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Comprehensive Team Training

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This presentation was put together for self directed team training and was designed to incorporate the 9 Traits of Highly Effective Teams by Loren Ankarlo as a supplement to the workshop.

This presentation was put together for self directed team training and was designed to incorporate the 9 Traits of Highly Effective Teams by Loren Ankarlo as a supplement to the workshop.

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  • Transcript

    • 1. Comprehensive Team Training Huber & Associates, Inc.
    • 2. Training Objectives
      • Understand the basic fundamentals of teaming
      • Understand our team concept and what is expected of you
      • Create action steps for you to take back to your team to help improve your performance
    • 3. Highly Effective Team
      • Cohesive Unit
      • Members want to be there
      • Stretching and Challenging each other
      • Contending for a common purpose or goal
      • Constantly Celebrating
      • Having Fun
    • 4. It’s the 90’s Why Teams Are Important
      • Extended Families
      • Civic Community
      • Spiritual Community
      • Work Community
    • 5. How a Team Develops High Low 3 Years Now Morale/Productivity
    • 6. How a Team Develops High Low 3 Years Now Morale/Productivity Forming Storming Norming Performing
    • 7. System Process Vision Mission METL People
    • 8. System Purpose Measure Reward and Recognition Hiring Firing
    • 9. Process Skill Set Co-location # of Players Coaching Data Transfer Physical Environment
    • 10. Trained Motivated Goals Rewards Involved Achievement People
    • 11. Vision Mission Metl Preferred Future State How you are going to get there Daily tasks that support both
    • 12. System Process Vision Mission Metl People
    • 13. Task dimension Social Dimension Aligned within the company’s vision
    • 14. Teams Develop Along Two Dimensions
      • Tasks
        • Getting the job done, the process part
      • Social Dimension
        • Working together and getting along
    • 15. If one area is weak it shifts the burden to other areas. System Structure Vision Mission Metl Task dimension Social Dimension Aligned within the company’s vision People
    • 16. Forming
      • Getting to know each other
      • Communication anxiety
      • Others are watching, so they do their best
      • Improvement shows
      • It’s all about being “NICE”
      • Avoiding Conflict, harmony triumphs
    • 17. Storming
      • They want to go back to the old way
      • Conflict crops up
      • Members show their “real” selves
      • Members start to compete with each other
      • Individual needs outweigh those of the team
      • Stops and Starts
    • 18. Norming
      • Team has established boundaries
      • Rules of the road are written
      • Good things are happening
      • Members are comfortable with each other
      • There is collaboration
      • We are avoiding conflict
      • Sub-optimizing
    • 19. Performing
      • After the defining moment
      • The team steps up to a huge challenge
      • Old performance measures are beaten
      • Team takes care of many administrative duties
      • Fun and celebration
      • The needs of the team outweigh the needs of the individual
    • 20. How a Team Develops High Low 3 Years Now Morale/Productivity
    • 21. Leadership Style and Teams Leadership Style Facilitating/Consulting Directing Managing/ Assigning New Team Mature Team
    • 22. Leadership Style and Teams Leadership Style Facilitating Directing Managing/ Assigning New Team Mature Team Building Consensus Confronting Conflict
    • 23. Leadership Style and Teams Leadership Style Facilitating Directing Managing/ Assigning New Team Mature Team Building Consensus Confronting Conflict Relationships/ Challenging
    • 24. Leadership Style and Teams Leadership Style Consulting/Facilitating Directing Managing/ Assigning New Team Mature Team Building Consensus Confronting Conflict Relationships/ Challenging Strengths
    • 25. Teamwork Patterns Building Strong Teamwork Relationships (Communication, Involvement, Commitment) Getting Things Done (Direction, Structure, Organization Storming Getting things done no matter whose toes you step on Forming Cautious, guarded-not acting unless forced to do so Performing Getting things done by working collaboratively with others Norming Seeking to maintain a friendly, conflict-free environment
    • 26. Teamwork Patterns Building Strong Teamwork Relationships (Communication, Involvement, Commitment ) Getting Things Done (Direction, Structure, Organization Robots Getting the job done but not having any fun Dysfunctional Not getting the job done and not having any fun Performing Overachievers having fun. Party Team Having fun not getting anything done
    • 27. The 9 Traits
      • Establishing A Shared Purpose
      • Shared Operational Values
