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Harness the Power of Your ...
Harness the Power of Your Most
Valuable Resource—Your Workforce!
Process improvement approaches like
Six Sigma and Lean Enterprise have
worked wonders for countless organizations,
but in the drive for true excellence,
these approaches are only one important part
of the formula.
Building Engaged Team Performance
explains the next wave of business
improvement: driving breakthrough gains by
integrating process improvement with “the
people side” of performance.
Breaking new ground in the world of
organizational improvement, performance management
expert Dodd Starbird teams up
with Roland Cavanagh, coauthor of the bestselling
The Six Sigma Way, to present a system
for aligning and optimizing processes and
the efforts of any organization’s most valuable
Combining the principles from Total
Quality Management (TQM), Six Sigma,
Lean, and Socio-Technical Systems, Engaged
Team Performance helps you harness the massive
potential of human performance that is
not captured by process improvements alone.
Illustrated through real-life stories, Building
Engaged Team Performance offers a stepby-
step program that shows you how you
can more than double the productivity of your
business. The authors’ client examples are a
diverse group of transactional and manufacturing
organizations that have used Engaged
Team Performance to:
and save millions of dollars
decision making• Create realistic staffing models
for sustainable capacity
ownership of execution
Building Engaged Team Performance provides
the tools for building a superior system
that optimizes effectiveness of outcomes for
customers and efficiency of resource usage.
Never before have human performance and
process improvement been so closely linked in
a single, sustainable method. Catch the next
wave of business improvement with Engaged
Praise for Building Engaged Team Performance
“The Engaged Team Performance effort that we undertook has allowed us to
reshape our process from start to finish and improve both productivity and
the communication among multiple departments.”
Art Bacci, President & CEO, Principal Bank
“This book provides practical insights on building competencies of change
leaders throughout the organization.”
Dr. William D. Trotter, Managing Director,
Association of Internal Management Consultants (AIMC)
“By embedding these concepts into organizational culture, systems, and processes,
a group of individuals may become a winning team.”
Dan Bell, President, Canon Information Technology Services
“When I led a division at GE during the heyday of Six Sigma, process excellence
and team performance were both critical; yet they were considered different
disciplines, supported by separate infrastructure. Engaged Team Performance
combines and aligns the best of both, and it delivers even better
C. Lewis Fain, President, Mortgage Payment Protection, Inc.
“If your strategic vision includes words like growth, customer loyalty,
value creation, responsiveness, quality, expertise, partnership, accountability,
efficiency, or best in class, then Building Engaged Team Performance has to
be part of the foundation. Without it you’re just creating a house of cards.”
Rick Larson, CEO, VFD Technologies
Engaged Team Performance at a Glance
If all you have is a hammer, everything looks like a nail.
It's important to use the right tool for the job. This chapter will describe the key concepts of Engaged Team Performance (ETP), but we'll start by admitting that this tool set may not be for everybody. If you're a professional golfer, you may need to spend your valuable time reading other books instead of this one.
While a bit trite, the saying about the hammer and the nail is right on: sometimes people try to fit every problem into one tool set, and that doesn't always work out so well. Luckily, ETP is not just a hammer. It's a full set of performance improvement tools, shamelessly borrowed from the best thinking of the last 200 years, with concepts that have to be flexibly applied in different situations to drive optimum performance for teams. Most organizations can find great value in that kind of approach, but it's not for everyone.
Engaged Team Performance is the right approach for optimizing "production" teams—groups of people that share responsibility for delivering some kind of item to some kind of customer, whether in a manufacturing or a transactional or service environment. Production teams can create tangible products—say, manufacture a checkbook from a printing line or produce a can of beer from a packaging operation—but they can also produce softer yet just as critical deliverables such as process a claim, serve food at a restaurant, design a marketing campaign, or score points in a basketball game. When you think about it, teams produce almost everything. With such a wide definition, most groups of people in most organizations fall within this description, but there are certainly some "individual contributor" roles that don't fit the approach as well as others. You'll have to decide how well the description fits for your particular business or organization.
So while a professional golfer may not be the best team example, perhaps you remember the U.S. Olympic men's basketball team of 2004? The team of young NBA All-Stars probably had the 5 most talented players out of the 10 men out on the floor for almost every minute of each game that the team played in the tournament. Every team it played against was hopelessly out-classed. And there were some fantastic dunks, blocks, and other individual performances as Team USA lost to Puerto Rico, Lithuania, and Argentina on its run to the bronze medal. Ouch.
Determined to put an end to these recent failures, USA Basketball has changed its philosophy and has looked to field complete teams instead of piecing together rosters of NBA All-Stars at the last minute ... USA won gold ... at the 2008 Summer Olympics with a dominant performance. (en.wikipedia.org/wiki/United_States_ men's_national_basketball_team)
Basketball teams may need ETP. Work teams at companies certainly need ETP, in manufacturing as well as service industries. Hey, maybe even a golfer and her caddy count as a team too? All teams can benefit from Engaged Team Performance!
Engaged Team Performance is all about:
* Capable processes with efficient flow
* Focus to deliver consistently on critical customer requirements
* Visual and available data for immediate decision making
* The right staffing and resources for sustainable capacity
* Deep personal skills and knowledge, supported by a long-term development plan
* Standards and accountabilities for both team and individual performance
* Team (not individual!) goals and incentives for team success
* Fluid Form organization with norms to support collaboration and flexibility
* Strong, yet engaging, leadership that lets the team own the execution
Integrated in a mutually supporting way, the above attributes help organizations to vastly improve their results, both in effectiveness of performance for customers and in efficiency in use of resources. The approach draws upon a core understanding of customers' needs and requires strong, proactive leadership.
