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If you're an Ad Director, you know how important it is to increase revenues and reduce errors. You want to improve customer service and boost employee morale. And you can-if you shift to teams.Shifting to teams allows you to secure the future health and growth of your newspaper. The improved customer service and marketing-based relationships that moving to teams will create is the key to your success. 10 Reasons to Shift to Ad Teams:
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Working with teams for 15 years across five continents, we have analyzed exemplary practices of successful, "high performing" work teams. We have applied these principles at the Arizona Republic, The Beacon Journal, Daily Press, (Longmont) Daily Times-Call, Orlando Sentinel, Newsday, Sacramento Bee, Spokesman-Review, and several groups including Pioneer Newspapers. When you decide to partner with us, you benefit from our proven track record in helping newspapers successfully optimize to teams. Methodology Below is an overview of the type of methodology we build together with a client prior to an engagement to consult to and train their teams. This particular example is from an advertising department at a large newspaper that had been in cross-functional teams for a several years, but then desired to correct and adjust their teams as they had seen no benefit and only frustration from a well intentioned but incomplete application conducted by their internal resources. After this fix had been applied sales jumped 8% in a receding market, make-goods dropped by 10 fold and employee retention was secured.
Team Relaunch Methodology Structure Here is a classic example of a multi-functional team in one of America's premier companies. To compose these permanent, self-directed, R & D teams required reprogramming office and workspace so that they could pod together, but still enjoy communication with their previous functional counterparts. This necessitated not only team arrangements, but also conversational areas for cross-pollination. Pay "Compensation is a function of total opportunity," including, flex time, casual work areas where appropriate, amenities such as dry cleaning, hair salons, senior care for parents, day care, etc. But pay is still the primary motivator when it comes to compensation. Below is a simplified graph of how pay components can work together to motivate both individual achievement and collaboration with teammates. In compensation for sales professionals, we will often build accelerators on all revenues above 100% of goal, so that the more they bring in over budgeted goal, the greater their percentage of the reward paid out of incremental. Obviously, it makes sense for the company to pay a little more at the front end while new sales are garnered and accounts built-in effect, marketing for residual harvesting of those accounts in future periods. Certainly this motivates the sales reps. In cross-functional teams, the production people share a team variable with the sales reps-usually on a monthly comp payout. This small team approach also typically rewards quality improvements at measurable thresholds with quarterly, accelerating, quality bonuses. Layout Below are examples of an individual worker environment-still necessary for certain jobs, and a team pod approach where teammates conduct individual work, but still have low walls to ensure communication and have informal meeting areas for planning, decision-making, revenue-enhancement brainstorming, etc. Team Development Teams develop in a predictable pattern.
The Camelot Procurement Team Charter
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