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RETAILOBSERVER.COM MARCH 2014 46 I n most team environments, there is a completion phase to either the team or the projects assigned to it. When teams enter this phase, they are asked to withdraw the energy it has focused upon the assigned task and turn over the responsibilities for the maintenance of the change it has accomplished. The key purpose that teams should be attaining is the sustaining of change within the organization through the tasks and projects assigned to them. This assists organizations to align and mobilize resources around common goals. It is the responsibility of teams to bring this clarity to the organization. If they fail to do this, organizations will revert to older and less effective methods of doing business. This does not result in the sustenance of the growth of desirable factors nor will undesirable factors that impact growth be eliminated. This is important for leaders to understand because organizations will stabilize itself around the forces that create a status quo within it. When teams successfully implement their tasks and projects, they are exerting forces on the organization to adjust the levels or target values to induce optimal performance. When projects are not properly implemented and monitored, organizations will have a tendency to revert to the previous levels of operation. It is the responsibility of leaders to ensure that the team places processes and procedures that ensure continuing momentum be put into place. There are specific steps teams need to follow when completing their task assignments. When properly followed, the right balance of support and independence will be provided. REFINING PROCEDURES When projects and tasks are handed over to other teams, groups, departments and divisions for implementation, standards must be agreed upon so that performance procedures can be measured in the future. Sets of procedures are needed to check conformance of operation to measure performance against mutually agreed upon criteria and to monitor results against the planned benefits, especially in cost savings. HAND OVER At one point, the completed team project, once it is implemented and operational is handed over to an operational group within the organization. Resistance from the operational group can be experienced if they refuse to "buy-in" to the change or if they lack confidence in the work of the team. Both of these issues stem directly from poor communications between the team and the operational group. In one case the operational group was not sold on the change and team members failed to demonstrate the energy and enthusiasm for the changes they have created. In the other the operational group is insensitive to the level of commitment demonstrated by the team to make the changes. Another issue that leaders should be aware of is that it is not uncommon for teams to be reluctant to let go of their projects. Team members may feel that the project is not fully developed and completed, that certain "bugs" exist that must be eliminated or that the operational group lacks the sophistication or expertise to successfully implement the changes within the organization. This can be overcome by incorporating training of the operational group staff in operational procedures and practices and in complex situations, a phased transition, where parts of the new system are handed over, gradually increasing the responsibility of the operational group until they have assumed full responsibility. CONTINUOUS SYSTEM IMPROVEMENT Since the needs of the organization continually changes, it is essential that the system or changes designed by teams continues to address the organization's needs, especially in light of new ideas and available technology. Therefore teams must plan for continual systems improvement and establish channels to management for feedback and to elicit action. Initially teams can be responsible for the systems process review and reporting the results to management. Over time, the operational group can conduct the system review. This includes: • Determine if the process is working properly. • Determine if the process is being operated correctly. • Determine if the operational group has assumed ownership. • Identify any reservations the operational group may have concerning the changes. • Determine if the process or change is delivering predictable results. • Identify if the operating environment has changed and if changes or adjustments need to be made . RO Timothy Bednarz Team Training COMPLETING THE TEAM PROCESS Contact Timothy Bednarz at 715..342..1018 or at timothy.bednarz@majorium.com. Excerpt from: A Team's Pupose, Function & Use: Pinpoint Leadership Skill Development Training Series

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