Building up a TEAM

1. Building up a TEAM for HKPA 22 Aug 2009 (for internal use)

2. Highlights Team Building Motivating a Team Discussion

3. TEAM Building Let’s start with a game

4. Team Building – Setting up Can team members define their team’s importance to the accomplishment of goals? Do team members perceive their service as valuable to the organization and to their own careers? Setting Goals /Setting up the team Understanding the goals Setting clear expectations Committing to the goals

5. Team Building – Running it Do all team members understand the roles and responsibilities of team members? Is there an established method for the teams to give feedback and receive honest performance feedback? Collaborating Communicating Coordinating Knowing the consequences

6. Running an effective Motivating a TEAM

7. Motivating a team Begin with a common goal / vision. How do you achieve it? Communicate to the team with your plan. Motivate the team to achieve the vision. Understand direct report expectations Delegate Guide others to discover solutions Set a group agenda Foster group norms and a team culture Manage a network of relationships Evaluate performance based on results Build an environment of mutual trust

8. What you will learn How can you move a conversation forward when people keep repeating their opinions? What's the benefit to being more open to other points of view? How can you better capitalise on the cumulative best thinking of your top talent? How can you have conversations that lead to better business decisions?

9. Case Study Ref from Harvard Business School Case Study Effective Business Communication Handling conflicts Group work

10. Case Study - Exercise Handout Exercise How well do you distinguish between fact (實際情況)and inference (推斷 )? How well do you understand the thought processes you go through to reach your conclusions? How can you make statements and ask questions in such a way as to illicit more useful information?

11. Effective Communication RICHLisa, do you have a minute?LISAI'm on my way to a meeting, but go ahead.RICHI need to talk marketing plans. I'm working on the TopLine business plan and decided to bump up prices a bit. I want to hit the new year with a big ad campaign. The glossy brochure, some high-end magazine ads...LISAWait a minute. Did you say raise prices?RICHOn select items, like our specialty cameras. This market isn't price sensitive. It'll create some immediate revenues, which we need to hit our targets.

12. Effective Communication LISAI'm not sure we should raise prices. Our best bet is to come in low, undercut the competition, and bring in new customers...RICHBut then we'd lose the chance to boost revenues. Listen, these people are sophisticated and looking for quality. They won't notice if the prices are lower or higher. We did this at my last company, and the revenues went straight to the bottom line.LISAI don't know, Rich. We'll need a lot of new customers to achieve the kind of growth this company needs.

13. Understanding our conclusions Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

14. Understanding our conclusions Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? A. Lisa is a valuable resource. Rich can't afford to brush her off. He should ask, "How will lower prices bring in more of these customers? It could just make them doubt the product's quality."B. Lisa needs to be reassured that Rich is basing his idea on solid experience. He should remind her, "I've got twelve years of experience with this premium market. I've seen for myself that these consumers aren't picky about price."C. Lisa may not be clear about what Rich is talking about. He should say, "I get the feeling we're not on the same page here."

15. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? RICHHow will lower prices bring in more of these customers? It could just make them doubt the product's quality.LISANot necessarily. It depends on how you go about it.RICHLook Lisa, I value your expertise, but I'm under a lot of pressure to hit my growth targets...LISABut we have a great opportunity with these new products to achieve the kind of growth M&P needs. And we can't do that without cutting prices and bringing in more customers. I'm late for a meeting. Can we talk more about this afterward?

16. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? LISAI don't know about Rich.ARNOLDWhat do you mean?LISAHe's dead-set against lowering any prices. ARNOLDIt's a good way to get into new markets. Marketing 101.LISAI know. I told him.ARNOLDThey always bring in these hotshots who're supposed to know what to do better than we do. But they usually don't.LISAWell, I suppose he does represent a point of view, which is part of our corporate strategy.ARNOLDYeah, the new, narrow "niche" point of view.

17. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? RICHSo what's the deal with Lisa?PAMWhat do you mean?RICHShe and I don't seem to agree on a TopLine pricing strategy. She sure is stubborn.PAMShe can be pretty passionate about her ideas. But she often has good ones. I worked with her last year on a project, and things went pretty well.RICHTo be frank, I'm not sure she knows a lot about the high-end market. I've worked with these customers for years. Hey, I'm a customer myself! I use our cameras. She's probably never even touched one of them.PAMI don't know, Rich. She's got a lot of marketing experience.RICHAnd I've got the product experience. I know I'm right on this one.PAMWell, maybe you are. And maybe you aren't. But you can't afford to be wrong. I'd talk to her again and try to see what you might be missing. After all, Rich, you two are after the same thing: big revenues for TopLine and M&P.

18. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? LISAToo long. So about the pricing strategy...RICHI'm not sure we're talking about the same thing. We both agree we've got to achieve major growth...LISAAbsolutely.RICHBut we have different ideas on how to get there.LISARight. I think that to get the most from this product line, we have to think big. We need to find ways to bring in more customers.RICHWe always want more customers. But this is a niche market. It's small. So we also need to find ways to get more money out of that group.LISAThat's my point. The niche market is too small. We need to expand into a larger market.

