+ All Categories
Home > Documents > Essentials For Building A High Performance Team Team Building Series.

Essentials For Building A High Performance Team Team Building Series.

Date post: 27-Dec-2015
Category:
Upload: isabel-shepherd
View: 221 times
Download: 3 times
Share this document with a friend
110
Essentials For Building A High Performance Team Team Building Series
Transcript

Essentials For BuildingA High Performance Team

Team Building Series

•After Today•Ready to evaluate your teams strengths, weaknesses, and areas to focus on.

Today’s Objectives

•Discover the essential ingredients required•for a “High Performance Team” to thrive.

– Challenges facing organizations today

– Essential high performance team ingredients

– How to mix in each ingredient

– A leaders/managers role on the team

– Benefits and value produced

– A team building exercise

What You Will Learn

Organization Challenges

Increase Business Efficiency

Improve Customer Satisfaction

Control Costs

Leverage Intellectual Assets

Create Competitive Advantage

– Ingredients

– Preparation

– Building Process

Building A High Performance Team

High Performance Team Essentials

Ingredients

1. Trust

Set behavior guidelines

Set decision guidelines

Freedom to make decisions

Take risks

Speak your mind

Learn from mistakes

Accountable for actions

Speak the truth

Work with others

Set behavior guidelines

Set decision guidelines

Freedom to make decisions

Take risks

Speak your mind

Learn from mistakes

Accountable for actions

Speak the truth

Work with others

High Performance Team Essentials

Ingredients

1. Trust

2. Vision

Real, clear, defined, concrete

Defines future state

Inspirational & motivating

Team focused on vision

Justifies the hard work

Real, clear, defined, concrete

Defines future state

Inspirational & motivating

Team focused on vision

Justifies the hard work

High Performance Team Essentials

Ingredients

1. Trust

2. Vision

3. Optimism

Achievement fueled by hope

Balance realism & optimism

Thrive to persevere

Focus on the end goal

Achievement fueled by hope

Balance realism & optimism

Thrive to persevere

Focus on the end goal

High Performance Team Essentials

Ingredients

1. Trust

2. Vision

3. Optimism

4. Enjoyment

Team performs at their peak

Leaders set the tone

Focus on the people

Focus on winning, not failing

Team performs at their peak

Leaders set the tone

Focus on the people

Focus on winning, not failing

High Performance Team Essentials

Ingredients

1. Trust

2. Vision

3. Optimism

4. Enjoyment

5. Empowerment

Leaders focus on “What”

Teams focus on “How”

Team members self directed

Ownership of responsibilities

Leaders focus on “What”

Teams focus on “How”

Team members self directed

Ownership of responsibilities

High Performance Team Essentials

Ingredients

1. Trust

2. Vision

3. Optimism

4. Enjoyment

5. Empowerment

6. Opportunity

Develop & use new skills

Experience different roles

Cross train specialties

Work with diverse teams

Develop & use new skills

Experience different roles

Cross train specialties

Work with diverse teams

– Increased productivity

– Improved customer service

– Ability to do more with less

– Increased innovation

– Ability to quickly adapt to change

– Ability to solve difficult, critical problems

The Value Of High Performance Teams

Objective: Business process improvement

Rules:

– We must dramatically reduce the process time

– Ball starts and ends with same person

– Everyone must touch ball

– Order you touch the ball must remain the same

Team Building Exercise

Core Values & Skills

Leadership & Vision

Business Leadership(Customer

Focus)

Planning & Budgeting Strategic

Results

ProcessResultsTeam

Building & Staffing

Process Managemen

tBusiness Leadership

Communication Systems

Systems Mgmt.Education & Training

Policies

What it Takes: The Essential Skills

Information & Analysis

Strategic

Operational

Leadership: Leadership: Is It In You?Is It In You?

Leadership – Determining the Course to Take

Organizational LeadershipOrganizational Leadership

• AuthorityAuthority

• Strategy DevelopmentStrategy Development

• Competent staff to execute the plans.Competent staff to execute the plans.

• Leadership: The opportunity to determine Leadership: The opportunity to determine the what, the how and the who.the what, the how and the who.

Authority – How it is derivedAuthority – How it is derived

• Acceptance theoryAcceptance theory – those who are led must – those who are led must accept the fact the leader has been placed in accept the fact the leader has been placed in charge and is being held responsible for the unit.charge and is being held responsible for the unit.

