Managing and Creating High-Performance Teams for Career and Company Growth Series | Ray Manning | Skillshare

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Managing and Creating High-Performance Teams for Career and Company Growth Series

teacher avatar Ray Manning, International Executive and Entrepreneur

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

5 Lessons (32m)
    • 1. Managing and Creating High Performance Teams

      2:46
    • 2. Course &Course Series Intro

      9:08
    • 3. Personal SWOT

      6:58
    • 4. Team SWOT

      7:20
    • 5. SWOT Secret Sauce = Value Add

      6:02
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About This Class

Being recognized as a successful and competent team member and team leader is an essential skill for career growth and an indispensable skill for company success and growth. 

This course will serve as a resource for anyone involved in teamwork, from a novice to an executive responsible for more than one team. Teams of all types, from product development to sales or accounting teams together and individually grow and enterprise to it's highest potential. 

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Meet Your Teacher

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Ray Manning

International Executive and Entrepreneur

Teacher

Ray Manning has over 30 years experience creating and managing Sales and Engineering teams, in both the Domestic and International markets for Fortune 100 to SME sized companies. 

As a Global VP for a division of one largest technology companies in the world, he developed teams in North America, APAC, LAD and EMEA.  He has been part owner and a senior executive of regional technology, construction and financial services  based startup companies. 

No matter the size of the enterprise, he believes that all growth and success comes through leadership, investing in the development and a positive strength based appreciation*of individual contributors and teams. 

Ray is also a founding member of the John Maxwell** Team certified to facilitate, spe... See full profile

