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Kickstarting a Brand New Team
Do you remember the last time you attended the initial meeting of a new task force or project team at work? No one could agree on the goals. A couple of people complained about all their other work demands. Someone was pushing a personal agenda to become the team "leader." After a couple of hours of struggle, with the "team's" wheels totally spinning, you began to ask yourself why you were here.
In high performance organizations with project-oriented environments, ad hoc teams are becoming the norm. Examples are companies like Levi Strauss, ABB, and 3M.
Temporary teams differ from permanent teams. Most importantly, they have high demands placed on them to produce results quickly and then disband. Their mandate and authority (e.g. can they make final decisions? can they implement them?) are often unclear. And if the team is also cross functional, it will have complex goals affecting many parts of the organization and beyond.
And then there are the team members! They come with varying degrees of commitment, different agendae, functional backgrounds, perspectives, and loyalties. But they all wonder whether their efforts here will be rewarded at performance review time.
The ad hoc team faces a unique challenge. It must sort out its human dynamics issues early, get everyone aligned on a common mandate, and build the genuine commitment of all members to that goal quickly! These teams seldom have enough time to devote to the project. They need to get on with the task-asap! Yet, again and again experience has shown that when team members do not address the human dynamics part right at the beginning, team performance suffers seriously later on.
So, what should your project or ad hoc team do to maximize its performance? Its first meeting is crucial. Plan to invest just one day, up front, on its "process" issues. This initial session should be facilitated by a skilled person who is not a team member. As a guide, here is what my one-day "kickstart" program typically covers:
Purpose/mission
Why was the team created? What goals and deliverables (e.g. design a process to reduce wastage by 18%) are expected of it? Ensure that all members understand and accept these objectives and their related time-lines.
Champion(s)
To which manager, board or steering committee does the team report? What support has this champion promised? What information/updates do they expect from the team? How will the team liaise with the champion?
Team Members
What skills, knowledge, and experience do they bring? Identify and discuss each person's hopes, desired benefits, expectations, concerns, and initial degree of commitment to the team. Make it OK not to be committed at the outset.
Operating Guidelines
Determine how leadership will operate within the team. Is there one leader? What is his/her role? How will the team make decisions? How often will they meet? How will they communicate amongst one another? What is expected of each member? Can someone miss a meeting? What happens if someone fails to meet a commitment?
Next steps
Now it is time to turn the group to its task. Here members start developing a plan of action and assign responsibilities. The day should end with this underway.
The above fills a very productive day. A facilitator will fast track the team to performance by:
1. providing structure and leadership
2. training members on group dynamics
3. helping them through the startup energy-draining issues around power
4. ensuring that they stay focused
A good facilitator will leave the team with tools and techniques to address interpersonal issues whenever they obstruct team performance downline.
What about your temporary teams? Can they afford a slow acceleration to maximum performance?
About the Author
Ian Cook works with executives and managers who want to increase their effectiveness as a leader and build a stronger team. He is the founder of Fulcrum Associates Inc. A Leadership Development Company. Contact Ian at 888-385-2786 or email:
Ian Cook
, website:
http://www.888fulcrum.com
Wheel alignment and tracking?
Is wheel alignment the same as tracking? I have spoke to a few garages today, some say Wheel alignment and tracking are the same thing, some say they are different, I have searched google and still not got a definative answer, can the trusty Yahoo answers team definitively answer this????
Tracking (wheel alignment)
Tracking, or 'Wheel Alignment', is important for good road holding and to maximise the life of the tyres. Hitting a kerb or driving at speed through a pot hole can result in misalignment.
The direction and angle at which tyres are set are both important. 'Tracking' involves checking the direction and angle against vehicle manufacturers' specifications and are both equally important. You may hear these described as toe in, toe out, positive camber or negative camber.
The "Toe" refers to whether the front of the tyres across an axle are closer or further apart than the rear of the tyres. Different types of vehicles need different toe settings to allow for the way that wheels pull either towards each other or apart.
The "Camber" is the inward or outward tilt of a tyre and is specified by the vehicle manufacturer. It can be affected by potholes in the road and needs to be checked regularly to see if any adjustment is required.
they are both one in the same
Parriott continues run of success
St. Helena native Brian Parriott has logged a lot of track time and success the last two weekends. The Sutter Home Family Vineyards racing team rider arrived at Mazda Raceway Laguna Seca on the weekend of July 23-25 for the Monterey Challenge.
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