Data Gathering and Strategic Planning for Your Team


As team leader, you need to remind team members what the score is ”and how they are doing this season ”to motivate increases in team effort and performance. If the team is doing well, you need to help prevent complacency. If the team is in a slump, you need to work with the team to identify some useful adjustments. This chapter will provide you with some tools to keep score and to use the data to help your team get unstuck.

What kind of data does your organization gather to know if it is "winning"? Retail stores keep track of gross sales and returns. Factories monitor measures of productivity, scrap rates, and overtime hours. Law firms chart billable hours. Restaurants record the number of meals served , the percentage of tabletops filled, and gross receipts. What are the results your team should be monitoring to know if it is contributing to the organization's overall results? You need to develop a system that breaks down the broader metrics to capture the value added by each department, function, and team. Your team's scorecard needs to indicate whether things are getting better or getting worse , and why. Every successful coach knows the final score of the game and which statistics to look at to plan adjustments for the rest of this season and beyond.

Table 23 outlines the five steps of a strategic planning process. Teams should go through such a process at least once a "season" ”however a season is defined in your kind of business (e.g., quarterly, car model year, semester, tourist season, Christmas season, etc.). The steps of your team's strategic planning process should occur regularly on a formal and an informal basis.

TABLE 23: The Five Steps of Strategic Planning



  1. Reviewing the team's past: What day is it in the life of this team?

    • Study your vision/mission statement (to review why this team exists)

    • Identify key milestones (highlights and lowlights)

    • Describe what has happened and what has been decided over the last one to five years

  2. Assessing the current state of the team

    • Recognize the need for multiple bottom lines

    • Assess your product ( outcomes )

    • Assess your processes for achieving those outcomes

    • Assess your people ( morale , growth)

    • Summarize with a "SWOT" statement

  3. Identifying and resolving current problems

    • Awareness: Which weaknesses deserve attention?

    • Analysis: What are the chief causes of the problems?

    • Alternatives: What could be done differently?

    • Action: Who should do what with whom by when and how?

    • Assessment: Did it reduce/eliminate the root cause?

    • Appreciation : Were the persons responsible reinforced?

  4. Envisioning the team's future direction

    • Identify likely future demands

    • Picture your ideal/preferred future

    • Brainstorm new features/directions for your team

    • Envision the milestones you would achieve

  5. Planning steps for implementation

    • Identify the forces for and against a new and improved team

    • Identify the strategies to capitalize on the forces for

    • Identify the strategies to reduce the forces against

    • Identify the steps that must be taken for implementation

    • Identify who is responsible for which elements of the plan

    • Create a timeline for achieving the elements of the plan

Step 1: Reviewing the Team's Past

At least once a year, teams should meet to identify the lessons they have learned during that period. This is especially important when new members have been added to the team. Unless you have a common understanding of your existence, how can you expect to unite for a better future? Begin the session with a reading of the team's purpose or mission statement. This could be done by a representative of upper management. Does the statement still define what the organization hopes to gain from the team's existence? Is this why the team exists in the eyes of its members? Should it be modified? The rest of the review, assessment, and planning should be done in light of the team's reason for existence.

How long has this team existed? What have been its highlights? What were the low moments? Exercise 33 can help you to outline your team's history. What would your team be worth in the stock market? What lessons can be learned from a review of the peaks and valleys of your team's lifeline? Are there any common causes of upswings? What was happening that led to downward trends? Each lesson can be valuable , but the identification of trends is even more important.

Step 2: Assessing the Current State of the Team

Where do you stand as a team today? What does your organization use to measure your team's effectiveness? Does your team track any other indicators to know what the score is? It is tempting to look for a singular bottom line to determine the effectiveness of your team. People want to know if you are successful or not. But organizational life is not really that simple. A single metric of productivity provides important information but could orient decision making toward short- term solutions. It may mask safety risks, quality shortcuts, and worker dissatisfaction issues that may cause a monumental collapse down the road. As a team leader, you need to work with management to determine the key metrics. In addition, the metrics must be aligned at each level. You need to help your team members pay attention to the right data points to track several bottom lines and help them understand why. Ideally, there should be no more than seven key figures to track.

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EXERCISE 33

Our Team's "Stock Price" and Analysis

Directions: Modify the form below to match the time period of your team's review. It is currently set up for an annual review taking place at the end of the calendar year. If your team has existed for more than a year, develop a chart that shows every year (and perhaps every quarter in every year) of your team's existence. First have each team member answer questions 1 “3 privately and then facilitate a discussion of those questions and produce a chart that represents the team's overall self-assessment. Then facilitate a discussion of questions 4 and 5.