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Transcripts

1. Managing and Creating High Performance Teams: 2. Course &Course Series Intro: welcome to managing, creating high performance teams. This is part of the essential skills Siris for career and company success. Now buy a Siri's. What I mean is, what we're going to do is build on a foundation foundation of where you are today, where your team is today, and then we're gonna add additional skills and a set of practices that you may want to accomplish. Now, you can skip around if you want, but we're gonna be rolling these out one by one. And like a building block fashion. So the course country concentration, which means all the courses together, will develop current state of awareness for where your team is and where you are. We're gonna work on how to do planning and setting goals for the future. We're going to deal with how to manage change if you're going to set goals. It means change, and people love change as long it doesn't affect them. So we're gonna help with how to handle that and make it successful. We're going to deal with how to design assignments so they're attractive and encouraging to people. We're gonna talk about how and when to delegate for career growth And so you have some a path to career growth for people on your team. We're gonna show how to apply assertiveness without becoming overbearing and becoming that boss that nobody wants to work for. We're gonna talk motive about motivation and inspiration. They're hooked together, but they're not the same and, quite frankly, that the one that you want to get to is inspired team. We're gonna talk about coaching, mentoring and teaching skills. Each one has a specific defined method that should be used when they're applied. And the reality is there not all the same. We're gonna go to each one individually in the timing to use them and how to use them effectively. Very important, we're going to talk how to appraise and praise and or correct performance reviews. We're gonna talk about managing careers As a manager. You need to manage your own career. Where do you think you want to go? Where do you want to get to? What letter do you have up against which wall but also within your team? Managers are looked very favorably when they have retention and promotion within their teams. So it's a concentration that you should focus on. So who is this course for? Well, it's for anyone who is currently managing a team. It's for people who aspired to be a manager. It's for senior executives or managers who manage multiple teams, but they're looking toe way to refine their management skills. It's also for business owners and their management team leaders. What type of department managers of all types of teams sales, product development, finance, marketing, customer satisfaction, human resource is operations, production administration. This is a very, very important skill for anyone who touches the people in your company. So who's gonna leave this course? Well, it's gonna be May and I introduced myself in the intro video if you saw it. But my name is Ray Manning. I'm bringing together over 30 years experience in creating and managing teams of various types at match global sales teams, sales, engineering, development teams and I've also managed startup, an acceleration of different sized companies. I've worked both in the domestic and international markets. That means a media, a pack, Latin America and all of North America, and I was global vice president for the division of the second largest technology company in the world. I've been a partner and executive in small to medium sized companies. So I understand the different dynamics and what you have and don't have his tools and what you have and don't have his advantages. I have a unique perspective because I've also been on the buying side of transactions, and I'm also a certified business out analysis, and I've done this for multi $1,000,000 projects. I have a mantra mantra is real simple. No matter the size of the enterprise. All growth and success comes from leadership and the development appreciation of individual contributors and teams of seeing this consistently over my career. I've seen good managers come in and manage bad teams into great performance, and I've seen bad managers come in and create whole organizations enough to turn the whole organizations in the chaos. So most of us think visually. And for that reason I'm not gonna set this course up where you're watching me talk and basically give a lecture. We have to watch my lips move on a computer screen instead. I go by this, I hear, and I forget. I see, and I remember I do, and I understand. So I'm gonna take this to heart because I believe that my whole life, with all the teams I've managed as well and when you are managing global teams, you're doing a lot over the phone so people don't get to see you talk. So I hear and I forget. That's pretty foundational. How many conversations can you write? Remember how many movie scenes, though, Do you remember how many events in your life do you remember visually? And the thing to build on is to do so when you have to exercise something, you actually demonstrate your understanding of it. So I'm gonna have a number of visuals. The anchor points. We're gonna have work exercises and I'm gonna have forms. I have forms attached to the class project for this session. And I'm gonna walk you through those individually and hopefully you'll be able to take those to heart and use them in your daily work today. It's always important to know the why why would you take this class? Why would it make sense to you? I've seen this all too often. This cartoon to me almost isn't funny. And it basically says if we don't change it all and something magical just happens. You can see in the back based in financial terms. Everything's going wrong and they just want to sit there and wait. You have to be active. You have to be active knowing what you need to dio and as a manager. You do that by recognising the individual talent that you have in your team. You may be looking at individual talent throughout the company, or you be may looking at individual talent to bring into the company. But you have to be able to recognize that unique individual, that unique person, that qualified person, that person would drive the person who fits into your team. So what you're looking to do is you're looking to piece together a team for peak performance. Now, if you're a senior manager executive and you have multiple teams, this applies as well. The teams. If they do work together, you have to set up a team dynamic and know what to do at which new they do that which level . But the main point saying here is you need two pieces together, you can see the lady