HIGH PERFORMANCE LEADERSHIP

Presentation

On

TEAM WORK

and

TEAM BUILDINGBy

Amit Chavan Gangadhar Tele

Lalit G. Chaudhari Pawan Shinde

CONTENT

(1) Introduction

(2) Skills Needed For Team Work

(3) Development of Team

(4) Roles For Successful Team

(5) Negative Features of Team

(6) Steps of Team Building

(7) Stages in Team Building

CONTENT

(8) Team Problem Solving Mode

(9) 12 Cs for Effective Team Building

INTRODUCTION

WHAT IS TEAMWORK

? ??

TEAMWORK

“Teamwork consist of individuals who work together to achieve a common goal or

purpose and who hold themselves accountable for team output”

SKILLS NEEDED FOR TEAMWORK

1) LISTENING

There is a time to talk and a time to listen and the time to listen comes twice as often as the time to talk. Instead of focusing on what they are trying to convey we are thinking about what we are going to say next,in which we have missed their entire point.

2) SHARING

What one person knows maybe the key to another person's problem. We have to be willing to share those keys even when it will make someone else look better.

3) HARD WORK

Team members have to be willing to work hard on an individual basis and then turn that hard work over to the team so that as a whole you can make your work meaningful and achieve a greater goal.

4) SACRIFICE

Each team member has to evaluate what they are truly willing to sacrifice and then continue to be willing when the time comes that they are asked to sacrifice it. It could be everything from time, to resources, to positions of power.

5) COMMUNICATION

when there are problems or successes a team has to be willing to communicate effectively what went right and wrong. It is important to analyze issues that you have in a project or as a team but it is also important to analyze your successes.

6) TRUST

7) PARTICIPATION

Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: "What contribution can I make to help the team achieve success.

DEVELOPMENT OF TEAMWORK

???

(1) PLANNING :

Define the team task or purpose

Make a workable plan

(2) INITIATING :

Explain why the plan is necessary

Allocate tasks to team members

Set team standards

(3) CONTROLLING : Influence the tempo

Ensure all actions move towards the objective

Keep discussions relevant

Guide the team to action and decision

(4) SUPPORTING : Encourage and discipline the team and individuals

Create team spirit

Relieve tension

Reconcile disagreements

(5) INFORMING : Give new information to the team

Receive information from the team

Summarise suggestions and ideas

(6) EVALUATING : Test the consequences of a proposed solution

Evaluate team performance

Help the team evaluate its own performance against standards

What is a team

High communication

Difference background, skill & abilities

Sense of mission

Goal

ROLE FOR SUCCESSFUL TEAM

Co-ordinator

Resource Investigator

Implementer

Team worker

ROLE FOR SUCCESSFUL TEAM CONT.

Completer

Monitor Evaluator

Specialist

TEAM Vs WORK GROUP

On Competition

On Focus

On Style

On Tolerance

On Risk

FEATURES AFFECTING TEAM BUILDING PROCESS

Balance between task and people

Ability to listen

Dealing with the problem

Consistency in behaviour

Deal with problem

STEPS FOR TEAM BUILDING

(1) PLAN your overall goal!

WHERE do you want to be?

WHEN will you do it?

HOW will you do it?

(2) CHOOSE your PEOPLE carefully!

STEPS FOR TEAM BUILDING CONT.

(3) GIVE your people!

The TRAINING

The TOOLS

The ENCOURAGEMENT

(4) Create an ATMOSPHERE of cooperation!

Hold meetings that are productive

Meet with each employee periodically

Provide critical information, up, down and across

Expect employee coordination

STEPS FOR TEAM BUILDING CONT.

5.MEASURE your results!

6. REWARD your people!

For being a team player

For individual achievement By money

By awards & rewards

By an opportunity to grow

STAGES INVOLVED IN TEAM BUILDING

Forming

Storming

Norming

Performing

STAGE ONE - FORMING The “polite” stage in which the team starts to form.

Everyone is trying to figure out what the team concept is.

Initial “silent” leaders may take the rein.

The team is usually positive – for the most part for the initial meetings.

No one has offended anyone at this point yet!

FORMING – FEELINGS and BEHAVIOUR

Excitement, anticipation, and optimism.

Pride in being chosen for the project.

A tentative attachment to the team Suspicion and anxiety about the job.

Defining the tasks and how they will be accomplished.

Determining acceptable group behavior.

FORMING – FEELINGS and BEHAVIOUR

Deciding what information needs to be gathered.

Abstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be difficulty in identifying some of the relevant problems.

Because there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's project goals. This is perfectly normal.

STAGE TWO - STORMING The honeymoon(adj.) is over.

The silent leaders may be clashing for control of the group.

People disagree and may blame the team concept, saying it doesn’t work.

Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.

STORMING – FEELINGS and BEHAVIOUR

Resisting the tasks.

Resisting quality improvement approaches suggested by other members.

Sharp fluctuations in attitude about the team and the project's chance of success.

Arguing among members even when they agree on the real issues

Defensiveness, competition, and choosing sides.

