Develop Your Team Building Skills AUTHOR: Paul Parcon PUBLISHER: Lotus Press DATE OF PUBLICATION: 2007 130 pages

THE BIG IDEA A team is the best organization design for involving all employees in creating business success and profitability. However: How can the disciplines, frameworks, and techniques required for team building and good team performance be developed and implemented? How can what is already in place and in play be improved? There is a real need for groups of all sorts to learn about team building and how to go about it.

A team is the best organization design for involving all employees in creating business success and profitability.

However:

How can the disciplines, frameworks, and techniques required for team building and good team performance be developed and implemented?

How can what is already in place and in play be improved?

There is a real need for groups of all sorts to learn about team building and how to go about it.

WHY YOU NEED THIS BOOK This book on team building: provides tools for the development of individuals, teams, and organizations focuses on the formation of teams and motivating them to achieve their goals tackles each step of the team-building process begins by discussing the need for team building in the first place ends by providing advice on what to do in case the teams fail to achieve their objectives

This book on team building:

provides tools for the development of individuals, teams, and organizations

focuses on the formation of teams and motivating them to achieve their goals

tackles each step of the team-building process

begins by discussing the need for team building in the first place

ends by providing advice on what to do in case the teams fail to achieve their objectives

THE NEED FOR TEAM BUILDING The symptoms that signal a need for team building are: Decreased productivity Conflicts or hostility among staff members Confusion about assignments, missed signals, and unclear relationships Decisions misunderstood or not carried through properly Apathy and lack of involvement

The symptoms that signal a need for team building are:

Decreased productivity

Conflicts or hostility among staff members

Confusion about assignments, missed signals, and unclear relationships

Decisions misunderstood or not carried through properly

Apathy and lack of involvement

THE NEED FOR TEAM BUILDING More Symptoms: Lack of initiation , imagination , innovation Complaints of discrimination or favoritism Ineffective staff meetings, low participation, minimally effective decisions Negative reactions to the manager Complaints about quality service

Lack of initiation , imagination , innovation

Complaints of discrimination or favoritism

Ineffective staff meetings, low participation, minimally effective decisions

Negative reactions to the manager

Complaints about quality service

THE INGREDIENTS OF TEAM BUILDING Selection of participants Establishing visions , goals , missions and/or objectives Distribution of workload Timetabling Balancing skill-sets Metrics Harmonizing personality types Training on how to work together

Selection of participants

Establishing visions , goals , missions and/or objectives

Distribution of workload

Timetabling

Balancing skill-sets

Metrics

Harmonizing personality types

Training on how to work together

TYPES OF TEAMS INTERDEPENDENT TEAM. No significant task can be accomplished without the help of essentially all team members INDEPENDENT TEAM. Every person performs basically the same actions whether one team member performs well or not, that has no direct effect on the performance of the next person “ Clearly no group can as an entity create ideas. Only individuals can do this. A group of individuals may, however, stimulate one another in the creation of ideas” –Estill I. Green

INTERDEPENDENT TEAM. No significant task can be accomplished without the help of essentially all team members

INDEPENDENT TEAM. Every person performs basically the same actions

whether one team member performs well or not, that has no direct effect on the performance of the next person

TYPES OF TEAMS MORE TYPES OF TEAMS VIRTUAL TEAM. Consists of members joined electronically , using technology tools such as the Internet. This allows teams to be formed of members otherwise unavailable. PROJECT TEAM. A team used only for a defined period of time and for a separate, concretely definable purpose .

VIRTUAL TEAM. Consists of members joined electronically , using technology tools such as the Internet.

This allows teams to be formed of members otherwise unavailable.

PROJECT TEAM. A team used only for a defined period of time and for a separate, concretely definable purpose .

SKILLS NEEDED FOR TEAMWORK A wide variety of social skills are desirable for successful teamwork, including: Listening – it is important to listen to other people’s ideas. When people are allowed to freely express their ideas, these initial ideas will produce other ideas. Questioning – it is important to ask questions, interact, and discuss the objectives of the team. Persuading – individuals are encouraged to exchange, defend, and then to ultimately rethink their ideas.

A wide variety of social skills are desirable for successful teamwork, including:

Listening – it is important to listen to other people’s ideas. When people are allowed to freely express their ideas, these initial ideas will produce other ideas.

Questioning – it is important to ask questions, interact, and discuss the objectives of the team.

Persuading – individuals are encouraged to exchange, defend, and then to ultimately rethink their ideas.

SKILLS NEEDED FOR TEAMWORK Respecting – it is important to treat others with respect and to support their ideas. Helping – it is crucial to help one’s co-workers. Sharing – it is important to share with the team to create a team environment. Participating – all members of the team must participate in it. MORE SKILLS NEEDED:

Respecting – it is important to treat others with respect and to support their ideas.

Helping – it is crucial to help one’s co-workers.

Sharing – it is important to share with the team to create a team environment.

Participating – all members of the team must participate in it.

TEAM DEVELOPMENT This model takes teams through five stages of team development: Stage 1: Forming The goal here is to create a team with clear structure, goals, direction and roles. During the Forming stage, much of the team’s energy is focused on defining the team. Stage 2: Storming Next, the team will need to refocus on its goals, perhaps breaking larger goals down into smaller, achievable steps. A redefinition of the team’s goals, roles and tasks can help.

This model takes teams through five stages of team development:

Stage 1: Forming

The goal here is to create a team with clear structure, goals, direction and roles.

During the Forming stage, much of the team’s energy is focused on defining the team.

