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Building a Champion Team
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Building a Champion Team



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  • 2. Building a Champion Team Why are teams important? Strategies to motivate and develop a team Strategies to deal with problems within a teamLeadership: Those with leadership roles in the firm Personal leadership within circle of influence.
  • 3. The Ideal Work TeamPurposefully working together Shared goals Acceptance of differences and contributions Peaceful resolution of differences Supported Sharing Co-operation Non-threatening and not constrained by fear.
  • 4. Essential Components of a Champion Team Vision, mission, goals, norms Priorities Responsibilities Budget and resources Recognition Quality as norm Regularly revisit all of the above.
  • 5. What Makes a Team Successful?Organisation that Encourages collaboration Values service, discussion, learningManagers that Share these values Support these values practicallyTeam that Has clear goals, norms, understandings.
  • 6. Problems with Professional Teams Independent and autonomous by nature – Often prefer to work alone and be responsible for own efforts. Find team work difficult, annoying, a “waste of time”. Want to “get on with the job”
  • 7. Advantages of Fostering Champion Teams Synergy of collective wisdom and energy Catalyst for interaction and support Strengthen the organisation Generation of ideas and innovation Marketing – strong and talented team
  • 8. Building the Team: Challenges“Coming together is a beginning. Keeping together is progress.” Working together is success.” ~Henry Ford Leadership and commitment Information and communication Training Infrastructure Recognition and rewards Resources Measurement
  • 9. Building the Team: The Role of a Leader Recognise the strengths and weaknesses within the team and work to their strengths. Talk the talk and walk the talk Be prepared to improve personal leadership skills Recognise and reward quality performance.
  • 10. Building the Team: Be an Observer of PeopleIs everyone singing off the same song sheet? What’s happening with group decision making? What’s happening with task functions? What’s happening with morale and relationships? Who needs training? – Awareness, skills, communication, personal leadership skills.
  • 11. Motivating Your Team Dissatisfaction usually stems from the working environment. Satisfaction usually stems from the work itself.
  • 12. Motivate and Develop Through DelegationTeam building Sharing responsibility Sharing opportunities for achievement and development.Delegation Foster responsibility and confidence. “Hold the ladder”
  • 13. Motivate and Develop Through Feedback - Motivational Feedback Immediately after performance of task Gain confidence and feel successful Can also be earshot praise, third party recognition or formal rewardMust be Properly timed. No advice at the same time! Focused on specific task performance Appropriate to the situation.
  • 14. Motivate and Develop Through Feedback - Developmental FeedbackDevelopmental feedback Just before next performance of task Support, not criticism, to help them increase competence Clear description of action, with non-blaming language, followed by suggested action. Unambiguous language Check they have understood.
  • 15. Motivate and Develop through Performance Reviews Forward looking – Set goals for future work and career development Identify areas of improvement Set challenging but achievable goals in aspects of work especially team issues Identify learning goals to support career goals Use coaching style.
  • 16. Personal Management Strategies Listen well but don’t take on their problems Develop a norm – If you bring a problem bring a solution too. Accept a written report of a problem, but verbal discussion is far more effective. Expect and model excellent communication skills. Don’t take on unreasonable tasks or responsibilities, or expect others to do so.
  • 17. Dealing With ConflictOngoing conflict Ignore it and it will go away Solve it and present solution  Winner and loser Seek consensus  Frank discussion  No winner or loser  Work together on another problem
  • 18. Preventing Conflict Check balance of roles in the team. Watch for people in the wrong role. Involve team in decisions that affect them. Ensure expectations and goals are understood by everyone. Avoid creating win/lose situations that cause resentment.
  • 19. Team Discussion Clear objectives? Chance to contribute to setting objectives? Support in tough times? Open expression of true beliefs and opinions? Learning not blaming? Effective meetings with full participation? Sufficient time to plan for the future? Genuine desire for consensus?
  • 20. Collective Decision Making Discussion then vote = winners and losers Meeting of minds = consensus  “I might not agree with all the details but I agree with the broad thrust of the decision.” Takes longer Issue is explored fully therefore usually a better decision Each team member is more committed to implement the actions required.
  • 21. Beware “Group Thinking” Wanting to achieve consensus overcomes the desire to analyze, consider, think broadly etc. Consequences  Objectives aren’t fully considered  Superficial assessment of options  Risks are not examined thoroughly  Previously rejected options are not re-examined  Adequate high quality information isn’t sought  Contingency plans aren’t prepared  Selective bias in evaluating data is evident.
  • 22. Leadership in Team Discussions Leadership most evident in group interactions. Allow time for constructive discussion Encourage deep analysis Strive for collective ownership of ideas/goals Separate ideas from personalities, facts from beliefs Identify options; weigh pros and cons Steer team towards group conclusion.
  • 23. Leadership in Team Ideas GenerationBrainstorming Ideas generation – You can’t be creative and critical at the same time. Reflect on responses Evaluate the process Decide on 2 or 3 ideas that can be implemented Norm: “Don’t commit if you can’t do it, but if you do commit you must do it.”
  • 24. Establish Ongoing Team NormsThe Team is still a team even when apart Sharing best practice – Lifelong learners Autonomous in own work but still a team player Keep colleagues informed Leadership not intrusive but will remind them about agreed norms.
  • 25. Challenges for Leaders Give authority and freedom but within agreed objectives and norms Get the best out of the team but enable each individual team member to excel Underperformers Great professionals who are poor team players Interpersonal disagreements between colleagues Crises
  • 26. Dealing with Underperformers Change must come from within Meeting to discuss the behaviour and issues Seek agreement to make changes Set goals and action steps with time frames Periodic discussion to review progress. Remember: What you overlook you accept!
  • 27. Dealing with Reluctant Team Players Developmental feedback or motivational feedback if you get an opportunity. Describe the behaviour that causes concern Explain benefits for changing behaviour Ask person to suggest solutions Have followup discussions Remember: The organisation’s core values and goals should come before the individual.
  • 28. Dealing with Interpersonal Disagreements Bring them together and act as mediator Describe behaviours Concentrate not on issue but on what is preventing normal interaction Listen to each perspective Indicate points of disagreement Agree on simple actions and dates for review Support with professional development.
  • 29. Dealing with a Team Crisis Ascertain facts and separate fact from rumour Get the communications right Be honest and open Give some positive slant if possible to improve morale Be decisive.
  • 30. Qualities of Healthy Work Teams Balance of reason and emotion Understanding others perspectives Communication leading to understanding and trust Trust built through reliability Motivation not coercion Colleagues know they are valued and accepted Separate people from problems Be constructive in all interactions.