Upcoming Seminars

Investment in Excellence

September 25th and 26th

The Institute Of Chartered Accountants, 33 Eskine Street Sydney

Concepts and themes covered include

  • Beliefs and Performance
  • Efficacy and it’s development
  • Self concept, culture and self sabotage
  • Motivation and correcting behaviours
  • The goal Setting process
  • Optimism and Performance
  • The self talk cycle and mindfulness

TPI_IIE_Flyer_Sydney_Sept

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

High Performance Teaming -  An Introduction to Honest and Direct Feedback


 

 

 

 Objectives

To build and enhance the Team’s effectiveness by:

  • Developing agreed behaviours  and values
  • A commitment to each other built on mutual trust and respect
  • The introduction of an Honest and Direct to the source feedback process
  • Setting up the parameters and mindset
  • A mindset of accountability, self motivation and co-responsibility
  • Consensus in decision making and flexibility in leadership
  • By consistently making high quality decisions
  • Employing a measurement process and behavioural framework that all are committed to.

Specifically covered will be;

  • The nature of High Performance teams
  • Setting up the environment for an Honest and Direct Feedback process
  • The development of trust
  • The skills for giving , receiving and constructively challenging feedback
  • Communicating with different styles

The style and format will be interactive with opportunities for self reflection and group work. Each person will receive summary notes and work booklet. The session will be facilitated by Steven Ball who has delivered this curriculum to a range of organisations including Westpac, Fonterra and AFL clubs.

Date:     25/7/13

 Location:   The Pacific Institute , 189 St. Georges Tce, Perth

 Time:   9.00am to 12pm

 Cost   $75 per person

 

A Case Study of an organisation using the process:

Fonterra- Building High Performance Teams

“Yesterday was a very fruitful and enjoyable day.Some big walls have come down for all of us which shows the trust we have within the team. I for one felt very comfortable with all we talked about and shared. Exciting times ahead.” (David Warren, Foodservices AME)

 

This week the Regional Leadership Team of Fonterra Foodservices ASEAN-MENA completed the second phase of the High Performance Teams program. We had already established what a HPT would look like and behave like, why we wanted to make the jump from good to great and had set behaviourial target areas. To support the change the team assesses each meeting using the Group Style Inventory and were now at the point to provide each other with insights into our own behaviourial style and receive feedback on our areas for development from our team members.

There is a lot to the process so we started with Eriksons Stages of Development which essentially outlined the importance of trust in underpinning our move forward but people also needed the skills to give and effectively receive feedback, for example,

  • Focus on specific behaviours
  • Keep it impersonal
  • Align it to the agreed goals
  • Make it well timed
  • Ensure understanding
  • If negative make sure the behaviour is controllable by the receiver
  • Tailor the feedback to fit the person

It is important to have the mindset and skills to be able to be able to handle the feedback so as part of that process we practiced giving and receiving feedback using the approach outlined above and below,

Responding to feedback

“I wasn’t aware of that. Tell me more. or “Why is that an issue?
“Can you give me an example?
“When do you see me behaving like that? and ‘In which situations am I performing like this?”
“What do suggest I do about it? and“Who is the best at this? Who are the role models in this area?
“Who can help me in this area? When can we start?

It was vital that we also addressed why we might be relucant to be involved in the feedback process and discussed that passive people are worried about staying on people’s good side which would make providing feedback stressful and also they might be reluctant to challenge the feedback for the same reason. For predominately aggressive people they are happy to give feedback to others but often take any suggestions for improvement personally ie “After everything I have done for this company you criticise me about being abrupt with new staff!”

Further we need to respect the effort most people have gone to give the feedback,

“Don’t react just because you didn’t like the feedback. You have got to be bigger than that. That person is actually going out on a limb to help you be better at what you do.(‘TeamWorks’, McLean)

From there everyone shared their LSI results and discussed the implications and everyone’s name went up on the boards and around our agreed behaviors people wrote under the headings of,

What I like about what you are doing…

What I would like you to do more/less of…

This gave everyone the chance to ask for examples and clarification. We finished with personal action planning. It was  a terrific day and it literally felt like we were moving.

As Geoff Meyer observed,“Really good discussion and flow. Personally thanks to everyone for    their feedback, never too old to learn, never too old to change.From a team perspective this is a major step forward. Most teams never get close to this point in engagement and openness. I believe we are now at a “tipping point” to be able to go and build something meaningful as a team if we choose to do so. Lots of work to do but pretty inspiring in reality.”

The journey so far started with the Investment in Leadership Excellence program in in June, followed by the first HPT Day in October and in December each leader received and were one on one coached around their LSI results and in between the LG has been monitoring their progress via the GSI and other means.In the next session we will be taking the process of honest and direct feedback and going to the ‘source’ a step further plus looking at situational shared leadership(Whiteheadian/Newtonian) within a HPT.

A final word from Alastair Bruce, GM Fonterra Foodservices AME, We do seem to have taken a big step forward on Wednesday. We started to open up; to share what we really think; get some of our frustrations out on the table but deal with them in a very professional, open and honest way.  I have heard the word trust alot. We may not be fully there but are most definitely heading in the right direction and have shifted the boundaries from where we started only 4 months ago.”