Team Discovery Session SORIN GROUP HR SUMMIT, Boulder, CO. May 30 th, 2012

2 Background Anton McBurnie Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world As a strong communicator and co-author of The Third Circle Interactions That Drive Results, Anton leverages his deep personal experience and general management skills to the benefit of our clients. His previous positions include President of the Canadian affiliate of Este Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oral in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK. Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England. Anton McBurnie San Francisco Bay Area, California [email protected] (650) 533-5946

3 Accelerating Performance

Human Hurdles 5 Copyright 2011 3Circle Partners LLC Human hurdles are where the main roadblocks to progress are rooted in how people interact with each other. Here are the five biggest barriers to effective interaction: 1.Dont want to go there Managers and executives are reluctant to deal with interaction issues, either because they dont believe they are important or are uncomfortable dealing with them. 2.This is just business as usual Accepting poor collaboration or silos as a given or as unfixable 3.Competition is always healthy In the overzealous pursuit of competition, companies create practices, policies, and structures that drive wedges between the very groups and people they want to collaborate. 4.We left our Ferraris in the garage Individual talent is left untapped because the team or organization doesnt know how to identify or use it to its full potential. 5.Its them, not me Not realizing how we individually add to or create barriers to interaction

Team Evolution 6 FORMING Politeness Uncertainty about others Cover up weaknesses Lack of shared understanding STORMING Frustration Open conflict, but unresolved Team becomes inward-looking Actual self-images begin to emerge NORMING Task-focused Conflicts getting resolved Systems, rules & procedures Feedback occurs PERFORMING Tolerance & respect within team Embrace & productive use of conflict Principle-based, with flexibility Maximum effectiveness performance time Use Discovery to accelerate performance Tuckmans Stage Model

What is Team Discovery? Understand the critical factors Y=f(X) that speed up or slow down team performance Measure how the team is performing in these key areas Plan next steps to build on strengths and manage weaknesses at both the individual and team level 3Circle Partners establish benchmark and database of key metrics 7 Copyright 2011 3Circle Partners LLC

The Critical Factors Y=f(X) 8 In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require: 1.The right BALANCE of people 2.An effective PROCESS 3.The appropriate INTERACTION from the people involved DECISIONS 1 on 1 1 on Some 1 on All 3 2 1

10 Activity A Guide To Team Roles Objectives 1.To strengthen understanding of the principles studied in the pre-session reading. 2.To explore your effectiveness as members of a new team Discuss the 15 questions from the pre-work. Make team decision about the best (most complete) answer for each one. Although individuals may change their minds during the discussion, do not change your individual answers from the pre-session preparation phase. Scoring is based on the reading assignment even though you may disagree. Scoring: Correct answers will be worth 5 points, incorrect answers negative 5 points, and unanswered items 0 points. Do not use the text material during this exercise. Time = 35 minutes

Activity A Interaction Efficiency Scoring Example 11 A.Record the Workgroup Score here. It is the single score calculated after discussion on handout.A.______ B.Record the score each workgroup member made on the test in the spaces to the right. B.______________________________ C.Calculate the Average Individual Score. C.______ D.Subtract the Average Individual Score (C) from the Workgroup Score (A) to get the Gain or Loss as a result of collaborating. D.______ E.The Perfect Score for this activity is:E. 75 F.Subtract the Average Individual Score (C) from the Perfect Score (E) to get the Possible Improvement. F.______ G.Divide the Gain or Loss (D) by the Possible Improvement (F) and multiply by 100. This is your Interaction Efficiency Score. G.______ 50 30 -10 25 50 50%

Scoring 12

Learning Cycles & Feedback TA Index Benchmark Your Team Management Process Discovery of Data Planning Team Processes Handling Conflict & Decisions Assigning Responsibility Executing Assign roles and accountability Encourage divergence and diversity of thought Decide on a decision-making model Surface and test assumptions; create valid data Resolve conflict productively Monitor progress Planning Establish breakthrough goals Anticipate barriers Develop plans and processes, set ground rules Learning Reflect on performance Use learning cycles to ensure continuous improvement. 14 Goal Setting & Alignment

INDIVIDUAL EXERCISE 5 min On the Team Accelerator Index sheet rate your teams performance in each criteria on a scale of 0 to 5, by allocating one point for each question in that category that the team successfully completed Answer 5 questions Yes or No Rating is the number of Yes answers for this category

