Ch 9 Supervising Teams, Teambuilding, & Coaching

Johann Wolfgang von Goethe

"Treat people as if they were what they ought to be, and you will help them become what they're capable of being"

in today's workplace

"leader as commander" approach is no longer acceptable

group

# of people working together, or considered together bc of similarities; shares info, remains neutral; interact to achieve certain objective

Let the team take the lead & they will take you far

*let them know u want to pass on power & get their buy-in *brainstorm with entire group about shared leadership in the team *find out personal hidden beliefs about management & leadership *work with members to discover what additional training they need to exercise new leadership responsibilities well *learn to consider team as an advisory board

priorities when leading a shift

*safety & sanitation *driving revenue & repeat biz *service & selling *delivering on the brand promise *conflict resolution & prevention among guests & team *connecting with every customer

2 types of empowerment

*structured - allows employees to make decisions within specified limits (ex: comping an entree, not a whole meal) *flexible - gives employees more scope in making decisions to give outstanding guest service

3 ways to influence informal team

1) feedback 2) identify key players 3) communication

Steps to a TQM continuous improvement process:

1. assess leadership of supervisors. replace Theory X style leaders. train & introduce TQM to all employees 2. build & train volunteer teams in problem-solving depth. then cross depts in solving problems 3. teams decide on & record level of guest service. they also decide weight of each element 4. team sets mission, goals, & strategies. based on guest expectations (may be done earlier) 5. empower & inspire employees to reach/exceed goals 6. identify & record deficiencies 7. analyze & problem solve deficiencies 8. modify process & incorporate corrections to improve service 9. track & record results 10. evaluate & support the process. congratulate & reward employees.

8 step coaching model

1. be supportive - flexible, assist when needed 2. define the problem and expectations -give chance to explain situation 3. establish impact -make sure negative impact is understood 4. initiate a plan 5. get a commitment 6. confront excuses/resistance 7. clarify consequences 8. don't give up

praising employees

1. describe action you are praising 2. explain results of effects of action 3. state your appreciation

Four stages of team building according to theory advanced by Bruce Tuckman

1. forming - lay out rules for whats acceptable 2. storming - hostilities & conflicts arise & people jockey for positions of power & status 3. norming - group members agree on shared goals, then norms & closer relations develop 4. performing - group channels energy into performing its tasks

team effectiveness defined by 3 criteria:

1. productive OUTPUT of the team meets or exceeds standards of quantity & quality 2. team member realize SATISFACTION of their personal needs 3. team members remain COMMITTED to working together

counseling sessions should include:

1. speaking in private. be relaxed & friendly 2. express concern in calm manner. describe behavior & the effect (in a positive manner) 3. ask for employees thoughts & opinions, including possible solutions. discuss & mutually agree on course of action & time frame 4. ask employee to restate agreement. state confidence in employees ability to turn the situation around 5. follow up at a later time and make sure performance concern has been addressed

characteristics of successful teams

1. undertands & is committed to vision, mission, & goals of company & dept 2. mature, realizing sometimes the team needs to be placed before personal interests 3. works to continually improve how it operates 4. treat e/o w/ respect: listen & feel free to express thoughts 5. differences are handled in professional manner 6. members have respect for supervisor 7. members are consulted & their input is requested in decision making 8. encourage & assist other team members to succeed 9. meets or exceeds goals 10. there is synergy where the output of team is greater than the input of each team member

FiFth stage by Tuckamn

5. adjourning -breaking up the team

formally appointed team

EX: head server ---appointed team leader who influences others & may have more decision-making authority than others; may lose popularity among coworkers due to relationship with mgmt

great managers/leaders share

a continuous & PURPOSED MOTION

teamwork

action team performs, cooperative effort by group acting together as team

negative norms

against interests of team & not accepted by entire group; can develop by abusing team norms

cohesive team means

all team members should want to participate in decision-making process

best team building exercises

allow passionate, dedicated & talented people to get the chance to give their best toward a common goal

positive team norms

behaviors agreed upon & accepted within group; range from communication to performance