      • Clarifying Team Roles and Procedures
      • Conducting Effective Meetings
    • 28. The 9 Traits Continued
      • Making Effective Decisions
      • Confronting and Managing Conflict
      • Self-Assessments and Correcting Problems
      • Sharing Rewards and Celebrating
    • 29. Pre-workshop Assessment
      • Fill this out individually without talking to your team members
      • Take only 5 minutes
      • Quick re-cap of assessment with a look for improvement areas.
    • 30. Problems….
      • … are what people see when they take their eyes off the goal.
    • 31. Trait #1 A Shared Purpose
      • Vision
      • Mission
      • METL….to-do list.
    • 32. Shared Purpose
      • Needs to be compelling
      • Held in Common
      • Measurably attainable
    • 33. Vision
      • Does it make a difference in your decisions?
      • Does it move you, drive you, motivate you, direct you?
      • Do you look at it daily?
      • Is it relevant for your team?
    • 34. Vision
      • Preferred future state
      • A picture of tomorrow
      • Answers the question: “Where are we going as a team?”
      • NASA
    • 35. Mission
      • What we do, for whom we do it, how we do it…how we get there
      • Actions necessary
      • Clear
      • Memorable
      • Focused on the team’s internal and external customer’s
      • Aligned with the Department’s statement
    • 36. M.E.T.L.
      • Mission Essential Task List
      • Primary to-do’s
    • 37. Action Step #1
      • Go back to your team and get your team charter out.
      • Assess the purpose statement based on what you just learned.
      • Deadline is 3 weeks from today.
      • Bring up what you discovered in your next team meeting.
      • Copy team coach and team leader on your minutes from the team meeting.
    • 38. Rules of the Road
      • Values drive member’s behaviors
      • Values determine what motivates members.
      • Values determine what demoralizes members.
      • Values drive decision on the team.
      • Values drive responses to management, customers and other team members.
    • 39. Two Minute Drill
      • Characteristics of a team builder.
        • What behaviors you want to encourage in your team members.
      • Characteristics of a team wrecker.
        • What behaviors you want to discourage in your team members.
    • 40. Team Norms (Habits)
      • Positive Norms
      • Negative Norms-do they interfere with your mission statement?
      • Write down the positive.
      • Write down the negative and how they can be transformed.
    • 41. Effective Meetings
      • Establish the purpose
        • problem solving, information sharing, data gathering, celebration, housekeeping, other.
      • Develop the Agenda
      • Pre-publish the Agenda
    • 42. Team Meeting Assessment
      • Fill out the assessment, as a team. Arrive at consensus.
      • You have 15 minutes to do the exercise
      • Select the three poorest areas and generate action steps to improve these for your very next meeting.
    • 43. Additional Note On Meetings
      • Are you having a daily huddle?
        • quick 5-10 minutes
        • establish priorities
        • check for understanding
        • shift on-the-fly, if needed
        • heads-up for incoming
      • Assess-EVERY MEETING
    • 44. Trait #2 Forged Shared Operational Values
      • Pre-program assessment….where did you score
      • Rules of the Road
      • Rules of Engagement
      • Rules the team agrees on, so we are all operating with the same rules
      • If it isn’t written, it isn’t a rule
    • 45. Boundaries
      • Decisions we can make now
      • Decisions the team can make in the future
      • Decisions that belong to the team leader and management
      • Outer-limits….we can’t go there
    • 46. Quick Workshop
      • Current
      • Future
      • Outside
      • Outer-Limits
      • Action step
        • get with your team leader and discuss your team’s boundaries, get an agreement, write in down and put it in your team book.
    • 47. Decision Making
      • Consensus Decision Making
      • Steps to making good decisions
    • 48. Confronting Conflict
      • Watch the tape
      • Fill in the blanks
      • Make notes on kinds of conflict resolution
      • Conflict resolution assessment
    • 49. Steps To Resolving Conflict Explain Objectively Feedback Explain the Other’s point of view Agree Explore Possible Solutions Review and Agree on Action Steps Yes No
    • 50. Self-Assessment
      • 10 Items that the coach should be providing
      • Action Step
        • Next team meeting go over the items the coach feels the team should be providing
    • 51. Celebration
      • 50 Ways to Celebrate
      • Top 3 you will do in the next 30 days
    • 52. Wrap-Up
      • What was the most important thing you picked up today
      • What will you do today, this week next week, this month
      • Follow-up action steps
      • Additional training needed

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