Ch 9 Supervising Teams, Teambuilding, & Coaching

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# of people working together, or considered together bc of similarities; shares info, remains neutral; interact to achieve certain objective
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
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
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
being part of a team
may help develop, enhance &/or confirm underlying identity needs; they want to contribute to success
reliance on e/o for success; leads to team collab; successful teams have this; care & trust e/o; listen & express needs
team morale
factor in successful team; harmony among members; must have teamwork & team players
action team performs, cooperative effort by group acting together as team
team players
individuals who participate in collective effort & cooperate to get job done effeciently
self-managed teams
dynamic changes when member leaves
new team members
take time to adjust to dynamic & culture of the group
team norms
implicit & explicit rules of behavior that result from team interaction; works best when team can create them
positive team norms
behaviors agreed upon & accepted within group; range from communication to performance
positive norms include
open communication, striving for peak performance
negative norms
against interests of team & not accepted by entire group; can develop by abusing team norms
ways to increase positive team norms
giving rewards for high sales
project teams
brought together for completion of a special project
ratings for service average nearly 2 points under food; ~72% of complaints were service related
sharing the load to ensure guests leave smiling; extremely important in hospitality
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
lack of cohesion
performance is hindered bc group doesn’t have a sense of unity
building a cohesive team
goals & objectives need to be set
strong team
overachieves & accomplishes results it couldn’t reach working independently; NEEDS **management awareness, **focus, & **effort
best team building exercises
allow passionate, dedicated & talented people to get the chance to give their best toward a common goal
motivated employees made from
overlapping of employee’s personal values & goals with those of the company
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
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”
kitchen leadership & teamwork
respect everyone & make them feel part of team; must be sensitive to needs and concerns as a leader
“battle plan” briefing
underlines importance of communications; discuss action plans from mise en place to prep list
prep to par
use standardized recipes
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
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
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
great managers/leaders share
a continuous & PURPOSED MOTION
3 ways to influence informal team
1) feedback
2) identify key players
3) communication
productive expression of ideas; consistency is key to building trust& resolving conflicts
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
formal groups
work groups established by company; includes:
committees, group meetings, work teams, and task forces; permanent or temporary;
how groups become teams
via basic group activities, the passage of time, and team development activities
1. get team’s input toward establishing team goals
2. allow team decision making
3. stress communication
5. must have collaborations among team members
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
FiFth stage by Tuckamn
5. adjourning -breaking up the team
informal groups
more social by nature; forms naturally in workplace due to friendships & common interests
group is based on
team is based on
interdependence (trust, communication, collaboration)
cohesive team means
all team members should want to participate in decision-making process
groups tend to
conform & not everyone has an interest in the decision making process or the outcome
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
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
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
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.
TQM is a
top down, bottom up process that needs active commitment and involvement of all employees, from top managers to hourlies
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
in today’s workplace
“leader as commander” approach is no longer acceptable
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
process used to help employees who are performing poorly because of personal problems such as substance abuse
first step to coaching
observe employees doing their jobs
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
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
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
praising employees
1. describe action you are praising 2. explain results of effects of action 3. state your appreciation
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
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
Categories: Team Building