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How do we keep teams ontrack?

Y&H finance tracker – started well, but then a change which happened in finance which made it harder to track. People forgetting

DE Action log – clear and accessible, but not always used between meetings

Diary reminders for activities – people will be reminded throughout the week

Visitors log – everyone knows how to access and log visitors

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7. Use technology
8. Send reminders
9. Block out times in the diaries - and all commit to do this
10. Create incentives.

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Challenges:
* Calendar invites don't always help, emails don't always help
* Helping people do things even when it's not their priority
*Feel like a pest/annoying.

Things that work:
*Bring in a different voice to a team meeting.
*One place for actions
*Review at team meeting and team call
*Push responsibility onto other people.
*Clear expectations.

Things we're trying:
*Broken record. Emails, blasts, team meetings.
*Collating actions in OneNote

Questions:
*What do we do when people miss deadlines?

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5. explain repeatedly in emails/other comms (communicate communicate communicate)
6. Show people - some arent readers.

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How do you keep your team on track? Team 3

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How do you keep your team on track? Team 3

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1. Regular check in on progress so you can find out early if a process isnt working and intervene
2. Creating a tracker
3. Provide email or bulletin updates.
4. get people's manager involved

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Explaining the rationale behind the work – if it’s developing/replacing old process explaining why we are replacing it

Identifying the need for the process – fixing something that’s gone wrong.

Exploring the problem and coming up with solutions - Brainstorming possible processes and identifying where it could go wrong

How does it affect people individually – being clear who is responsible, who is affected

Being very clear about all the steps involved when launching a new process – especially when things have changed

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People leaving & reinventing the wheel.

Clear expectations, communicating them team.

Buy in and the reason why really matter.

People need to understand how it will benefit them. Sometimes it feels like there's a process being put in place just for the sake of it.

People need to feel involved. Consult them and give them the opportunity for feedback.

Accountability matters--not going to be successful.

WHEN: Timelines matter--introducing a process in the middle of the busy process is hard. Important to set milestones.

What doesn't work:

Top down processess

Key Stages:
1. Identify processes needed.
2. Consult  the team or a smaller group/person/leader
3. Now that you've identified the problem start to fix it.
a. Work with other teams about what they're doing.
b. First draft of a new process & take it back to group in step 2 to get feedback.

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Stages to introducing a process Team 3! 

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Stages to introducing a process Team 3! 

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rationale and benefit and what are the drawbacks if you dont.
1.  Do your research - who will it affect, rationale benefit, etc.  Does anyone in or outside of the org do something similar.  Can you adapt or borrow.  Do you actually NEED a process here?
2. Communicate the why
3. Give early notice (if you get wind that something might be changing, coming - start to warm people up to the change)  and manage people's expectations
4. Consult other people, especially those who will have to do it- as you can generate buy-in etc.
5. Make sure the process is GOOD! effective, efficient, etc.  Going through all the things that could go wrong and being able to mitigate.  Perhaps having  a testing period
6. Have a crib sheet to support people to handle it themselves so they aren't constantly chasing you for info. ALSO - make sure everyone is trained on the process first so they know how to do it. Know that e everyone learns differently - so some might like a webinar others might like a doc, cater to all.
7. Build in a check-point to see how it is going and adjust course bring people back on course.

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Ensuring when you take leave that there is processes in place that others can pick up on your behalf even if it not "technically their role, but being able to confortably cross over work in absence to stop stress when returning to work.

1. Discussion on who is on leave when you are, whos work load can be flexible.
2. clearly define the roles and jobs that you need compleating, and disscuss with that member

3. Train them in that area and let them know any issues, as soon as they know your process it will be easier for them to help in the future.
4. Be open to take on their work when they are also on leave and do the process again.

Main concern: People forgetting, workloads being swomped enough, no one can pick up as its not as urgent to them as it is to you

Discuss with Senior Team how we can work together,

Get those who are taking on a task to understand the reason why you need it to be picked up on during the time you are away on leave. How urgent is it? How big of a task is it? How much do they have to block into their diary. ect.

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Other team members understanding the logistical elements of placement and the different tools that need to be communicated to schools.
Top 3 Steps to setting up a new process:
1- Research & Consultation
2- Have an end goal
3- Clear communications and expectations of team members.
Monitoring and Accountability:
1- check in
2- Manager buy in
3- Follow up with colleagues as a refresh
Next Steps:
Have a consultation with my team.
Concerns:
Time pressures?

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Getting folks to follow processes after the enthusiasm of a launch wears off.

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When a process has been created: How to successfully imbed the process (change/process management) so that you don't feel like the 'bad guy' and making everyone feel that they have ownership and accountability in the process

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My Challenges:
Engaging team in 'day to day' processes that they might not see as a priority - Following through on actions without constant chasing or reminding (creating good habits)...