in the forefront. She's being analyzed to being pieced into this team So what do I do now? What you have to do first is you have to do don't determine your as is, and you determine that path to the to be. This is something engineering uses in what they call root cause analysis. So what we're going to do in this first course is work on what's called a SWAT analysis. Now, before you, you see just a back of the envelope in this, in this case pack of a napkin sweat analysis. It's pretty simple, but amazingly powerful, and it's used all over the world. You have four quadrants that you're going to be dealing with. And if you recognize the S is strengths right in the upper left hand green. The W is weaknesses. He always opportunities. And the tea is threat. Sweat, you'll notice. On the left hand side, you'll see this internal issues you're looking at and then external, and we're gonna go into those definitions and how to identify them. I'm also going to identify how to use this for your own career, to see where you sit in the company where you may want to go now. You also notice last there's two areas and one goes helpful. One goes harmful strengths, air helpful opportunities, air helpful weaknesses can be harmful and threats just has its own connotation can be really a threat and can hurt. So we're going to go through that. And that's kind of what's gonna be part of this session. I am sorry this course session and we'll move from there. And if you're ready, you could move the next step or if you need, take a break and you take these as you wish. So thank you much for joining, and we'll see in the next time. 3. Personal SWOT: welcome back. And I know we all remember that what we were gonna work towards is creating the SWAT analysis. The first thing when you do is determine the as is that way we know the path to the to be what are in states gonna bay. And I know we all remember that we're going to start out with a personal SWAT analysis we're gonna learn by doing. We're gonna get you right into the class project. We're gonna have you filling out some forms and writing some notes and creative thinking and goal setting and visioning. So what I have prepared for you is this form that you're seeing on the screen is attached to the class project and it's called personal SWAT analysis. And you can download this and you can fill it out Now you don't have to use the form itself . It's just toe go ahead and job thinking so you can use a big enough paper. Do it online. It can be excellent, absolutely massive. But let's go through it. So as a SWAT analysis, what we want to do is we're gonna go ahead and help you to exercise, to manage and to look at your weaknesses and your strengths, and we're gonna have you take advantage of your strengths and potential opportunities. And we want you to use this as a business tool to grow. Okay, now this is a tool. This is not to be you being overly modest or overly self critical. You got to be honest with yourself. And one of the ways to do that is to share this information or ask for information from others. I use my wife. She's brutally honest, but also one of my best encourage er's. So let's start over here where we're talking about your strengths. So some of the questions are What do you do? Well, what do you do better than others? What unique skills and talents do you have? List them, know them? What do others see is your strengths. That's one of those questions you ask. Others. What have you proud of? What do you really like about yourself and what do you do it? Enjoy doing in your job and you can expand that in other areas as well. Now, as long as we're looking its strengths, we're gonna look a weakness is now. Remember, this is all internal. So it's you in your job. Negative. What? Your weaknesses. What do you think you could do better? What do you avoid? You avoid conflict. You avoid conversations that may be uncomfortable. Devoid your boss ready to have less skill or talent than others? What do you need to find to grow what Ares others likely to see as your weaknesses. There is one of those questions for others. And what do you need to face up to and they facing up to something? It could just actually be a fear. Is there something that you're just afraid of? Maybe not. But the idea is to get it down on paper and to look at it. Now, we're going down to external now. By external, it means outside your team could mean outside your company and was starting with what opportunities are out there for you. What trends could you take advantage of? What strengths could you turn in opportunities And what is going on locally that you could capitalize on now by locally could be something going on your company? Is there a new job? Or maybe just a new assignment coming up for you or your team that you could volunteer for , that you could walk in and show him what you could do and how you could do it. Are there threats out there? A simple threaten. A big corporation is called the Riff, which means reduction in force. Is your team valuable enough that the company couldn't do without you? Could your boss go ahead and articulate and your boss's boss? If that's your structure, articulate how important you are to the group? What your competition doing in this case competition could be just other teams. Other managers. What threats or weaknesses expose you to? What obstacles do you have coming up? What new things? These aren't the only questions, but I can tell you, if you can answer these, you'll have a good foundation for a personal assessment. But I'm gonna add a 2nd 1 for you. This is also in the the Projects holder, and this is a personal career SWAT guide. So it actually goes ahead and talks about your growth areas, your weakness areas and what you need to do. So we'll start what professional qualifications and certifications you have to make you stand out for the rest in other words. Are you investing in your education? Your expertise in some area? Make a difference to the organization. What do you know how to do better than others? What project in campaigns have you completed successfully? You need to be your own best cheerleader in witnesses. Wick Weaknesses. Do you have the necessity, the necessary skills and qualifications to be successful, or the things you should be investing in? Maybe your company would support you financially, but if not, it's something you maybe one invest in. Do you have any bad habits? For example, being late poor communication in different reporting? Are there any significant changes and investments in your industry that you can take advantage of? Maybe it's just within your company. Are there new technology or industry trends that you can use in the future? Is a new position advertised in your company that matches your skill set? Or did