STORMING – FEELINGS and BEHAVIOUR

Questioning the wisdom of those who selected this project and appointed the other members of the team.

Establishing unrealistic goals. Disunity, increased tension, and jealousy.

The above pressures mean that team members have little energy to spend on progressing towards the team's goal.

But they are beginning to understand one another. This phase sometimes takes 3 or 4 meetings before arriving at the Norming phase.

STAGE THREE - NORMING

The team is starting to work well together, and has turned around from the ‘storming” phase.

They may start to “brag up” the team concept to others who aren’t in the team and will be very positive about their role/team.

Often, the team will bounce back and forth between “storming” and “norming” when issues crop up.

NORMING CONT..

Regressions will become fewer and fewer and the team will bounce back to “norming” in a quicker manner as the team “matures.”

The natural leaders at this stage may not be the ones who were visible in stages 1 & 2 (those people may no longer have the “unofficial lead roles” within the team.

NORMING – FEELINGS and BEHAVIOUR

Communicate frequently and openly about concerns.

Encourage members to manage the team process.

Give positive and constructive feedback.

Support consensus decision-making efforts.

Delegate to team members as much as possible.

As team members begin to work out their differences, they now have more time and energy to spend on the project.

STAGE FOUR - PERFORMING

This is the level where the team is a high– performance team.

They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming” phase.

At this level, the team is taking on new work on their own, and selling it to other teams.

At this level, the team can usually take on a new member or two with little trouble as far as regressing goes.

PERFORMING CONT..

They are a complete self-directed team and require little, if any, management direction.

In many organizations, this can take 6 months or longer to reach this state this stage.

PERFORMING – FEELINGS & BEHAVIOUR

Members have insights into personal and group processes, and better understanding of each other's strengths and weakness.

Constructive self–change.

Ability to prevent or work through group problems.

Close attachment to the team.

The team is now an effective, cohesive unit. You can tell when your team has reached this stage because you start getting a lot of work done.

ADJOURNING

The team briefs and shares the improved process during this phase.

When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good–bye.

Many relationships formed within these teams continue long after the team disbands.

THE SIX DEADLY SINS OF TEAM BUILDING By ROBERT BACAL

(1) Lack of Model

(2) Lack of Diagnosis

(3)Short Term Intervention

(4) No Evaluation of The Progress

(5) Leadership Detachment

(6) Doing it all internally

1. Clear Expectation

2. Context

3. Commitment

4. Competence

5. Charter

6. Control

7. Collaboration

Twelve Cs for Effective Team Building

Twelve Cs for Effective Team Building

8. Communication

9.Creative Innovation

10. Consequences

11. Co-ordination

12. Cultural Change

TEAM PROBLEM SOLVING MODEL

(1) Define the problem- “What is going on”

Determine what is fact

Determine the causes.

(2) Set the objective- what do we want to accomplish

Define the problem into

The objective must relate to the problem

(3) Generate Alternative- “what can we do about it”

Involve every team member

(4) Choose an Alternative- “which is the best?”

Critically evaluate each alternative

Select the best alternative(s)

(5) Implement the Plan – “what and to do?” what

Who

When

(6) Evaluate – “what are the results?” solved problem

continue doing the role

ANY QUERIES

SHORT STORY

Once upon a time a tortoise and a hare had an argument about who was faster.

I’m the fastestrunner.

That’s not true.The fastest runner isme!

Ok, let’s havea race.

Fine!

They decided to settle the argument with a race. They agreed on a route and started off the race.

The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race. Poor guy! Even if I

take a nap, he could not catch up with me.

He sat under the tree and soon fell asleep.

The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ.

The hare woke up and realized that he'd lost the race.

The moral of the story is that slow and steady wins the race.

This is the version of the story that we've all grown up with.

The story continues …

The hare was disappointed at losing the race and he did some soul-searching. He realized that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him.

Why did I lose the

race?

Can we have another race?

Ok.

So he challenged the tortoise to another race. The tortoise agreed.

This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

The moral of the story?

Fast and consistent will always beat the slow and steady. If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. It's good to be slow and steady; but it's better to be fast and reliable.

But the story doesn't end here …

The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted. How can

I can win the hare?

He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed.

Sure!

Can we have another race? This time we’ll go through a different route.

They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river. Goal

The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the

race.

What should I do?

The moral of the story?

First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs.

Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

The story still hasn't ended …

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

So they decided to do the last race again, but to run as a team this time.

Hi, buddy. Howabout doing our lastrace again?

Great! I think we could do it much better, if we two help each other.

Hi, buddy. Howabout doing our lastrace again?

They started off, and this time the hare carried the tortoise till the riverbank.

There, the tortoise took over and swam across with the hare on his back.

On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story?

It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could.

In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against

the situation, we perform far better.

To sum up, the story of the hare and tortoise teaches us many things:

Never give up when faced with failure Fast and consistent will always beat slow and

steady Work to your competencies Compete against the situation, not against a

rival. Pooling resources and working as a team will

always beat individual performers

Let’s go and build stronger teams!

THANKYOU FOR LISTENING