• Institutional theoryInstitutional theory – power is bestowed by the – power is bestowed by the position. (Organizational Chart).position. (Organizational Chart).

• Competence theoryCompetence theory – the individual with the – the individual with the experience and expertise or who knows the experience and expertise or who knows the answers must, by definition, be the leader. answers must, by definition, be the leader.

• Charismatic theoryCharismatic theory – individual who by force of – individual who by force of personality is placed in a leadership position.personality is placed in a leadership position.

Use of AuthorityUse of Authority• Traditional ThinkingTraditional Thinking

– Authority / Power is a zero sum game.Authority / Power is a zero sum game.– The less power subordinates have, the more you can The less power subordinates have, the more you can

get them to do what you want.get them to do what you want.

• Empowering ConceptEmpowering Concept– Authority / power is an expandable pie.Authority / power is an expandable pie.– Keeping people powerless fosters dependence and Keeping people powerless fosters dependence and

discourages initiative.discourages initiative.– The more authority people have to act, the greater The more authority people have to act, the greater

their performance and satisfaction.their performance and satisfaction.

Leadership in the OrganizationLeadership in the Organization

Leadership

CulturePerformance

Behavior

Who Has the Most Information?Who Has the Most Information?

Top Management

Middle Management

Staff

Basic Elements of LeadershipBasic Elements of Leadership

• Honesty and Integrity.Honesty and Integrity.• Consistency.Consistency.• Good listening skills.Good listening skills.• Effective communication skills including the Effective communication skills including the

ability to influence others actions.ability to influence others actions.• Practical ideas.Practical ideas.• A willingness to take responsibility and to A willingness to take responsibility and to

make difficult decisions.make difficult decisions.• A completion factor.A completion factor.• Peer respect.Peer respect.

Advanced Elements of Advanced Elements of LeadershipLeadership

• Leadership in the Past (experience).Leadership in the Past (experience).• The capacity to create or catch a vision.The capacity to create or catch a vision.• A Message - communication that is A Message - communication that is

understandable, convincing and persuasive understandable, convincing and persuasive (accepted).(accepted).

• A constructive spirit of discontent.A constructive spirit of discontent.• Empowerment of others.Empowerment of others.• Mental toughness – the ability to make difficult Mental toughness – the ability to make difficult

decisions, handle criticism or face decisions, handle criticism or face discouragement.discouragement.

• Ability to select a good team.Ability to select a good team.

Leadership TypesLeadership Types

• Visionary LeaderVisionary Leader• Re-engineering LeaderRe-engineering Leader• Directional LeaderDirectional Leader• Strategic LeaderStrategic Leader• Managing LeaderManaging Leader• Bridge-building LeaderBridge-building Leader• Motivational LeaderMotivational Leader• Shepherding LeaderShepherding Leader• Team Building LeaderTeam Building Leader• Entrepreneurial LeaderEntrepreneurial Leader

Visionary LeaderVisionary Leader

• EnthusiasmEnthusiasm

• Crystal clear picture of what they want to Crystal clear picture of what they want to happen.happen.

• Communicate the vision clearly and Communicate the vision clearly and continually.continually.

• Idealistic and not easily discouraged.Idealistic and not easily discouraged.

• Full of faith. They believe… and they Full of faith. They believe… and they appeal to others to get on board.appeal to others to get on board.

Re-engineering LeaderRe-engineering Leader

• Strength is in re-engineering (design).Strength is in re-engineering (design).• Love the challenge of overhauling a Love the challenge of overhauling a

situation or an entire organization.situation or an entire organization.• Thrive in finding the cure for lost vision / Thrive in finding the cure for lost vision /

focus or finding the staff inappropriate for focus or finding the staff inappropriate for the team.the team.

• Uninterested in leading over the long haul. Uninterested in leading over the long haul. Once the situation is cured, they look for the Once the situation is cured, they look for the next challenge.next challenge.

Directional LeaderDirectional Leader

• Strength is in the ability to identify and sort Strength is in the ability to identify and sort through the options.through the options.

• Ability to assess the values, mission, Ability to assess the values, mission, strengths, weaknesses, resources, strengths, weaknesses, resources, personnel and openness to change of an personnel and openness to change of an organization.organization.

• Possesses the uncanny, god-given ability Possesses the uncanny, god-given ability to choose the right path at critical to choose the right path at critical intersections.intersections.

