HBR Guide to Leading Teams
Build Your Team’s
Infrastructure
Section 1
Chapter 3: Establish Your Team’s Goals
● Before diving into work, teams need to establish both task and process goals.
● Establishing both goals makes group decisions easier and sets the framework
for accountability.
Task Goals
Process Goals
Outcomes
WHAT gets done
Involves actions, deadlines, and metrics
Approach to working together
HOW things get done
Defines culture and values of team
Chapter 3: Establish Your Team’s Goals
● Task Roles: oriented towards
task accomplishment
● Maintenance Roles: oriented
towards maintaining good
relations within the team
Chapter 6: Set the Stage for Accountability
● It’s important to monitor and track goals/roles/code of conduct
● Defining how to celebrate successes and scheduling periodic and final
debrief meeting upfront helps accountability.
● To build a feedback culture, make sure everyone agrees on when/how to
give and receive feedback.
Chapter 6: Set the Stage for Accountability
Setting the
Stage for
Accountability:
Defining how to
celebrate
success upfront
Manage Your Team
Section 2
Ch 8: Make Optimal Team Decisions
● KEEP THINGS OPEN
○
TO CONSIDER ALL individual, group, task, environmental FACTORS
○
THINK GOOD, NOT RIGHT
●
ENCOURAGE DISSENT - overcomes group problems, like apathy
●
PRACTICE DEBATE/ADVOCACY
○
Generate arguments in open debate (& on paper)
○
Consider +’s and -’s of all options:
■
Have “pro” advocates argue the “con”-side
“BE THE GATEKEEPER” - encourage, facilitate, drive, moderate
Ch 8: Make Optimal Team Decisions
Holding the Group Accountable
● Discuss after each meeting
○
What should we stop?
○
What should we start?
○
What should we continue?
● Have members rate the group publicly and/or privately (Templates available)
Individual Accountability - Positive Peer Pressure
Share open, constructive feedback for individuals
•
Start/Stop/Continue questions - What should he/she start doing?
•
Find areas (1 or 2 areas ideally) to improve performance
Ch 8: Make Optimal Team Decisions
Individual Accountability - Positive Peer Pressure (Cont’d)
● Seek accountability while seeking greater understanding of issues
○
Resource check -Make sure they have resources to resolve issues
○
Uncover motivations
○ Adjust expectations when necessary
● Find solutions with problem-childs
○
Try “soft” approach to motivating
○ Try “hard” approach if necessary
Making Optimal Team Decisions &
Hold People Accountable…. @ Jurassic Park
Ch 10: Give People Recognition
Top 4 human motivators: Recognition, achievement, control and a sense of
belonging
● Connect one-to-one:
○
○
Privately provide extra feedback beyond appraisals (helping people grow through challenging
tasks, coaching)
Written acknowledgments (with a helpful “CC”)
Ch 10: Give People Recognition
● Make sure to include positive feedback:
○
○
○
Don’t limit to recognition acknowledgement to behaviors that should be added,
dropped or changed
What behaviors should continue? Specific contributions?
Meetings with only positive feedback (on occasion)
● Share Credit Publicly (examples):
○
○
Have every member sign proposals
Have every member participate in final presentations
Ch 11: Resolve Conflicts Constructively
● Why conflicts arise:
○
○
○
Different work styles
Opposing ideas, perspectives and opinions
Anger or hurt feelings
Ch 11: Resolve Conflicts Constructively
● How to handle conflicts?
○
○
○
○
○
○
Identify the cause
Revisit the teams rules
■ Gaps we may not have noticed when articulating our rules
■ Whether our existing rules are explicit and effective
■ Whether individuals have “drifted” from the rules
Point out strengths
Foster empathy
Reframe the conflict
Envision the future
Ch 11: Resolve Conflicts Constructively
Close Out Your Team
Section 3
Section 3
Ch 14 Deliver the Goods
Ch 15 Learn from your Team’s experiences
Keep everyone focused and working productively
until the end . like Manage Emotions
Reflect on what worked and what didn’t .like
Evaluate Individuals .
Ch 14: Deliver the Goods
● Team’s work starts and one can find himself starting to emotionally as well as
mentally shift on.
● Such project which once again screams for their attention.
● One can be tempted to cut an angle or to conclude things.
● Your team members feel the same way :
How do you keep everyone ,including yourself ,focused and working
productively on time and up to quality standards ?
Ch14 :Manage Emotions
Ch 15: Learn from the Team's Experiences
■One should reflect on the work of others
■ This will carry forward course of action that would be served well and transform
people
■ HBR Guide provides templates that are used in evaluating the work plus the
results.
■HBR Guide determine how appropriate the team met the targets
Ch15: Evaluate Individuals
■This is mostly done when individual contributions as well as behaviors are looked
upon.
■ All members of the team need to understand what behaviors should keep on
1. How did such individual contribute?
2. What could such persons do differently in order to become more valuable to
other team member?
