Your Profit Team A Guide to Getting Started

1. Your Profit TeamA Guide to Getting Started Slide Source: Lisa Holden Penn State Dairy Alliance (814) 863-3672 lah7@psu.edu

2. A Guide to Getting Started • How a team works? • Phases of Team Development • Role of the Facilitator • Monitoring data for the team • Questions • Mini-Team Meeting

3. Good Teams Have • 4-8 core team members • Regular, scheduled meetings • 1 to 1.5 hours in length • Written, shared agenda • Structured format for operation • Focused, productive discussion • Systems for monitoring progress/performance

4. Forming Storming Norming Performing Ending Stages of Team Development

5. Stages of Teams, con’t • Forming – Anticipation, commitment, positive feelings • Storming – Disagreement, uncertainty, negative feelings • Norming – Some level of accomplishment,, positive feelings – sometimes stop here. • Performing – Positive challenge, learn, grow, achieve. • End – When team is no longer needed.

6. Storm to Norm to Perform Lack of progress ---WHY??? • Too much info – overwhelming • Refocus, prioritize, accomplish, celebrate. • Dragging our feet (accountability) • Clarity and consequences. • Think we know, but . . . • Use outside experts, review data, reset goals. • Dairy producer won’t change. • Discuss. Direct. Disband team.

7. Ending the team • Reasons to disband a team: • Purpose completed (no new purpose). • Team is not functioning (and can’t be fixed). • Team members no longer committed. • Dairy producer does not value. • New team needs to be formed • Different issues • New members

8. Questions??

9. Phases for Team Development • Phase I – Planning for Success • Phase II – Starting Strong • Phase III – Keeping the Pace • Phase IV – Cycling Out (Ending)

10. Phase I – Planning for Success I-1. Decide to use a Profit Team I-2. Select of team members I-3. Choose a facilitator I-4. Organize first team meeting

11. Phase I-1. Decide to use a team. Why is the Profit Team Needed? ALL team members take an index card. Think about WHY this team is needed.

12. Phase I-1. Why use a Team? • Why is the Profit Team Needed? • Improve dairy profitability • Improve communication and work together • Correct a specific problem – low milk production, poor reproduction, low cash flow, others. • Plan for a significant change – herd expansion, management succession, etc. • Make a good business better.

13. Phase I-2: Selecting Team Members • Has an interest in being on a team • Willing to listen and learn • Willing to put “own” interests second to team • Committed to attending meetings • Usually, some area of technical expertise

14. Phase I-3: Choosing a Good Facilitator • Someone who can guide the team • Both the People and the Process • Someone who can be organized • Someone who is a good communicator • Someone who is able to change “hats” • Technical specialist vs. facilitator • Asks tough questions, summarize data, manage time • Remember: ALL team members are responsible for outcomes of the team.

15. Phase I-4: Organize the first team meeting • Mini-meeting today • Set date and time • Exchange contact info • Use your cards to get started on purpose for team • On-farm • Walk through and review data • Analyze information, determine what else is needed. • Set goals, ground rules, “structure.” • Be clear about expectations!

16. Phase I-4: Planning for SuccessFirst On-farm Team Meeting Allow at least 90 minutes Walk through farm operation at beginning Evaluate data, trends, share thoughts Identify strengths and areas for improvement Ask producer to share expectations Develop – ground rules, communication, expectations, questions. Assign roles to team members. Begin to develop goals and monitoring systems Identify “key items” that need to be worked on by next meeting. Set meeting dates for next 6-12 months.

17. Phase II – Starting Strong II-1. Defining the purpose of the team II-2. Setting Goals II-3. Building a Framework

18. Phase II-1. Finding a common purpose for the team • Clear, common goal or purpose • Will NOT work well without this! • Think Sports – home run, touchdown, “win the game”. • Use cards to write down what YOU think the team’s purpose is – What should be accomplished? Why is the team needed? • Share ideas and develop a common purpose. Start this during your mini-team meeting and finish at first meeting.

19. Specific Measurable Attainable Result oriented Time bounded Attain pregnancy rate of 20% by June 30, 2008. Directional Reasonable Inspirational Visible Eventual Improve reproduction in the herd Phase II-2. SMART and DRIVE Goals

20. Phase II-2. Setting Team Goals • All teams need to have a shared vision or common purpose. • Write down and gain agreement on 2-4 shorter term (first two months) and 2-4 longer term(6 months to 3 years) goals. • Don’t set too many goals • It is overwhelming. • Set “stretch” goals that challenge a bit.

21. PhaseII-3. Building a framework • Choose core team • May need temporary team members • May need additional outside expertise • Establish communication expectations • Both within and outside the team • Establish ground rules • Set GOALS • Set meeting dates/times

22. PhaseII-3. Building a framework Analyze the Dairy Operation • Gather Information • Monthly Monitor Sheet • Profit Team Data • Production information – DHIA (1 yr), on farm records • Financial information – balance sheet, income statement • SWOT – Strengths, Weaknesses, Opportunities, Threats • Access to key information • Must share data that will be monitored • Must have good tracking system in place • Must have common understanding

23. Phase III – Keeping the Pace • Continue to celebrate successes • Seek new challenges to incorporate • Move from more “tactical” issues to more “strategic” issues as appropriate • Refine communication • Can meetings be shorter? • Can meetings be less frequent?

24. Phase III: Keeping the Pace • Manage the information • Analyze the data • Remember: Not everyone has the same understanding. • Use benchmarks – internal and external • Agree on key areas that are targeted for improvement • Monitor the data • One page “monthly monitor” • Charts, graphs • Goal lines • Change or variation • Use time wisely

25. Phase III: Keeping the PaceManage through the “Storming Stage” • Conflict occurs • Recognize and respond to it • Disagreements or Disengaging • Interpreting information • Next steps of action • Conflict offers opportunity for the team to grow • Avoid it. • Accommodate people. • Competing – Majority vote. • Compromise – Best solution? • Collaborate – Spend time on the most important items

26. Phase III: Keeping the Pace • Some teams get too comfortable, need new challenges. • Some teams get “stuck in the mud” or slow down and need to refocus. • Some teams accomplish goals and are no longer needed.

27. Phase III: Keeping the PaceTop Performing Teams • Challenge and move to next level • Strategic issues • More complex decisions • Some of the original Dairy Advisory Teams in Pennsylvania disbanded in their first year. Some continue to operate and excel more than 10 years later. • Expect more!!

28. Phase IV: Cycling out (ending the team) • Met purpose, no longer reason for team. • Team not functioning, can’t be fixed. • Social event, rather than real work. • Significant change in farm. • Not the right time for the dairy. • Other reasons?

29. Teams • "There are no problems we cannot solve together, and very few that we can solve by ourselves."--Lyndon Baines Johnson    

30. Questions?