Strategic LeaderStrategic Leader

• Strength is in planning.Strength is in planning.• Forms the game plan for achieving a vision.Forms the game plan for achieving a vision.• Game plan is understandable and inclusive.Game plan is understandable and inclusive.• Ability to plan coordinated efforts of various Ability to plan coordinated efforts of various

departments.departments.• Keeps the organization correctly positioned Keeps the organization correctly positioned

– financially, politically, etc.– financially, politically, etc.

Managing LeaderManaging Leader

• Strength is in execution.Strength is in execution.

• Ability to manage people, processes, Ability to manage people, processes, systems and resources for mission systems and resources for mission achievement.achievement.

• Ability to monitor progress and make Ability to monitor progress and make adjustments.adjustments.

• Delivers results.Delivers results.

Bridge Building LeaderBridge Building Leader

• Strength is in diplomacy.Strength is in diplomacy.

• Becomes the best friend and advocate for Becomes the best friend and advocate for all constituent groups.all constituent groups.

• Ability to compromise, negotiate, listen, Ability to compromise, negotiate, listen, understand and empathize.understand and empathize.

• Ability to bring together a wide variety of Ability to bring together a wide variety of constituencies under one umbrella of constituencies under one umbrella of leadership.leadership.

Motivational LeaderMotivational Leader

• Strength is in understanding people.Strength is in understanding people.

• Possess unique insight into what people Possess unique insight into what people need.need.– Training, recognition, day off, pay raise, office Training, recognition, day off, pay raise, office

change, etc.change, etc.

• Ability to inspire both individuals and Ability to inspire both individuals and teams. Recognize that team members get teams. Recognize that team members get tired, lose focus and experience mission tired, lose focus and experience mission drift.drift.

Shepherding LeaderShepherding Leader

• Strength is in developing loyalty.Strength is in developing loyalty.

• Listens to, supports and nurtures team Listens to, supports and nurtures team members.members.

• The mission gets accomplished due to the The mission gets accomplished due to the goodwill in the hearts of those cared for by goodwill in the hearts of those cared for by the shepherd.the shepherd.

• Examples: Family owned business or a Examples: Family owned business or a small business.small business.

Team Building LeaderTeam Building Leader

• Strength – empowers people.Strength – empowers people.• Leadership philosophy – if you put the Leadership philosophy – if you put the

right people in the right slots doing the right people in the right slots doing the right things for the right reasons, they will right things for the right reasons, they will get the work done without the leader get the work done without the leader looking over their shoulder.looking over their shoulder.

• Ability to select the right people for the Ability to select the right people for the team and put them in a position to be team and put them in a position to be successful.successful.

Entrepreneurial LeaderEntrepreneurial Leader

• Strength is leading a start-up operation.Strength is leading a start-up operation.

• Possess vision, boundless energy and a Possess vision, boundless energy and a risk taking spirit.risk taking spirit.

• Not suited to providing on-going Not suited to providing on-going leadership. Lose energy and focus with leadership. Lose energy and focus with complex discussions about policies, complex discussions about policies, systems, controls and databases.systems, controls and databases.

Leadership TypesLeadership Types

• Visionary LeaderVisionary Leader• Re-engineering LeaderRe-engineering Leader• Directional LeaderDirectional Leader• Strategic LeaderStrategic Leader• Managing LeaderManaging Leader• Bridge-building LeaderBridge-building Leader• Motivational LeaderMotivational Leader• Shepherding LeaderShepherding Leader• Team Building LeaderTeam Building Leader• Entrepreneurial LeaderEntrepreneurial Leader

Ineffective Leadership TypesIneffective Leadership Types

• Godfather – demands absolute loyalty and Godfather – demands absolute loyalty and punishes perceived disloyalty. This style relies punishes perceived disloyalty. This style relies heavily on coercive power.heavily on coercive power.

• Ostrich – avoids problems. Eventually Ostrich – avoids problems. Eventually processes and decisions go around this person.processes and decisions go around this person.

• Detailer – wants all information before they will Detailer – wants all information before they will make a decision. Over cautious.make a decision. Over cautious.

• Non – Delegater – do everything themselves, Non – Delegater – do everything themselves, don’t communicate well and staff feel out of the don’t communicate well and staff feel out of the loop. loop.

