Team Makeover Some Practical Strategies for Successfully Remodeling an Organizational Team A Present

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Team MakeoverSome Practical Strategies for
Successfully Remodeling an Organizational TeamA
Presentation for the OHA Annual Meeting

• Kendall L. Stewart, M.D.
• June 13, 2006

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Why is this topic important?

• For a variety of reasons, organizational teams
  must be remodeled continuously.
• Most of us dont do this easily or very well.
• This is a clear opportunity for improvementright
  here, right nowin most organizations.
• That you have recognized this opportunity sets
  you apart.
• This presentation will suggest some practical
  strategies that can make your current or
  near-future team remodeling project more
  efficient and successful.

• After mastering the information in this
  presentation, you will be able to identify
• Some of the common reasons teams need to be
  remodeled.
• Some of the reasons that team remodeling projects
  often flop,
• Some practical strategies that will make your
  remodeling project easier,
• Why you should adopt these strategies, and
• How you can implement them.

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What are some reasons why teams need to be
remodeled?

• People leave the team.
• New people join the team.
• The team loses focus.
• The team loses steam.
• The current team is no longer the best possible
  team.
• The team becomes dysfunctional.
• The task changes significantly.
• The organizational culture changes.
• Leaders set off on a new direction.

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What are some of the reasons that team makeovers
often flop?

• People fail to engage in succession planning.
• People are chosen for some reason other than
  fielding the best team.
• People focus on teamwork instead of
  performance.
• People fail to recognize that a makeover is
  needed.
• People are afraid of hurting other peoples
  feelings.
• People assume the makeover will occur naturally
  on its own.
• People. Duh.

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What practical strategies will increase the
likelihood of a successful makeover?

• Make a passionate commitment to the missionand
  the goal.
• Stay focused on performance.
• Accept your obligation to field the best possible
  team.
• Embrace discomfort.
• Listen intently.
• Clarify everyones expectations.
• Learn the rulesboth kinds.
• Request an annual, facilitated 360-degree
  evaluation from your key customers.
• Observe, predict, manage and serve instead of
  longing for people to change.
• Manage feelings appropriately.

• Keep finding more efficient and effective ways to
  get things done.
• Prepare for meetings.
• Stop tolerating muda in meetings.
• Embrace succession planning.
• Weave your professional and personal lives
  together.
• Stay in the loop.
• Communicate effectively.
• Become the team expert at something the team
  needs.
• Take a position and state it good-naturedly.
• Maintain a task list and deliver on your
  commitments.

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Manage feelings appropriately.

• Why should I?
• We all have them.
• Sensitivities vary from person to person and time
  to time.
• Upset people feel perfectly justified in feeling
  the way they do.
• Feelings blind us to options that would otherwise
  be obvious.
• Feelings incline us to behave impulsively.
• They are most destructive when not identified,
  expressed and managed.

• How can I?
• Recognize that emotional arousal is always a
  danger sign.
• Recognize that very few people understand this.
• Recognize that strong emotion is contagious.
• Recognize your own emotional arousal and restrain
  yourself.
• Recognize others emotional arousal and urge
  caution and restraint.
• Give feelings some time to dissipate and be
  understood.

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What have we learned?

• Teams frequently need makeovers.
• Your team may need one now.
• Team remodeling projects usually dont come off
  very well.
• The successful team remodeling project does not
  occur naturally successful remodeling leaders
  plan and execute the project carefully.
• We have identified some strategies that will
  increase our chances of success.
• And we know why we should do these things and
  exactly how we should go about doing them.
• Now we need to just do them.

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Where can you learn more?

• Katzenbach, Jon R. and Smith, Douglas K., The
  Wisdom of Teams Creating the High-Performance
  Organization, Harvard Business School Press, 1992
• Parker, Glenn M., Team Players and Teamwork,
  Jossey-Bass, 1996
• Schein, Edgar H. The Corporate Culture Survival
  Guide, Jossey-Bass, 1999
• Stewart, KL, et. al., A Portable Mentor for
  Organizational Leaders, SOMCPress, 2003
• Stewart, Kendall L., Relationships Building and
  Sustaining the Interpersonal Foundations of
  Organizational Success SOMCPress White Paper,
  SOMCPress, March 11, 2002
• SOMC Executive Staff, Rules of Engagement Some
  Expectations for SOMC Leaders, SOMCPress, June
  2003

Visit www.KendallLStewartMD.com to download
related White Papers and presentations.
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How can you contact me?
Kendall L. Stewart, M.D. VPMA and Chief Medical
Officer Southern Ohio Medical Center President
CEO The SOMC Medical Care Foundation, Inc. 1805
27th Street Portsmouth, Ohio 45662 740.356.8153
stewartk_at_somc.org Webmaster_at_KendallLStewartMD.co
m www.somc.org www.KendallLStewartMD.com
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