Alisha Chase Bethany Hall David Mullikin Joshua Reilly Anita Stamps

1. Alisha Chase Bethany Hall David Mullikin Joshua Reilly Anita Stamps Siena Heights University – LDR 636 NuWave Twitter NuWave Facebook NuWave Website IMAGE FROM NUWAVE FACEBOOK

2. NuWave Technology • Established in 2006 by a father (Rick Paalman) and two sons (Kyle Paalman and Chad Paalman) • Michigan-based IT Company providing technology services and support throughout the greater Michigan area BETHANY HALL

3. NuWave Technology • Named one of the Top-Performing SMB Channel Partners in the U.S. by Ingram Micro. • Ranks 245 of the top 500 SMB companies out of 20,000 entries. • Has experienced 141% growth between 6/2009 and 6/2012. BETHANY HALL

4. NuWave Technology Clients • Fiserv • Liberty Mutual Insurance • First Horizon National Corporation • First Data • Heidelberg • Shell • West Corporation • JP Morgan, Chase & Co. • AARP • Big Brothers/Big Sisters • Washington Federal Savings • Federal Aviation Administration • Office Max • JC Penny • Bank Serv • Raymond James • BP • RBC *This is just a sampling of the clients that use NuWave BETHANY HALL

5. NuWave Technology • Current president of company: Rick Paalman • Director of Operations: Chuck Elenbaas (8 months) • Managing Partners: Kyle Paalman (Services and Operations) and Chad Paalman (Sales and Marketing) • Five branch offices in MI, projects in development in Mexico and Africa BETHANY HALL

6. Teaming and Opportunity • According to Lourdes Martin-Rosa (2014), “Teaming has become very valuable for small business owners in government contracting because it opens up more opportunities and enables small business owners to qualify for larger contracts” (para 3). • NuWave is currently in partnership with CISCO information technology BETHANY HALL

7. Interview • Performed with Chad Paalman and Chuck Elenbaas • Discussion of: • Teaming • Communication • Future of teaming within company BETHANY HALL

8. NuWave Team Building • Surround the company with smart people • Hold interstate (global) online meetings • Coordinate office parties • Hold frequent department breakfasts • Supportive, talented employees make a difference with teaming • Focus on passion ANITA STAMPS

9. Passion for Work • “Enthusiasm from a leader enables people to sustain themselves through demanding times” (para 11) • Shouldn’t be underestimated • Hard to be successful when not passionate ANITA STAMPS

10. Tools to build a team • Effective coaching/leading • According to Mackin (2012): “A launching team needs a coach who is very present, provides advice and guidance and encourages and nurtures the team’s independence” (para 5). • Discipline • Mackin (2012) also comments: “Team-based environments believe that workers – as adults – are all capable of disciplining themselves once they buy into the values, long-term goals, performance standards and methods of a high performance environment” (para 7). ANITA STAMPS

11. Importance of Teaming • “Teaming is very different from the idea of building a high-performance team to fit a known task. It is dynamic; learning and execution occur simultaneously. ‘Teaming is the engine of organizational learning,’ says Edmondson” (para 7). Starvish, M. (2012 Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html ANITA STAMPS

12. Benefits of Teaming in Organizations • Greater experience • Individual experiences and accomplishments • Adds depth to ideas • Wide assortments of skills • Idea Flow • Each team member provides input • Able to share ideas • Relieves pressure • Efficiency • Concentrate on own expertise while experiencing support from other team members • Project centralization • One area for the project management • Virtual ability • Allows for quicker communications (i.e. bouncing ideas off team members) Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html (para 2-6) ANITA STAMPS

13. Team Building Atmosphere • “Closeness and intimacy” • “It is not about technology, it is about people.” • Relationships with clients require privacy and trust • Treat employees as valued and respected team members • All employees have passion for what they do ANITA STAMPS

14. Types of Teams at NuWave • Ongoing & Self-Directed • When given a task, run with it • Informal • Assign one person, who may need help • Collaborative teams • Formal • Specific objectives IMAGE FROM NUWAVE FACEBOOK PAGE JOSHUA REILLY

15. Self-managing Teams • According to Jeff Colvin (2012) these are the characteristics that self-managing teams maintain: • Hierarchy is based entirely on competence • Goals are clear • Values are shared JOSHUA REILLY

16. Informal Teams • According to JaggXaxx (n.d.) informal teams have the following qualities: • Little to no hierarchal structure • Less planned and predetermined than formal • Roles played by members ‘as-needed’ • More likely to come and go (para 2-6) JOSHUA REILLY

