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Archive: July 17, 2000

Building Teams in an Outsourced World, Summary of Responses, Part II

Here are more responses on this hot topic:

From: Wendy Campbell, wendy@clancampbell.wattle.id.au
I have this issue to address also, and I am finding that bringing our contractors etc together to share our dream is very powerful. My "business plan" is the story of our future, and we are sharing in making it come true.

Thank you for bringing this issue to the fore this week.

From: Rolf Smith, leadguide@thinking-expedition.com
Reflect for a moment... how many times in your life have you voluntarily joined a "team" that was only intended to be for one "season" or for a single event "event"? When you were a kid this was a no-brainer. You were "on the team" and your involvement was very, very "temporary"... Consider a group of people coming together to put on a play. Consider a director pulling together actors and film crews and make-up artists and set technicians to produce a movie. When expeditions are formed up, the team that comes together is voluntary and temporary. It lasts from the start of the expedition until the end. The team disburses, the members of the team go back to doing what they had been doing before, being what they had been before. They aren't who they were, however. Their lives have been changed by the event, the experience, the adventure -- the being on the team. Reflect deliberately on how often you've been "on a "team" in the last year, formally, informally, virtually....

"How do you generate a team feeling with an individual whose involvement is temporary?"

The same way you did when you were a kid. The same way you do with an expedition. The same way you do when you produce a movie. You recognize that it is only going to be temporary and that the team feeling is generated through the love and excitement of being part of something bigger than you are, of pushing out into the unknown and taking on a Big Challenge, of being in the moment for the moments that you ARE on a team.

In today's world we have to shift our perceptions of what "team" means to us and to the people we work with.

From: rooken.podesta@bsg.co.za
Hmmmm. Nice question. Isn't the answer perhaps tied up in how we traditionally frame teams and systemic boundaries? And aren't teams and the "team feeling" a means to an end? It's a bit like the definition of the term "family". How you frame it determines the people you include or exclude and the outcomes you enjoy. The feeling is created as it always has been: through collective framing and relationships and a shared common objective. For example, aren't all the people who contribute to this initiative part of the team that delivers the outcome? From one perspective this initiative is the ultimate outsourcing arrangement.

From: CELESTA BUSCH, CELESTA.BUSCH@worldnet.att.net
I think you're going to get a lot of pontification on this subject, with lots of complex ideas that could be mulled over and incorportated in some way. But I think the answer to building teams with temporary, divided loyalty folks lies in a very simple approach: remember WIT-FM.

Like a speaker, you must keep your audience in mind, so to motivate, inspire or persuade, you appeal to as many desires as you can with "what's in it for me." Regarding the divided loyalty, let the person decide--your only job is to listen (not just hear) what the team member is saying (& projecting), and then phrase your objectives and plans in ways that nudge the person in the direction you want him/her to go.

I said it was simple, not easy--it takes A LOT of work, but then that's what team leaders should be doing, not the tasks but the molding, building, inspiring, etc.

From: Marjorie Thomas, mthomas@ivanhoe.com
We have about 70 reporter/producers, videographers, and sound people on our television news crews around the country who are freelancers for us and so we fight this problem all the time. Not as well as I would like, of course, but one thing that has worked for us is to open up the office contests (best story, best production, best ideas etc) to the freelancers to make them feel like they are on "the Ivanhoe team". We also have week-end conferences with outside experts from our industry 2 or 3 times a year and we include our freelancers in these meetings designed to improve our production techniques. Even with all this however we find that they just aren't as focused or motivated as our full-time people and I look forward to other people's comments to give us more ideas on how to deal with this new world!

From: GRAY Michael, mgray@gcc.dhl.com
Building Teams, Loyalty and Outsourcing (all together!!)

Building a team is not difficult in a project environment. After all PRINCE 2 states that a project is a TEMPORARY organisation brought together to complete a specific task. Provided there are a common set of clearly understood goals and objectives, the team will develop a loyalty and motivation to each other and the work, very quickly. They will even mould together or unite in common misery if the situation getS difficult!. I have experienced this from both sides of the fence e.g. contractors on the team seem to put even greater effort than the permanent staff. Contractors will often stay to get the job done and are slower to shift blame than their permanent counterparts when the going is good.

So I raise the question what is loyalty and what sort of loyalty is being discussed here?. Again my experience has been that contractors will remain loyal to the rest of team and the company provided the situation is of mutual benefit to both parties (provided of course there is not another outsourcing company on the same team!). As soon as it ceases then loyalty stops. However, permanent employees will often stay loyal in the most trying of times, even when mutual financial benefit is absent.

