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Participant Kit
Designing Team Direction
TABLE
OF CONTENTS
Introduction
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Module Overview
3
3
Course Objective And Learner Takeaway
Agenda
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5
How To Encourage Involvement
6
Understanding The Culture Of Improvement And
Involvement
The Pygmalion Effect
The Pygmalion Effect Defined
Guide: Building On The Pygmalion Effect
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10
The Role Clarification Process
Guide for Role Clarification
11
14
Clarifying Roles
Highlighting Individual Goals To The Overall Vision Of
Alcantara Group
Creating Our Team Mandala
A Simple Framework To Keep Yourself Aligned
Review And Reflect
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DESIGNING TEAM DIRECTION
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ACTION
TARGET
ROLES
IMPROVEMENT
INVOLVEMENT
In today’s fast-paced world, improvements must be implemented a step ahead
of the requirements of the client. How fast a company implement its
improvements may spell the difference between profit and loss. Managers and
frontline supervisors play a major role in identifying possibilities for improvement
since they have the knowledge and the depth of understanding the business,
but they cannot do it alone. For improvement to effectively make a positive
impact, everyone must be part of the process in planning and implementation.
To know more about what levels of involvement can be utilized within the team,
a manager must establish the functional roles and how these are
interconnected. When this is done, the team must agree as to what are their
broad target to support the improvement initiative, and break it down into
specific indicators of success.
The blueprint of an improvement initiative is the action plan which outlines the
activities that will be carried out, as well as the system for tracking and evaluating
results. At some point, there might be details that will need to be ironed out or
revised and the involvement of the manager to be on top of the adjustments
ensures that the actions remain on track. It can be simply be a simple matter of
the manager helping the employees review performance standards and
connect these to the overall goals.
Overall, the challenge is for every people leader to have solid understanding of
what can be improved and develop the skills to promote involvement and
collaboration among the people.
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DESIGNING TEAM DIRECTION
Course Objectives
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By the end of this course, you
should be able to:
• Explain the importance of improvement and involvement in
encouraging optimal performance
Explain the Pygmalion Effect and how to apply this principle in your
team setting
• Determine individual roles and how they connect to the other roles
within the team
• Connect back the individual goals to the company’s overall
organizational goals
Learner Takeaways
By the end of the program, the
participants shall have:
• A conceptual framework of improvement and involvement and ideas
on how to apply these in the workplace
• Tips in improving positive attitude
• Tools to objectively assess clarity of roles
• A clearer understanding of how one’s role connects to the bigger
organizational goals
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DESIGNING TEAM DIRECTION
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AGENDA
Designing Team Directions




Understanding the Culture of Improvement and Involvement
The Pygmalion Effect
Clarifying Roles
Highlighting Individual Goals to the Overall Mission of Alcantara Group
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DESIGNING TEAM DIRECTION
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HOW TO ENCOURAGE INVOLVEMENT
“If you want something new, you have to stop doing something old.”
– Peter Drucker
Improvement has always been at the core of keeping the business going and
the most robust organizations would place their people at the helm of the
improvement initiatives. Ensuring the full participation of the people in the
planning and implementation, as well as in establishing the standards and
priorities, enable the old without the new and more efficient way of driving
business results. The ultimate question for managers would be: “How to
encourage and sustain involvement?”
ESTABLISH COMMUNICATION CHANNEL WHERE IDEAS ARE HEARD.
Whether you have a 10-minute brown bag session or just a routine Floor Walk,
a communication platform where ideas are heard send a strong message to
employees that the leadership wants people to be involved in the process. As
managers, the most important questions you may ask are, “What’s your major
roadblock in accomplishing your daily tasks?”, How can I help in improving
your process?” By asking them their task-specific challenges, you respect their
opinion and by asking how you can help them, you give your commitment to
work with them in addressing and improving their challenges.
SHOW HONESTY AND OPENNESS
.Remember the rule “under-promise and over-deliver instead of “over-promise
then under-deliver”. This nugget of wisdom is true if you seek commitment.
Your people will rather face the truth that an idea will not work, rather than
giving them false assurances.
LINK REWARDS TO ACCOMPLISHMENTS
The rewards do not always have to be monetary. Some of the traditional
forms of rewards can be recognition systems and upward career movement.
Managers may build on the competitive spirit to award improvement
initiatives and encourage continuous collaboration to accomplish shared
goals.
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DESIGNING TEAM DIRECTION
When you…
Ask team members for input on how an objective can be
accomplished.
Truly listen to team members’ concerns about achieving their
objectives.
Discuss various ways you can help your team members achieve
their objectives.
Show team members how important their role is to the overall
Alcantara
Group
success of Wells
Fargo.
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Team members
may feel…
Included
Valued
Supported
Inspired
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DESIGNING TEAM DIRECTION
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THE PYGMALION EFFECT DEFINED
The goal is for all of us to have that DRIVE to be better everyday.
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PONDER
ON
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What a manager expects from his people and how he treats an
employee largely determine the quality of one’s performance and
career growth. Effective managers are those who set high expectations
which the employees fulfill. In most instances, employees do what they
believe they are expected to do. This is the principle of the Pygmalion
effect which effectively remind leaders that if they treat their people to
be high flyers, their people will work hard to meet that expectation.
As managers, how can you leverage the Pygmalion effect in achieving
business results?
1.
2.
3.
4.
Assess whether one’s performance can be improved with effort
Assess if the employee would want to make the effort.
Assess your personal capability to inspire that effort.
Plan how to communicate your beliefs in the way you treat your
employee
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GUIDE
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BUILDING ON THE PYGMALION EFFECT
Think of one person whom you think has significant
potential given the right support. What is your belief in
his capabilities?
