goal

Goal Setting Workshop For A Leading Footwear Brand

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It is one of the greatest responsibilities of the leadership to develop a goal plan which clarifies purpose, strengthens internal processes and challenges the individuals within the organization. Last week, we helped one of our clients (A leading premium footwear brand) in defining performance and devising water tight ‘team and individual goals’ for the current year. This was done by our Goal Setting Workshop. The workshop was attended by entire Senior Leadership Team including the CEO himself. The program began with brainstorming on which parameters to consider for ‘Performance Measurement’ and was facilitated by Dr Raj. It was followed by The Business Model Canvas exercise which aided the teams rediscover their key customers and stakeholders, (both internal and external) and the value proposition they bring in. Using this as the starting point, the Business Expectations from each other were spelled out. With the help of these crucial inputs, the teams could crystallize their business objectives into clearly articulated goals on the Balanced Score Card Format after having weighed all other tools of Performance Management. Overall, a very satisfying and fulfilling day of learning and a successful day of goal setting.

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Top 6 characteristics that bind a team together

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From our previous discussions, we understand that, when teams fail to become high performing teams, the work environment will be vitiated, focus will be narrowed to one’s own work irrespective of whether the end goal is achieved or not. Members tend to disown accountability and may resort to blame game, throwing allegations at each other. every time a situation like this arises it is common for the team members to look at the leader to fix the situation. Is it only the leader’s responsibility to keep the whole team together? Do teams have no owns towards the team performance? To answer these questions, let us see how each member of the team can make a meaningful contribution for the team to become high performing team. Here are the top 6 characteristics that bind a team together. Unified goal: It is said that a commonly shared goal will act as a binding force and knits the members together. Now, who should spell out the unified goal? Is the onus on the leader alone? Here while the leader needs to help the team understand the overall goals of the organization, each member can have a contributory role in clearly articulating the common goal. Clarity of roles and responsibilities: Here the onus is equally shared between the leader and the member; it is the leader who should fundamentally clarify while the team member should also make necessary efforts to seek clarity. Passively waiting for the leader to communicate is not going to help the team member. Concern for the end goal: Here the onus is greatly on the team member, it is not sufficient to say that “I have done my job” unless the end goal is achieved successfully. Team member needs to perform the specifically assigned responsibility while keeping an eye on how it is going to contribute to the bigger goal. Customer centricity: Once again, each team member needs to make efforts to understand who the end customer and who the immediate customer is. For example, for a procurement executive, production department may be the immediate customer; however, the procurement executive will be able to contribute to high performance of the team if he/she is equally concerned about the end consumer who may not be directly visible. Relationships: It is common sense, though difficult to measure in quantitative terms, the negative impact of poor relationships among the team members. Lack of positive relationships slows down the business process, hinders information sharing and creates unhealthy organizational dynamics. And these go completely against the spirit of high performance. Therefore, team members need to learn to build informal relationships with peers proactively which will create a healthy work environment and contribute to high performance. Communication: This is almost an extension of earlier point; if there are healthy relationships, there will be seamless communication and better knowledge sharing and alignment among the team members. Each member can take initiative on fostering transparent communication rather than restricting oneself to transaction nature of communication. Responsible and professional team members need to therefore understand that they have a very significant role in creating a team culture and in building a high performing team. While one cannot undermine the role of a leader, one should not trivialize the onus that lies on every team member. One must realize that self-management is more sustainable than relying on one single leader. The above characteristics effectively bind a team together. The message to each team member – irrespective of level in the hierarchy is: “You will be the architect in co-creating a high performing team which makes it easy for you to professionally excel and contribute to higher business performance.”  This article was published in HR MirrorHans IndiaFollow Dr.Raj on Twitter @drraj29

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Team Management

Happy Team is a High Performing Team

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In our previous blog, we have discussed about what High Performing Teams are and their general characteristics. How does a High Performing Team work in an organization? How can each member of the team give a meaningful contribution? Teams become high performing teams when members come together with a unified goal, clarity of roles and responsibilities, customer centricity, concern for end – goal, relationship and communication among the team members. In short, a happy team is a high performing team. Such high performing teams make the workplace much more compelling for the individual besides delivering business performance. On the other hand, when teams fail to become high performing teams, the work environment will be vitiated, focus will be narrowed to one’s own work irrespective of whether the end goal is achieved or not. Members tend to disown accountability and may resort to blame game, throwing allegations at each other. Many a times, when teams experience such dysfunctional aspects in a team, the members of the team tend to look upwards expecting a leader to arrive and repair the situation. They believe that it is the leader’s responsibility to bring the members together and build a high performing team. It is true that a leader has to shoulder the responsibility; however, it is important to recognize that team culture is something that every member contributes along with the leader. It is important for each member to mirror oneself and check if he/she is demonstrating behaviors that help make the team a high performing one. Keep tracking this space to explore what and how every member can make a meaningful contribution for a team to become a happy team and a High Performing Team.  This Article was published in: HR Mirror,Hans India.Follow Dr. Raj on Twitter @drraj29

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Talent Management

What makes high performing team?

