Professional Documents
Culture Documents
4- Managing Performance
4- Managing Performance
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
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
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keeps the same style
and formatting as the
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Tuckman‘s Team
Developmet Stages
The Toxic Waste Activity
Performance
Time
SCENE
Communication is
low
Dependent on
directive leadership
Forming
SCENE
35
Independence
Storming Communication
issues erupt
SCENE
36
- 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
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.
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
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.
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.
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
If either of these elements is missing, then there is a risk of failure in the team, which must be
addressed
SALES 3.0 | NOVARTIS CONFIDENTIAL - FOR INTERNAL USE ONLY
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:
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:
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
SALES 3.0 | NOVARTIS CONFIDENTIAL - FOR INTERNAL USE ONLY
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
Face-to-face
Face-to-face
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
Face-to-face