a some position become vacant that you could know about are gonna become? Is one of your peers doing a better job than you in a similar role? Are both of you fighting for the same position? Are your personal traits hurting your career advancement? So these types of questions that maybe you've asked before. But maybe you haven't. And if so, I want to provide this guy so you can take this first part of our course just assessing yourself. Knowing yourself is much more important right now than trying to apply this to your team, because once you know this, you'll know how to apply it to your team more successfully. Some people can get really wrapped up in making this complex. So let's quote Albert Einstein, he says. Geniuses making complex ideas simple, not making simple ideas complex. He then says, If you can't explain it simply, you just don't understand it well enough. So how do we apply this when you do the report? When you put this together, sit down with people who you trust and go over it with him and see how easily you can explain it to them. If they understand in a forthright manner. Good job. If you have to keep re explaining, we're putting more thought to it. You need to go ahead and to try to simplify it better. Okay, that's the end of the module. See if you're ready to move on or take a break, and the next one will talk about team. It's what 4. Team SWOT: we're back, and this time we're talking about the team swat and just before we're using it to define the as is where the team is to determine a path to the to be first, I want to introduce you to somebody. His name is Marcus Lemonis. He's a self made billionaire entrepreneur, and he Betty bases his success on a principle, and the principal is people process and product. Here in North America, he has a show called The Prophet, and what he does is he puts his expertise and his money into various industries to see whether they can grow to the amount that he believes they can, which is usually extremely successful. Now, through his three p mantra, he analyzes every business by the quality of the people. No matter if they have an excellent product or a relevant product, or even the best possible processes efficiency and creating and delivering and selling the product. He bases his almost his whole analysis, the foundation of his analysis on the people, and that's exactly what we're doing in this SWAT analysis. We're analyzing ourselves and ran analyzing the people that we work with, so as we said, we're gonna learn by doing. But first I want to make sure that you're not just trying to keep this in a form that isn't usable. So make sure you're using a lot of notes, a lot of writing, using mind maps, if that makes sense for you, if you're familiar with that, and also make sure that some form that you can share with others later and we'll talk about that later. Okay, so you have this form in a printable format, both inward doc and pdf in the class project section, and we're gonna do is walk through it today. Now, these are not the Onley questions you can ask, but these are the foundational ones and get you started. Add your own. Make this your own. So again, we're asking you not to be modest about your team or overly critical of the team. For maximum impact, answer the questions honestly and think about it from your perspective and also from those around you, such as your boss, co workers, people who rely on your team. So again we'll start with the positives strengths. What did your team do? Well, what is your team do better that other teams, and they have to be doing the same thing. Just known for your efficiency. Or you're getting things on time and predictable results. What unique skills and talents does your team or specific team have? From here? You can look it as a unit and his individuals in the team SWAT analysis. You're gonna start to name naming names, and then you may want to break down a meeting with them to have them go through their own personal SWAT analysis with your assistance. What do others see is your team's. What do you like about your team and or make you proud of your team? That's the one of my favorite ones. What do you proud of? And do they know it over in weaknesses? What did your team do better is usually something we all need to grow. What do you do? Avoid having your team do, or what specific team members avoid that they should be doing. That's a powerful question. Where do you have less skill or talent than you need for specific team task or assignment? That means they're gonna grow the team invested somebody's knowledge, er, maybe if to bring somebody new in what are others likely to see as your teams weaknesses? This is one of those places where you should go ask questions of others to get the honest report. What do you need to face up to? What is the specific team members named to face up to a quote I like is the conversation conversation you may be avoiding? Maybe the exact conversation? Most important, tohave. So this is the internal port. The second part of it, the external part opportunities. What opportunities are out there for your team? Maybe taking on new responsibility may be assisting somebody at a higher level, maybe giving your team exposure or team members exposures to specific managers or executives. What trends could you team take advantage of? Is there technology that could make them more efficient? Is their processes that they need to, ah, take? Take advantage of what strength could your team turn into opportunities where they really good at? Are they good at public? Speaking of the good a communication should you get him out there, train others. Making your team visible makes you more visible. What is going on your company that your team could capitalize on other acquisitions is their growth. New products, new locations, threats? What? What threats could harm your team? I mentioned in the last session. Riff reduction in force. Are you valuable enough to the company? Effectively? Can't do without you what your competition doing? That doesn't necessarily mean on the outside. It means Do you have other teams that are trying in envelope into your job? What threats or weaknesses are exposed to your team? What obstacles you team have coming up? I want you to see this and understand it. Just knowing what to do and not doing is the same is not knowing what to do. This is used by a speaker named Robin Sharma. Somebody told me it's actually a Chinese proverb. The reason I bring this up is while you're going through a SWAT analysis, sometimes what we do is we put down what we know. We should do that where we know they should be doing that. But if it's not doing it is the same, is not knowing it. Okay, I want to remind you that we said Let's get this in some format that you can share with