project teams

brought together for completion of a special project

cohesive team

communicates well; well-defined norms, respect, unity, & trust among members **major factor of success; members have strengths & weaknesses; chance it'll reach peak performance

self-fulfilling prophecy

conceptualized by Robert Merton. once an expectation is set, even if it is not accurate, we tend to act in ways that are consistent with that expectation

groups tend to

conform & not everyone has an interest in the decision making process or the outcome

self-managed teams

dynamic changes when member leaves

informally appointed team

evolves on its own; rotation of leadership; leader doesn't have formal control; one doesn't possess every quality to be a leader but they rotate & show their qualities on their turn; everyone linked to mgmt at some point

team morale

factor in successful team; harmony among members; must have teamwork & team players

ways to increase positive team norms

giving rewards for high sales

building a cohesive team

goals & objectives need to be set

team norms

implicit & explicit rules of behavior that result from team interaction; works best when team can create them

participative leadership

includes workers in making decisions that concern them; leading by example, working with team to show leader can do it & also encourage & coach employees in a "we can have fun but its work" approach

group is based on

independence

Coaching

individual, corrective, on the job training that is focused on improving performance; can be formal or informal *focuses on enhancing skills, increasing productivity, and elevating employee motivation

team players

individuals who participate in collective effort & cooperate to get job done effeciently

preshift meeting

interactive meetings offering the leader managing a shift the opportunity to address problem issues & lay out the strategy for a successful shift; should last 10-15 minutes

team is based on

interdependence (trust, communication, collaboration)

possible reasons supervisors avoid coaching

lack of time; fear of confronting employee with concerns about performance; assuming employee already knows they're doing a good job; little experience coaching; assuming employee will ask questions when appropriate and doesn't need feedback

documentation of coaching sessions

logbook; should include date & place of the coaching & a summary of the session; essential if you need to terminate an employee

being part of a team

may help develop, enhance &/or confirm underlying identity needs; they want to contribute to success

informal groups

more social by nature; forms naturally in workplace due to friendships & common interests

building a team

must first define what they want out of the team and then they can build *first step is clarifying goals to preexisting team members ; be selective about who to hire & always conduct a reference check; should take recommendations on who to fire from current staff

first step to coaching

observe employees doing their jobs

positive norms include

open communication, striving for peak performance

strong team

overachieves & accomplishes results it couldn't reach working independently; NEEDS **management awareness, **focus, & **effort

motivated employees made from

overlapping of employee's personal values & goals with those of the company

lack of cohesion

performance is hindered bc group doesn't have a sense of unity

counseling

process used to help employees who are performing poorly because of personal problems such as substance abuse

communication

productive expression of ideas; consistency is key to building trust& resolving conflicts

ZAGAT

ratings for service average nearly 2 points under food; ~72% of complaints were service related

interdependency

reliance on e/o for success; leads to team collab; successful teams have this; care & trust e/o; listen & express needs

kitchen leadership & teamwork

respect everyone & make them feel part of team; must be sensitive to needs and concerns as a leader

cooperation

sharing the load to ensure guests leave smiling; extremely important in hospitality

team

special kind of group who share common goal & responsibility for achieving it; task-oriented, work in groups; can evolve or be appointed formally or informally; positive collabs; feelings of self-worth; adaptive, flexibile, deal with conflicts as they arrive

new team members

take time to adjust to dynamic & culture of the group

TQM is a

top down, bottom up process that needs active commitment and involvement of all employees, from top managers to hourlies

"battle plan" briefing

underlines importance of communications; discuss action plans from mise en place to prep list

prep to par

use standardized recipes

how groups become teams

via basic group activities, the passage of time, and team development activities STEPS: 1. get team's input toward establishing team goals 2. allow team decision making 3. stress communication 5. must have collaborations among team members

formal groups

work groups established by company; includes: committees, group meetings, work teams, and task forces; permanent or temporary;

TQM

works best when top management, middle management, supervisors, and hourly employees all believe in the philosophy & concept of TQM; never ending journey of continuous improvement, not a destination; critical to have good leader-managers in place to maximize effectiveness