  1. Compared to the typical team (whose "stock price" we'll say averages around 50), what was our "stock price" when we first formed as a team? When estimating stock price, include your combined assessment of how productive the team was, how satisfying it was to be a member of this team, and how well we used team processes to work together.

  2. At what times was our stock price highest? Why? What was happening during those times?

  3. At what times was our stock price lowest ? Why? What was happening during those times?

  4. What does our collective assessment of the worth of our team teach us?

  5. Where is our stock price headed? What can we do to enhance the value of our team?

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Tracking the Three Ps (PPP). Even seven things is a lot to expect people to pay attention to systematically. Let's make it simpler. Let's track the three Ps: product, process, and people (PPP).

  1. Product: Our outcome metrics. What does your team make? Does it produce goods, reports , services, sales? How much did it produce? How well did it produce these things? How much did it cost for your team to produce at this level? To what extent did the team achieve the goals listed in its charter? You need someone or some system to gather and monitor productivity (units produced per person hour , number of customers served, etc.), quality metrics (scrap rates, customer complaints, etc.), costs (for supplies , inventory, labor, etc.), and other measures of goal accomplishments. If your team set "SMART" goals (see chapter 4), you will have already identified the metrics that will serve as the basis of your team's assessment. Which data points indicate that the team has matched or exceeded what is expected of it? Which data points show that it is on target to achieve its goals within the time frames previously identified? These last two sets of data points indicate strengths ”don't take them for granted. The team needs to analyze why these positive results were achieved. This will aid later planning efforts by identifying things the team should continue doing and maybe even accelerate or accentuate these positive actions. The team also needs to identify its weaknesses. Data points that are only slightly below expectations indicate the need for some problem solving. Data points that indicate that the team is way behind may call for a more drastic rethinking of the team's strategies and procedures.

  2. Process: Our throughput metrics. In addition to measuring the results, a team needs to know whether it is getting better or worse as a team. What is it doing that helps team members work well together, and what is it doing that is hindering them? The Team Diagnostic Questionnaire (TDQ, exercise 34) is an instrument I've developed over the years to assess the seven key components of team excellence and to answer those questions. Following the exercise is a table of norms you can use to compare your team's TDQ results against those of other teams.

    Team members should complete a copy of the TDQ individually and anonymously. When members have completed the questionnaire, the team leader or a designate should then collect the copies and average the scores for each item. All team members should be provided with a copy of the team's results. You should have your team complete this exercise approximately once every three months. In addition to the TDQ results, members should identify other aspects of how they work together as a team. What do they think the team does well? What doesn't it do so well? What isn't it doing that it should be doing? What is it currently doing that maybe it should quit doing?

  3. People: Team member satisfaction metrics. How satisfying is it to be a member of this team? Do members feel their work provides them with a fulfilling experience? There are a number of ways to attempt to measure team morale. The final question on the Team Diagnostic Questionnaire simply asks members to estimate on a scale of 0 “100 how satisfying it is to be a member of the team. An alternative approach is provided in exercise 35. It breaks down the concept of team satisfaction to component parts paralleling Maslow's hierarchy of needs. Results can be used to measure the level of satisfaction for the current time period and then be compared to previous results to determine if morale is getting better or worse.

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EXERCISE 34

Team Diagnostic Questionnaire

Make copies of this exercise so that each member can participate individually.

Name of team: _______

Directions to team members: To help identify your team's strengths and weaknesses, please provide honest and independent responses. Your responses are confidential and will be collected in a manner that protects your anonymity. The average responses for each item will be calculated and fed back to each team member.

Using a scale of 0 “4 (0 = not at all; 4 = very much), rate each of the following statements (1a “7c) as they relate to your team now.

1a.

The goals of our team are appropriate and clearly stated.

0 1 2 3 4

1b.

The members of our team are committed to the accomplishment of our shared team goals.

0 1 2 3 4

1c.

Our team accomplishes its goals.

0 1 2 3 4

2a.

Our team collectively contains the full range of talents we need to be an effective unit.

0 1 2 3 4

2b.

The talents of the members of our team are fully utilized.

0 1 2 3 4

3a.

The role of leadership is competently fulfilled by one or more people on this team.

0 1 2 3 4

3b.