others. I was very serious about that when you do the SWAT analysis. This could be an amazing tool for you to use with your team. Use with your management and use when you're trying to get other resource is other words. You have shown that you have taken the time to be a strategic and critical thinker. It's not just your impression and your gut. You've actually gone into an analysis, a self analysis and a team analysis and a company analysis and opportunity analysis so put in a format that you can use and share. In this case, I'm saying a book, but maybe it's a presentation format. Maybe it's a power point that you do with wants and needs for your managers. Maybe it's just end of quarter review from my background every single quarter, every three months we had do it was called the Q B R Quarter Business Review. That's where we went over everything from financial. Too personal, too needs to forecasts toe what we were going to do and what we needed to get there. At the end of the year, we dissected the whole business, including forced ranking. Now our fourth ranking means is we looked at individuals how they performed That shouldn't be done in the spur of moment. That should be done all year long and should be done credibly in something like a SWAT analysis. Okay, lets see. End of this module. If you're ready to move on, we'll have one more. Or you could just take a break. Thanks for joining. 5. SWOT Secret Sauce = Value Add: again. Welcome back. We've completed the personal and the team. SWAT. So what's next? Well, how about the secret swat sauce? Well, for us here in North America, many of the restaurants, especially fast food restaurants, try to indicate that the reason that tastes so good is there's a secret sauce. Well, in business, we have a different term. We call it the value add. So we're gonna take these two products. We're gonna take these two processes, and we're gonna add huge value to them. So what are the next steps for SWAT analysis and review at least once a year? Have a strategy session review process that begins with a SWAT meeting and SWAT review. Now, maybe you want to do one next quarter, so you get a little momentum going. Get your key people together and develop bullet points. Keep notes and keep the discussion open. Have everybody digest the results of the SWAT and consider the responsibility you have is a manager or an owner Work on a system that combines ownership responsibility with participation and teamwork for everybody involved in the in the swat optimize the swat. Remember, What we're looking for here is huge teamwork. Almost where you know, two plus two equals five type concept. Share the optimize SWAT, which is the one you've completed with your managers and all the renewal of your team. You're gonna develop a strategy. Keep in mind that strategy is nothing more than focus and remembering the long term consistencies and priorities given. Give the team time to develop the strategies they need to put in place specifically and get down to tactics. Tactics already do this today. I need this done before this happened. This depends on this happen and then even put in programs that people learn with or that you follow keep everybody involved and focused on the priorities and look for concrete, measurable, detailed specifics. Make sure that everything important is measurable and that the measurable is embedded into the plant. If you can't track it, then you won't be able to manage it later. And a later course we're gonna introduce the smart methodology of gold setting with a quick review of the smart technology. And I'm sorry Smarth methodology in the next life schedule regular implementation and plan review meetings, give them dates and give them importance from the beginning. Make this schedule Very specific riel, dates and times. So every team member knows ahead of time as an example, like the third Thursday of every month that we're gonna meet. And we're going to go over this and with their responsible to bring and what others are responsible to bring. Review the plan versus actual results. Remember, we talked about the as is and to be root cause analysis, analysis. So what we're actually saying is this is what we planned. This is what happened. Then you do a replant. Maybe you can accelerate the plant because you did better than you thought. Talk about why actual results are different from what was planned. There always will be and what should be done about it. Sometimes what should be done about it is rewarding people for things that happened much better than you hoped for. Make sure that those review meetings happen. They have to be important. And to be important, you have to have somebody of importance there. Make sure you don't delegate them off or have them delegated off just to the team that just get them done. They'll treat it like you treat it. If the review meetings fall apart, so will the plan. And a SWAT analysis will have much, much less value to you. So, as I promised, a smart goal methodology. What does it means? It means specific, measurable, achievable, realistic and time bound. As I said, we're gonna have another course about this where we'll just talk about this product and methodology individually but specific. What is the specific task? What is somebody gonna do? When are they gonna have it done by or what are the different increments? There's a thing called a Gant chart, which you may want to look up, which is a very interesting system to go ahead and look a dependencies and on different items as they need to get done. Is it achievable? Is the task feasible? If the person who is being assigned the task can't see a clear path, it's gonna cause more stress than it's gonna cause performance. So the idea is to talk through how achievable it is and is it realistic? Other sufficient resource is available now other people use. Also, is it relevant by relevant they mean does it make sense the team or the company goals you could decide which one we can use later, but the biggest one is time bound. In other words, what specifically s measured by what is gonna happen by X y z time? So just a real snapshot of what we're gonna be doing and show how we get things down to a measurable results. Here's what you're doing. You are creating the future state. You're creating it on paper so it can be a map. And if you don't have a map or a blueprint, especially a brew print type, you won't get there. You're saying, Here's the future. I'm starting it today. You're creating the to be for yourself and for your team and for your company. You could effectively be changing the company culture forever. For the positive. For you, the sky's the limit. Take this foundation that you've learned and make it your own Looking forward to see you in the next course