负责人员Delegated tasks/ decisions/outcomes/ results 代表的任务/决策/总结/结论Items for next meeting 下次会议的内容Date/time for next meeting 下次会议的时间,Why they should follow you? 为什么他们要跟从你？,Leadership skill and competencies领导技巧和能力,Cognitive skills 认知才能interpersonal skills 交际才能presentation skills 展示才能motivation skills 激励才能,Leadership领导,Great Man Theory伟人理论Trait theory 特点理论Social leadership roles 社会领导角色task leader 任务领导maintenance leader 维持领导Situational leadership 处境领导Behaviour 行为理论they want to be different 他们想要与众不同leaders simplify 领导细分they link everyday action to vision 他们把日常行为和理念联系起来,高支持低指令 S1,S4 指令 高指令 低支持,S3 授权低支持低指令,高指令 高支持 S2,支持 教导,Situation Leadership处境领导,我们的自然 高倾向是什么? 追 D4 高 随 支 者 D3 持 的 型 发 D2 行 展 为 水 D1 平 低 低 低 指令型行为 高,Active Listening & Questioning积极倾听和提问,Team Authority Options 团队权力分级,Look into a problem and provide the details only, no decisions 研究问题, 提供细节,但不要决策Identify alternatives abailable and the pros and cons of each; others will decide 明确其他的各种选择以及与之相符的程序和结果; 他人进行决策Recommend a course of action for others approval 推荐他人赞成的一种行动方式Report what the team intends to do;delay action until approval is received 汇报团队的意图;搁置行动直至被核准Report what the team intends to do;do it unless told not to 汇报团队的意图;继续实施直至收到停止的命令Take action; report action; report results 采取行动;汇报行动;汇报结果 Take action; communicate only if the action is unsuccessful 采取行动;只有当行动失败时才加以汇报Take action; no further communication is necessary 采取行动;不需要进一步的沟通,Facilitation Skills 引导技巧,Foster discussion by ask open-ended questions 通过公开提问促进讨论Use requests to encourage more responses 通过询问激励更多的回答Positively responding to contributions made by participants 积极回应与会者的参与Asking for more specifics or examples 询求更多的例证Redirecting questions or comments to other members of the group 向其他组员再次提出问题,Facilitation Skills (cont.) 引导技巧(继续),Encouraging non-vocal people to participate 鼓励不爱发表意见的组员参加Asking for and encouraging different points of view 寻求并鼓励不同的意见Paraphrasing for clarity and understanding 明确解释加强理解Avoid stating your opinions or interjecting your own ideas too frequently 避免太多的插话和一再重申自己的意见Attentiveness 全神贯注Silence 保持缄默Be yourself 做您自己Show your enthusiasm and have fun! 表现您的热情和兴趣,AVOID,Be practical 要实际It is too radical 这个想法太激进 That not logical 这不符合逻辑It is against policy 这不符合政策That抯 not my job 这不是我的工作It violates procedures 它破坏了程序It would concern our lawyers 这要和我们的律师商量,Idea Killers 扼杀思维的做法,It will not work here 这个做法不行We have tried that before 我们已经试过了Management will never buy that 管理层不会同意We need to be careful with this 我们应该小心谨慎The universal idea killer . . . SILENCE 最普遍的扼杀思维的手段.沉默,Remember 牢记,Reducing a List & Selecting Ideas 压缩表单,选择意见,Elimination 排除Combining 结合Criteria Filters 根据标准过滤Colored Stickers 彩色张贴画Multi-Voting 多向选择,共同的目的,互相和作与,分工明确,領導,訂立規則,維護個人自我,開 的 溝 通,固定的决策过程,尊 重 差 异,建设性的解决矛盾,互相信任和支持,评估效率,有效率的团队,Tool Kit 工具,Techniques to PromoteConsensus-Building 促进达成共识的技巧,Involve everyone in the discussion 使每个人都加入讨论Explore the alternatives 探寻各种方法Encourage differences to clarify issues 鼓励阐明不同项目的差异Avoid quick solutions 避免速战速决Avoid techniques which reduce conflict 弱化矛盾的方法Look for common ground 寻找共同的立足点Use information and facts to make consensus easier 利用一些容易达成共识的信息Use check questions to ensure consensus is achieved 用检查问题的方法确保共识的达成,Team Performance Evaluation & Reward团队的表现评估和奖励,Performance evaluation by sponsor由赞助者评估团队的表现Pre-determine reward before team task begins在团队开始工作之前就决定奖励是什么Provide reward for motivation, recognition, and fun奖励可以创造出推动力，表扬，和趣味,Presentation on Action Plan行动计划简报,Identify priority issues, max 5 明确最为重要的5项事务Solutions for each issues 每项事务的解决方式Action plans 行动计划 Immediate actions 即时行动Team actions 团队行动Nomination of Improvement Team 提名小组成员4-5 people from each function由各部门人员组成，4-5人Sponsor 赞助者Team leader 小组领导Team members 小组成员Fac