By: Ahmad Aly Eldaba’

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The Turtle & The Rabbit

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Once upon a time a turtle and a rabbit had an argument

about who was faster.

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I’m the fastestrunner.

That’s not true.The fastest runner isme!

They decided to settle the argument with a race. They

agreed on a route and started off the race.

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Ok, let’s havea race.

Fine!

The rabbit shot ahead and ran briskly for some time. Then seeing that he was far ahead of the turtle, he thought he'd sit

under a tree for some time and relax before continuing the race.

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Poor guy! Even if I take a nap, he could not catch up with me.

He sat under the tree and soon fell asleep.

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The turtle plodding on overtook him and soon finished the race, emerging as the undisputed

champ.

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

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The moral of the story

“The slow and steady wins the race”

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

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But, The story continues …

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The rabbit 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 lazy. If he had not taken things for granted, there's no way the turtle

could have beaten him.

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Why did I lose the

race?

So he challenged the turtle to another race. The turtle

agreed.

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Can we have another race?

Eshta ;)

This time, the rabbit went all out and ran without stopping

from start to finish. He won by several miles.

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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.

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But the story doesn't end here …

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The turtle did some thinking this time, and realized that there's no way he can beat the rabbit in a race the way it was currently

formatted.

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How can I can

win the rabbit?

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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 rabbit 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.

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Finishing Line

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

finished the race.

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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.

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The story still hasn't ended …

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The rabbit and the turtle, 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.

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So they decided to do the last race again, but to run as a

team this time.

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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 rabbit carried the turtle till

the riverbank.

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There, the turtle took over and swam across with the rabbit on

his back.

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“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 average,

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.

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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.

Note that neither the rabbit nor the turtle gave up after failures. The rabbit decided to work harder and put in more effort after his failure. The turtle changed his strategy because he was already working as hard as he could.

The rabbit and the turtle also learnt another vital lesson.

“When we stop competing against a rival and instead start competing against the situation, we

perform far better.“ 28

Team Stages

Forming Storming Norming Performing Mourning

1-Forming• “polite”• Everyone is trying

to figure out what the team concept is.

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

2-Storming• The honeymoon is

over !!!• 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 1–1’s with people.

3-Norming• Regressions will become

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

• This team still takes management direction, not as much as storming.

4-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.

5-Adjourning

Notes on the Stages• 1-Stages Identification– The team members agree that the stage is

complete?– The team coach agrees the stage is complete?– The team simply moves on to the next stage?

• 2-Exit Strategy• 3-Cross-Over

Break

WorkshopForm a tower from the news

papersThe tower with highest peak + Most stable is the winner

Remarks on the Workshop

Group VS Team

Team Characteristics

1.Clear Purpose The vision, mission, goal or task of the team has been defined and is now accepted by everyone. There is an action plan.2. Informality The climate tends to be informal, comfortable, and relaxed. There is no obvious tensions or signs of boredom.3. ParticipationThere is much discussion and everyone is encouraged to participate.

Team Characteristics

4. Listening The members use effective listening techniques such as questioning, paraphrasing, and summarizing to get out ideas.5. Civilized DisagreementThere is disagreement, but the team is comfortable with this and shows no signs of avoiding, smoothing over, or suppressing conflict.

Team Characteristics

6. Consensus DecisionsFor important decisions, the goal is substantial but not necessarily unanimous agreement through open discussion of everyone’s ideas, avoidance of formal voting, or easy compromises.

7. Open CommunicationTeam members feel free to express their feelings on the tasks as well as on the group’s operation. There are few hidden agendas. Communication takes place outside of meetings.

Team Characteristics

8. Clear Roles and Work AssignmentsThere are clear expectations about the roles played by each team member. When action is taken, clear assignments are made, accepted, and carried out. Work is fairly distributed among team members.

9. Shared LeadershipWhile the team has a formal leader, leadership functions shift from time to time depending upon the circumstances, the needs of the group, and the skills of the members. The formal leader models the appropriate behavior and helps establish positive norms.

Team Characteristics

10. External RelationsThe team spends time developing key outside relationships, mobilizing resources, and building credibility with important players in other parts of the organization.

11. Style Diversity The team has a broad spectrum of team-player types including members who emphasize attention to task, goal setting, focus on process, and questions about how the team is functioning.

12. Self-Assessment Periodically, the team stops to examine how well it is functioning and what may be interfering with its effectiveness.

Assessment Techniques

KPIs

Participation

Feedback

Decision Making

ProblemSolving

Conflicts

Risk taking&

Creativity

Dig Deeper1. The 7 hats of Thinking.2. Team Players Roles3. Team work in business