Therefore you can build teams with good goals and objectives, but the loyalty last only as long as the situation is of benefit to both sides. Loyalty in outsourcing applies only when there is mutual financial benefit, which has to be maintained by Contracts and Service Level Agreements.

But this is not in my view true loyalty. True loyalty is not solely dependent on mutual financial benefit and should even exist without it. True loyalty comes from a state of belonging, protection and care. It comes out having common bonds, shared ideals and ethos. Such concepts are rarely expressed in Service Level Agreements or Outsourcing Contract's as it is so difficult to ensure compliance or challenge them legally. It is true both parties will have a level of loyalty and express common views, but this fades at the smallest rumour of possible financial difficulties with either party and blame is shifted faster than can possibly be imagined.

Outsourcing is convenient way of reducing cost and the responsibility of care and protection to the individual. Ironically, it has probably come about as a result of ever increasing employee rights legislation. Outsourcing has its place for short term, specialist tasks and repetitive service type activities.

If you are trying to build a great team or lasting organisation, which engenders true loyalty, where the work or service is not finite or not crystal clear, forget outsourcing. It's a possible way of running a company, but it's no way to build a real business!

From: Kevin Taufner, taufnerk@newresources.com
I've never written before, but have enjoyed the numerous topics on this list. I'm not usually one to get on a soap box, but I feel I actually might have some insight. This time, the subject hits pretty close to home, as I am a consultant faced often with this dilemma.

Over the years, I have experienced many different personalities, management styles, and company hierarchies. I have had to work closely with enemies and friends. In each situation, there have been different people and personalities. No matter how hard some companies have tried to build a team environment, they failed. While others have done nothing, and have had complete success.

The common theme between all of these situations has been people. It's *always* the people. Consulting firms spend inordinate amounts of time shaping and identifiying key personality types and skills. Big 5 companies (Anderson, D&T, etc.) spend millions each year searching and training their people to a specific style. These styles can work for you and against you at the same time. It is this issues which plagues any firm utilizing people, whether they be internal or external.

In addition to all this, motivation of a group is difficult. Groups don't act like people, and can be quite unpredicitable. Especially one that has a diverse background, and differing objectives (easily formed with differing firms involved in the same department). Where, I think our key also lies.

See, many consulting firms spend time ensuring that their people have generic personalities. This allows the consultant to 'blend' in with the client, and help them work easier with the client's employees. This often leaves the consultant with a egregarious sense of 'self' and causes them to look for the client to define specific do's and dont's. Higher paid consultants also sometimes, have a low sense of ownership, as they get paid regardless of the result of the project (even though the consultant's company may or may not). This, in addition to the sometimes alternate goals of the client and the consultant cause most of the friction.

What the company can do (and of course, I won't guarantee this will work all the time) is to establish as much of a team environment as possible. Just like you would build for your own employees. Make the consultants feel like they are part of the company. Give them a sense of 'ownership' of their tasks. This pulls on the consultants feelings of home and gives them that sense of 'self'. Without it, they look to their parent firm for direction, which can differ from your's greatly. Also, make sure you define what behaviour you like and dislike in your people. Set guidelines for what you expect of your consultants, and how you expect them to work. Don't be outrageous, and expect any more than you would of any individual person. Do be realistic, and treat the consultant with respect, as this is essential to a good working relationship.

In addition, set clearly defined goals for your team members. Set milestones for them and reward them when they get there. Since many firms have a policy against bonuses for contracted personnel, reward them in other ways with dinners or field trips. One firm I worked for recently had a scavenger hunt at a local mall. The winners got gift certificates to the mall to spend, and everyone had a wonderful dinner afterwards. These tend to be fairly in-expensive, especially considering the cost savings compared to unproductive time lost do to a dismayed team.

Some of the best skills I have gained have been from a book called 'Dinosaur Brains: Dealing with difficult people'. I'm not sure who the publisher is anymore, or even if it is still in print. But it offered me a chance to get to know the personality types that are difficult to deal with, identify them, and provide some work-arounds so that those people don't destroy a team. There is much more to discuss, and I'd be happy to spend more time on it,

From: NILDA BRAIN, nbrain@oceandesigninc.com
I work with companies in creating Strategic Plans, instituting Supply Chain Management and mentoring Presidents and CEOs, etc. All of the situations which Ross Wirth related are not uncommon any longer. What has worked best in the companies I have coached is a very inclusive attitude toward all the "outsourced" companies and especially the individuals.

