Informal ice-breaking gathering, discussing:
Hometown? Number of kids in the family? Interesting childhood hobbies? Biggest challenge growing up?
First job?
Strength/weakness
For every team member: a single biggest strength and weakness in terms of contribution to company's success or failure.
Goal discussion
The key, of course, is to define our goals, our results, in a way that is simple enough to
grasp easily, and specific enough to be actionable. Profit is not actionable enough. It needs to be more closely related to what we do on a daily basis. By combining some and eliminating others, they narrowed them to seven: revenue, expenses, new customer acquisition, current customer satisfaction, employee retention, market awareness, and product quality. They also decided that these should be measured monthly, because waiting a full quarter to track results didn’t give them enough opportunities
When I talk about focusing on results instead of individual recognition, I’m talking about everyone adopting a set of common goals and measurements, and then actually using them to make collective decisions on a daily basis.
Good citations
"Imagine a basketball coach in the locker room at half-time. He calls the team’s center into his office to talk with him one-on-one about the first half, and then he does the same with the point guard, the shooting guard, the small forward, and the power forward, without any of them knowing what everyone else
was talking about. That’s not a team. It’s a collection of individuals.”
“Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.”
Five Dysfunctions:
Figure source
Meetings
Hometown? Number of kids in the family? Interesting childhood hobbies? Biggest challenge growing up?
First job?
Strength/weakness
For every team member: a single biggest strength and weakness in terms of contribution to company's success or failure.
Goal discussion
The key, of course, is to define our goals, our results, in a way that is simple enough to
grasp easily, and specific enough to be actionable. Profit is not actionable enough. It needs to be more closely related to what we do on a daily basis. By combining some and eliminating others, they narrowed them to seven: revenue, expenses, new customer acquisition, current customer satisfaction, employee retention, market awareness, and product quality. They also decided that these should be measured monthly, because waiting a full quarter to track results didn’t give them enough opportunities
When I talk about focusing on results instead of individual recognition, I’m talking about everyone adopting a set of common goals and measurements, and then actually using them to make collective decisions on a daily basis.
Good citations
"Imagine a basketball coach in the locker room at half-time. He calls the team’s center into his office to talk with him one-on-one about the first half, and then he does the same with the point guard, the shooting guard, the small forward, and the power forward, without any of them knowing what everyone else
was talking about. That’s not a team. It’s a collection of individuals.”
“Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.”
Five Dysfunctions:
- Absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group.
- Fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas.
- Lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions.
- Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
- Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.
Figure source
Meetings
- Annual planning meeting and leadership development retreats. Topics might include budget discussions, major strategic planning overview, leadership training, succession planning, and cascading messaging
- Quarterly staff meetings. Topics might include major goal reviews, financial review, strategic discussions, employee performance discussions, key issue resolution, team development, and cascading messages
- Weekly staff meetings. Topics might include key activity review, goal progress review, sales review, customer review, tactical issue resolution, cascading messages
- Ad hoc topical meetings. Topics might include strategic issues that cannot be adequately discussed during weekly staff meetings
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