17. Formal Teams • According to Stacey Roberts (n.d.), “Formal teams…are equipped with financial and physical resources, together with the appropriate amount of authority to carry out their roles. The principal role of formal teams is to further the aims and objectives of the organization as established in the mission statement and policy statement” (para 1). JOSHUA REILLY

18. Methods of Communication • Commonly used tools (email, face to face, web-cams, video presentations) • Blog site as method to communicate internally and externally • Preferred method: Face to face • Dislike email • Believe to be detrimental to teams • Often misused ALISHA CHASE

19. Communication and Teaming • Technology can be both a blessing and a curse • In regard to virtual teaming, according to Joseph Grenny (2010), “unless leaders invest in communication skill building, to make their teams work more effectively, they’ll continue to undercut the potentional” (pg 20). ALISHA CHASE

20. Communication in Organizations • According to an article by Carmen Nobel (2012), “Having communication that goes bottom-up is just as important as having communication that goes top-down” (para 4). • Without effective communication, organizations can and will fail. • Without leadership and training, teams may not communicate effectively ALISHA CHASE

21. Weaknesses • Interstate communications • Depth of management • Training on teaming-no one is an island • Work more at building relationships continuously • Keeping passion as the focus and not competition • Continue to build on and communicate individual and team achievements DAVID MULLIKIN

22. Keeping Up With Changes • Leadership constantly researching for new technology • Encourage talent and creativity amongst employees • Post information as learned – keeps employees empowered and informed • Sharing information resolves issues and grows partnerships DAVID MULLIKIN

23. Encouraging Talent/Creativity • Risks are a part of every business – especially with talent and creativity. • Ed Catmull (2013) says, “executives have to resist our natural tendency to avoid or minimize risks” (pg 4). • Ed Catmull(2013) also believe getting talented people to work together requires: • Trust and respect from management • Construct an environment that nurtures relationships and allows creativity to be unleashed (pg 4) DAVID MULLIKIN

24. Looking for New Talent • Deepening our management team • IT experts with Strong people skills • Relational leaders for teaming • Researchers and developers • People with a passion for IT DAVID MULLIKIN

25. Future of NuWave • Teaming Process Changes • Need another sales leader to expand and grow • More depth in management • Going Global? • Not brick and mortar • National growth still needed • Virtual expansion only (if explored) DAVID MULLIKIN

26. Teaming and Going Global • According to JC Heinen (2013), “Building international teams will give an organization a increased level of agility to more effectively meet the needs of their clients. An added advantage to global teams is the access to diverse view points and perspectives which creates a heightened awareness that encourages innovation” (para 2). DAVID MULLIKIN

27. References • Catmull, Ed. (2008 Sept). How Pixar fosters collective creativity. Harvard Business Review. [PDF file]. Retrieved from: http://www.resourceful-humans.com/Documents/Catmull-CollectiveCreativity.pdf • Colvin, G. (2012, Dec 5). The art of the self-managing team. Forbes. Retrieved from: http://management.fortune.cnn.com/2012/12/05/self-managing-workers/ • Field, C. (2004, April 15). Total leadership – How to build a great team. CIO.Retrieved from: http://www.cio.com/article/32236/Total_Leadership_How_to_Build_a_Great_Team?page=1&taxonomyId=3185 • Grenny, J. (2010 May). Virtual teaming. Leadership Excellence. 27:5. 20. ProQuestBusiness Collection.

28. References • Heinen, JC. (2013, June 7). Workplace trends: Global teaming on the rise. Workplace Insights. Retrieved from: http://workplaceinsights.lhh.com/2013/06/07/workplace-trends-global-teaming-on-the-rise/ • Mackin, D. (2012, March 29). Building a team that is great by choice. New Directions Consulting, Inc. Retrieved from: http://newdirectionsconsulting.com/4257/blog/teaming-in-the-workplace-building-a-team-that-is-great-by-choice/ • Martin-Rosa. (2013, June 24). Why teaming can help your small business grow despite the sequester. Business 2 Community. Retrieved from: http://www.business2community.com/small-business/why-teaming-can-help-your-small-business-grow-despite-the-sequester-0532620 • Mott, A. (n.d.) What are the benefits of teaming in an organization? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/benefits-teaming-organization-41840.html

29. References • Nobel, C. (2012, July 23). The power of conversational leadership. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/6876.html • Roberts, Stacey. (n.d.). Definition of a formal group in the workplace. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/definition-formal-group-workplace-16589.html • Starvish, M. (2012, Dec 17). Teaming in the twenty-first century. Harvard Business School. Retrieved from: http://hbswk.hbs.edu/item/7122.html • Xaxx, J. (n.d.). Difference in teamwork process in formal & informal settings. Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/difference-teamwork-process-formal-informal-settings-24400.html