Responsibility for the energy you bring into the space
Leading High-Performance Teams
Successful teams don’t come together by accident.
Explore strategies for building and developing high-performance teams.
Service mindset for a hospitality business.
Overview examination of leadership styles and staff motivators.
Course Outcomes
Examine what makes a team successful.
Explain successful methods of communication.
Explain diversity in the hospitality industry.
Explain the service culture mindset.
Grading Breakdown
Quiz 1 (Unit 1): 25%
Quiz 2 (Unit 2): 25%
Assignment 1 (Team Report): 30%
Assignment 2 (Team Presentation): 20%
Total: 100%
Flashback - LDSH 202 - Toolkit - Activity
Gratitude and Positive Psychology
Sean Achor: Expert in positive psychology.
The Happiness Advantage: Research Linking Happiness and Success
Pathways to Positivity:
Gratitude
Journaling
Meditation
Exercise
Random Acts of Kindness
Unit 1: Team Dynamics
Outcome: Examine what makes a team successful
Objectives:
Explain how normative behaviors influence teams
Examine the normative behaviors of managing in a team environment
Examine the characteristics of normative behavior
Evaluate team cohesion
Explain the process of workforce planning
Keywords and Concepts
Normative Behavior
Conformity
Social Influences
Team Cohesion
Maslow’s Hierarchy of Needs
The Lencioni Model
Workforce Planning
Normative Behavior in Management
Normative Behavior in Teams
What is Normative Behavior?
Actions, behaviors, or attitudes that conform to societal norms or accepted standards within a particular culture or community.
Norms govern how individuals should behave in social situations.
Influenced by cultural, social, and ethical standards.
Generally considered acceptable by the majority of people within a given society.
Example: Standing on the left of the escalator in Japan.
Where Does Normative Behavior Come From?
Conformity
Groupthink
Social Influence
Informational Influence
Security
Social Needs
Self-Esteem
Economic Self-Interest
Mutual Interest
Physical Proximity
Intrinsic (Internal) and Extrinsic (External) determinants.
Personal satisfaction / external reward
Cultural Examples of Normative Behavior
Showing the bottom of your foot in India or Thailand is frowned upon.
Touching the top of someone’s head in many cultures is rude.
Tipping is assumed in some cultures but seen as disrespectful in Japan.
Chewing gum is stigmatized in Singapore.
Drug legality varies by country.
Going Against the Norm - Offensive Gestures
The Moutza (Greece): Equivalent of a middle finger.
"OK" sign (Brazil): Considered a rude gesture.
Activity – Normative Behavior
Teams of 3.
Choose a country or region.
Research local culture, traditions, and normative behaviors.
Create a list of “Do’s” and “Do Nots”.
Share 3 Do’s and 3 Don’ts with the class via PowerPoint with photos.
How Normative Behavior Influences Teams
Team norms are shared expectations and guidelines for acceptable behavior, attitudes, and ways of working.
Framework for how team members interact, communicate, and collaborate.
Groups or Teams Defined
Motivational terms: Collection of individuals whose existence as a collection is rewarding to the individuals (B. Bass).
Interpersonal interactions: Degree to which members communicate and interact with one another over time (G. Homans).
Classifying Groups and Teams
Formal Groups / Teams:
Created by the organization to complete a task.
Examples: Committees, work teams, project teams, Churches, Schools.
Informal Groups / Teams:
Created willingly out of interests, psychological needs, social opportunities, hobbies, etc.
Examples: Friends, clubs.
Types of Teams
Manager-Led Teams:
Manager is the team leader.
Responsible for setting goals, assigning tasks, and monitoring performance.
Individual team members have little autonomy.
Example: Professional sports teams.
Self-Managing Teams (Self-Directed Teams):
Members control the activities needed to achieve goals.
Manager determines overall goals.
Example: Whole Foods – each store is run by 10 departmental teams.
Cross-Functional Teams:
Cut across an organization’s functional areas.
Take advantage of special expertise of members from different areas.
