HIGH PERFORMANCE LEADERSHIP<br />Presentation<br /> On<br />TEAM WORK <br />and<br /> TEAM BUILDING<br />By <br />AmitChav...
CONTENT <br />Introduction<br />Skills Needed For Team Work<br />Development of Team<br />Roles For Successful Team<br />N...
CONTENT<br />(8) Team Problem Solving Mode<br />(9) 12 Cs for Effective Team Building<br />
INTRODUCTION<br />WHAT IS TEAMWORK <br />? ?<br />?<br />
TEAMWORK<br />“Teamwork consist of individuals who work together to achieve a common goal or purpose and who hold themselv...
SKILLS NEEDED FOR TEAMWORK <br />
1) LISTENING<br />There is a time to talk and a time to listen and the time to listen comes twice as often as the time to ...
2) SHARING<br />What one person knows maybe the key to another person's problem. We have to be willing to share those keys...
3) HARD WORK<br />Team members have to be willing to work hard on an individual basis and then turn that hard work over to...
4) SACRIFICE<br />Each team member has to evaluate what they are truly willing to sacrifice and then continue to be willin...
5) COMMUNICATION<br />when there are problems or successes a team has to be willing to communicate effectively what went r...
6) TRUST<br />
7) PARTICIPATION<br />Team members who function as active participants take the initiative to help make things happen, and...
DEVELOPMENT OF TEAMWORK???<br />
PLANNING :<br /><ul><li>Define the team task or purpose
Make a workable plan</li></ul>(2) INITIATING :<br /><ul><li>Explain why the plan is necessary
Allocate tasks to team members
Set team standards</li></li></ul><li>(3) CONTROLLING :<br /><ul><li>Influence the tempo
Ensure all actions move towards the objective
Keep discussions relevant
Guide the team to action and decision</li></ul>(4) SUPPORTING :<br /><ul><li>Encourage and discipline the team and individ...
Create team spirit
Relieve tension
Reconcile disagreements</li></li></ul><li>(5) INFORMING :<br /><ul><li>Give new information to the team
Receive information from the team
Summarise suggestions and ideas</li></ul>(6) EVALUATING : <br /><ul><li>Test the consequences of a proposed solution
Evaluate team performance
Help the team evaluate its own performance against standards</li></li></ul><li>What  is  a  team<br /><ul><li>High communi...
Difference background, skill & abilities
Sense of mission
Goal</li></li></ul><li>ROLE FOR SUCCESSFUL TEAM<br /><ul><li>Co-ordinator
Resource Investigator
Implementer
Team worker </li></li></ul><li>ROLE FOR SUCCESSFUL TEAM CONT.<br /><ul><li>Completer
Monitor Evaluator
Specialist</li></li></ul><li>TEAM  Vs  WORK GROUP<br /><ul><li>On  Competition
On  Focus
On  Style
On  Tolerance
On  Risk</li></li></ul><li>FEATURES AFFECTING TEAM BUILDING PROCESS<br /><ul><li>Balance between task and people
Ability to listen
Dealing with the problem
Consistency in behaviour
Deal with problem</li></li></ul><li>STEPS FOR TEAM BUILDING<br />(1) PLAN your overall goal! <br /><ul><li>WHERE do you wa...
WHEN will you do it?
HOW will you do it?</li></ul>(2) CHOOSE your PEOPLE carefully!<br />
STEPS FOR TEAM BUILDING CONT.<br />(3) GIVE your people!<br /><ul><li>The TRAINING
The TOOLS
 The ENCOURAGEMENT</li></ul>(4) Create an ATMOSPHERE of cooperation!<br /><ul><li>Hold meetings that are productive
Meet with each employee periodically
Provide critical information, up, down and across
Expect employee coordination</li></li></ul><li>STEPS FOR TEAM BUILDING CONT.<br />5.MEASUREyourresults!<br />6. REWARD you...
 For individual achievement By money
By awards & rewards
 By an opportunity to grow</li></li></ul><li>STAGES INVOLVED IN TEAM BUILDING<br /><ul><li>Forming
Storming
Norming
Performing</li></li></ul><li>
STAGE ONE - FORMING<br /><ul><li> The “polite” stage in which the team starts to form.
Everyone is trying to figure out what the team concept is.
Initial “silent” leaders may take the rein.
The team is usually positive – for the most part for the initial meetings.
No one has offended anyone at this point yet!</li></li></ul><li>FORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Excitement, ...
Pride in being chosen for the project.
A tentative attachment to the team Suspicion and anxiety about the job.
Defining the tasks and how they will be accomplished.