In years past, when working as a consultant, I postured myself aloof, as it was expected. Employees kept me a an arm's length - I was not one of "them". No longer true. In my current environments, I am "one of the team". Some years back I began talking in terms of "we" not "you" when discussing a client's issues and opportunities. At the first placed I used that approach the President told me how much he appreciated my doing that. He told me it made him feel that I was in this with them and not just outside looking in and directing traffic. I had become a stakeholder.

I had always thought of myself as a stakeholder, but the change in language and attitude made that perfectly clear.

As more and more of the stakeholders are not the traditional type, companies need to consider embracing those relationships and bringing them together in team. The culture which will come from that decision is nurtured as all other incipient cultures - Myths, Stories, Rituals, Celebration and finally tradition.

From: IMPACTKEN@aol.com
Ross' question is a good one - building teams in an outsourced world. The principles that address this question remain much the same, however, in building a team when you have all the resources contained in-house. First, before any work starts, all project groups have a clear picture of:
- The vision of the organization
- The mission of their project group in carrying out that vision
- A clear statement of goals for their project
- A clear understanding of how their project supports other projects in place toward a superior outcome for their customer (internal or external)
- A picture of "what great looks like" - how will it look and feel if the project is done the right way.
- A good facilitator who keeps everyone's focus on the right things.

This is an oversimplification and it is hard work, but these are the same principles for doing work with your own staff. Most teams are built because they feel they are clear on the goals, know how they contribute to the success of the organization, receive regular progress updates on how they are doing, are evaluated not only on how well their group does but how they perform in working cooperatively with the other key groups in the organization and receive appropriate recognition about the impact they have made when the project is completed.

From: "Wirth, Ross" RWIRTH@citgo.com, comments from 'Bob Smith', bob@junglemarketing.com
I am building an outsourced team for Jungle Marketing where control of the projects used to be paramount. Where I am finding success is in several areas:

1. I share the common dream and vision in a hands on meeting 4 times a year. You have to bring them together at least that many times so every one can collaborate. You also must have a creative out of the box program ready for them so they wont forget you.

2. Install computer video cams on their computers so when you want to see each other it makes the daily meeting more real. With the new DSL's and T-1's that is not a problem.

3. Have each person submit how they plan on contributing to the vision with measurable and financial goals

4. Have them share in their own vision and figure out a program that you can help them achieve that.

5. Above all else I am requiring a mindset. Open, fun, unique, passion driven, supportive and has some form of training in the area of introspective enlightenment. Without those, no one gets to play. No one is hired without those qualities. Its just too expensive the other way no matter how good a person is. I just went though that with an art director.

From: Organizational Learning Group, Orgcons4u@excite.com
Neat question! It's particularly neat since I'm in the process of writing a book on developing Learning Organizations. Anyway, the best way to form a team instead of a group of individuals is through Groundrules. These are written on a 3x5 sheet at the first meeting once the purpose of the meetings has been established. Groundrules are communication processes that will ensure that things happen and that the time is not wasted. Usually when I work with teams, I write the following Groundrules: Anything you say in here, stays in here ( this is an important one so that people can feel free during the meeting and they know that a common message will be sent to employees,etc. after the meeting. In other words, the message will focus on WHAT was accomplished, not HOW. Another good Groundrule is : Any question is OK to ask in here ( real important since most team members are from various levels and you don't want the hierarchical nightmare coming into play. Another one is 2+2=5 ( all of us are smarter than one of us) and the last one: have fun!! Work and fun can be used in the same sentence. If people are having fun, they'll usually be more productive. The Groundrules should be signed and brought to every meeting and revised periodically. They start out safe and move towards more meaningful ones later. Cheers
!! Lauren Jones

From: Diana M.Keating
The concept that joyce@thinksmart embodies my idea of an outsourced team. All of us contribute our various articles and we are very diverse in our thinking and our goal is to achieve better business and personal relations through group communication. What does joyce have here? 1) a medium for communication, 2) a sense of purpose, 3) a feedback mechanism, 4) Editorial license. I think this last ability is what most managers are looking for when dealing with outsourcing. Joyce probably does not have the resources to print every article just as most companies do not have the resources to give free reign to every company subcontract.

I think every thing turns on knowing what you want specifically from the outsourced work and the second and more important is finding out if they know the specifics of what you want. The manager has to give a set signal to the infield to play for a double play and positions change because of that signal. The outfield may still play deep in an attempt to close off a big inning.