Ch15: Rules of Inventory
■Rule of inventory offers the structure for a team conversation concerning desired
behaviors as well rules of proper conduct.
■Additionally, in every category, there are open questions in helping in identify
rules of the team that may be followed by prompts consideration of the new people
in the team.
■Therefore, when one is leading individual that might revise an open question that
is being posed to the teams.
Ch15:Cultural Audit
■People will be required to quickly answer key following questions, without over
thinking on their reactions.
● How do people share information?
● What are major customaries for written documents?
● How do group run meetings?
● Why do people hold regular meetings?
HBR GUIDE TO LEADING TEAMS
1
HBR Guide to leading Teams
Deliver the Goods
i.
Team’s work starts to wrap up; one can find himself starting to emotionally as well
as mentally shift on.
ii.
One can be imaging about all thing put on hold at the time of such project which once
again screams for their attention.
iii.
Perhaps the wits are beginning to wander a slight in meetings and the quicker losing
patience plus a team member that grates on the nerves.
iv.
One can be tempted to cut an angle or to conclude things.
Manage Emotions
i.
As the project draws close, members can feel being fulfilled by doing well an
obligation relieved which the pressure regret might be letting up, despondent to
discontinue Working in concert could be concerning conflicts which erupted on the
way.
ii.
Talk honestly, as a group, about how every feeling to hint that such emotions are
very reasonable however still demand to be managed.
iii.
Emotions to be agreed on how such team that safeguard against letting emotions that
entail the Work which remains.
iv.
There are graduation and diplomas ceremonies that mark the landmark end of
school, and the retirement parties that memorialize career trophies that acquainted
with the achievements of the sport.
Harvard Business Review Guide to Leading Teams
Section 1: Build Your Team’s Infrastructure
●
Chapter 3. Establish Your Team’s Goals
Establish Task & Process Goals
○ Task Goals: specify outcomes, WHAT needs to be done
○ Process Goals: specifies relationships, HOW needs to be done
Chapter 6. Set the Stage for Accountability
“Start with a more structured approach to accountability then ease up. It’s easier to cancel
unneeded meetings than to add meetings when conflict reaches crisis level. Early on you’ll want
to regularly remind people what the team’s goals, roles, and rules are; signal the importance of
compliance; and provide some basic training on giving and receiving feedback” (p. 65).
○ Create culture of feedback
■ Correct behavior before it gets out of hand
■ Everyone is responsible for feedback + accountability
■ Give positive & negative feedback
■ Give feedback regularly
■ ALWAYS right time for positive feedback (as long as specific + genuine)
■ For constructive feedback…provide it in a one-on-one conversation as
soon as member’s behavior prevents team from meeting goals
■ When giving feedback…
● Ask for permission (if colleague)
● Be specific, invite discussion
● Describe behavior (not personality) & behavior impact, suggest
more appropriate behavior
● Do not assign value judgements (good/bad)
● Don’t make assumptions about motives
■ When receiving feedback…
● Do not react emotionally
● Keep perspective it represents only one person’s opinion
● Listen
● Assume person has good intentions
● Ask to rephrase, ask if they’d like to hear your perspective
○ Accountability Processes
■ Decide how to celebrate success
■ Upfront, schedule periodic improvement meetings & final debrief
■ Assign goalkeeper
■ Agree on evaluation rules
Section 2: Managing Your Team
○
○
○
○
○
Chapter 8. Make Optimal Team Decisions
Be Open-minded & Facilitate collaboration
■ Don’t force closure when it is time to generate ideas
■ Consider all factors, new ideas, and context (“Think Good, Not Right.”)
● Time available
○ to be creative & slow process vs. speed up/make decision
● Group Factors - How much buy-in do I need?
○ Use of experts - find a balance in using their input
○ forum for debate
Encourage challenging of ideas (Dissent)
■ Create a healthier environment for speaking up. It will expedite solving
issues and overcomes lingering internal problems, like apathy.
■ Practice Advocacy of ideas
● Generate arguments in open debate (& on paper)
● Consider +’s and -’s of all options
● I.e. Have “pro” advocates present “con”-side arguments & v.versa
Role of the Gatekeeper - Encourage, Facilitate, Drive, Moderate
Chapter 9. Hold People Accountable
Take Time to gage perspectives on the team
■ Discuss after each meeting
1. What should we stop?
2. What should we start?
3. What should we continue?
■ Gage member ratings of group dynamics/progress privately (Templates
available)
Individual Accountability - Positive Peer Pressure
■ Share open, constructive feedback for individuals
● Start/Stop/Continue questions - What should he/she start doing?
● Find areas (1 or 2 areas ideally) to improve performance
■ Seek accountability while seeking greater understanding of issues
● Resource check -Make sure they have resources to resolve
issues
● Uncover motivations
● Adjust expectations when necessary
■ Find solutions with problem-childs
● Try soft approach to motivating - encourage involvement.
