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  • 03.day1 11AM B.Sweewalt P.Fisher

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    Euclides Prieto
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    This document discusses building effective teams for turnarounds through communication, teamwork, and accountability. It emphasizes establishing governance and inclusiveness within teams, breaking down silos between groups, and supporting team health. Key aspects of team health include empowerment, education, communication, and developing employees. Achieving accountability requires adopting a "100/0" mindset of shared responsibility, aligning leadership around a common vision, and actively managing performance. Overall, the document provides strategies for leadership to build execution confidence and model performance so teams can reliably and competitively deliver turnaround results.

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    This document discusses building effective teams for turnarounds through communication, teamwork, and accountability. It emphasizes establishing governance and inclusiveness within teams, breaking down silos between groups, and supporting team health. Key aspects of team health include empowerment, education, communication, and developing employees. Achieving accountability requires adopting a "100/0" mindset of shared responsibility, aligning leadership around a common vision, and actively managing performance. Overall, the document provides strategies for leadership to build execution confidence and model performance so teams can reliably and competitively deliver turnaround results.

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    © All Rights Reserved
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    13 views17 pages

    03.day1 11AM B.Sweewalt P.Fisher

    Uploaded by

    Euclides Prieto
    This document discusses building effective teams for turnarounds through communication, teamwork, and accountability. It emphasizes establishing governance and inclusiveness within teams, breaking down silos between groups, and supporting team health. Key aspects of team health include empowerment, education, communication, and developing employees. Achieving accountability requires adopting a "100/0" mindset of shared responsibility, aligning leadership around a common vision, and actively managing performance. Overall, the document provides strategies for leadership to build execution confidence and model performance so teams can reliably and competitively deliver turnaround results.

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    © All Rights Reserved
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    of 17

    Communication and Teamwork…

    Achieving Reliable and Competitive


    Turnaround Results

    Brent Seewalt Paul Fisher


    Maintenance Manager Turnaround and
    Inter Pipeline Maintenance Specialist
    Goodridge Turnaround
    and Maintenance
    Services
    Building Teams That Deliver results through
    Awesome Performance

    • Teams within the Team

    • Team Health

    • Achieving Accountability

    • Leadership Purpose
    Teams within the Team…
    • Governance
    • Inclusiveness
    • Bust the Silos
    Governance…
    • Structure & Organization
    • Information & Communication
    Inclusiveness…
    • Ways of Working
    • Visual Management
    • Learning Styles
    Bust the Silos…
    • Have a shared vision & common goals – 1 Team
    • Communicate… A lot!
    Team Health…Be Smart AND Be Healthy
    1. Be Smart (develop strategies, efficient Systems, effective methodology, financial control, etc.)
    2. Be Healthy (minimize politics, maximize trust and effective communication, etc.)

    Both are equally important, but the “Smart” side tends to garner
    most, if not all, of an organization’s attention. However, there is
    example after example of “smart” companies that have imploded
    because they were not “healthy”.
    Attributes of a Winning Team…
    Supporting Team Health…
    • Empowerment
    • TA Education- TA Drivers/ Adversity Effective communication
    • How work flows- What to Expect
    Achieving Accountability …
    • “100/0”
    • Aligned Leadership
    • Employee Development
    “100/0”…
    • John Izzo and the “Power of Love”
    • Model It
    • Talk About It
    Aligned Leadership…
    • Vision and Mission
    • Value It, Model It
    • And Talk About It
    Employee Development…
    • Formal & Informal
    • In the Context of Values
    • Be Active in Performance Management
    Leadership Purpose…

    • Build Execution Confidence…


    • Practice the plan
    • Innovation and creativity
    • Safety Differently
    • Move from “Comply” to “engage”
    • Safety is not created from the top down it is created by the people to do the work every
    day
    • Focus on the few things that will makes the biggest difference
    Leadership Purpose…
    • Modelling Performance – Leadership Presence
    • Recognize and Embrace No Plan Survives First Contact
    Contact Information
    • Brent.Seewalt@interpipeline.com
    • Paul.FisherAB@gmail.com

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