Determining acceptable group behavior.</li></li></ul><li>FORMING – FEELINGS and BEHAVIOUR <br /><ul><li> Deciding what inf...
Abstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be di...
Because there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anythi...
The silent leaders may be clashing for control of the group.
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–on–1’s with peo...
Resisting quality improvement approaches suggested by other members.
Sharp fluctuations in attitude about the team and the project's chance of success.
Arguing among members even when they agree on the real issues
Defensiveness, competition, and choosing sides.</li></li></ul><li>STORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Questioni...
 Establishing unrealistic goals. Disunity, increased tension, and jealousy.
The above pressures mean that team members have little energy to spend on progressing towards the team's goal.
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H I G H P E R F O R M A N C E L E A D E R S H I P P R E S E N T A T I O N

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TEAM WORK AND TEAM BUILDING

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LALIT CHAUDHARI
PAWAN SHINDE
AMIT CHAVAN
GANGADHAR TELE

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H I G H P E R F O R M A N C E L E A D E R S H I P P R E S E N T A T I O N

  1. 1. HIGH PERFORMANCE LEADERSHIP<br />Presentation<br /> On<br />TEAM WORK <br />and<br /> TEAM BUILDING<br />By <br />AmitChavanGangadhar Tele<br />Lalit G. ChaudhariPawanShinde<br />
  2. 2.
  3. 3. CONTENT <br />Introduction<br />Skills Needed For Team Work<br />Development of Team<br />Roles For Successful Team<br />Negative Features of Team<br />Steps of Team Building<br />Stages in Team Building<br />
  4. 4. CONTENT<br />(8) Team Problem Solving Mode<br />(9) 12 Cs for Effective Team Building<br />
  5. 5. INTRODUCTION<br />WHAT IS TEAMWORK <br />? ?<br />?<br />
  6. 6. TEAMWORK<br />“Teamwork consist of individuals who work together to achieve a common goal or purpose and who hold themselves accountable for team output”<br />
  7. 7. SKILLS NEEDED FOR TEAMWORK <br />
  8. 8. 1) LISTENING<br />There is a time to talk and a time to listen and the time to listen comes twice as often as the time to talk. Instead of focusing on what they are trying to convey we are thinking about what we are going to say next,in which we have missed their entire point.<br />
  9. 9. 2) SHARING<br />What one person knows maybe the key to another person's problem. We have to be willing to share those keys even when it will make someone else look better. <br />
  10. 10. 3) HARD WORK<br />Team members have to be willing to work hard on an individual basis and then turn that hard work over to the team so that as a whole you can make your work meaningful and achieve a greater goal.<br />
  11. 11. 4) SACRIFICE<br />Each team member has to evaluate what they are truly willing to sacrifice and then continue to be willing when the time comes that they are asked to sacrifice it. It could be everything from time, to resources, to positions of power.<br />
  12. 12. 5) COMMUNICATION<br />when there are problems or successes a team has to be willing to communicate effectively what went right and wrong. It is important to analyze issues that you have in a project or as a team but it is also important to analyze your successes.<br />
  13. 13. 6) TRUST<br />
  14. 14. 7) PARTICIPATION<br />Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: "What contribution can I make to help the team achieve success.<br />
  15. 15. DEVELOPMENT OF TEAMWORK???<br />
  16. 16. PLANNING :<br /><ul><li>Define the team task or purpose
  17. 17. Make a workable plan</li></ul>(2) INITIATING :<br /><ul><li>Explain why the plan is necessary
  18. 18. Allocate tasks to team members
  19. 19. Set team standards</li></li></ul><li>(3) CONTROLLING :<br /><ul><li>Influence the tempo
  20. 20. Ensure all actions move towards the objective
  21. 21. Keep discussions relevant
  22. 22. Guide the team to action and decision</li></ul>(4) SUPPORTING :<br /><ul><li>Encourage and discipline the team and individuals
  23. 23. Create team spirit
  24. 24. Relieve tension
  25. 25. Reconcile disagreements</li></li></ul><li>(5) INFORMING :<br /><ul><li>Give new information to the team
  26. 26. Receive information from the team
  27. 27. Summarise suggestions and ideas</li></ul>(6) EVALUATING : <br /><ul><li>Test the consequences of a proposed solution
  28. 28. Evaluate team performance
  29. 29. Help the team evaluate its own performance against standards</li></li></ul><li>What is a team<br /><ul><li>High communication
  30. 30. Difference background, skill & abilities
  31. 31. Sense of mission
  32. 32. Goal</li></li></ul><li>ROLE FOR SUCCESSFUL TEAM<br /><ul><li>Co-ordinator
  33. 33. Resource Investigator
  34. 34. Implementer
  35. 35. Team worker </li></li></ul><li>ROLE FOR SUCCESSFUL TEAM CONT.<br /><ul><li>Completer
  36. 36. Monitor Evaluator
  37. 37. Specialist</li></li></ul><li>TEAM Vs WORK GROUP<br /><ul><li>On Competition
  38. 38. On Focus
  39. 39. On Style
  40. 40. On Tolerance
  41. 41. On Risk</li></li></ul><li>FEATURES AFFECTING TEAM BUILDING PROCESS<br /><ul><li>Balance between task and people
  42. 42. Ability to listen
  43. 43. Dealing with the problem
  44. 44. Consistency in behaviour
  45. 45. Deal with problem</li></li></ul><li>STEPS FOR TEAM BUILDING<br />(1) PLAN your overall goal! <br /><ul><li>WHERE do you want to be?
