Post on 25-Dec-2015
transcript
TeamView/360
2621 6th Street Suite 2
Santa Monica, CA 90405
310-452-5130 knowack@consultingtools.com
www.viewsuite360.com
ViewSuite 360 Products
Team View is part of a suite of validated 360 degree feedback instruments including:
Emotional IntelligenceView 360 ExecutiveView 360 ManagerView 360 LeaderView 360 PerformanceView 360 TeamView 360 TeamWorks 360
Using TeamView/360
Becoming a High Performance Team
Personal effectiveness does not equate to team effectiveness
Session Objectives
Determine the personal and team value for self and team evaluation
Understand the TeamView/360° Performance Factors
Analyze the TeamView/360° results
Define our strengths and improve areas
Develop personal and team effectiveness plans for higher performance
High Performing Teams Are Built
High Performing Teams don’t just
happen
Performance Indicators or Behaviors
Do you think you can improve these behaviors?
What is the value to you personally and professionally to master these behaviors?
Do you believe that there are adverse consequences to not improving some of these behaviors? If so, what are they?
Are you open to feedback and are you willing to actively pursue your own personal and team development?
Factoid
Do you believe this?
Why?
Why not?
78% of all management firings are the direct result of a lack of interpersonal skills rather than a lack of knowledge
of their job.
Defining Our High Performance
Do we want to be known as a high performing team?
Why?
What do we need to do to make that happen?
TEAM MEMBERS
TEAMMEMBERS
TEAMMEMBE
RS
Individual Contribution
Average Team Performance
Team Member Measurement
SELF
Problem SolvingPlanning
ControllingManaging Self
Managing RelationshipsLeading
Communicating OTHER TEAM MEMBERS
TeamView/360™
TeamView/360° Performance Factors
Planning Problem Solving
Controlling
Self Management
Managing Relationships
Leading
Communicating
Problem Solving
Recognizing trends
Generating new ideas
Evaluating and acting on new ideas
Planning
Planning for the future
Adapting to change
Controlling
Organizing and orchestrating events
Monitoring and controlling performance
Meeting schedules and deadlines
Producing high quality work
Maintaining high productivity
Meeting commitments
Managing Self
Handling pressure
Coping with one’s own frustration
Developing one’s own capabilities
Responding to feedback from others
Managing Relationships
Initiating relationships with others
Cooperating with others
Sizing up people
Maintaining relationships
Resolving conflicts
Responding to others’ needs
Leading
Delegating responsibility
Facilitating meeting
Motivating and inspiring others
Developing other people
Giving recognition to others
Communicating
Articulating ideas and information
Listening to others
Keeping other people informed
Communicating expectations
Understanding TeamView/360° Results
Superior Across the Board – All of the person’s self ratings fall above the 0.0 on the graph. The person sees himself / herself as more effective in all respects than other people view themselves.
Inferior Across the Board – This pattern is the reverse of the previous one. All of the person’s scores fall below the 0.0 line on the chart. In all respects of performance, the person sees himself / herself as less effective than others see themselves.
Strong in some areas, weak in others – This profile is the most common. This person rates his or her performance more highly in several categories than other people rates themselves, but lower in other categories than other people rate themselves, on the average.
Performance Factors
Top & Bottom 5 Behaviors
Team Report
Team Top & Bottom 5 Behaviors
Reflect Go For Action Break Down Into Detail Ask For Clarification Ask For Help Be Specific
How to Act On Feedback
Building a Team Effectiveness Plan
What do you plan to do differently in the job to improve and become a high performance team?
Short term plans (daily/weekly) Long term plans (this year and
beyond) What barriers might prevent you from
following through with your plans?
Building a Team Effectiveness Plan
What resources/support do you need to change the perceptions of your team?
How can your team emphasize these behaviors?
What kinds of situations give your team the opportunity to demonstrate these strengths?
FORMAL INFORMAL
Courses
Education
Distance Learning
Coaching
360-Feedback
Mentoring
Job Enrichment
Job Rotation
Job Transfer
Individual & Team Assignments
Teaching OthersNetworking
Style Assessments
TRAINING
EXPERIENCE
Options For Development
EXAMPLE:
“Give employees the freedom to do their job”
SPECIFIC ACTIONS:
Analyze strengths & weaknesses for each person
Ask people how they intend to do the tasks, rather than tell them how to do it
For persons a, c & e check on performance at longer intervals
Encourage people to implement their own ideas, not just yours
Example of an Action Plan
TEAM OUPUTS
TEAMLEADER
CUSTOMERS
(INTERNAL/
EXTERNAL)TEAM MEMBERS
TEAM PROCESS
Team Performance Measurement
TEAM LEADER
TEAM MEMBERS
Team Processes
Purpose & CommitmentWorking As A Group
Contribution To The TeamInteraction
Focus
TEAM LEADER
CommunicationKnowledge
Problem SolvingCustomer Service
Concern For Quality TEAM
MEMBERSAND
CUSTOMERS
Customer Orientation
Selected References
Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.
Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53.
Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,
Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.
Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.
Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166
Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 Nowack, K. (1993). 360-degree feedback: The whole story. Training &
Development, 47, 69-72 Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of
management development. Human Resources Development Quarterly, 3, 141-155.