TEAM EXERCISE 30 min 16 For all six criteria, the team should agree on a final rating Identify Concrete Actions, or Ground rules, that the Team will take in the future to improve performance Team agree on a Final Rating for each category Discuss what Team did or didnt do well Note Ground Rules to use moving forward

Team Accelerator Index 17 0.5 2 0 0 0 1 ? 3.5 4.5 3 4 5 2.5 3 Goal of: > 20 22

High Performance Teams & Team Roles The formation of effective teams is more by good fortune than good judgment.it doesnt have to be that way! Rapid, high quality team performance is not an accident. It requires discipline & effective interaction skills: Balanced, diverse team Effective process Relevant experience Team Role Profiles a scientifically proven, rapid way to predict team effectiveness: Design effective teams Diagnose existing teams 19

Belbin Team Roles Dr. Meredith Belbin from Cambridge University discovered over 20 years of research into team effectiveness: The skill or individual excellence of the team members was not a predictor of a teams results. It was the way that the individual members behaved that contributed to or detracted from the teams effectiveness. He identified nine predictable behavior patterns or team roles. 20 He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select teams with a higher degree of predictable success.

Predicting Team Performance 21 Predicted Order of Finish Actual Order of Finish 11 23 32 44 55 A typical example of Belbins ability to predict the order of finish of teams in the Henley Management Simulations. Predicted Actual 5 5 4 4 3 3 21 2 1 X X X X X The red x's on the graph represent the different teams participating in the simulation. Red xs on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.

BelbinTeam Roles What is a Team Role? A tendency to behave, contribute, and interrelate with others in a particular way when working in a team (Vs. A Functional Role which refers to the job demands that a person has been engaged to meet by supplying the requisite technical skills and operational knowledge) Nine Roles Identified The team roles for most people fall into three categories: Natural or Preferred roles Manageable roles they can assume Least Preferred roles As individuals differ greatly in personality & behavior so too will their team role profiles vary. 22

Factors Determining Individual Behavior in a Team Observed behavior can be misleading Beware first impressions! Tendency to over-rate Extroverts & under-rate Introverts Instability between the factors can create inner- conflict, Team Roles unclear conflict needs to be consciously resolved Absence of conflicting factors leads to simple, uncomplicated behavior Team Roles easy to see 23 Set of Observable Behaviors 4. Environment & Constraints 3. Current Values & Motivations 2. Mental Abilities 1. Personality 6. Role Learning 5. Experience

The Complexity of Team Interaction 24 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 ? ? ? ? ??

The Nine Team Roles 25 Action SH Shaper IMP Implementer CF Completer Finisher Thinking PL Plant ME Monitor Evaluator SP Specialist People TW Team Worker RI Resource Investigator CO Coordinator Hard Driving, Influencer, Dynamic Challenges, Puts on the Pressure Organizing, Disciplined, Reliable Turns ideas into practical actions Meticulous, Conscientious, On time Searches out errors and omissions Diplomatic, Cooperative, Perceptive Listens, Averts friction Outgoing, Enthusiastic, Networker Recognizes Opportunities Motivator, Orchestrator, Facilitator Clarifies goals & decision-making. Creative, Original, Unorthodox Solves difficult problems Objective, Strategic, Discerning Judges all options Deep Knowledge, Single-minded, Self-starting Team Role Contribution Absent-minded Ignores details Uninspiring, Critical Limited contribution Abrasive, Insensitive Easily provoked Inflexible Reluctant to change Worrier, Nit-Picks Reluctant to delegate Indecisive, Avoids Conflict Over-optimistic Easily Bored Manipulative Over-delegates Allowable Weakness

Team Roles Key Concepts Individual Be aware of and manage your Allowable Weaknesses: This is the price to be paid for being good in your preferred roles, e.g., a strong Shaper is going to hurt some peoples feelings as they forge ahead Ensure that Allowable Weakness does not become Disallowable: Lose a Plants attention during a meeting because they are dreaming up a creative solution = OK Plant forgets to come to meeting because they are thinking about something else = NOT OK! Focus on what you do best: Understand and excel in your natural, preferred roles & manage, rather than struggle to be good at your least- preferred roles 26

Assessment Results in Rank Order 28 In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution. The overall rank order on the bottom line is the weighted addition of the Self- Perception rank order and the total of the Observers rank order. (Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.) What are my Top Roles ?