  46. 46. WHEN will you do it?
  47. 47. HOW will you do it?</li></ul>(2) CHOOSE your PEOPLE carefully!<br />
  48. 48. STEPS FOR TEAM BUILDING CONT.<br />(3) GIVE your people!<br /><ul><li>The TRAINING
  49. 49. The TOOLS
  50. 50. The ENCOURAGEMENT</li></ul>(4) Create an ATMOSPHERE of cooperation!<br /><ul><li>Hold meetings that are productive
  51. 51. Meet with each employee periodically
  52. 52. Provide critical information, up, down and across
  53. 53. Expect employee coordination</li></li></ul><li>STEPS FOR TEAM BUILDING CONT.<br />5.MEASUREyourresults!<br />6. REWARD your people! <br /><ul><li>For being a team player
  54. 54. For individual achievement By money
  55. 55. By awards & rewards
  56. 56. By an opportunity to grow</li></li></ul><li>STAGES INVOLVED IN TEAM BUILDING<br /><ul><li>Forming
  57. 57. Storming
  58. 58. Norming
  59. 59. Performing</li></li></ul><li>
  60. 60. STAGE ONE - FORMING<br /><ul><li> The “polite” stage in which the team starts to form.
  61. 61. Everyone is trying to figure out what the team concept is.
  62. 62. Initial “silent” leaders may take the rein.
  63. 63. The team is usually positive – for the most part for the initial meetings.
  64. 64. No one has offended anyone at this point yet!</li></li></ul><li>FORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Excitement, anticipation, and optimism.
  65. 65. Pride in being chosen for the project.
  66. 66. A tentative attachment to the team Suspicion and anxiety about the job.
  67. 67. Defining the tasks and how they will be accomplished.
  68. 68. Determining acceptable group behavior.</li></li></ul><li>FORMING – FEELINGS and BEHAVIOUR <br /><ul><li> Deciding what information needs to be gathered.
  69. 69. Abstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be difficulty in identifying some of the relevant problems.
  70. 70. Because there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's project goals. This is perfectly normal.</li></li></ul><li>STAGE TWO - STORMING<br /><ul><li>The honeymoon(adj.) is over.
  71. 71. The silent leaders may be clashing for control of the group.
  72. 72. People disagree and may blame the team concept, saying it doesn’t work.
  73. 73. Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.</li></li></ul><li>STORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Resisting the tasks.
  74. 74. Resisting quality improvement approaches suggested by other members.
  75. 75. Sharp fluctuations in attitude about the team and the project's chance of success.
  76. 76. Arguing among members even when they agree on the real issues
  77. 77. Defensiveness, competition, and choosing sides.</li></li></ul><li>STORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Questioning the wisdom of those who selected this project and appointed the other members of the team.
  78. 78. Establishing unrealistic goals. Disunity, increased tension, and jealousy.
  79. 79. The above pressures mean that team members have little energy to spend on progressing towards the team's goal.
  80. 80. But they are beginning to understand one another. This phase sometimes takes 3 or 4 meetings before arriving at the Norming phase.</li></li></ul><li>STAGE THREE - NORMING<br /><ul><li>The team is starting to work well together, and has turned around from the ‘storming” phase.
  81. 81. They may start to “brag up” the team concept to others who aren’t in the team and will be very positive about their role/team.
  82. 82. Often, the team will bounce back and forth between “storming” and “norming” when issues crop up.</li></li></ul><li>NORMING CONT..<br /><ul><li>Regressions will become fewer and fewer and the team will bounce back to “norming” in a quicker manner as the team “matures.”
  83. 83. The natural leaders at this stage may not be the ones who were visible in stages 1 & 2 (those people may no longer have the “unofficial lead roles” within the team.</li></li></ul><li>NORMING – FEELINGS and BEHAVIOUR<br /><ul><li>Communicate frequently and openly about concerns.
