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SPANNING THREE DECADES OF VALUE MANAGEMENT LEADERSHIP

March 13, 2003

How To Energize Your Value Team With New Rules For New Work

 

Robert T. Yokl - President - The HCP Group, Ltd.

 

“ The Old Model Of Command And Control Won’t Inspire And Motivate Your Value Team To Reach New Levels Of Performance”

Value Teams, being unique by their very nature, require new rules, rewards and compensation to maintain their energy, focus and productivity.  It is relatively easy to keep a Value Team motivated after their initial training sessions and their first few Value Team meetings.  The challenge for Team Leaders is to keep their team motivated year in and year out after the newness has worn off.  We have found that the best way to do so is with new rules that set a positive tone for your Value Management Program, as well as rewards and recognition for individual and team efforts.

 

8 New Rules for New Work and New Performance

Teams, being living and breathing organisms that react to all types of positive and negative stimuli, must be considered a complex organism requiring constant care and feeding by Team Leaders.  If you believe as a Team Leader that all you need to do is schedule a Value Team meeting and prepare the agenda, then expect everyone to show up, be enthusiastic, competent, reliable, dependable, organized and prepared --- you need to stop right here and understand --- why teams fail.

 WHY TEAMS FAIL 

Goals Not Clear

35%

Changing Objectives

35%

Inadequate Management Support

25%

Ineffective Team Leadership

20%

Lack Of Recognition And Compensation

21%

Inadequate Team Member Priority

19%

No Mutual Accountability

17%

Source: Hay Team-Based Survey

 There has been enough empirical data and research generated by team performance practitioners to clearly recognize that high performance Value Teams, or any teamwork for that matter, just doesn’t happen.  It must be designed into a team’s framework to be successful.  It all starts with new rules for new work:

Rule 1

Teams Must Have Clear Goals, Clear Roles and a Defined Process

Rule 2

Teams Must Have a Charter to Define Their Scope and Boundaries

Rule 3

Team Members Must be Given the Time Necessary to Complete Assignments

Rule 4

Timetables for Completion of Value Studies Must be Strictly Adhered to

Rule 5

Team Performance Must Be Evaluated Holistically.  If One Member Fails the Team, This Must Reflect on His or Her Overall Performance Evaluation

Rule 6

If There is a Conflict with Team Leaders or Team Members (tim, change in responsibilities, workload, etc.), it Must be Resolved Quickly by Executive Management.

Rule 7

360-Degree Evaluations Must Be Utilized to Rate Team(s) Performance

Rule 8

Must Reward, Recognize and Compensate Teams for Their Performance

 

It had been mistakenly believed that if management focuses their efforts on the human relation side of team dynamics or soft skills (cooperation, trust, conflict resolution, etc.) this would lead to team success.  It has now been carefully documented that these HR issues will take care of themselves over time.  You can’t force them on a team. They will develop over time as the team members work together.  On the other hand, to truly have high-performance value teams, management must quickly focus their efforts on the performance elements, such as clear goals, clear roles and defined process, which are measurable, recognizable and manageable.  Focusing on both HR and performance elements will insure that you are creating high-performance value teams.

 

New Models Are Needed For New Work And New Performance

The old model of command and control will no longer inspire and motivate your value team to reach new levels of performance. The new model is all about “Inspiring” and “Motivating” your value team to reach new levels of performance by skillfully paying ATTENTION to their needs, wants and feelings.  “ In the past, …(Team Leaders) didn’t care how (their) …(team members) were feeling they only cared about what they were doing.  Because we now see the link between how people feel and what they do, it’s important that … (team leaders) ask more probing questions.  Not just a casual ’How ya doing?’…, but sitting down and taking the time for a sincere ‘How are your REALLY doing?” Alexander Hiam tells us, author of Making Horses Drink. When you invest the time to really know what motivates each and every one of your team members, (money, time off, praise, incentive, bonuses, etc.) then and only then will you get the best results from them.

 

 

Robert T. Yokl, President, The HCP Group, Ltd., has over 35 years of experience as a consultant and manager in the field of Supply/Value Chain Management and is one of the country's leading healthcare experts in value analysis, value engineering and materials management. He is the developer and program leader of the award winning Certified Value Analysis Practitioner Training Program™. Mr. Yokl is also the developer of the healthcare industry's leading ValueNetCentral™ Value Analysis Software. Over the past two decades he has trained thousands of healthcare managers in his patented Strategic Value Analysis™ and Team-Based Project Management™ processes and has assisted scores of organizations in developing their own value management programs. He has published six books, videos and audios on supply/value chain management. His latest book being, “ Strategic Value Analysis™: The #1 Smart Strategy for Taking Cost Out of a Healthcare Organizations’ Supply/Value Chain”.

 
 
Advancing Healthcare Organizations to the Next Level of Supply Chain SavingsTM