The Value of Teams
Creating Team Capital
OVERVIEW: WORK MATTERS
Key Ideas:
Organizations have evolved and new type of work is required
Productivity is an important concept across the organization
It’s interdependent with performance and profitability
Its interconnected to strategy and how a firm competes
Productivity is a measure for knowledge work
The purpose of this site is to help you gain:
A solid grasp of key concepts of productivity
An overview of productivity and management theory
An understanding of the impact of productivity on growth and results
an overview of the modern theory of sales execution (teams vs. individuals)
Ways to model productivity, performance, and production
Additional Information:
These modules are informed by recent advances in areas such the rise of self-directed teams, agile methods, design thinking, and complexity theory
The implication to sales organizations provides a definition of what it means to have a "high performing team"
No previous experience or exposure is required before reviewing this content.
INTRODUCTION
People & leaders are the leverage
Work teams are the backbone of contemporary work life. Executive teams run corporations. Project teams create new products and services. Matrix teams help develop everything from pharmaceuticals to the delivery of services in consulting firms and charitable agencies. Marketing and sales teams deliver products and services to customers. High-performing teams are essential to the way most organizations organize and carry out their work, resulting in superior performance, which translates into a significant competitive advantage. Team leaders are essential to executing your vision for your business and in setting the tone for your staff. Effective team leaders ensure that team morale remains high and that workers are motivated to perform well.
Team Performance cannot be achieved by mandate
Success today requires a depth of knowledge, a range of skills, and an ability to execute regardless of the complexities or chaos of the environment. Shifting performance in role will not come from a mandate. Performance comes from the in-field application of practical frameworks, applied and supported with the right tools, facilitator-led and online learning, and developed through a disciplined but dynamic coaching approach.
It's a process and a journey
There are three essential journeys that people need to undertake to ensure sustainable sales growth. The first journey is their personal development journey, as each person needs to develop and grow in their individual areas of development, and at their pace. The second journey in their team-based journey. This journey includes setting up a cadence of planning and execution with clear priorities, and tracking of progress through the use of just-in-time learning and frameworks for execution in the role. The third journey is the functional journey, and the role they play in contributing to results on the function in which they operate.
1: THE EVOLVING WORKPLACE
The Insight
Teams, not org charts, are the new organizational construct that leaders must support and organize their capabilities and the contribution of their people around to add the right value.
Watch the video to learn why:
It’s important to think of the workplace in terms of the value created in multiple ways. Company, function, team, and individual
Understanding the value of each component is important to understanding the work environment
The work environment today is converging. Digital, analog, perspectives, and data
Organizations have a default “way of working” across their function, team, and individuals
Functions called divisions are most often organized to support products
The value of teaming is often hidden in or between divisions and departments
Cross functional work is difficult because managers only “see” the part that matters to their function
Teaming is where the knowledge production happens, however, organizations still reinforce departmental measures, processes, and reporting – creating silos
2: THE MANDATE FOR PRODUCTION
The Insight:
Activity and Impact create two completely different results.
Watch the video to learn why:
Much of what we know about work stems from our understanding of the agrarian and industrial age
The new world of work requires a new type of value contribution from people and from teams
Definitions of workplace, worker, and work contribution matter\
Professions and “certifications” often reinforce siloed production approaches and “harden” people to new perspectives
There is an evolution under way: What It means to be “productive”
Activity and impact are not the same thing
Activities aren’t necessarily value if they aren’t tied to results. Impact provides the credibility to today’s knowledge worker.
3: THE QUEST FOR PRODUCTIVITY
The Insight:
Teams (not individuals) are the “production unit” of the organization
Coordination and collaboration create two completely different impacts on productivity.
Watch the video to also learn why:
As a manager/leader you can define your own collaboration and contribution requirements and objectives
People are important and many of the trends of today focus on people and how well they do (or don’t) contribute
Teams hold much of the knowledge & insight inside your company, while people have much of the wisdom (knowledge over time)
Individuals are responsible for the contribution
Collaboration improves productivity on the team.
Great companies have great collaboration ( teams-work)
There are 5 types of collaboration
Great companies help individuals contribute (teamwork)
4: IMPROVING HUMAN PERFORMANCE
The Insight:
Individual performance is required for team results. However, much of what influences a person's behaviors lies “under the water line" and you can't see it. It’s important to have an approach to engage people what what you observe, so you can provide developmental feedback through coaching to help them be successful.
Watch the video to also learn why:
Improving results and improving performance are the same thing
People are critical. Their performance drives the results of the team
Valuable behaviors link goals to results to help simplify the enablement and management focus
Team leaders are responsible for team performance
Behaviors must be observed in order to be coached
Many team leaders / managers have never inventoried all the specific accomplishments required to achieve results
Measure performance with the SNAP=R approach
5: THE UNIT OF WORK OF THE DIGITAL AGE
The Insight
The number of individual accomplishments per day is critical to the results of the team. To improve productivity, team leaders can improve collaboration among the team(s). To gain visibility into the accomplishments per day, team leaders can focus on the goals of the team and actions taken along the way and coach individual team members to make the right contributions (focused on translating goals –into- results)
Watch the video to also learn why:
The interactions between people is critical to actions of a team
People contribute to teams
People understand their goals, take action, and accomplish the right outputs and deliverables to achieve results
Accomplish help teams make progress towards results
6: THE CHANGING ROLE OF MANAGER
The Insight:
For the most part perceived contribution of sales managers has largely been subjective. Therefore, the quantifiable impact of sales managers has been misunderstood, assumed or simply defined as “coaching”.
Watch the video to also learn why:
Salespeople communicate your company’s value through sales conversations
Sales managers help the salespeople be more successful by helping them be more productive
Sales managers are often not trained on the methods, tools, process, or approaches necessary to consistently engage and coach their salespeople
Sales is in a period of rapid change. Today’s companies have more buyer decision makers than ever—sales managers are critical to unclogging sales pipelines
Sales managers are “force multipliers”. Helping them be successful, helps them be successful with their team. This creates more trust and commitment from both managers and reps, and ensures that each team can respond to market conditions
Sales managers can help ensure the business is maintaining visibility on accounts and customers through tier focus on capturing/producing value
Sales managers are accountable for executing the sales strategy, to get the number, through their people, by driving client value