What are your beliefs about his openness to improve?
Do you think he has the capacity to rise to a
challenge?
Examine your capability to support him. Can you
inspire him to exert harder and aim higher?
How will you let him know about your intentions?
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ROLES
DESIGNING TEAM DIRECTION
THE ROLE CLARIFICATION PROCESS
The process of clarifying roles aims to assist the individual members of the team to
understand their differences and enhance working relationships towards higher
productivity and efficiency. For managers, clarifying roles will enable them to
objectively map out relationships and base leadership interventions on it.
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ROLES
DESIGNING TEAM DIRECTION
HOW DOES THE PROCESS WORK?
1. INDIVIDUAL REFLECTION
The initial step will require the individuals to reflect on their status with their peers
and think of ways to sustain good work relationships or improve strained ones.
Questions that might be helpful during this process are the things that can make
the bond stronger and specific changes which may improve the relationship.
2. DIALOGUE
At this point, there would be two people who will talk about their roles and
explore together the differences and how to stitch their initiatives to be more
efficient at work.
3. ACTION PLANNING
A successful role clarification process will produce an action plan that will
highlight specific activities both individuals will work on moving forward.
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DESIGNING TEAM DIRECTION
PURPOSE
AREAS OF
RESPONSIBILITY
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JOB TITLE
A
B
C
C
E
ACTIVITIES
CUSTOMERS
Figure 1. SAMPLE ROLE CLARIFICATION SHEET
The above template is a simple visual flow of the role clarification process. It starts
with establishing a clear purpose for a given role. Then specific activities are list
down for every area of responsibility (Key Result Area). Normally, a role will have up
to 6 KRAs. Beyond this number, a thorough review is recommended to simplify the
KRAs. There might be areas which can already be combined as one.
The last part of the clarification process is to establish who the customers are per
area. This is an important part of the process because your customers will be the
one to acknowledge and confirm your role and your link with their respective roles.
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GUIDE
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GUIDE FOR ROLE CLARIFICATION PROCESS
Individuals and organizations can find great value in giving thought to the existing
roles in the organization. By defining and clarifying roles, the individual as well as the
team can objectively assess task priorities so they can effectively work together as
an organization thereby ensuring delivery of quality outputs to the customer.
Ask yourself, what is the role trying to achieve overall?
Think again—keep editing your answer until your
answer clearly details what the role is really all about.
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GUIDE
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Instructions:
List down all activities related to your job and put them on COLUMN 1.
Review your list and cluster activities that are related to each other.
Label each cluster accordingly and write these labels in COLUMN 2. These labels
are called “AREA of RESPONSIBILITY” or KEY RESULT AREAS (KRAs)
KEY ACTIVITIES
List of activities
Areas of responsibility / key result areas
(at least 5)
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GUIDE
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You now have a broad framework of what your role is all about. The next step is for
you to determine what are the specific activities that you must do per category.
WRITE IT DOWN
AREA OF RESPONSIBILITY
Transfer the activities you have identified on page 15. Improve on them to include
task measurements (time, target, quality rate, etc)
ACTIVITIES: (Maintenance Tasks)
1.
2.
3.
4
5.
6.
IMPROVEMENT TASK (Indicate a special assignment which you had to do as a result
of your maintenance tasks. The improvement task may later on form part of
maintenance tasks)
CHECK THIS OUT!
Is your IMPROVEMENT TASK aligned to your current area of responsibility? If this role is
assigned to address a crisis or urgent requirement, it is acceptable for a short period
of time. If it becomes regular, then this activity must be added and the role should
be redefined.
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DISCUSS IT
Determine whether your role is clear and agreed by the people whom you regularly
have contact with.
Who are your internal and external
customers?
What are their requirements?
Are there gaps or overlaps
between your role and other
people’s role?
What steps do you need to do to
clarify the overlaps or gaps? With
whom?
Who will benefit from the role
clarification and how will you
communicate this?
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GUIDE
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TAKE IT FURTHER
Sometimes, mapping out functional relationships is easier when you draw it. Use
below space to draw the relational map between the role you are clarifying and
the other roles in the team.
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DESIGNING TEAM DIRECTION
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IMPROVEMENT
INVOLVEMENT
HIGHLIGHTING INDIVIDUAL GOALS TO THE
OVERALL MISSION OF ALCANTARA GROUP
The way leaders make decisions are also largely based on how they make
decisions in their personal lives, and the quality of the decisions they make are
tied with their personal motivations. If one is motivated by a set of values quite
different from what the company stands for, you may have an employee that
reports for work rather than a leader who is part of the organization.
Imagine: if most of your leaders think of the company as just a “job”, what might
be the quality of engagement and commitment overall?
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DESIGNING TEAM DIRECTION
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A SIMPLE FRAMEWORK TO KEEP YOURSELF ALIGNED
While “alignment” is just a one-word statement, the commitment to take on this
initiative might be longer as not all personal motivations may be necessarily
related to what your company believes in. It is human and at this point, we are
also setting parameters as to how we can develop a framework for reconciling
your individual preferences and with that of the larger business goals.
Set goal
Ask
feedback
LInk to
work
progress
Make it
happen
Ask a
mentor
Measure
progress
Evaluate
results
Celebrate
success
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DESIGNING TEAM DIRECTION
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SET GOAL
ASK A MENTOR
MEASURE PROGRESS
ASK FEEDBACK
LINK TO WORK PROGRESS
EVALUATE RESULTS
CELEBRATE SUCCESS
MAKE IT HAPPEN
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GUIDE
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At the end of this program, what are top three (3)
things which you would like to apply on desk?
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