Top 3 Steps for a new process:
1. Identify - Why isn't something working, what could be done better...
2. Engage and consult - With those that it affects, other teams, those that will be implementing new changes
3. Setting up timelines and accountability - key milestones, goals, role responsibilities, celebrating success!

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- How to ensure the process follows through for longer than a month or a week from when it was first introduced.  (have check points/reviews)
-  ensuring everyone is involved and inputting
(have reminders block out time in diaries to action)

STEP 1 - Research and Consult with those involved whether process needs to be changed/improved
STEP 2 - Communicate to others and get feedback
STEP 3 - Make sure the process is good and have check points to review whether it's working

concerns? what if your going round and round with consultations and feedback's and not really getting to an end point other than it now being lost?

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Top 3 Steps:
1. Identify the root of the problem/challenge in order to fix it. Use focus groups or influential people. Danger: 70 people with 70 opinions.
2. Buy in and accountability are essential. Appeal to what people want (this may change based on audience)
3. Don't reinvent the wheel.

Shifting ownership from you to others--taking them on the journey to accountability. Balancing support vs. enabling them to work it out on their own.

Also: following up on deadlines without cluttering inboxes etc. Mixture of calendar reminders (for myself), action logs, and emails. Always feels like something is slipping through the cracks with the team or people aren't as informed as we think they are.

As an org: Innovation vs. uniformity. Lots of duplication happening--is there a world in which it really is necessary? How do we differentiating when it is and isn't?

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- Communication of new processes - handling negativity from team members.
- Finance tracking/expenses being the biggest issue
- Constantly feel like as though I'm having to nag them
-Getting the whole team engaged and on board.

TOP 3 STEPS:
1. Open and clear communication, explaining things thoroughly, so that there is a clear understanding and mutual respect.
2. Trial it out - with a small group.
3. Evaluate what is going wrong, and gather suggestions for improving processes. Use team meeting time to gain buy in, and support from local area manager

- Diary Reminders, Action Logs
- Accountability - helping people Vs doing it for them.

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Getting other team members to understand the finance process

Top 3 steps:
-Clear communication of the stages of the process
-Why? - understanding of the process
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1. Working with others in the team to understand the importance of the finance systems rather than blaming finance themselves.
Solution: Speak with those involved and ask what direct support they require. Offer 1:1 training.
2. Supporting the West Midlands team to work together rather than have an us and them divide.
TOP 3 TIPS: 1. Speak with all involved and ask if they feel there are areas for improvement. 2. arrange a focus group 3.
NEXT STEPS: Speak with them teams involved and ask how they feel and if things should be improved. Ask how they feel they can be improved and support in moving forward.
CONCERNS: Time restraints, people work to different timelines and targets so may not feel this is of high importance.

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Getting everyone to follow the process and do what has been agreed

People taking responsibility for their actions and deadlines and sticking to them

1. Work out what needs to be achieved and why
2. Talk to the people it will impact and get their buy in
3. Research and roll out - don't create a new process for the sake of it, if it already exists in some form can you adapt

1. Tracker
2. Updates
3. Being available if people forget, offer refreshers

Next steps
- Relaunch including all of the above

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- Making sure all the team knows how to input expenses using correct cost codes and claiming these expenses on time for us to have an accurate finance report at the end of the month.
- Strengthening team culture and 'togetherness' when we are not seeing each other much. How to keep aligned to the same aims and vision.

Top 3 steps for a new process:
1. Explain the why - rationale behind the process
2. Consult a group of 'experts' (your focus group) before defining the process.
3. Explain changes in a simple way - training.

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How to communicate a new process to make others want to engage and follow it without 'nagging' people. Showing people the benefits of the process.
Top 3 steps
1. End goal
2. Research and consultation
3. Clear benefits of the process for stakeholders

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Creating a finance tracker - and getting members of the team on board with using it

1. Might have to pick Anna's brains! Might be able to use theirs as a starting point, and tweak to fit SW needs (research - avoiding duplication)
2.  Comms with the team - why we need one, how to use it - the advantages
3. Putting monthly check points in my calendar to check it is working. Does it serve it's purpose? Re address if not.

Monitoring for account:
1. Using calendar invites
2. Repeat info
3. Regular check ins on progress

Next steps
Working with line manager to finalize budget tracker
Comms out

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Getting people to feed into team days/Agendas/Bulletins

1. Identify what the ideal is - from my point of view, the teams and the directors
2. Working out the shared benefit - what can we all see/experience
3. Research how others do it - what's being done currently to get people invested

Concerns - people already do this work but just don't apply it back to the wider team. Not joined up as a team

Next steps
Discuss with Helen about a clear approach
Decide as a team what we would want to see from one another
Commitment to activity - getting people to feel like they are apart of it