4.3 Team Basics

Video Activity
Join over 3 million cybersecurity professionals advancing their career
Sign up with
Required fields are marked with an *

Already have an account? Sign In »

9 hours 3 minutes
Video Transcription
Hi guys. Welcome to Lane six Sigma within your organization. Team Basics. I'm Catherine MacGyver and today we're really going to go over some quick tips and hints for team fundamentals and success factors really, from my own practice in my own observation. So
there is
so much information about team dynamics and teams like success and really any facet of teamwork that you could imagine that it's more than you or I could ever consume in our entire career. So that being said, the information that I'm giving you today is
based off of observation or pulled out of lean six sigma, specifically,
um, spleen, six Sigma specific books. With that, there's nothing to say that you can't apply this in the teams that you are working with or even observed this and other people leading teams. And there's nothing to say that these wouldn't help, or these tips wouldn't help you be successful in other team aspects
outside of Lean in six Sigma,
so remember you're becoming a savvy employees.
So one of those great minds that we talked about in our history of quality and continuous improvement Henry Ford, Henry Ford's famous quote on teams was coming together is a beginning. Keeping together is progress, and working together is success. And really well, we want to get to is
how do we have teams that work together?
So when we're talking about building strong teams, my first recommendation would be consider all employees. Ideas is valuable. One of the things that I do when I facilitate Project team meetings is I talk about leaving rank at the door. So just because you were a manager outside of this needing
you were an employee and a contributor
in this meeting, it is a little bit easier said than done. But you find that if you leave this rink at the door and consider all employees to be contributors, you will eventually tease out better ideas and better dialogue
as the lean six Sigma facilitator
act as, ah, harmonizing influence. So what I mean with this is as we go through your team
development and you're storming phase specifically, this is one of our future modules. You will come to points where teams
don't get along
as the facilitator,
be a voice of mediation and be a voice of reason. Don't don't
contribute to it by participating with the conflict yourself,
so keep that in mind. Rise above. Be the bigger person. Um, it will serve you in the long run.
Encourage team members to share information. So this is another one that super hard to do because so often organizations have this culture that you don't want to be the one who's complaining or you don't want to be the one who's wrong. So as your team leader or as your facilitator
getting establishing this baseline level of trust
so that everybody feels like one, their ideas are valuable and that you want to You want their contributions. So
getting employees to feel comfortable sharing information. The Converse side of that is encouraging, listening and brainstorming So
all employees ideas are valuable. How do we make sure that we're taking time to listen to what the other team members air saying and then build upon it? Or maybe throughout crazy ideas. But at least throw them out there and talk through them as to why they are or aren't crazy? Or they could or they couldn't work
is where you'll find so many of your robust, innovative ideas,
um, other things to keep in mind from a team basic standpoint, keep the end in mind. So
So often teams get mired down in the today that they forget that they're working towards the tomorrow. So you want to keep a clear idea of what needs to be accomplished. The way that I do this, when I facilitate meetings is I put a quick flash up of our charter and I talk about our objectives, or I talk about our
problem statement and reiterate that so that we all know that in this time
in this work, these are the things that we're working towards and we don't get mired and bunny trails or the tactical and forget the strategic.
Um, another key
thing for running decent teams is setting ground rules and team norms. So I'm going to be really straight up with you right now. Tardiness is a huge pet peeve of mine. So one of the things that we talk about in our ground rules is if you're going to be late or if you're gonna miss a meeting circulating that to that
to the team ahead of time.
Why we talk about this and why it's important is because it gives us a place of common civility. So, for example, if one of your ground rules is that constructive conflict or disagreement is encouraged,
if you are at a point where you feel like there is this conflict or disagreement
saying Okay, I feel like this is going on, let's be constructive about how we do it. Rely back on good listening and brainstorming tools. But ground rules
can sometimes be overworked and can sometimes provide structure for your teams to work together, especially for their teams that haven't worked together frequently.
Establish a method for gaining consensus. So when we talk about gaining consensus, we're talking about what are the what can we commit to to move the project forward? So I have seen a couple of different ways to do this one. You have long meetings and you just talk it out. You go through the pros, you go through the cons, you
duke it out.
That's one way of getting consensus. Another way of getting consensus is we have some. We have a couple of different options in front of us. We're gonna have a Smee or a team member. Do some research independent of the project team come up with proposals of pros and cons and then present those to us at the next meeting.
That's another method. It's whatever is best for your project team. Some teams do better with this. Very outgoing. We're just gonna talk through it right now.
The next aspect of that
is established parameters on your consensus building sessions. So when we talk about consensus, this doesn't mean that everybody agrees. What this means is that everybody leaves the room, go marching towards the same goal or understanding that this is how we're going to get there. And these are our next steps.
Ideally, because everybody feels comfortable and all opinions are valued,
people are willing to discuss where they're not on board, and ideally, consensus building can be used for buyin. However, it is important to keep in mind that sometimes you just have to make a decision. So establishing parameters on consensus building sessions
these can be. We're going to talk about this for one hour and then make a decision. I've seen organizations use fist of five, which is a rapid voting method, or at the end of the day, if these are our options, were goingto have our project sponsor
make a tie breaking vote. That's how we're gonna do it. Establish this upfront. So when you come to these points when you need consensus in these conversations, you don't feel coerced or manipulated in how we get those. So
first meeting, these are ground rules. When we come to these, this is the way that we're going to establish consensus and these air how we're gonna do our sessions.
They can evolve, but again clear expectations up.
Um, something to keep in mind is, while the feedback that I've given for this is related to my experience and lean six Sigma, it is not necessarily exclusive Toe lean six sigma, um, good teams. The focus is on transparent communication. The more you guys talk about in, the more you guys dialogue,
the more articulated and sophisticated your solutions for your process. Improvement will be
because you will have considered more factors, and this is and having teams that work well together is foundational to project success. You can focus on the right things to focus on your project outcomes and don't focus on the team into dynamics. So
thank you guys
Up Next