● Find Alternatives: understand when you need to cut losses or
when energy is wasted.
Ch 10. Give People Recognition
●
●
●
Connect one-to-one
○ Privately provide feedback, get to know co-workers personally
○ Pass along relevant articles, blogs, posts that are related to their dreams and
career aspirations
○ Write a letter or email giving thanks (CC senior management of HR to shed light
on team members)
○ Share networks
Include positive feedback
○ Talk about behaviors that should continue
○ Occasionally hold meetings that only consist of positive feedback
Share credit publicly
○ Have every member sign proposals
○ Include every member in final presentations
Ch 11. Resolve Conflicts Constructively
●
●
Why conflicts arise
○ Different work styles: in order to have a team contract, members must
compromise- although everyone may have their own preferences
○ Opposing ideas, perspectives and opinions: if the team is operating correctly,
members will bring different perspectives for a constructive debate/conversation
○ Anger or hurt feelings: when this occurs, take a moment to revisit the teams rules
and control emotional responses
How to handle conflict
○ Identify the cause: view this as a red flag and try to figure out why the conflict has
arisen
■ What’s working?
■ What’s not working?
■ When did it stop working? What in the environment changed? (members,
tasks, events)
■ What driving forces are exacerbating the problem?
■ What’s preventing the situation from getting better?
○ Revisit the team’s rules
■ Gaps we may not have noticed when articulating our rules
■ Whether our existing rules are explicit and effective
■ Whether individuals have “drifted” from the rules
○ Point out strengths
■ While it may be easy to point out others flaws, try pointing out your team
members strengths before addressing the conflict
○ Foster empathy
■ Promote empathetic behavior and thinking before addressing the problem
○ Reframe the conflict
■ Rephrase the conflict by using constructive language
■ Instead of pointing out what someone does not do, try to come up with
ideas that might assist that person where they are lacking
○
Envision the future
■ As a team, keep your eyes on the future (this will help with productivity)
■ Have members talk about what type of work they would like to produce
and how they would like the team to operate
Section 3: Close Out Your Team
●
●
●
●
Deliver the Goods
○ Team's work starts to wrap up; one can find himself starting to emotionally as
well as mentally shift on. One can be imaging about all thing put on hold at the
time of such project which once again screams for their attention. Perhaps the
wits are beginning to wander a slight in meetings and the quicker losing patience
plus a team member that grates on the nerves. One can be tempted to cut an
angle or to conclude things.
Manage Emotions
○ As the project draws close, members can feel being fulfilled by doing well an
obligation relieved which the pressure regret might be letting up, despondent to
discontinue Working in concert could be concerning conflicts which erupted on
the way.
○ Talk honestly, as a group, about how every feeling to hint that such emotions are
very reasonable however still demand to be managed. Emotions to be agreed on
how such team that safeguard against letting emotions that entail the Work which
remains.
○ Also, to manage emotions, the team leader should become very adept when
anticipating, dealing as well as when recognizing feelings of members. The team
leader should run training program with new hires
Provide Closure
○
There are graduation and diplomas ceremonies that mark the landmark end of
school, and the retirement parties that memorialize career trophies that
acquainted with the achievements of the sport.
○ Acknowledging the failures is crucial. Admitting the failures is more important
than celebrating successes. In many cases to recognize the failures is one way
to see the degree in of which the team is ready to improve many aspects of the
program and will activate effects not only of the management but efforts of
individuals who will work towards fulfillment of set goals and objectives. Finally,
acknowledging failures lies a stepping stone under which administration will use
it to outline strategies that will see total improvement of the working environment.
Evaluate Individuals
○ This is mostly done when individual contributions as well as behaviors are looked
upon. All members of the team need to understand what behaviors should keep
on and which they have to adjust future teams; members should be asked to
provide answers to the following questions to their colleagues.
■ 1. How did such individual contribute?
■ 2. What could such persons do differently in order to become more
valuable to other team member?
○
●
●
However, during the final feedback session of the team, and by so doing,
members will share their comments regarding one another.
Rules Inventory
○ Inventory rules of inventory offers the structure for a team conversation
concerning desired behaviors as well rules of proper conduct. Additionally, in
every category, there are open questions in helping in identify rules of the team
that may be followed by prompts consideration of the new people in the team.
Therefore, when one is leading individual that might revise an open question that
is being posed to the teams.
Cultural Audit
○ Team members are to be asked to describe group's means to operate, and by so
doing it will be bringing somebody on the new onboard. People will be required to
quickly answer key following questions, without over thinking on their reactions.
■ How do people share information?
■ Who can't or can communicate with?
■ What are key customaries to presentations?
■ What are major customaries for written documents?
■ How do group run meetings?
■ Why do people hold regular meetings?
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