Stage 2: Storming

Next, the team will need to refocus on its goals, perhaps breaking larger goals down into smaller, achievable steps.

A redefinition of the team’s goals, roles and tasks can help.

TEAM DEVELOPMENT MORE STAGES OF TEAM DEVELOPMENT Stage 3: Norming Members shift their energy to the team’s goals and show an increase in productivity. Stage 4: Performing The team makes significant progress . Stage 5: Termination/Ending During this stage, the team should focus on: Completion of any deliverables Evaluation of the team’s process and product Acknowledgement of contributions and accomplishments

Stage 3: Norming

Members shift their energy to the team’s goals and show an increase in productivity.

Stage 4: Performing

The team makes significant progress .

Stage 5: Termination/Ending

During this stage, the team should focus on:

Completion of any deliverables

Evaluation of the team’s process and product

Acknowledgement of contributions and accomplishments

WHAT TEAM BUILDING SHOULD BE AND WHAT IT SHOULDN’T BE Team building must be: A way of life The responsibility of every Team Member A continuous process About developing a clear and unique identity Focused on a clear and consistent set of goals Concerned with the needs and ambitions of each member and recognizing his or her unique contribution An awareness of the potential of the team as a unit Results oriented Enjoyable

Team building must be:

A way of life

The responsibility of every Team Member

A continuous process

About developing a clear and unique identity

Focused on a clear and consistent set of goals

Concerned with the needs and ambitions of each member and recognizing his or her unique contribution

An awareness of the potential of the team as a unit

Results oriented

Enjoyable

Team building must NOT be: A short-term, flavor-of-the-month project Imposed without regard to people’s feelings Spasmodic Reserved for only some members of the team An excuse for not meeting personal responsibilities A process where actions contradict intentions Seen as a chore WHAT TEAM BUILDING SHOULD BE AND WHAT IT SHOULDN’T BE

Team building must NOT be:

A short-term, flavor-of-the-month project

Imposed without regard to people’s feelings

Spasmodic

Reserved for only some members of the team

An excuse for not meeting personal responsibilities

A process where actions contradict intentions

Seen as a chore

CHARACTERISTICS OF A TEAM LEADER Here is how a team leader can contribute to creating a positive climate within the team: He or she can put forward, in cooperation with team members, a vision/purpose of what the team is to do. The team leader should help select or influence the composition of the team. The team leader must help develop a set of principles that will contribute to success.

Here is how a team leader can contribute to creating a positive climate within the team:

He or she can put forward, in cooperation with team members, a vision/purpose of what the team is to do.

The team leader should help select or influence the composition of the team.

The team leader must help develop a set of principles that will contribute to success.

4. The team leader should be the liaison between the team and upper management. 5. The team leader needs to obtain full commitment from upper management in support of the team. 6. The team leader should allow capable members to help provide some leadership. 7. The team leader should be fair , supportive , and can make final judgments as needed. CHARACTERISTICS OF A TEAM LEADER MORE CHARACTERISTICS OF A TEAM LEADER:

STEPS TO BUILDING AN EFFECTIVE TEAM Consider each employee’s ideas valuable . Be aware of employees’ unspoken feelings . Act as a harmonizing influence. Be clear when communicating. Encourage trust and cooperation among employees. Encourage team members to share information. Delegate problem-solving tasks to the team. Facilitate communication.

Consider each employee’s ideas valuable .

Be aware of employees’ unspoken feelings .

Act as a harmonizing influence.

Be clear when communicating.

Encourage trust and cooperation among employees.

Encourage team members to share information.

Delegate problem-solving tasks to the team.

Facilitate communication.

STEPS TO BUILDING AN EFFECTIVE TEAM MORE STEPS: Establish team values and goals; evaluate team performance. Have a clear idea of what you need to accomplish. Establish consensus . Set ground rules for the team. Establish a method for arriving at a consensus. Encourage listening and brainstorming . Establish the parameters of consensus-building sessions.

MORE STEPS:

Establish team values and goals; evaluate team performance.

Have a clear idea of what you need to accomplish.

Establish consensus .

Set ground rules for the team.

Establish a method for arriving at a consensus.

Encourage listening and brainstorming .

Establish the parameters of consensus-building sessions.

WHAT TO DO ABOUT TEAM FAILURES? Learn about teams. Don’t invest in anything without first finding out what it will (or won’t) do for you. Learn before you leap. Visit other companies, read, send people to conferences, etc. Develop your vision and strategy. Create a specific picture of what you want to have in place. Explore readiness. Take a careful look at where to start. Choose the right team structure to fit your needs. Craft a plan. You can’t implement workplace teams in an ad hoc fashion.

Learn about teams. Don’t invest in anything without first finding out what it will (or won’t) do for you.

Learn before you leap. Visit other companies, read, send people to conferences, etc.

Develop your vision and strategy. Create a specific picture of what you want to have in place.

Explore readiness. Take a careful look at where to start.

Choose the right team structure to fit your needs.

Craft a plan. You can’t implement workplace teams in an ad hoc fashion.

7. Focus on real work. Effective work teams get high-quality results with high levels of engagement and satisfaction. 8. Expect transition time. Success won’t happen overnight. 9. Form friendships. A “best friend at work” is one of the important factors that contribute to high-performing teams. 10. Fire people who refuse to join in. 11. Give permission to start over. 12. Appreciate how powerful teams really are! The momentum they bring can be unstoppable and highly influential. WHAT TO DO ABOUT TEAM FAILURES? MORE REGARDING TEAM FAILURES

BusinessSummaries.com is a business book Summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com. ABOUT BUSINESSSUMMARIES