Each member of our team clearly understands the role he or she needs to play for us to be an effective unit.

0 1 2 3 4

3c.

Each member of our team clearly fulfills the role he or she is expected to play.

0 1 2 3 4

4a.

Our team uses effective and efficient procedures to work together to complete our tasks .

0 1 2 3 4

4b.

Our team uses effective and efficient procedures to identify and resolve problems as they occur.

0 1 2 3 4

4c.

Our team holds effective and efficient meetings.

0 1 2 3 4

4d.

Our team uses effective and efficient procedures to ensure that information is shared and received.

0 1 2 3 4

4e.

Our team uses effective and efficient planning procedures.

0 1 2 3 4

4f.

Our team effectively monitors its progress.

0 1 2 3 4

5a.

Team members deal with conflict in a constructive manner.

0 1 2 3 4

5b.

Team members provide enough support to each other to encourage a sense of belonging to the team.

0 1 2 3 4

5c.

Team members provide enough positive challenge to each other to encourage high levels of performance.

0 1 2 3 4

5d.

Team members get along with each other well.

0 1 2 3 4

6a.

Team members provide each other with enough recognition for working together as a team.

0 1 2 3 4

6b.

Our team receives enough recognition from outside sources for our working together as a team.

0 1 2 3 4

7a.

Our team recognizes and actively pursues opportunities available in its external environment.

0 1 2 3 4

7b.

Our team recognizes and actively addresses the threats it is facing in its external environment.

0 1 2 3 4

7c.

Our team has constructive relations with other teams and individuals it interacts with.

0 1 2 3 4

Then answer the following two questions:

  1. Overall (on a scale of 0 “100), how would you rate our team's effectiveness?

    ____

  2. Overall (on a scale of 0 “100), how satisfied are you to be a member of this team?

    ____

Scoring the Exercise

Record the averaged Team Diagnostic Questionnaire results of your team members in the "Team Average" column below. Create a composite average for each component by adding the individual item results for each component and dividing by the number of items (e.g., for "Goals," there are three items). Upon its completion, distribute the form to the team members.

(Database = 98 teams seeking team development help; items scored on a scale of 0 “4: 0 = not at all; 4 = very much)

Questionnaire Item

Team Average

Database Average

Component

1a. Clear and appropriate goals

2.14

 

1b. Commitment to goals

2.35

Goals

1c. Accomplishes goals

2.20

 

            Composite average

2.23

 

2a. Full range of talents

2.66

 

2b. Full use of talents

2.02

Talents

            Composite average

2.34

 

3a. Leadership role fulfilled

2.41

 

3b. Clear understanding of roles

2.06

Roles

3c. Each role fulfilled

2.08

 

            Composite average

2.18

 

4a. Work procedures

2.07

 

4b. Problem-solving procedures

2.01

 

4d. Communication procedures

1.86

 

4e. Planning procedures

1.78

Procedures

4f. Progress-monitoring procedures

1.76

 

            Composite average

1.86

 

5a. Conflict handled constructively

1.92

 

5b. Support provided to each other

2.03

 

5c. Challenge provided to each other

1.94

Interpersonal Relations

5d. Getting along well

2.54

 

            Composite average

2.11

 

6a. Peer recognition provided for team

2.11

 

6b. External recognition for team

1.34

Recognition

            Composite average

1.72

 

7a. External opportunities pursued

1.64

 

7b. External threats addressed

1.82

External Relations

7c. Constructive external relations

1.95

 

            Composite average

1.80

 

1. Overall effectiveness rating (0 “100)

66

 

2. Overall satisfaction rating (0 “100) ”

71

   
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EXERCISE 35

Team Morale Survey

Directions for team leader: Periodically have each team member complete this survey anonymously. Use the collective results to determine whether morale has improved or gotten worse.

Directions for team members: Rate each of the following statements on a scale of ˆ’ 2 to +2 ( ˆ’ 2 = strongly disagree ; ˆ’ 1 = disagree; 0 = neutral; +1 = agree; +2 = strongly agree) by circling the appropriate number to the right of each statement.

