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BUILDING AND MAINTAINING HIGH PERFORMANCE DYNAMIC MANAGEMENT TEAMS SALES & MARKETING TRACK B SESSION 4 BRAD BEUS, GM FBOP, USDOJ JUSTIN SAWYER, A/ BUSINESS MANAGER CSI CSNSW Slide 2 Eastern Grey Kangaroo surfing Pebbly Beach South Coast NSW Surfing Kangaroo at Pebbly Beach NSW Slide 3 Slide 4 Corrective Services Industries New South Wales Overview - 2012/ 13 Financial Year New South Wales, General Population 7.3M (Sydney population 4.8M) NSW State Size 309,000 square miles (Texas 268,000 square miles) NSW inmate population - incarcerated 10,800 (as at April 2014) NSW Correctional Centers - 32 CSI Business Units - 106 CSI Inmate Employment 5,350 ( inc private sector employed,550) CSI Budget, financial year 2012/13 83M CSI Sales Income, financial year 2012/13 88M Slide 5 TEAMWORK WHAT DOES THAT WORD REALLY MEAN When we think Team we automatically think about sport We usually dont think about business or equate the term Team with our place of work Slide 6 Slide 7 POP QUIZ - WHO AM I ? I was born in Brooklyn New York June 11 1913 of Italian immigrant parents. At age 15 I matriculated middle school to enter into a six year secondary program at Cathedral College Brooklyn to become a Catholic Priest. Poor athleticism and eyesight hindered my performance on campus baseball and basketball teams, so against school rules I played football off-campus. I left Cathedral college after four years whilst playing football in city teams and accepted a full scholarship at Fordham College, The Bronx for the Fordham Rams Slide 8 POP QUIZ - WHO AM I ? I graduated Fordham University in June 1937, I tried my hand in semi professional football and as a debt collector I enrolled in Fordham Law school in September 1938 but I dropped out after one semester In 1939, I accepted an assistant coaching job at St. Cecilia Englewood New Jersey In 1947, I became the coach of freshman teams in football and basketball at Fordham University Following the 1948 football season, I accepted an assistant's job, at the US Military Academy at West Point with mixed success for a six year period In 1954, at age 41, began my NFL coaching career with the New York Giants. We went on to defeat the Chicago Bears for the league title in 1956 Slide 9 POP QUIZ - WHO AM I ? In February 1959 I accepted the position of head Coach and General Manager of the Green Bay Packers In the second year of my tenure Green Bay won the Western Conference and then went on to the 1960 NFL Championship Game against the Philadelphia Eagles I went on to coach the Green Bay Packers to championships in five of seven seasons. My record as a coach is unsurpassed compiling, 105356 (.740 winning percent) and never suffered a losing season in the coachs role. Slide 10 INDIVIDUAL COMMITMENT TO A GROUP EFFORT THAT IS WHAT MAKES A TEAM WORK, A COMPANY WORK, A SOCIETY WORK, A CIVILIZATION WORK Reference; Vince Lombardi Teamwork and Winning Slide 11 TEAMWORK WHAT IS A TEAM How can we as Managers develop our team into a high performance unit ? How can we build on what we have and make it better ? How do we measure that, and ensure that we continue to grow it ? Slide 12 CASE STUDY HENRY FORD Reference; AryanLegacy.net Slide 13 CASE STUDY HENRY FORD 414 Piquette Ave, Detroit Michigan First Ford Motor Company Factory, 1904 1910. 58 Bagley Avenue, Detroit Michigan First Henry Ford Factory Ford built his Ford Quadricycle there Slide 14 CASE STUDY HENRY FORD Ford Highland Park Plant, Detroit Michigan Ford Model T production commenced in January 1910 Plant closed officially, January 2011 Slide 15 CASE STUDY HENRY FORD Working as a team Coming together Members share a common goal Managers have a clear vision for the team Managers encourage team ownership. Slide 16 CASE STUDY HENRY FORD Working as a team Keeping Together As managers we recognize every individuals diversity, we acknowledge that team members have different strengths We develop these strengths, and combine them to form team synergy These combined skills make up the teams overall capability. Slide 17 CASE STUDY HENRY FORD Working as a team Working Together Each team member understands their role and part they play They leverage off each other and develop synergy by working together The team practices working in unison, emphasize their individual strengths and work to them. Slide 18 CASE STUDY HENRY FORD Henry Ford, Career and Life Highlights Development of mass produced automobile. affordable to the masses Development of the assembly line and the principal of vertical integration and generic low cost parts in manufacturing to reduce the sell price Mass production of the automobile coupled with high wages for his employees, equaled cars for the masses Revolutionized transportation within the US and then globally Capture The Supply Chain concept in manufacturing Established Dealership Franchises, provided finance for buyers Established the Ford Foundation, philanthropic endeavors. Slide 19 CASE STUDY HENRY FORD Working as a Team Key Elements; Workshop review and feedback What aspects of Henry Ford inspire us in our CI endeavors How relevant are his management ideas in a modern manufacturing and business arena What Fordisms can we apply into our CI business ? Slide 20 Slide 21 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Assess your current Staff Position: Identify team members skills and experience against your Business Plan and organizations objectives From this assessment how do your skill gaps impact on your business, how can you resolve these. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 22 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Improve your Team Position: Conduct a team and staff member SWOT Analysis, ensure that these results are part of your Strategic Plan Retain and Train CI staff that are valued and have proven buy-in Ensure CI Staff development, conduct PDPs with your team members, provide for training that enhances skills and addresses gaps. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawye r) Slide 23 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for change - Review We have looked at some winning teams in sport and business and considered how they applied their developed knowledge to achieve success What are the key areas of our CI business that we can change to stimulate improvement and enhance our operations our people and our outcomes ? Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 24 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change - Organizational Mission Identify and share a clear vision Mission statement Be transparent and honest in your approach, identify your core values Share information with your staff Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 25 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change - Leadership Effective leaders lead by example Encourage your staff to be self starters, to achieve outcomes without constant supervision Promote sharing of ideas and teamwork. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 26 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Organizational Culture Encourage team members to achieve shared goals in line with the organizations mission Do we mentor our staff, praise them and encourage them to achieve. Does our management team convey the culture that we say we represent. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 27 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Delegate Managers need to ensure that they delegate appropriately to their team members This will develop your staff as individuals and as a team Benefits include; get more done ! Increase your overall value as a team and strengthen your team with trust and a shared vision. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer ) Slide 28 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Communicate Arguably one of the most important skills in leadership Do we communicate with our team informally and formally consistently ? Encourage your managers do the same Make sure that you are being heard and understood Ensure that our key values are being conveyed and then confirm that fact. Follow through on our promises, do we do that ? Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 29 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Develop a Culture of Trust Acknowledgement that trust and respect in the team is a key element to success and the cohesion of the team Good managers recognize this and create an environment where staff can be open with each other without fear of criticism or reprisal We recognize individual diversity and we leverage from that in our business dealings Ernest HemingwayThe best way to find out if you can trust somebody is to trust them. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 30 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Clone Error The clone error pitfall when managers fall into the trap of creating a team that mirrors their own style and personality A predictable team is easier to manage and control the outcomes As a business development team do we work to, The formula, this is when the boss is most comfortable BD team members need to be to follow their, Gut If we play it safe in our endeavors we will fail. Not because we didnt prepare enough for the outcome but fail because of the fear of failure itself. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 31 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Inspire Your Team As mangers do we foster and develop our staff that support our team objectives What strategies do we employ if our staff are deficient or short of the mark in this area As managers, we need to be confident, be available and approachable to our staff, is our door always open ? Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 32 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change The Rebound Team members need to be able to admit when they have made mistakes, when they fall short or fail Allow them the opportunity to, Bounce back to a winning position with support from the manager and their team members . Trust !! Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 33 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Time for Change Share The Success Always recognize team performance and share success with each member of our team Recognition can be as simple as a thank you, or acknowledgment in a team briefing. It can also be as simple and as valued as affording a team member to grab some downtime with their family. Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer) Slide 34 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - What a Marshmallow reveals about collaboration Purpose: For each group to consider the concepts and then apply that knowledge in the team task and to review the outcomes. Reference; Tom Wujec, Build a Tower Build a Team Slide 35 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - What a Marshmallow reveals about collaboration Challenge Resources and objective: The objective is to build the tallest freestanding structure and the marshmallow must remain on top 8 groups x 5 members each with; 20 sticks of dry spaghetti 1 yard of masking tape, 1 yard of twine 1 marshmallow (any color) 18 minutes. Reference; Tom Wujec, Build a Tower Build a Team Slide 36 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Team Building Challenge - What a Marshmallow reveals about collaboration Team Captains present outcomes of their challenge experience. Reference; Tom Wujec, Build A Tower Build A Team Slide 37 TEAMWORK HOW TO BUILD A DYNAMIC TEAM Theres something about this exercise that reveals very deep lessons about the nature of collaboration, says Wujec in the video. 1. Recent business school graduates perform poorly. They lie, they would cheat, they get distracted, and they produce really lame structures, he says. The average tower by all participants in the exercise is 20 inches; the average tower by b-school grads is only 10 inches. 2. Recent graduates of kindergarten perform well. The average tower by kindergarten graduates measures 26 inches b-school graduates tend to wait until the end of the 18 minutes to add the marshmallow to the top of their structures. When the structures collapse, the b- school teams enter something like a crisis mode. The kindergarten grads, by contrast, tend to incorporate the marshmallow into their designs early on, averting last-second crises. Other fascinating results: CEO quartets design towers that measure 21 inches on average. But when you add an executive admin to the CEO teams, their towers shoot up to an average of 30 inches. [The executive admins] have special skills of facilitation, says Wujec. They manage the process. Perhaps the most dramatic result came on a day when Wujec performing the experiment with teams of design students decided to offer a $10,000 incentive to the group building the tallest structure. Despite the hefty prize, not one of the 10 teams participating was able to produce a standing structure. If anyone had built even a one-inch structure, they wouldve taken the prize, he says. Reference; Tom Wujec, Build A Tower Build A Team Slide 38 Justin Sawyer A/ Business Manager Corrective Services Industries NSW justin.sawyer@dcs.nsw.gov.au Level 4, 20 lee Street Sydney | GPO Box 31 | Sydney NSW 2001 P + 61 2 8346 1620 | F + 61 2 8346 1616 | M + 0434 214 000