Example: Nike, committees and task forces.
Virtual Teams:
Enabled by technologies.
Interact simultaneously and in real-time, across space and time zones.
Example: Online education.
Project Aristotle: Key Ingredients of Success for a Team
Equal Time Talking and Listening
“Ostentatious Listening” - Leaders and team-members need to show the person talking that they are listening to them.
“Equality in distribution of conversational turn-taking” - Is everyone allowed to speak roughly the same amount?
Active Listening
Equal Talking-Time
A feeling of psychological safety among team members and leaders.
How Normative Behavior Influences Teams
Positive Examples:
Go from norming to performing in the Tuckman Model.
Positive culture ‘trains’ new people in positive ways.
How to bring out the best in employees
Negative Examples:
Social Loafing
The Parkinson’s Effect
Social Conformity
Groupthink
The Negative Power of Normative Behavior
Social Loafing (Ringelmann Effect)
French Agricultural Engineer Max Ringelmann (first noted) 1913.
People reduce their own effort in a group so that the benefits of more people were not recognized.
Studies show that as the size of the group grows, this effect (Social Loafing) becomes larger as well (Karau and Williams, 1993).
It’s not about being lazy, but rather a matter of perceiving that you will not receive one’s fair share of rewards if the group is successful.
Why do people work less as the size of a group grows?
“My work won’t make a difference on the outcome.”
How to Prevent Social Loafing
Carefully choose the number of individuals needed
Clearly define each member’s tasks in front of the entire group
Design and communicate to the entire group a system for evaluating each person’s contribution
Build a cohesive group
Assign tasks that are highly engaging and inherently rewarding
Make sure individuals feel that there are needed
How to build Positive Normative Behaviour in a Team
Equal talking-time!
Active listening!
Social sensitivity!
Establish common objectives in which members can get involved.
Empower members to participate in setting their own goals.
Define clear roles.
Give frequent praise as a leader or team member.
Treat all with dignity and respect.
Celebrate differences.
Establish common rituals.
Activity: Teams Start with Human Connection
Watch the 5-minute video, Teams Start with Human Connections.
Why is it wrong to expect that highly trained people can form effective teams?
What was Paul Azinger's strategy to bring together independent golfers? Was it successful?
What opportunity did Azinger’s strategy bring to the team?
List three components of Emma's strategy to build an effective team.
What is the connection between feedback and success?
Tuckman Model of Five Stages
Forming
Storming
Norming
Performing
Adjourning
Building Relationships
Groups that spend more time socially in the forming stage getting to know each other tend to handle future challenges better because the individuals have an understanding of each other’s needs.
Tuckman's Stages of Team Development
Forming
Feeling anxious and hesitant
Feeling out other team members
Getting acquainted
Learning roles and responsibilities
Understanding team goals
Looking to team leader for direction
Storming
Feeling competitive and tense
Disagreeing with other team members
Struggling to establish place in group
Forming cliques
Requiring team leader to facilitate conversations
Norming
Respecting each other's opinions and differences
Agreeing on team rules
Trusting and helping each other
Making progress on the project
Not relying on team leader as much
Performing
Performing at a high level
Making decisions and solving problems quickly and effectively
Working independently
Adjourning
Moving in different directions as the project comes to an end
Celebrating team successes
Potentially feeling sad or insecure
Activity: Great Leadership Comes Down to Only Two Rules
Watch Peter Anderton: Great leadership comes down to only two rules
What 2 principles does Peter Anderton assert that you must understand in order to lead?
According to Anderton, where does change begin?
What is authentic leadership? Explain.
“What is one thing you learned from this video that will help you build greater self- awareness that you can apply to team dynamics?”
Evidence of Psychological Safety
Feeling comfortable admitting mistakes.
Learning from failure.
Everyone openly sharing ideas and feeling heard by all – equal talking time
Style Diversity
Original answers – no Groupthink!
Functional conflict.
Original or creative problem-solving.
Employees go “above and beyond” in their effort at work.