Pie Charts Self-Perception vs Observers 29 In this example, many of David's perceived roles are in general accord with the perceptions of others. However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom. Differences of 8 or more Am I coherent ?

Self-Perception Team Role Profile 30 In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL), Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).

Bar Graph of Observer Words 31 In the example above David's most prominent role, as seen by others is COORDINATOR (CO). The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others. Are these weaknesses allowable ?

Counseling Report 32 Generated by the Belbin software this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order It offers advice on adopting a management style which fits in with the individuals team role strengths and weaknesses: It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.

List of Observer Responses 33 This list shows at the top Davids main strengths, e.g. broad in outlook, diplomatic, calm & confident. David should try to work with people who will cover what he lacks and who will most appreciate his strengths. Most appreciated behavioral characteristics. Maximum score = No. of Observers x 2 A score of 0 means no Observers felt these behaviors were descriptive

TEAM MAPPING 34

Shifting Culture 1 Team At A Time 35 Awareness of Others Team Awareness & Effectiveness Organization Awareness & Change Self-Awareness Self- Management Self-Mastery Successful change must begin at the individual level, but as anyone who tries to change a habit knows - while it may be simple, it is certainly not easy to sustain Initiatives imposed on the organization have a very reduced success rate Change at the team level typically takes hold more rapidly and lasts longer this is Team- Focused Change

Creating Awareness throughout the Organization 36 Awareness of Others Team Awareness & Effectiveness Organization Awareness & Change Self-Awareness Self- Management Self-Mastery 1. Individual Team Role Reports 3. Culture Analysis 2. Team Maps & Pairs Analysis

Team Roles Key Concepts Team Diversity is essential - Need all 9 roles to be most effective long-term Diversity is a key predictor of actual results, it provides a framework for constructive conflict Does NOT mean a team needs 9 people (4-7 is best) Each role should be represented (who plays each role may evolve & change over time) Some roles will be more or less important at a given time or for certain tasks 37

Team Roles Key Concepts Team Understand the impact of surplus and voids: Too many Plants all brainstorming, no action No Plants no innovation Too many Monitor Evaluators analysis paralysis No Monitor Evaluators wasted time on poor ideas Too many Shapers CONFLICT & !!***#%!!/ No Shapers no sense of urgency to get things done 38

CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech) STARTDECISION PL RI IM CF SH Team Roles in Decision Process Deadline

CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech) STARTDECISION PL* RI IM CF SH Deadline *Surplus of PL Surplus of Plants

CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME * SP (Tech) STARTDECISION PL RI IM CF SH Surplus of Monitor Evaluators Deadline *Surplus of ME

Team Roles Key Concepts Team BEWARE OF LABELLING PEOPLE: Everyone has 3 to 6 roles they prefer or are comfortable with They may prefer or need to use different roles in different circumstances 42

Prepare Team Map 5mins 43 PL ME SP SH CF IMP CO TW RI Mike Susan Tim John Beth Raj Denise 1 3 2 8 9 7 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 Use 1st report: ASSESSMENT RESULTS IN RANK ORDER Thinking Action People

Team Map Analysis 15mins 44 PL ME SP SH CF IMP CO TW RI Mike Susan Tim John Beth Raj Denise 1 3 2 8 9 7 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 7 8 9 1 2 3 Thinking Action People SURPLUS >50% have in Top 3 roles VOID no-one has in Top 3 roles NATURAL BIAS count no. of Top 3 roles in Thinking/Action/People categories ACTION PLAN what will team do differently based on this information?

NEXT STEPS 46

47 www.3circlepartners.com

Next Steps 1.In next few days you will receive an email with these overheads 2.Maggie Carveth will contact each of you to set up an Individual Discovery session (1 hour web meeting) with myself of my colleague DeeDee Smartt Lynch

THANK YOU! 50 Any questions on Team Discovery and Belbin Team Roles ? please email: [email protected]

These training materials, procedures and systems herein contained or depicted are the sole and exclusive property of 3Circle Partners, L.L.C.. (3Circle Partners). The contents hereof contain proprietary trade secrets that are the private and confidential property of 3Circle Partners. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this presentation is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to 3Circle Partners. This material may be altered, amended or supplemented by 3Circle Partners from time to time. In the event of any inconsistency or conflict between a provision in this material and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this material in all properties subject to that law. Copyright 2011 3Circle Partners LLC

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Team Discovery Session SORIN GROUP HR SUMMIT, Boulder, CO. May 30 th, 2012