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In our previous blog we have discussed about the fact why leaders and organizations put emphasis on teamwork. But how can we define a High Performing Team? What makes a team High Performing Team? What makes Teams High Performing Teams:  There are many authors who formally define High Performing Team (HPTs) in HR literature. From a general understanding, we can decipher the following characteristics of a High Performing Team. Unified Goal: All the team members chase one unified goal and they do not pull in different directions. Failure to define a common goal means failure to bring the team members together. Clarity of Roles and responsibility: While the goal is unified, the team members need to perform their own specialized activities. Therefore, it is imperative to have clarity as to who does what in the entire supply chain process till the customer is satisfied. High Performing Teams take extra time to minimize the ambiguity or role overlaps, which will create confusion and delay in action. For example, from our pizza example mentioned in the previous blog, imagine that there is confusion as to who should pack the pizza that is prepared – chef in the kitchen or delivery department? Concern for end goal: It is often possible to see and hear one saying that “I finished my job” irrespective of whether end goal is achieved or not. In High Performing teams however, the attitude of each of the team member is to ensure that the end goal is achieved and not simply finishing a part of the job. In the same pizza example, what if the chef feels that “my job is done” after he prepared and packed the pizza? The goal is deemed to be achieved only when the pizza is delivered and money is collected. Customer Centricity: Every team member in a High Performing Team is constantly engaged in thinking and innovating how the customer needs are met and serviced. Such customer centricity will surely meet with business success. Relationships: High Performing Teams will consist of spirited individuals who share an excellent rapport with each other and who carry a sense of maturity in dealing with differences. Healthy relationships at work place will create healthy environment where each member is motivated and energized to perform their best. Communication: Another important characteristic of High Performing Team is seamless communication that helps in better relationships, faster decision making and quicker customer response. A quick glance at the above features makes it fascinating to imagine a high performing team; however there are many sceptics who question if such High Performing Teams can be seen in practice. To respond to that question it is essential to understand that teams are created by the individuals within the teams and leaders who lead such teams. If each team member understands and behaves in desired way, one can contribute a great deal in bringing synergy in the team. Keep tracking this space to know more about High Performing Teams. This Article was published in: HR Mirror,Hans India.Follow Dr. Raj on Twitter @drraj29.

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Don’t work only for money!

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“To learn how to enjoy work, we must ask ourselves a deeper question why do we work.”  Follow Dr.Raj on twitter  @drraj29 Do we want to spend one-third of our life in sadness, despair, misery and frustration? If the answer is an obvious no, then we need to find ways of making our work a joy, for one-third of our life is spent at work or preparing for it. It is not only one-third of life ­ we must realize the impact of the one-third on the remaining two-third of life. If work has to be joyful, then we must do what we enjoy doing. As the old saying goes if you enjoy your work, you do not have to work. To learn how to enjoy work, we must ask ourselves a deeper question why do we work. Why do we work? Whenever I asked this question, people think that it is a redundant one. But let us realize that work is much more than making money. In this context, we tend to think of Maslow’s hierarchy of needs. The question then is whether we work because we need money, name, fame, status or do we work to satisfy our inner calling, or to contribute towards humanity? Interestingly, whatever might be our drive or need, work is our means to achieve the same. Work is our way to make money, to learn, to express our talents, to have a social interaction, to attain status, to earn respect and so on. When work can give us so much, then our outlook towards work must be that of joy! Work and Joy of Living! If we define what gives us joy, then we can recognize that we tend to use work as a means to joyful living. Also, if we understand what drives us to work, we will automatically be able to identify the factors that do not drive us to work. Such understanding will help analyse the reasons for dissatisfaction with work. Imagine the internal dilemma that one faces after a few years of working ­ what am I doing this for? Is this all for money? Fame? Status? Is it really worth my lifetime? Then dawns the `proper selfishness’ in the words of Charles Handy.They discover themselves, realign their work and move towards joyful living. They have succeeded in making a mid course correction to their life strategy. On the contrary, imagine the plight of those who put this question to themselves a little late in their life. They hardly have an opportunity to redefine the meaning of their work. They end up cursing work, hating their boss and organisation, waiting for weekend and so on. It simply means that they have decided to spend one – third of life only to make money and foregoing the opportunity to derive joy of living! What should one do? Gaining deeper understanding of oneself, articulating personal vision, and remaining goal focused are necessary to embark on a purposeful and joyful living. Individuals may seek professional advice on these aspects to lay a solid foundation to their work. Individuals should also be conscious of other factors that may induce oscillation of thoughts. Seeing success through others’ lens or redefining success from time to time will surely dither the pursuit of joyful working. It does not mean that one needs to be rigid in one’s own definition of goals or means, but any redefinition has to be triggered out of greater self awareness rather than getting generated out of comparison or jealousy! A deep conviction in the vision and strong will power to realize the vision are necessary to overcome any hurdles in the process. Individuals who are able to align work with joyful living are the ones who experience a sense of fulfillment. They are most likely to skip the feeling of emptiness towards the fag end of their lives. The earlier one excavates one’s own drive to work, the better vision towards life. Cases of running after wrong targets will be minimized. We will have individuals who are lot more contented; yet achieving what they wanted. After all, joyful living is what one defines for oneself. Work is a vehicle to pursue the journey of joyful living! It is a sure way of tuning right attitude towards work! This article was published in:  HR Mirror Hans India Follow us on Twitter @hrfootprints

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