Signs that a Leader should move Signs that a Leader should move onon

• Incompatibility (boss, situation or organizational Incompatibility (boss, situation or organizational culture)culture)

• Authority has been compromised.Authority has been compromised.• Immobility – lack of autonomyImmobility – lack of autonomy• Organizational TransitionOrganizational Transition• StagnancyStagnancy• FatigueFatigue• FamilyFamily• Closings and Openings Closings and Openings • The Age FactorThe Age Factor

• ““Somebody has to do something… Somebody has to do something… and it is just incredibly pathetic that it and it is just incredibly pathetic that it has to be us.”has to be us.”

»Jerry GarciaJerry Garcia

Questions?Questions?

The Team Building Game

Where teams compete to build an effective team building game.

Objectives

• Teams compete to build a great team building game.

• Each team presents their game to the group giving rational, rules and objectives.

• Games are evaluated against how effective they are as a team builder.

• The best game is played by the entire group.

Rules

• Break the group into smaller groups no larger than 5 people in a group.

• Using a Flip Chart or a computer with PowerPoint, the group creates and presents a “Team Building” Game.

• Facilitator will set time limits and any other rules.

Rules

• When the time expires, each team presents their team builder to the entire group giving– Rationalization– Concept– Rules– Objectives

• The facilitators or group vote on which Team Builder is the most effective.

The entire group now plays the winning Team Building Game with the group that created it acting as

the facilitators.

Playing Your Team Building Game

Team Building Basics

• Everyone is different. To build a solid team, everyone must know their teammates. Know your team members.

• Define the team mission or goals. All team members must accept and agree on the team goals.

• Define the team organization, structure and responsibilities.• Define tasks and titles within the group that matches their skills and

responsibilities.• Make a game plan and ensure all members know everyone’s job.• Use group language to develop team ownership of the goals.• Share information freely within the group. Establish strong lines of

communication.• Have fun activities to enhance the team interaction.• Brainstorm and freely share and listen to ideas.

Tools for Collaboration, Learning, and

Creativity

Developing High Performing Teams

1. Wish your group were more engaged in meetings?

2. Want to build group rapport and trust quickly?

3. Wonder why teams can’t agree on goals and direction?

AGENDAExperience the value of interactive

learning

• Ice breaker• Partner Activity• Principles of Team Building-> Trust -> Engagement ->

Learning• EZ TeamToolZ Cards ->

Applications• Close & Debrief

Goals for Tonight…

#1 To encourage you to use interactive, experiential learning activities to build community and cohesive teams.

And

#2 To use one card per week for your staff meetings, training, and retreats.

Definition of Team Building

Team Building is…A series of processes or activities designed to improve a work team’s performance. The focus may be task oriented or interpersonal.

Team building strives to:- Set common goals

- Analyze roles and responsibilities - Examine processes and systems - Improve working relationships

WHY Team Building?

• Brings the “whole system” into the room• Increases group cohesion and camaraderie• Supports positive change • Increases retention• Increases productivity- individual and group• Raises morale• Decreases absenteeism• Eliminates counter-productive behavior • Decreases mistakes due to miscommunication,

unclear roles and responsibilities, and unspecified accountability.

•Time at meetings must be spent in valuable ways and be engaging, that is, interactive both verbally and nonverbally.

•People are more creative and engaged when they’re in “the zone” and accomplishing tasks together and meeting their goals.

Why Emphasize Interactive Activities?

• Creates learning climate of openness and playfulness.

• Increases retention to 90%!• Builds relationships• Stimulates right/left brain: senses

awakened!• Encourages collaboration - wiser

way to work together.

EZ Team Activity Cards

Overview Instructions

Purpose Variations

Time Debrief Questions

Materials/Preparation

Results from Interactive Learning

• 90% more retention- see• Share resources and talent• Increase innovation • Great place to work• Decrease conflict and counter-productive

behavior• Increase individual and group productivity

Retention Triangle

READ

Hear

Photos, Videos

Demonstration

Site Visit

Dramatic Presentation, Simulation Doing the Real Thing

10%

20%

30%

50%

70%

90%

VERBAL

VISUAL

Hearing, Seeing, Doing, Sensing

Collaboration Planning Executing

Playfulness Rejuvenates Teamwork

Keys to Team Success – Balance

Results

RelationshipsProcesses

Team Consulting Process

ContractAssess & Diagnose

Feedback

Implement EvaluationPlanning

Surveys, Interviews, Meeting Observations, Offsite Planning Meeting

Team Activities – Engage Your Group!