Maslow’s Hierarchy of Needs with Your Team
Many management decisions will be very influenced by the dominant culture.
New leaders should be very observant of the team’s ‘norms’.
There can be a tendency for leadership to ‘shy away’ from awkward topics…do not do this!
Transparency in leadership decision- making and open communication on a team is unbelievably important!
Employee motivation and engagement is directly related to:
Transparent leadership decisions.
Responsive Leadership.
Is leadership ‘walking-the-walk” (do they have a vision and are they living examples of this vision?).
Do team members feel safe and comfortable around your leadership?
Is it obvious that leadership would sacrifice something themselves before making an employee sacrifice?
Leadership Practices on Health and Wellness
Leadership has a direct effect on employee health, which is why everyone wants to work for a highly emotionally-intelligent ‘boss’.
What things could leaders do to negatively impact team health?
What things could leaders do to positively impact team health?
Emotional Intelligence (EI or EQ)
Refers to the ability to understand, manage, and effectively use one's own emotions, as well as the ability to perceive, understand, and influence the emotions of others.
Involves a set of skills including AWARENESS! and Empathy.
Examples in Business related to Emotional Intelligence
75% of Fortune 500 companies use emotional intelligence training and testing.
About 58% of job success is attributed to emotional intelligence according to TalentSmart.
High emotional intelligence can reduce job burnout by 36% as per University of Haifa research.
Harvard Business Review: 70% avg. IQ outperforms highest IQ due to emotional intelligence.
A 40-year study at UC Berkeley reported that emotional intelligence is nearly 4 times more powerful than IQ in predicting success.
An internal study by PepsiCo revealed that managers with high El levels outperformed annual targets by 15−20%.
According to a study by Motorola on SHRM, 93% of employees at a Motorola plant became more productive after adopting different emotional intelligence programs for stress relief.
According to the World Economic Forum's Future of Jobs Report, El will break into the top 10 job skills from 2021 and onwards.
In 6000 people, each emotional intelligence point = +$1300 annual salary (TalentSmart).
Low Emotional Intelligence
Emotional outbursts
Poor coping skills
Blame others frequent
Could have poor quality relationships.
NOT LISTENING TO OTHERS IS A HUGE PROBLEM AS A LEADER!
High Emotional Intelligence Behaviours of Leaders
Listen more than you talk
Emphasize the how and why
Engage and recognize team contributions
Handle conflict with open communication & emotional awareness
Understand what energizes people and create the right environments
Encourage long-term team member satisfaction and effectiveness
Blocking Roles
Consist of behavior that inhibits either team performance or that of individual members
Every member of the team should know how to recognize blocking behaviour
If teams fail to confront dysfunctional members, they can destroy morale, hamper consensus building, create conflict and hinder progress
Blocking Behaviours and Traits
Dominate: Talk as much as possible; interrupt and interject.
Over-analyze: Split hairs and belabor every detail.
Stall: Frustrate efforts to come to conclusions ~ decline to agree, sidetrack the discussion, rehash old ideas.
Present opinions as fact: Refuse to seek factual support for ideas that your personally favour.
Remain passive: Stay on the fringe; keep interaction to a minimum; wait for other to take on work.
Over-generalize: Blow things out of proportion; float unfounded conclusions.
Find fault: Criticize and withhold credit whenever possible.
Make premature decisions: Rush to conclusions before goals are set, information is shared, or problems are clarified.
Reject: Object to ideas offered by people who tend to disagree with you.
Pull rank: Use status or title to push through ideas, rather than seek consensus on their value.
Resist: Throw up roadblocks to progress; look on the negative side.
Deflect: Refuse to stay on topic; focus on minor points rather than main points.
Team Projects - Goals Based on Collective Student Feedback
Draw up a team contract or charter
Contribute your ideas
Never miss a deadline or meeting
Be considerate of one another
Create a process for resolving conflict
Use the strengths of each team member
Don’t do all the work yourself
Norms: Acceptable standards of behavior within a group that are shared by its members
Group Cohesiveness and Performance
Group Cohesiveness refers to the attractiveness of a team to its members.
