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
Eastern Grey Kangaroo surfing
Pebbly Beach South Coast NSW
Surfing Kangaroo at Pebbly Beach NSW
Corrective Services Industries New South Wales
Overview - 2012/ 13 Financial Year
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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
TEAMWORK
WHAT DOES THAT WORD REALLY MEAN
When we think ‘Team’ we automatically think about
sport …
We usually don’t think about business or equate
the term ‘Team’ with our place of work…
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
POP QUIZ - WHO AM I ?
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I graduated Fordham University in June 1937, I tried my hand
in semi professional football and as a debt collector
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I enrolled in Fordham Law school in September 1938 but I
dropped out after one semester
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In 1939, I accepted an assistant coaching job at St. Cecilia
Englewood New Jersey
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In 1947, I became the coach of freshman teams in football
and basketball at Fordham University
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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
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, 105–35–6
(.740 winning percent) and never suffered a losing season
in the coach’s role.
“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’
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 ?
CASE STUDY – HENRY FORD
Reference; AryanLegacy.net
CASE STUDY – HENRY FORD
58 Bagley Avenue, Detroit Michigan
First Henry Ford Factory
Ford built his Ford Quadricycle there
414 Piquette Ave, Detroit Michigan
First Ford Motor Company Factory,
1904 – 1910.
CASE STUDY – HENRY FORD
Ford Highland Park Plant, Detroit Michigan
Ford Model T production commenced in January 1910
Plant closed officially, January 2011
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.
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.
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.
CASE STUDY – HENRY FORD
‘Henry Ford, Career and Life Highlights’
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Development of mass produced automobile. affordable to the
masses
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Development of the assembly line and the principal of
vertical integration and generic low cost parts in
manufacturing to reduce the sell price
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Mass production of the automobile coupled with high wages
for his employees, equaled cars for the masses
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Revolutionized transportation within the US and then globally
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‘Capture The Supply Chain’ concept in manufacturing
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Established Dealership Franchises, provided finance for
buyers
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Established the Ford Foundation, philanthropic endeavors.
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 ?
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)
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 PDP’s with your
team members, provide for training that enhances skills
and addresses gaps.
Reference; Inc. 500/5000, www.Inc.com (prepared by Justin Sawyer)
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)
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)
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)
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)
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 )
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)
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 Hemingway…”The 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)
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 didn’t 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)
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)
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)
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)
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’
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;
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20 sticks of dry spaghetti
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1 yard of masking tape,
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1 yard of twine
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1 marshmallow (any color)
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18 minutes.
Reference; Tom Wujec, ‘Build a Tower Build a Team’
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’
TEAMWORK
HOW TO BUILD A DYNAMIC TEAM
“There’s 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 bschool 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 would’ve
taken the prize,” he says.
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