Collaboration Through Team Building

Collaboration Through Team Building

Session Objectives:Session Objectives:

• Identify and understand teams and how they function.Identify and understand teams and how they function.

•Demonstrate the skills necessary for the development of an Demonstrate the skills necessary for the development of an effective team.effective team.

Collaboration Through Team Building

Survival Run VideoSurvival Run Video

• Exercise – while watching the video write down the “team” Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.behaviors and characteristics that you observe.

The Most Effective Teams:

Collaboration Through Team Building

• Share information openlyShare information openly

• Participate in the team’s taskParticipate in the team’s task

• Encourage each otherEncourage each other

• Use all of the team’s resourcesUse all of the team’s resources

Activity:

Complete the Self-Awareness Assessment.

• Decide whether each of the statements is true (T) or false (F) or if you are uncertain (?).

• Place your check in the appropriate column to the rightof each statement.

Collaboration Through Team Building

Collaboration Through Team Building

When groups are formed into teams:When groups are formed into teams:

• Roles and interactions are not established.Roles and interactions are not established.

• Some members may observe as they attempt to determineSome members may observe as they attempt to determine what’s expected of them.what’s expected of them.

• Others engage the team process immediately.Others engage the team process immediately.

• As members learn their roles they find ways to work As members learn their roles they find ways to work together and learn about team issues.together and learn about team issues.

• These processes occur in 4 stages.These processes occur in 4 stages.

Collaboration Through Team Building

Stage One - Forming Stage One - Forming

PPeriod in which members are often guarded in eriod in which members are often guarded in their interactions because they’re not sure what to their interactions because they’re not sure what to expect from other team members. expect from other team members.

This is also the period in which membersThis is also the period in which members form opinions of their teammates. form opinions of their teammates.

During this stage, productivity is low. During this stage, productivity is low.

Collaboration Through Team Building

Forming – Forming – Enhance Team Development by:Enhance Team Development by:

• Share responsibilityShare responsibility

• Encourage open dialogueEncourage open dialogue

• Provide structureProvide structure

• Direct team issuesDirect team issues

• Develop a climate of trust and respect.Develop a climate of trust and respect.

Collaboration Through Team Building

Stage two - Storming Stage two - Storming

Characterized by competition and strained relationships Characterized by competition and strained relationships among team members. There are various degrees of among team members. There are various degrees of conflict dealing with issues of power, leadership and conflict dealing with issues of power, leadership and decision- making. decision- making.

This is the most critical stage for the team.This is the most critical stage for the team.

Collaboration Through Team Building

Storming - Storming - Enhance Team Development by:Enhance Team Development by:

• Joint problem solving.Joint problem solving.

• Norms for different points of view.Norms for different points of view.

• Decision-making procedures.Decision-making procedures.

• Encourage two-way communication.Encourage two-way communication.

• Support collaborative team efforts.Support collaborative team efforts.

Stage three -Norming Stage three -Norming

Characterized by cohesiveness among members. In this Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to phase, members realize their commonalities and learn to appreciate their differences. appreciate their differences.

Functional relationships are developed resulting in the Functional relationships are developed resulting in the evolution of trust among members.evolution of trust among members.

Collaboration Through Team Building

Collaboration Through Team Building

Norming - Norming - Enhance Team Development by:Enhance Team Development by:

• Communicate frequently and openly about concernsCommunicate frequently and openly about concerns..

• Encourage members to manage the team process.Encourage members to manage the team process.

• Give positive and constructive feedbackGive positive and constructive feedback..

• Support consensus decision-making efforts.Support consensus decision-making efforts.

• Delegate to team members as much as possibleDelegate to team members as much as possible..

Stage four -Performing Stage four -Performing

The team now The team now possesses the capability to define tasks, work possesses the capability to define tasks, work through relationships, and manage team conflicts by through relationships, and manage team conflicts by themselves. themselves.

Communication is open and supportive. Members interact Communication is open and supportive. Members interact with without fear of rejection.with without fear of rejection.

Leadership is participative and shared. Different viewpoints Leadership is participative and shared. Different viewpoints and information is shared openly.and information is shared openly.

Conflict is now viewed as a catalyst that generates creativity in Conflict is now viewed as a catalyst that generates creativity in the problem-solving process.the problem-solving process.