If a group is high in cohesiveness, membership is quite satisfying to its members.
If a group is low in cohesiveness, members are unhappy with it and may try to leave
Factors for Team Cohesion
Size: When teams become too large, conflict becomes more likely because members find it more difficult to interact closely with other members.
Similarity: People get along better with like minded people. There is greater cohesion when people perceive fellow members as people who share their own attitudes and experiences.
Success: This creates member satisfaction. Others are more attracted to their teams.
Exclusiveness: The harder it is to get into a group, the happier the people are, who are already in it.
Competition: Membership is valued more highly when there is motivation to achieve common goals and outperform other teams.
Eroding Team Performance
If there is too much conformity, a team can become ineffective, it may resist fresh ideas, and even worse, may end up adopting its own dysfunctional tendencies as its way of doing things.
Groupthink
“The tendency to conform to group pressure in making decisions, while failing to think critically or to consider outside influences.”
The Lencioni Model
Inattention to results: A team that is not focused on achieving results can become complacent or disengaged, leading to a lack of motivation and productivity.
Avoidance of accountability: When team members don’t hold each other accountable for their actions or decisions, it can lead to a lack of trust, fear of conflict, and lack of commitment.
Lack of commitment: Without commitment, team members may not be fully invested in the team’s goals or objectives, and they may not be willing to make sacrifices for the team.
Fear of conflict: When team members are afraid of conflict, they tend to avoid difficult conversations, which can lead to a lack of accountability and commitment.
Absence of trust: This is the foundation of any team. Without trust, team members are unlikely to be honest with each other
Workforce Planning
The process of analyzing, forecasting, and planning workforce supply and demand, assessing gaps, and determining target talent management interventions to ensure that an organization has the right people-with the right skills in the right places at the right time- to fulfill its mandate and strategic objectives
Activity: Workforce Planning
Group work using the National Institutes of Health, Office of Human Resources, Workforce Planning website.
Assign phases (Strategic Planning, Current Workforce Analysis, Future Workforce Requirements, Gap Analysis, Action Planning, Execution and Evaluation) to group members.
Learn about assigned phase(s) and share key learnings with the group.
Prepare one question to ask during each phase.
Workforce Planning Phases
Strategic planning
Current workforce analysis
Identify future workforce requirements
Gap analysis
Action planning
Execution and evaluation
Strategic Planning or Strategic Direction
Understanding key mission goals and future objectives set by organizational leadership and how the workforce needs to be aligned to achieve them.
Questions to consider:
Are there expected programming changes over the next 1-5 years?
What will drive these changes?
What are your organizational strengths and challenges?
Conducting Analysis
Understanding the current workforce and how it is projected to change over time, due to attrition and other trends.
Questions to consider:
How many employees are at each organization level?
What new ways of working or skill mix would aid in recruitment?
Can the workforce be arranged differently to better facilitate workload coverage?
Identifying Future Needs
Understanding your organization’s current and future workforce requirements.
Questions to consider:
How many staff are needed to deliver each service?
How is workload managed from service to service?
Are there anticipated changes in tech, policies, regulations, or customer base that would affect workload demand?
Gap Analysis
Understanding the gaps between workforce demand and supply and to define top priority gaps with the greatest impact on organizational performance.
Questions to consider:
What competency/skills gaps exist in my workforce?
How will retirement affect the overall spread of employees?
Are there certain occupations that would require hard to find skills?
Action Planning or Solution Implementation
The appropriate workforce interventions and activities to close identified workforce gaps and enable your organization to meet it’s strategic goals.
Questions to consider:
What workforce planning services is my organization ready for?
How can I use data to inform workforce planning/identify action?
What are my organization’s greatest workforce planning needs?
Execution and Evaluation - Monitoring Progress
Regularly monitoring the performance of your implemented workforce planning solutions and their impacts.
Questions to consider:
How will my organization define what success looks like?
How do I know if my organization has met it’s objective?