19. RICHWait a minute. Are we talking about the same market? I thought you meant get a bigger share of the niche market. But it sounds like you're talking about going after other customer segments. LISARight. I want to move into the mass market.RICHThe mass market! Not with this product! It's totally high-end.LISAIt doesn't have to be! I agree that lowering prices wouldn't attract a lot more of the premium folks. But we can get the best numbers by appealing to the mass market. I have experience with this type of campaign. It's worked well for M&P before. It's easy. All we do is add the product to our catalogs and web site. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

20. RICHBut the whole strategy now is high-end specialty products and special market treatment. The last market research survey showed we can easily make more money from this market. Customers said they were willing to spend more on new features and accessories, and they weren't sensitive to price increases. This worked at my last company.LISAThat was a different company. Everything they did there was niche.RICHJust because it was a different company doesn't mean the numbers don't add up here. Why can't you think outside the M&P box for a minute?LISAMaybe you need to think outside your box. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

21. Action 1 – Cont’ Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? Rich, where's that plan I asked for? I expected it on my desk today. We need to step up the pace on this. I saw you meeting with Lisa in Marketing. That's good. You'll need to work closely with her to successfully implement your marketing plan. I know you worked miracles at your last company. That's why I hired you. So you could do the same here. No pressure! Mike Michael Mendes, Vice President, Specialty ProductsMoulton & Pyre. Making your outdoor life special.

22. Question 2 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below.

23. Question 2 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. A. Give Lisa specific examples and concrete data showing how he successfully worked the high-end market in his past job.B. Ask Lisa to provide him with more detail on her mass marketing plan.C. Ask the Market Research group, a neutral party, to send Lisa the recent survey data on his market.

24. Act 1 – Question 2 - Selecting B Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. Voicemail from Rich to LisaLisa. Rich here. The pressure's on to finish up the business plan. But I want to take a little time to think through what we've been talking about.You know, I've been thinking. We're both pushing really hard for our own plans. And I figure if I'm pushing my plan so hard because it makes sense to me, then you know what? You must be pushing your plan because it makes sense to you. Let's talk some more.

25. Act 1 - Conclusion Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. In Act 1, when Rich and Lisa expressed strongly opposing views on a pricing strategy, you advised Rich how to continue his dialogue with Lisa. Then when he was under increased pressure to complete his plan, you advised him what step to take next.

26. Discussion 1 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. Continuing to counter Lisa's arguments or reassuring Lisa about his experience was not the best choice. Either approach would only continue the point-counterpoint nature of the discussion and pit Rich and Lisa against one another even more. Instead, it would have been best to advise Rich to consider the possibility that he and Lisa were not on the same page and that they had a misunderstanding—rather than advising him to find yet another way to reinforce his position.Humans think very quickly. We have the capacity to assess a situation and come to a conclusion in an instant. However, because we arrive at our conclusions so quickly, we tend to see them as factual and obvious. Peter Senge refers to this as "Leaps of Abstraction." As a result, when faced with a difference of opinion, we tend to hurl our conclusions back and forth. The conversation just goes around in circles. Both parties continue to try to convince the other side that they're right, which can be frustrating and time-consuming for everyone involved. Often it's helpful to stop, summarize where you think each party stands on an issue, and check that you are indeed on the same page.In this case, Rich and Lisa were arguing about whether or not lowering prices would bring in "more customers." But Rich assumed that they were talking about bringing in more niche customers, while Lisa assumed that they were talking about bringing in more mass market customers. Their individual assumptions seemed obvious to each of them—so obvious that they didn't even recognize they had jumped to different conclusions about what they were talking about.

27. Discussion 2 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. You correctly advised Rich to ask Lisa for more detail on her mass marketing plan—to probe for the thinking that led to her position. Advising Rich to document his past success or to send research data from a neutral party might have been reasonable strategies in circumstances where Rich needed to reveal his own thinking to Lisa.But in this case, Rich needed to uncover Pam's thinking.Once we recognize that there is a difference of opinion, we have a choice. We can continue to defend our point of view, a practice Chris Argyris refers to as "defensive reasoning." It seems obvious that we are right, and so we don't attempt to reveal or test our premises, inferences, and conclusions. Alternatively, we can become curious. If our thinking seems obvious to us, it's likely that the other person's thinking seems equally logical to them. Curiosity allows us to recognize that the other person may be seeing something—some data, experience, or information—that we're not seeing. Once we become curious, we can begin understanding our own and the other person's perspective more deeply. Until we open ourselves to this possibility, we tend to respond in unproductive ways to the other person's statements or behavior. (For example, we might be tempted to bring in a third party rather than dealing with the issue ourselves, or we might feel compelled to amass evidence for our position and dump it on the other person.)Rich needed to realize that just as his rationale seemed obvious to him, Lisa must have also felt that her thinking was equally obvious and logical. He needed to open himself to Lisa's viewpoint to break the point-counterpoint discussion. Then he could move forward and explore their thinking, including the data and assumptions behind that thinking.