Collaboration Through Team Building

Collaboration Through Team Building

Performing - Performing - Enhance Team Development by:Enhance Team Development by:

• Offer feedback when requested.Offer feedback when requested.

• Support new ideas and ways for achieving outcomes. Support new ideas and ways for achieving outcomes.

• Encourage ongoing self-assessment. Encourage ongoing self-assessment.

• Develop team members to their fullest potential. Develop team members to their fullest potential.

• Look for ways to increase the team’s capacity. Look for ways to increase the team’s capacity.

Collaboration Through Team Building

REMEMBER!!!REMEMBER!!!

Any change in the composition of the team or its Any change in the composition of the team or its leadership will return the team to the forming stage.leadership will return the team to the forming stage.

Collaboration Through Team Building

The most effective teams arrive at decisions through consensus by following a rational process that includes:

• Identifying the issue.Identifying the issue.

• Setting a specific objective.Setting a specific objective.

• Gathering and analyzing the facts.Gathering and analyzing the facts.

• Developing alternatives. Developing alternatives.

• Evaluating the alternatives. Evaluating the alternatives.

• Deciding and acting. Deciding and acting.

Collaboration Through Team Building

In addition to the problem solving process, teams must also In addition to the problem solving process, teams must also engage in interpersonal interaction. engage in interpersonal interaction.

Decisions are made and objectives are achieved not only Decisions are made and objectives are achieved not only by effectively following the problem solving process, but by effectively following the problem solving process, but also to the extent that team members share information inalso to the extent that team members share information inan open, candid, honest, and trustful manner.an open, candid, honest, and trustful manner. 

Collaboration Through Team Building

Activity:Activity:

““Hurricane Disaster” - problem solving and team Hurricane Disaster” - problem solving and team building exercise. building exercise.

• Identifying the issue.Identifying the issue.

• Setting a specific objective.Setting a specific objective.

• Gathering and analyzing the facts.Gathering and analyzing the facts.

• Developing alternatives. Developing alternatives.

• Evaluating the alternatives. Evaluating the alternatives.

• Deciding and acting. Deciding and acting.

Collaboration Through Team Building

Problem Solving ProcessProblem Solving Process

Collaboration Through Team Building

““Hurricane Disaster” Activity - Five essential strategies:Hurricane Disaster” Activity - Five essential strategies:

1. Issue an evacuation order and ensure it is communicated 1. Issue an evacuation order and ensure it is communicated throughout the entire community using all available resources.throughout the entire community using all available resources.

2. Order that all designated emergency shelters be opened and2. Order that all designated emergency shelters be opened and manned.manned.

3. Instruct all public safety units to aid in an orderly evacuation3. Instruct all public safety units to aid in an orderly evacuation and in assisting those who cannot be evacuated to be transportedand in assisting those who cannot be evacuated to be transported to the designated emergency shelters.to the designated emergency shelters.

““Hurricane Disaster Activity” - Five essential strategies:Hurricane Disaster Activity” - Five essential strategies:

4. Arrange for controlled access to evacuated areas and prepare4. Arrange for controlled access to evacuated areas and prepare to prevent looting.to prevent looting.

5. Plan for the return of the evacuees after the hurricane danger5. Plan for the return of the evacuees after the hurricane danger is over: including shelter and relocation, damage is over: including shelter and relocation, damage assessment,assessment, and recovery operations.and recovery operations.

Collaboration Through Team Building

Collaboration Through Team Building

In Review: In Review:

• Differences between groups and teams.Differences between groups and teams.

• 4 Stages of team development and ways to enhance team 4 Stages of team development and ways to enhance team development. development.

• Team problem solving process.Team problem solving process.

• Experienced the team building and problem solving processes.Experienced the team building and problem solving processes.

Collaboration Through Team Building

Teams A leadership training lesson from The Pennsylvania State University.

Teams: Overview

• Introduction

• Lesson Objectives

• Lesson Content

• Reflection Questions

Introduction

• Teamwork is essential– Individuals are becoming less autonomous– Top ten Fortune 500 Companies are globally diverse– Universities have international study programs– 4-H’s experiential learning method involves teamwork

• College students #1 dislike about any leadership class: Group work– Because the process takes longer than we like, but

team development process is essential to success

Lesson Objectives

• At the end of the lesson, you will be able to:– Define a team– Discuss stages of team development

What is a team?

