30-10-2015 Point-2-Point STAGES OF TEAM FORMATION You can't expect a new team to perform well when it first comes together. Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuck- man's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly. In this article, we'll look at how you can use this model to build a highly productive team. FORMING In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team mem- bers' roles and responsibilities aren't clear. This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues. STORMING Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail. Storming often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons but, if differing work- ing styles cause unforeseen problems, they may become frustrated. Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven't defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using. Some may question the worth of the team's goal, and they may resist taking on tasks. Team members who stick with the task at hand may experience stress, particularly as they don't have the support of estab- lished processes, or strong relationships with their colleagues. EDITOR’S NOTE This edition we focus on the different stages of team forma- tion on page 1 . We also feature pic- tures from Sales and Marketing Strategy Session on Pg 4, And we cap this issue with our personality pro- file feature “Wetin Una Dey Do Sef” on Pg 7 Dig in! Enjoy this edition ! -Corporate Communications EDITORIAL TEAM Morayo Nwabufo Chief Editor Genevieve Umunnah Editor INSIDE THIS ISSUE EMPLOYEE OF THE MONTH PG 3 PICTURES FROM THE STUDENTS OF UNI- VERSITY OF KASHERE EXCURSION PG 5 WE LOVE THE WAY YOU LOOK PG 6 VOLUME 5 ISSUE 10 In–House Journal for Phase3 Telecom Ltd
Transcript
3 0 - 1 0 - 2 0 1 5
Point-2-Point
STAGES OF TEAM FORMATION
You can't expect a new team to perform well when it first comes together. Forming a
team takes time, and members often go through recognizable stages as they change
from being a collection of strangers to a united group with common goals. Bruce Tuck-
man's Forming, Storming, Norming, and Performing model describes these stages.
When you understand it, you can help your new team become effective more quickly.
In this article, we'll look at how you can use this model to build a highly productive
team.
FORMING
In this stage, most team members are positive and polite. Some are anxious, as they
haven't fully understood what work the team will do. Others are simply excited about
the task ahead. As leader, you play a dominant role at this stage, because team mem-
bers' roles and responsibilities aren't clear. This stage can last for some time, as people
start to work together, and as they make an effort to get to know their new colleagues.
STORMING
Next, the team moves into the storming phase, where people start to push against the
boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working
styles. People may work in different ways for all sorts of reasons but, if differing work-
ing styles cause unforeseen problems, they may become frustrated. Storming can also
happen in other situations. For example, team members may challenge your authority,
or jockey for position as their roles are clarified. Or, if you haven't defined clearly how
the team will work, people may feel overwhelmed by their workload, or they could be
uncomfortable with the approach you're using. Some may question the worth of the
team's goal, and they may resist taking on tasks. Team members who stick with the task
at hand may experience stress, particularly as they don't have the support of estab-
lished processes, or strong relationships with their colleagues.
EDITOR’S NOTE
This edition we focus
on the different
stages of team forma-
tion on page 1 .
We also feature pic-
tures from Sales and
Marketing Strategy
Session on Pg 4, And
we cap this issue with
our personality pro-
file feature
“Wetin Una Dey Do
Sef” on Pg 7
Dig in!
Enjoy this edition !
-Corporate
Communications
EDITORIAL TEAM
Morayo Nwabufo
Chief Editor
Genevieve Umunnah
Editor
INSIDE THIS ISSUE
EMPLOYEE OF THE
MONTH
PG 3
PICTURES FROM THE
STUDENTS OF UNI-
VERSITY OF KASHERE
EXCURSION
PG 5
WE LOVE THE WAY
YOU LOOK
PG 6
V O L U M E 5 I S S U E 1 0
In–House Journal for Phase3 Telecom Ltd
P A G E 2
Follow us on https://twitter.com/#!/Phase3telecom
NORMING
Gradually, the team moves into the
norming stage. This is when people
start to resolve their differences, appre-
ciate colleagues' strengths, and respect
your authority as a leader. Now that your team members know one another better,
they may socialize together, and they are able to ask one another for help and pro-
vide constructive feedback. People develop a stronger commitment to the team
goal, and you start to see good progress towards it. There is often a prolonged
overlap between storming and norming, because, as new tasks come up, the team
may lapse back into behaviour from the storming stage.
PERFORMING
The team reaches the performing stage, when hard work leads, without friction, to
the achievement of the team's goal. The structures and processes that you have set
up support this well. As leader, you can delegate much of your work, and you can
concentrate on developing team members. It feels easy to be part of the team at
this stage, and people who join or leave won't disrupt performance.
P A G E 3 V O L U M E 2 I S S U E 0
GUESS WHATS NEW!!! HR INTRODUCES THE PHASE3 DIAMOND PROGRAM!!!