28. Act 1 – Question 2 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. A. Give Lisa specific examples and concrete data showing how he successfully worked the high-end market in his past job.B. Ask Lisa to provide him with more detail on her mass marketing plan.C. Ask the Market Research group, a neutral party, to send Lisa the recent survey data on his market.

29. Act 1 – Question 2 - Selecting C Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. Voicemail from Lisa to RichHi Rich. It's Lisa. I appreciate your asking the Market Research group to send me that survey data. But it doesn't change my mind. In fact, it reinforces it.

30. Act 1 – Question 2 - Selecting C Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. Voicemail from Pam to RichHi there, Rich. It's Pam. I got your voicemail. You sure sound frustrated with Lisa.Mass market? For some of the TopLine products? I don't know, Rich. I don't have enough information. Why does Lisa think it would work? She must have some reasons.

31. Act 1 – Question 2 - Selecting C Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below. Voicemail from Rich to LisaLisa. Rich here. The pressure's on to finish up the business plan. But I want to take a little time to think through what we've been talking about.You know, I've been thinking. We're both pushing really hard for our own plans. And I figure if I'm pushing my plan so hard because it makes sense to me, then you know what? You must be pushing your plan because it makes sense to you. Let's talk some more.

32. Discussion Continuing to counter Lisa's arguments or reassuring Lisa about his experience was not the best choice. Either approach would only continue the point-counterpoint nature of the discussion and pit Rich and Lisa against one another even more. Instead, it would have been best to advise Rich to consider the possibility that he and Lisa were not on the same page and that they had a misunderstanding—rather than advising him to find yet another way to reinforce his position.Humans think very quickly. We have the capacity to assess a situation and come to a conclusion in an instant. However, because we arrive at our conclusions so quickly, we tend to see them as factual and obvious. Peter Senge refers to this as "Leaps of Abstraction." As a result, when faced with a difference of opinion, we tend to hurl our conclusions back and forth. The conversation just goes around in circles. Both parties continue to try to convince the other side that they're right, which can be frustrating and time-consuming for everyone involved. Often it's helpful to stop, summarize where you think each party stands on an issue, and check that you are indeed on the same page.In this case, Rich and Lisa were arguing about whether or not lowering prices would bring in "more customers." But Rich assumed that they were talking about bringing in more niche customers, while Lisa assumed that they were talking about bringing in more mass market customers. Their individual assumptions seemed obvious to each of them—so obvious that they didn't even recognize they had jumped to different conclusions about what they were talking about.

33. Understanding our conclusions Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

34. Understanding our conclusions Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? A. Lisa is a valuable resource. Rich can't afford to brush her off. He should ask, "How will lower prices bring in more of these customers? It could just make them doubt the product's quality."B. Lisa needs to be reassured that Rich is basing his idea on solid experience. He should remind her, "I've got twelve years of experience with this premium market. I've seen for myself that these consumers aren't picky about price."C. Lisa may not be clear about what Rich is talking about. He should say, "I get the feeling we're not on the same page here."

35. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? LISAToo long. So about the pricing strategy...RICHI'm not sure we're talking about the same thing. We both agree we've got to achieve major growth...LISAAbsolutely.RICHBut we have different ideas on how to get there.LISARight. I think that to get the most from this product line, we have to think big. We need to find ways to bring in more customers.RICHWe always want more customers. But this is a niche market. It's small. So we also need to find ways to get more money out of that group.LISAThat's my point. The niche market is too small. We need to expand into a larger market.

36. RICHWait a minute. Are we talking about the same market? I thought you meant get a bigger share of the niche market. But it sounds like you're talking about going after other customer segments. LISARight. I want to move into the mass market.RICHThe mass market! Not with this product! It's totally high-end.LISAIt doesn't have to be! I agree that lowering prices wouldn't attract a lot more of the premium folks. But we can get the best numbers by appealing to the mass market. I have experience with this type of campaign. It's worked well for M&P before. It's easy. All we do is add the product to our catalogs and web site. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

37. RICHBut the whole strategy now is high-end specialty products and special market treatment. The last market research survey showed we can easily make more money from this market. Customers said they were willing to spend more on new features and accessories, and they weren't sensitive to price increases. This worked at my last company.LISAThat was a different company. Everything they did there was niche.RICHJust because it was a different company doesn't mean the numbers don't add up here. Why can't you think outside the M&P box for a minute?LISAMaybe you need to think outside your box. Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next?

38. Q1 – Selecting C (Email) Rich feels confident about his expertise, but he knows he needs Lisa's help to implement his plan successfully. If you were in Rich's place, what would you say next? Rich, where's that plan I asked for? I expected it on my desk today. We need to step up the pace on this. I saw you meeting with Lisa in Marketing. That's good. You'll need to work closely with her to successfully implement your marketing plan. I know you worked miracles at your last company. That's why I hired you. So you could do the same here. No pressure! Mike Michael Mendes, Vice President, Specialty ProductsMoulton & Pyre. Making your outdoor life special.

39. Act 1 – Question 2 Rich is under pressure to move forward with his business plan. But he's at a standstill with Lisa over what market to aim for. If you were in Rich's place, what would you do next? Click one of the choices below.

40. Discussion