• A team is a group of people working together to achieve a common purpose for which they hold themselves accountable

• This team will:– Share a work product– Have interdependent tasks– Share responsibility of results– Have a commitment to work together– Manage relationships across boundaries

Why teams?

• Complex tasks

• Creativity is

• Path/direction unclear

• Efficient use of resources needed

• High commitment is desired

• Members have a stake in the outcome

• No one individual has sufficient knowledge to solve the problem

Types of Teams

• Problem resolution team– Resolve problems on an on-going basis

• Creative teams– Explore possibilities and alternatives

• Tactical team– Execute a well-defined plan

Information & Teams: Handling the Load

• Define your information needs– What do you need to know?– Who has the info?– How will you get it?– When do you need it?

• Share important news in team meetings– Especially if it is news that affects the whole

team or the team product

Information & Teams: Handling the Load

• Take and distribute minutes for each team meeting– This will help to keep all members on the

same page

• Develop routine reports like weekly team schedules– This will make all members aware of

deadlines, responsibilities, etc.

Information & Teams: Handling the Load

• Post important and needed data– If you discover something that will be relevant

to another team member, posting it will help everyone

• Keep team info reports simple– Bullets– Headings

Stages of Team Development

• Kipp and Kipp (2000) say:– Dysfunctional teams/groups often prevent

themselves from being effective and productive– Handle conflict badly– Follow unwritten rules that limit effectiveness

and waste time

• Research has provided steps to aid in successful development of teams

Stages of Team Development

• Tuckman and Jenson (CITE) list different stages of development for a team– Team must go through the stages to

maximize their potential and become a successful unit

– Not necessarily universal or sequential in nature, but knowing these stages is helpful in

• Recognizing where a team is in their development• Knowing what is happening to a team and why• Knowing what to do next

Stages of Team Development

• Tuckman and Jenson model has 5 steps, but team development is a continual process– An event could move a team from stage four back to

stage one or two– A team may be at stage three for one task, but stage

for for another– Some teams pass easily between stages– Some teams reach a level and become stagnant– Each stage has it own characteristics

Stages of Team Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Reforming/Adjourning

Stages of Team Development

1. Forming

Team Activities/Characteristics– Get acquainted– Test boundaries– Task define– Initial goal setting– Rules established

Stages of Team Development

2. Storming

Team Activities/Characteristics– Differences emerge– Conflict– Task related interactions

Stages of Team Development

3. Norming

Team Activities/Characteristics– Issues are Conflicted and Resolved– Spirit of cooperation– Communication– Group Unity and Culture Established

Stages of Team Development

4. Performing

Team Activities/Characteristics– Group self management– Autonomy– Team unity– Problem solving

Stages of Team Development

5. Reforming/Adjourning

Team Activities/Characteristics– Evaluate the project– Evaluate the process

Checklist for development

• Kipp and Kipp (2000) authored a checklist to aid in successful development of a team– Being authentic is key to team development

• Know your strengths and challenges, as well as the strengths and challenges of your followers

• Honesty will help you go authentically through the process

– Willingness to bring a “whole person” is also key• Develop the capacity to be vulnerable with each other

Checklist for development

• 6 additional elements/questions to ask about your team:– Goals: What constitutes success for us in a particular situation

and overall?– Roles: What are our expectations and what do we expect from

each other?– Rules: What are our agreements on decision making, work

ethic, and follow-through?– Relationships: How do we handle conflict, ambiguity, rumor,

secrecy, trust, etc?– Results: How do we determine performance day to day? What

are our dials?– Rewards: What is in it for us individually and collectively? Are

we ok with that?

Team BuildingFour reasons and strategies for each

1. New group formation and improved relationships– Self disclosure exercises– Team challenges– Temperament or styles profiles

2. Problems in group dynamics– Conflict management– Reflective listening– Communication– Community building

Team BuildingFour reasons and strategies for each

3. Barriers to goal attainment– Role definition– Decision protocols– Systems thinking

4. Resolution of goals and game plan– Business strategy– Management philosophy– Team charter development

Team BuildingFour reasons and strategies for each

3. Barriers to goal attainment– Role definition– Decision protocols– Systems thinking

4. Resolution of goals and game plan– Business strategy– Management philosophy– Team charter development

Reflection Questions

• What is a team and when should we use teams?

• Describe an example in your own experiences where you have been involved in an effective team.

Thanks !


Recommended