 

Circle one

1. I am paid fairly for the work that I do on this team.

ˆ’ 2 ˆ’ 1 0 +1 +2

2. I feel safe and secure while performing the work I do on this team.

ˆ’ 2 ˆ’ 1 0 +1 +2

3. I have satisfying work relations with my teammates.

ˆ’ 2 ˆ’ 1 0 +1 +2

4. I have the opportunity to responsibly achieve things for this team.

ˆ’ 2 ˆ’ 1 0 +1 +2

5. I have the opportunity to learn, grow, and fulfill myself through my work on this team.

ˆ’ 2 ˆ’ 1 0 +1 +2

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This component parts approach to measurement also provides an opportunity to identify which specific elements need to be addressed to improve satisfaction levels.

Both methods described so far involve self-reporting metrics. One might argue that this is appropriate for measuring something as subjective as satisfaction/morale. However, some teams use surrogate objective metrics instead. Rates of absenteeism, grievances, tardiness, and accidents can be recorded objectively, and they have been found to be highly correlated with estimates of team morale. The team concept should be good for the organization and for the people on the teams. Which metrics should your team use to monitor satisfaction/morale?

The team concept provides many learning and developmental opportunities for employees . Members of your team may have learned each other's jobs. Team training sessions may have provided the opportunity to develop skills in conflict resolution, scheduling, budgeting, planning, problem solving, and other areas. Your team's PPP scorecard ought to be able to capture how much more knowledgeable and skilled members have become ”either by using self-estimates or tracking successful completion of training programs. Some companies have gone to certifying knowledge and skill levels through testing. This may be a good idea especially when people will be paid for knowledge and skills.

Summarizing the Data. Data must be fresh to have an impact on performance. Ideally, data gathering is performed on a daily basis. Some data are more amenable to this than others. Some data should be reviewed before every shift or at every team meeting (e.g., product data). However, the rest of the PPP balanced scorecard is best utilized in team problem-solving and strategic planning sessions. A "SWOT" (Strengths, Weaknesses, Opportunities, and Threats) analysis is a common method of summarizing multiple data points and the resulting assessment discussions. Use exercise 36 to summarize your team's SWOT assessment discussion.

Step 3: Identifying and Resolving Current Problems

Step 3 of strategic planning involves systematic problem solving. The list of weaknesses identified in your SWOT analysis can serve as the awareness stage of your problem-solving efforts. The team prioritizes the weaknesses and then conducts an analysis of the causes of those it chooses to address in this planning/problem-solving session. Alternatives are identified, and the team comes to a consensus decision regarding which alternative it is committed to activate to eliminate or at least greatly reduce the weakness. Action plans to implement the solutions the team develops must be established. Follow-up actions including assessment and appreciation verify whether the intended impact was achieved and reinforces the team's efforts. The systematic problem-solving model discussed at length in chapter 6 and the tools provided can help serve your team's strategic planning process.

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EXERCISE 36

A SWOT Assessment

Directions for team members: Use the form below to capture the main findings from your examination of the data gathered for your team's score-card this season. What is your assessment of our team? Categorize the findings by identifying our current strengths and weaknesses as well as the future opportunities and threats that lie in our team's near future.

Strengths (what we currently do well):

Weaknesses (what we currently don't do well):

Opportunities (what might come up in the near future, or forces outside our team that we should try to capitalize on):

Threats (what might come up in the near future, or forces outside our team that we should try to guard against):

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Step 4: Envisioning the Team's Future Direction

In step 4, the team brainstorms ideas for new directions to consider adding to its charter. It should scan the external environment and examine the opportunities and threats listed in the SWOT analysis. What new strategies, procedures, or roles should you develop to address them? What might your "customers and suppliers" demand from you in the future? Will your current procedures be sufficient to address these demands? Do you have reason to believe that your " competitors " will be doing things better or differently in the near future? Will there be new sources of competition for you to address? What is your vision for your team for the coming season? What new features and directions should your team adopt? How will you know if you are succeeding with these new elements? What milestones are you committed to achieving? What is your preferred future?

Step 5: Planning Steps for Implementation

Step 5 requires action planning for the new team directions identified in step 4. What forces might push your team to truly adopt the new features? Perhaps more important, what forces might get in the way? What obstacles, sources of resistance, and pitfalls can you anticipate if you do make the changes identified in step 4? Plans must be made to capitalize on the forces for change and to minimize the forces against it. These plans must be detailed enough so that each team member understands the steps to be taken and who is responsible for activating each step. A time frame and plans to obtain the necessary resources must be established.




Tools for Team Leadership. Delivering the X-Factor in Team eXcellence
Tools for Team Leadership: Delivering the X-Factor in Team eXcellence
ISBN: 0891063862
EAN: 2147483647
Year: 2003
Pages: 137

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