Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams
    Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams
    Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams
    Ebook145 pages1 hour

    Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams

    By Stefano Bini and Lysha Albright

    ()

    Read preview

    About this ebook

    Change, rapid change, is the new norm. And change is hard. In most organizations, change comes down to redesigning processes and, often, culture. This is true whether you are asked to adopt new technology or find a way to do more with less. But Lean is complex, Agile is harder, and similar change management strategies may be overkill for the task at hand. So: what do you do?
    In this book, we describe TES, the Team Engagement Strategy, a deceptively simple methodology that enables teams to identify and implement effective change rapidly from the bottom up. No need to engage the C-suite or bring in consultants. TES requires few if any new resources, does not rely on endless data analysis, changes culture towards one of cooperation and collaboration, and the only training you need is in this book. What’s there not to like?
    LanguageEnglish
    PublisherBookBaby
    Release dateDec 1, 2016
    ISBN9781483583297
    Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams

    Related to Tes

    Related ebooks

    Management For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      Aim For The New Frontiers Of Work

      Sep 25, 2021

      Aim For The New Frontiers Of Work
      9 min read

    • Article

      Embracing A Culture Of Care

      Apr 20, 2022

      Embracing A Culture Of Care
      5 min read

    • Article

      Getting To Grips With Automation For Your Small Business

      May 9, 2021

      AUTOMATION within a business is a contentious topic and often perceived negatively, as it is associated with replacing people with machines and rendering certain skills obsolete. The unease with automation is heightened within the context of South Af

      2 min read

    • Article

      Breaking Down The Silos

      Sep 11, 2020

      In our current business environment – the flexibility and digital connectiveness of Covid-19 aside – successful organisations are finding unique ways to champion internal communications, shared departmental responsibilities, and ultimately better col

      7 min read

    • Article

      Building An Engaged Workforce

      Mar 21, 2021

      COVID-19 and the related events of the past year have hit businesses harder than ever before. Not only have profit margins taken a severe strain, but companies are facing unprecedented Human Resources (HR) challenges of decreased employee engagement,

      1 min read

    • Article

      'Values Create Value'

      Dec 23, 2017

      'Values Create Value'
      4 min read

    • Article

      Sexually Harassed At Work?

      Feb 4, 2022

      Sexually Harassed At Work?
      4 min read

    • Article

      The Art Of Forgiveness

      May 18, 2022

      The Art Of Forgiveness
      5 min read

    • Article

      The Rules Of Remorse

      Jan 13, 2022

      The Rules Of Remorse
      2 min read

    • Article

      Workplace 2020: It’s All About Trust

      Jan 16, 2020

      Brian Kropp is the vice president of research for global research and advisory company Gartner’s HR practice and has developed a list of predictions and trends for United States workplaces for 2020. It includes, for the first time, seeing more than 5

      5 min read

    • Article

      Family Governance Starts With Affinity

      Jun 3, 2022

      Family Governance is not a buzzword. It has global economic relevance. Stellenbosch Institute for Family Governance, by SFO, partners with Stellenbosch Business School to pilot AffinityLab;a family focused research incubator to nurture and stimulate

      2 min read

    • Article

      A Theory of Workplace Anxiety

      Sep 1, 2018

      A Theory of Workplace Anxiety
      9 min read

    • Article

      The Advice Starts RIGHT HERE!

      Mar 15, 2022

      ‘An inability to embrace success can lead to low mood, burnout and low self-worth,’ says confidence coach Olivia James, ‘but the benefits of recognising it are profound, creating a sense of innate self-esteem.’ Learn how to celebrate your successes o

      1 min read

    • Article

      Harnessing The Power Of Disruption

      Jan 1, 2019

      IN THE FACE OF INDUSTRY DISRUPTION, business leaders often present themselves with a false choice: Should they cling to the stability of their legacy business and risk missing new opportunities? Or should they abandon the legacy model in a proactive

      5 min read

    • Article

      The Upside Of FAILURE

      Jun 17, 2021

      The Upside Of FAILURE
      7 min read

    • Article

      How The Architecture Industry Can Protect Mental Health?

      Apr 23, 2023

      AR: COVID-19 has brought upon new challenges. How have client demands altered work-life balance? Angelina Pillai (AP): Mental health challenges across the construction industry are rampant. Its prevalence is gaining momentum more publicly as industry

      8 min read

    • Article

      Boards Want You!

      Mar 24, 2019

      Boards Want You!
      3 min read

    • Article

      We’ve Seen The Future

      Aug 12, 2020

      The future of work arrived out of nowhere, on the back of a once-in-a-century pandemic. Team dynamics got challenged as members dealt with illness, trauma, and crisis. We’ve all been forced to rapidly and radically adapt to new working norms. The Fer

      4 min read

    Related categories

    Reviews for Tes

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words

      Book preview

      Tes - Stefano Bini

      Africa

      INTRODUCTION

      You get called into a meeting. The senior executives have decided to make a course correction in their strategy. You are asked to bring down cost, increase efficiency, and improve quality. You will not have increased financial resources, a data analyst, or new hires. You have heard of multiple change management methodologies such as Six Sigma, Lean, Emergent and Agile but they seem a bit too complicated and perhaps more than you really need for the task at hand.

