In the last article as part of explaining the characteristics of Star Performing Teams and the associated Profile the article outlined the importance of a team being aligned internally and externally with its key stakeholders in terms of its goals and values. It encouraged teams, their leaders and advisers to check whether or not the team was spending sufficient quality time planning the future together and proposed a methodology for doing this.

However, a question raised by some is that whilst it is all very well to have a plan and a set of values (and to communicate these to stakeholders) how in practical terms can a team develop a 'means end chain' from vision, goals, values and objectives through to a team member's actual work activity and output? In other words, what process will ensure that the plans are implemented and that the values are adhered to?

To appreciate how this can best be achieved it is necessary to divide the 'Alignment' concept into two parts: left and right. On the left side of this divide we focus on a team's values and development; and, on the right side their business/organisational priorities and results. The following diagram illustrates my suggested theoretical cluster of elements that belong to each side. Each part is dependent on the other for a team to be properly aligned.

As can be deduced from reading these two streams of concepts the mood, mindset and process for best achieving team agreement down to the individual level will be different depending on whether we focus on the left or the right. The latter is 'hard nosed' whereas left processes are essentially more concerned with the 'soft' issues in a team.

Accordingly this article will focus on how to achieve the business priorities (right side) of a team and another later article will focus on the 'soft' issues (left side). The order that any particular team might attempt these processes will probably depend on whether they see themselves as a more left or right sided entity. Profit driven organisations are often more 'right' biased whereas vocational/community type organisations are typically more 'left' focused. To clarify in your own mind what this means ask yourself if your team sees values or goals as the priority. 'Right' sided teams will see the goals as paramount and the values as the guide to how to achieve them. 'Left' sided teams will argue that the values will guide the team in its search for goals.

Aligning Individual Work Activity with the Team's Goals

In taking this suggested 'right' sided process forward it is assumed that the target team has clearly identified its future vision, its goals and values. Now the aim is to ensure that the efforts of each team member are in some way contributing to that desired future. It is important to translate strategy into actionable outcomes through the efforts of each member.

In most jobs there are around five main priorities which we have to keep our attention upon. For example, in my own work as Managing Director of TMS I have the following main elements in my job:

•  Accreditation Delivery and Support
•  Marketing the TMS tools
•  Developing 360 tools (generic and in-house)
•  Leading the Future Direction of TMS
•  Developing and Maintaining significant strategic alliances

This list would have been different a year ago so it is useful to review on a regular basis and cover a 12 month period. If reviewed quarterly we should all know the major areas within which we are expected to produce some action and positive results in the medium term. Shorter and longer term lists of priorities can also be attempted but here we will limit our focus on the 12 month horizon as an example. The expectations others have of us is one very useful way of grasping the realities of your job role.

A team event, at a time after macro plans are completed, can clarify everyone's role priorities at once - each member assisting the development of each other team member's job role priorities. Some used a 'Right Hand' symbol to help everyone develop and internalise priorities (see one version of this template below).

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This template uses particular fingers as particular prompts. For example, the middle finger being the longest is used to depict the first and most important business priority to meet budget this year.
As an illustration the TMS team have just gone through this process again themselves - which is where my own list of 5 priorities came from. We had a day out at a suitable venue which had the following sequence:

1. We reviewed who we are as a team, through the eyes of the Margerison-McCann Team Management Wheel. This allowed all of us some personal re-discovery, to integrate a new team member,and to re-learn each team member's work preferences. Team members also expressed what they liked about their current role responsibilities and what else they would like to do. This was an important lead-in to the ultimate distribution of the team's total workload. On this 'right' sided day the 'wheel' focus was not individual and team development but rather who would be best suited to work on different parts of the team's goals.
   
2. We re-visited our Vision and adjusted our Strategic Imperatives. This too set the scene for role clarification. Each team member was now very clear on where we were headed, what we needed to do, and who preferred to do what.
   
3. Using a live data show projection of each team member's Job Priorities in turn a vigorous discussion ensued. Each person's 5 top priorities were explored and resolution was facilitated . First we sought consensus on the package of 5 for the person in the 'hot seat'. Then for each 'WHAT' 3 key 'HOWS' were agreed. Where there was a difference of opinion that could not be resolved through consensus the person's direct manager made a final call. Each team member took about 15 minutes before everyone was comfortable with the outcome. Yes it is a little uncomfortable at first having others suggest your priorities but with good logic and discussion clarity emerged for each team member.
   
4. After the workshop the TMS Directors did a full 'helicopter' review of all the hands to make sure the individual hands where integrated towards delivery of the overall strategy. Only minor adjustments were made.
   

The process can be hard work for the team but the process has the distinct advantage of everyone being involved, all understanding in depth the role requirements of everyone else in the team, plus crystal clarity on what they need to do themselves as a consequence. An important by-product is that everyone then knows how to help the other team members achieve their objectives too.

On completion of the workshop each team member received their own hand and the team created a visible display on the office wall of all the hand outcomes. The mural produced (see above)not only captures the hands, our team profiles, but also some key linkages between individual team members. Each hand will be reviewed quarterly by the holder and their manager and as a whole team annually.

This process is a practical method of aligning any team's work activity with its future strategic goals in terms of what needs doing this year. It is an effective way of achieving this key characteristic of a Star Performing Team. For experienced facilitation of such a process contact TMS.

Would you like to become accredited to use the TMS profiles?
Would you like to investigate having TMS profiles facilitated for you and your team?
Would you like to learn more abour leadership?

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Peter Robinson
Chief Executive Officer
Team Management Services Ltd.

P.O. Box 21-194, Henderson, Waitakere 0650, New Zealand
Tel: 64-9-836-5317 Fax 64-9-836-5318
email: peter@tms.co.nz
Website: www.tms.co.nz

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