Baseball is an outsourced game. Individuals go to bat for the team. Most of the play is between the pitcher and the catcher, sender and receiver, out fielders co-ordinate vast areas independently and only occasionally have to give ground to other players. In baseball we have players come off the bench or from the bull pen to take over different roles and yet we still say the Yankees won the world series.

While this is the metaphorical structure of what you are trying to accomplish with teams, I feel that often what is missed is in baseball each player knows his role in all the different positions. The role plays that a company and its outsourced jobs involve is less well defined and I think that often the beginnig of ownership of my role begins with how it is defined for me. The rituals of business unlike family and baseball are poorly defined. For instance when a left hander bats with a man on first the shortstop covers second base. If one of my outsource groups is falling behind do I have someone or group who is ready to cover that software group or am I spread to thin in that area.

Planning is as much as anything in taking any set of patches and turning it into a quilt.

From: "Adair, Susan", ADAIRS@cpmny.com
There is a possibility to treat them the same as your prior co workers.

1) Bid out all outsourcing projects with pricing to hold for a period of at least one year, this way you will be working with the same company or consultants.
2) Make it part of the agreement to have a designated person assigned to the job plus a back up support person.
3) Have the individuals go through your orientation program, so they may feel & understand the culture of the organization.
4) Invite them to take part in weekly, bi weekly meetings even if it is via a conference call.
5) Upon completion of assigned projects, let them present there work to the executive committee or department heads to build teamwork.
6) Provide them with the same tools & feedback you give to everyone else. Including your employee handbook & job performance evaluations.
7) All work & no play is boring, make a point to include some fun into the program even if it occurs prior or after the meetings. If you have a staff cafeteria, it works well there also.

I work for a hotel, where we outsource various parts of our business, such as Valet Parking, Health Club, temporary office staff & the Gift Shop. Other hotels also outsource restaurants, coat checks, dry cleaning etc. We help maintain consistency with our product by following the guidelines above. Will any of them work for you?

From: "Roggen, Nancy", NRoggen@us.imshealth.com
The truth about double standards. As I'm sure you know - there are some "all company functions" that need to be for permanent employees only (otherwise the IRS sees your contract employees as deserving of all the rights and privileges of permanent employees - benefits - 401K etc.) So some of the separate treatment has a legal basis.

That said, all employees contract or permanent should be given simple courtesy of a nameplate at their workplace, access to pertinent information and the opportunity to understand the goals, issues, roles, and purpose of their project. Of course the "virtual" employees should be awarded thanks and a recognition for project successes as well as accountability for learnings and failures.

From: "Connery, Margaret", mconnery@CalOPTIMA.ORG
I'd like to comment on one of the submissions for this week. For eight years, I worked for a contract management company in the healthcare arena. Hospitals often contracted with us to come in and do their "dirty work"-terminate poor performers, cut the budget, clean up after a previous (internal) manager's incompetence. I always came in with the attitude that I was part of a team, that my success depended on the success of the organization's internal employees, that my goals were the same as that of the organization-high quality, customer service excellence, effective operations. I volunteered to serve on organization-wide committees, joined employee clubs and groups, and acted in every way as a member and employee of the organization. Yet never once was I treated as a true partner or team member by the contracting organization. I believe I contributed greatly to the effectiveness of the organizations I worked for, but never was acknowledged or appreciated.

I believe the reason for this lies in the comments submitted by Donna Jernigan. Resources were not shared. Information was kept secret. Political landmines were not revealed until they'd been stepped on. The administration used me and my contract co-workers as "fall guys," blaming actions such as layoffs and reorganizations on our company, rather than taking responsibility for these initiatives themselves. Never was an open, committed, reciprocal relationship modeled, therefore, why should employees trust me?

For these reasons, I left the contract management business. I won't consider that type of work again, because I don't feel organizations can truly look at consultants as anything more than vendors. I want to be considered a partner in the success that I help to create.

From: NICK KEARNEY, nkearney@florida-uni.es
This is one of those cases where it becomes clear that perhaps more careful accounting needs to be done when taking the decision to outsource. Human capital is too often overlooked, and the team-related problems of this kind that so often come up are often insurmountable, because they arise not out of management problems but out of the strategic decision itself.

From: Deborah E James, deborah.james@bms.com
What an outstanding question. I'm afraid that the answer is "you don't". I've noticed that our company no longer requests team building workshops. The new buzz word is leadership, but the same applies.