      What do you do?

      You read this book. We think we can help! More specifically, we think TES can help. TES takes elements from the most effective change management and organizational design theories of the modern era and simplifies them while adding a few new ideas. The result is a streamlined, efficient tool that teams can use without any prior training, additional resources or for that matter, C-suite involvement. Over and over again we saw our teams rise to the occasion and deliver results that had escaped them in the past, sometimes for years. And then continue to improve! We describe one such success story in excruciating detail in this book with the idea that it will answer any question that might arise when you implement TES with your team.

      So what’s in the recipe? Here are some of the key ingredients, with a more detailed discussion for interested readers in chapter 1.

      From several theories we borrow the idea of sourcing the solutions from the front line staff. We add the concept, however, that the leader of the process does not challenge the team’s collective wisdom with data. That is, we make no effort to test the team’s assumptions. From Agile we borrow the idea of empowering the team to prioritize which solutions to implement, as well as the idea of placing the leader in a support role rather than a directive one. From the constant quality process improvement models, we adapt the idea of the team iterating their solutions until they achieve their goal, although we tweak that idea quite a bit because we feel the original model can lead to change fatigue. To these elements we add several new ideas of which two are key concepts. The first is that rather than being reactive to failure, the team must be proactive. We ask the team to ensure that members are reminded of the protocol changes they have chosen to implement before they happen. The idea is that an ounce of prevention is worth a pound of cure. The second is that we do not gather any process data. None. Ever. No weekly reports. No punitive charts. No collection of fundamentally inaccurate and statistically irrelevant data. That’s about it.

      So far so good. But if that’s all there was, we might not have bothered with writing a book about TES. What is really interesting is what happens as a result of using TES in the workplace. Over time, the methodology itself fosters a mindset that enables a team to learn how to optimize sub-optimal processes on their own with little direction. The teams literally learn to adapt to their changing environment, a concept previously applied to organizations that can respond nimbly end effectively to changing markets. We term this ability of a team to self improve adaptive capacity. The outcome of using TES is a workforce that is engaged and sees itself as a team that acts to constantly optimize how it does what it does.

      That’s worth writing about. We hope you agree.

      Stefano Bini, M.D. and Lysha Albright, Ph.D.

      "In the struggle for survival, the fittest win out at the

      expense of their rivals because they succeed in adapting

      themselves best to the environment."

      -- attributed to Charles Darwin

      TES: A QUICK SUMMARY AND A LITTLE BACKGROUND

      So what is TES, exactly? TES is a protocol. As described in more detail in Chapter 3, the Team Engagement Strategy (TES) comprises seven steps:

      Figure 1. The Seven Steps of TES

      As we mentioned in the introduction, this methodology may look relatively unremarkable, in parts familiar, and something that fits right in with many of the process change protocols you may have seen in the past. However, we believe there are a few key differences:

      1. We require that the leader not come up with the answer. The goal yes, the boundaries yes, but not the process, or the how. The change items should be organically conceived and driven by the team. Crowdsourced if you will. This democratization of power is at the heart of modern change management strategies but nonetheless quite challenging to do for most leaders (see page 19).

      2. We assume that the folks on the front line of any process have important insight. That they know and understand what prevents them from getting their work done. We believe that if given the opportunity to solve those problems, change happens quickly and persists (see page 16).

      3. We suggest that a team is more likely to be successful if managed proactively. We believe in managing change before it happens, rather than retrospectively. This is why we have created the role of the conductor, the person who makes sure that all process checklist items happen on time every time (see page 21).

      4. We do not collect data about the process itself as it unfolds. None. We argue it is wasted effort that does not move the ball forward. We argue that in scenarios where change has to be rapid and autonomous, data collection is counterproductive. One visual we like to use is that of a train station. We argue that you should keep your eye on the train that is still in the station and make sure it has everything it needs to leave on time. There is little value in trying to understand why one train left late a week ago. It’s gone. It’s not coming back. The only data point that we pay attention to in TES is the goal which the team has set for itself (see page 39).

      We are not under the illusion that effective change does not require effort. Indeed, TES requires a heavy investment of time in the beginning stages. Early on, there is a lot of talking and not much doing. This can be frustrating for many leaders who may feel like they know exactly what needs to be done and do not value the discovery phase of TES. TES is much simpler than Agile, Lean, or Continuous Improvement Initiatives, but it does require work up front. Think of it as an investment. However, this investment is not in a training program or management initiative, but an investment of time in your team. The upside is a quick, efficient implementation phase, happy and engaged team members, and a workforce with adaptive capacity ingrained in its

      Enjoying the preview?
      Page 1 of 1