(EMPLOYEE OF THE MONTH)
Dear all, this is to inform you that the Human Resource Depart-
ment is set to implement a new program (PHASE 3 DIAMOND
OF THE MONTH) each month to recognize an employee who is nominated by co– workers for outstanding achievement or per-
formance. Note that this employee would be anticipated to dem-
onstrate such capabilities as
Creativity
(An employee who is open to new ideas, foster’s creativity
and risk-taking to support continuous improvement in
their departments)
Demonstrate & Strives for Excellence
(An employee who consistently demonstrates and produces
quality work with a level of excellence)
Exhibits High Quality Customer Service
(An employee that provides superior service that enables
our customers to enjoy their experience with Phase 3 telecom)
Models Professionalism
(An employee that leads by example, with good character and consistent behaviour that reflects the standard of our policy
and best practices)
Celebrates Teamwork
(An employee that encourages and celebrates employee participation with the intention of motivating others and building
teamwork in their department. In addition to these values, the EOM (Employee of the month) program will recognize
those employees who show exemplary individual achievement, contribution, and performance in their jobs and other
related duties beyond their own, in an effort to make the workplace more efficient and more welcoming to co-workers
and customers)
CRITERIA FOR NOMINATION-
Staff implemented a cost saving initiative on deployment of solutions to clients
Staff exceeded customer’s expectation (both internal and external)
Staff makes a personal effort to go an “extra step” in delivery of day to day responsibilities
Staff proposed/ implemented a new income generating idea
Staff introduces an initiative that helps eliminate/reduce bureaucracy and improve internal process
Staff proposed/ implemented an initiative that reduced operational cost
Staff personal appearance consistently projects the brand image of phase3
Other ........................
LET ME NOT BURST YOUR BUBBLE!!!! BUT I DARE SAY THE TAILORED -TO- YOU REWARDS WILL BLOW
PHOTO NEWS: SALES AND MARKETING STRATEGY SESSION .
PHOTO NEWS: STUDENTS EXCURSION FROM THE UNIVERSITY OF KASHERE
We just love Mrs. Oni in this red wrap dress, she looks every inch a
sophisticated lady and that infectious smile! We love the way you
look Mrs. Oni !
We like the sharp contrast between his well tailored pink stripe
shirt and black pencil-fit pants! He did it justice with the black
derby-style shoes. We love the way you look John!!
Ifreke looks lovely in this blue lace detailed dress with the red
shoes to compliment! We love the way you look Ifreke!
WE LOVE THE WAY YOU LOOK
P A G E 7 V O L U M E 2 I S S U E 0
#WETIN UNA DEY DO SEF#
INFASTRUCTURE ROLL OUT AND DEPLOYMENT DEPARTMENT
(IRD)
ABDULLATEEF ALIYU
What role does your department play in the business and what role do
you play in helping the department support the business? The Infrastructure roll-out and deployment department (IRD) consists of engi-
neers equipped with knowledge of project management who are saddle with the
responsibility of providing the business with all that is required to establish a
connection between the business and the customer. In achieving this, we conduct
site surveys, rolling out network using the appropriate technology, methodology
and most importantly ensuring that customers are satisfied. With these, we relate
most with the internal and external stakeholders such as the sales team; the pric-
ing served to the customers are mostly as a result of advice from our team. We
therefore take serious caution in carrying out our responsibility. My role is to en-
sure that my team aligns with the organizational goals and objectives in our day
to day assignment and ensure customers’ utmost satisfaction.
What do you love about what you do? As an individual with an engineering background trained to provide solutions to
everyday problems, I love the fact that we help to convert concepts into revenue
that help grow the business. Secondly, everyday comes with new customer needs
that are unique and it makes work interesting. Lastly, networking with stake-
holders on a day to day basis is also great.
What is the most misunderstood thing about your role? Most assumption within the business is that engineers angle to provisioning a client are usually expensive and we are used to
the phrase “it is too high”. We always try to work with what is obtainable and also provide best possible solution that is cost
effective without compromising quality.
How can we make your work easier? We need to extend our footprint with the right technology. Also we should always deal with one another with TRUST.
What 5 things do we not know about you? Currently Chair the Young Professional Affinity Group of Institute of Electrical and Electronics Engineers (IEEE) Nigeria Sec-
tion, I strongly believe in volunteering and giving back, currently involved in project called SILP (Scholarship Initiative for the
Less Privilege) focusing in providing education for the IDP. Speak 5 languages 3 local and 2 international, still learning more. I
love cooking and I like good food, I play basketball.
AKINWALE OGUNDARE
What role does your department play in the business and what role do you
play in helping the department support the business? IRD is responsible for gathering requirements (a.k.a. Survey) necessary to provision pro-
spective clients and internal projects. We assist organizations to setup an enterprise LAN
which can support data, voice and video when the need arises. My role is to further ana-
lyse these requirements gathered from the field, generate BOM and forward such to PMO.
I’m also responsible for managing resources during the deployment of any approved new
project( s).
What do you love about what you do? Interaction with clients when gathering requirements, communication of project update to
client during execution amongst others. When project is being executed, I love the fact
that I’m solving some of the organization’s challenging performance problem using stan-