Many readers may recognize core components of other methodologies in Figure 1-1; people who "grow up" under certain systems tend to put everything new that they learn into the context of the things that they already know, just like the saying about the hammer and the nail at the beginning of this chapter. So if you're looking at this and saying, "This is just [my favorite approach] done right," you're probably correct to some extent, but you'll see as we proceed that it's quite a bit more.
Like many of the methods such as Lean Six Sigma that came before it, Engaged Team Performance is not all new. The approach draws heavily from other theories, methods, and tools. But it drives breakthrough gains in results that none of those prior methods can claim to have consistently attained. The secret is that ETP is a combination of great work from W. Edwards Deming's Total Quality Management movement, Motorola's Six Sigma, and Taiichi Ohno's Toyota Production System (the precursor to Lean Enterprise), with key ideas added from pioneers in employee engagement like Peter Drucker in Managing in the Next Society, Jack Stack in The Great Game of Business, and James Belasco and Ralph Stayer in Flight of the Buffalo.
In many ways, Peter Drucker predicted the advent of the ETP approach, emphasizing the critical role that "knowledge workers" would play in the future economy. While he envisioned many of the important differences and future trends, Drucker was more effective in strategically presenting the challenges in managing the work of the future than he was in tactically identifying specific solutions. Nevertheless, his work was foundational and inspirational for the consulting industry that he developed, and many of us owe more to him than we know.
But there are also newer theories that are key to the ETP approach, such as Ord Elliott's theory of Fluid Form organizational design. In his book The Future Is Fluid Form, Ord says that Fluid Form is about flexing to have "the right people in the right place at the right time." The book describes the value of reducing hierarchy and engaging employees at all levels to make decisions and move themselves to the point of optimum impact at the right time.
We would like to strongly acknowledge the influence that Ord's Fluid Form approach has had on our development of Engaged Team Performance; in fact, you can probably already sense that our ETP approach is really a tactical, focused adaptation of a Fluid Form business operating system designed specifically for departmental work teams. We'd certainly encourage our readers to read Ord's book as well.
As we proceed, we will briefly discuss the history of process and performance improvement. Engaged Team Performance powerfully combines great process improvement methods with strong teamwork and performance management concepts. While we will demonstrate that the recent widespread adoption of process improvement approaches has resulted in some outstanding breakthroughs in efficiency, the point of this book is that current productivity gains are only the tip of the iceberg. When process and performance improvement are combined, the results are more than doubled.
After illustrating some of the challenges in typical organizations, we'll demonstrate the steps to achieving Engaged Team Performance using the Group Proposal Services (GPS) example that we introduced in the Prologue, as well as highlighting some other stories from companies that have implemented the approach too.
The eight-step ETP deployment process is:
Excerpted from BUILDING ENGAGED TEAM PERFORMANCE by DODD STARBIRD. Copyright © 2011 by Implementation Partners LLC. Excerpted by permission of The McGraw-Hill Companies, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Prologue: The GPS Story
PART I Engaged Team Performance, What and Why 1
Chapter 1 Engaged Team Performance at a Glance 3
Chapter 2 "As the Pendulum Swings"---A Brief History of Adventures in Business Improvement 9
Chapter 3 From the Outside In: Understanding the Customer Experience 25
Chapter 4 Individual Goals: What You Measure Is What You Get 31
Chapter 5 Is It Process or Performance? Both! 45
Chapter 6 Changing Process: The GPS Story and the Power of Lean Six Sigma 61
Chapter 7 Power to the People: Facilitation and the Cycle of Change 77
Chapter 8 The Right Performance Metrics: Effectiveness and Efficiency 97
Chapter 9 Team Goals 117
Chapter 10 The Fluid Organization of the Future: Making the Transformation to ETP 129
Chapter 11 Expectations, Rewards, and the Motivation to Excel 143
Chapter 12 The New Age of Collaboration: New Paradigms in Organization and Competition 153
PART II Deploying Engaged Team Performance within Your Organization 161
Chapter 13 Eight Steps to Deploying Engaged Team Performance in Your Organization 163
PART III The Path Forward 187
Chapter 14 The Role of Senior Leadership in Enabling Engaged Team Performance 189
Chapter 15 Breakthrough: The Future of Engaged Team Performance 211
Appendix: The GPS Case Study 217
Posted February 10, 2012
The authors of Building Engaged Team Performance give the reader both the literal tools needed to implement change and also the intangible ones which can prompt an entire organization to make change a reality. Throughout the book the steps and concepts discussed are explained thoroughly with the support of stories, including a case study of The Principal Financial Group’s Group Proposal Services (GPS) sales team, which underwent an ETP transformation and continues to deliver game-changing results.
The ETP approach builds on the foundation of the Lean Six Sigma approach, as is evident throughout the book, and the authors explain how those steps are essential to the entirety of the ETP approach. This allows readers to close the back cover with the confidence that Engaged Team Performance can mobilize their process and people using a combination of group concepts and correct metrics to efficiently and effectively to drive collaborative behaviors in their work groups.
Posted March 28, 2011
No text was provided for this review.
Posted March 12, 2011
No text was provided for this review.