  84. 84. Encourage members to manage the team process.
  85. 85. Give positive and constructive feedback.
  86. 86. Support consensus decision-making efforts.
  87. 87. Delegate to team members as much as possible.
  88. 88. As team members begin to work out their differences, they now have more time and energy to spend on the project.</li></li></ul><li>STAGE FOUR - PERFORMING<br /><ul><li>This is the level where the team is a high– performance team.
  89. 89. They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming” phase.
  90. 90. At this level, the team is taking on new work on their own, and selling it to other teams.
  91. 91. At this level, the team can usually take on a new member or two with little trouble as far as regressing goes.</li></li></ul><li>PERFORMING CONT..<br /><ul><li>They are a complete self-directed team and require little, if any, management direction.
  92. 92. In many organizations, this can take 6 months or longer to reach this state this stage.</li></li></ul><li>PERFORMING – FEELINGS & BEHAVIOUR<br /><ul><li>Members have insights into personal and group processes, and better understanding of each other's strengths and weakness.
  93. 93. Constructive self–change.
  94. 94. Ability to prevent or work through group problems.
  95. 95. Close attachment to the team.
  96. 96. The team is now an effective, cohesive unit. You can tell when your team has reached this stage because you start getting a lot of work done.</li></li></ul><li>ADJOURNING<br /><ul><li>The team briefs and shares the improved process during this phase.
  97. 97. When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good–bye.
  98. 98. Many relationships formed within these teams continue long after the team disbands.</li></li></ul><li>THE SIX DEADLY SINS OF TEAM BUILDING By ROBERT BACAL<br />Lack of Model<br />(2) Lack of Diagnosis<br />(3)Short Term Intervention<br />(4) No Evaluation of The Progress<br />(5) Leadership Detachment<br />(6) Doing it all internally<br />
  99. 99. Clear Expectation<br />Context<br />Commitment<br />Competence<br />Charter<br />Control<br />Collaboration<br />Twelve Cs for Effective Team Building<br />
  100. 100. Twelve Cs for Effective Team Building<br />8. Communication<br />9.Creative Innovation<br />10. Consequences<br />11. Co-ordination<br />12. Cultural Change<br />
  101. 101. TEAM PROBLEM SOLVING MODEL<br />
  102. 102. Define the problem- “What is going on”<br /><ul><li>Determine what is fact
  103. 103. Determine the causes.</li></ul>(2) Set the objective- what do we want to accomplish<br /><ul><li>Define the problem into
  104. 104. The objective must relate to the problem</li></li></ul><li>(3) Generate Alternative- “what can we do about it”<br /><ul><li>Involve every team member</li></ul>(4) Choose an Alternative- “which is the best?”<br /><ul><li>Critically evaluate each alternative
  105. 105. Select the best alternative(s)</li></li></ul><li>(5) Implement the Plan – “what and to do?”<br /><ul><li>what
  106. 106. Who
  107. 107. When</li></ul>(6) Evaluate – “what are the results?”<br /><ul><li>solved problem
  108. 108. continue doing the role</li></li></ul><li>ANY QUERIES<br />
  109. 109. SHORT STORY<br />
  110. 110. That’s not true.<br />The fastest runner is<br />me!<br />I’m the fastest<br />runner.<br />Once upon a time a tortoise and a hare had an argument about who was faster. <br />
  111. 111. Fine!<br />Ok, let’s have<br />a race.<br />They decided to settle the argument with a race. They agreed on a route and started off the race. <br />
  112. 112. Poor guy! Even if I take a nap, he could not catch up with me.<br />The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race. <br />
  113. 113. He sat under the tree and soon fell asleep. <br />
  114. 114. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ. <br />
  115. 115. The hare woke up and realized that he'd lost the race.<br />
  116. 116. The moral of the story is that slow and steady wins the race. <br />This is the version of the story that we've all grown up with.<br />
  117. 117. The story continues …<br />
  118. 118. Why did I lose the race?<br />The hare 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 lax. If he had not taken things for granted, there's no way the tortoise could have beaten him. <br />
  119. 119. Ok.<br />Can we have <br />another race?<br />So he challenged the tortoise to another race. The tortoise agreed. <br />
  120. 120. This time, the hare went all out and ran without stopping from start to finish. He won by several miles. <br />
  121. 121. The moral of the story? <br />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. <br />It's good to be slow and steady; but it's better to be fast and reliable. <br />
  122. 122. But the story doesn't end here …<br />
  123. 123. How can I can win the hare?<br />The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted. <br />
  124. 124. Can we have another race? This time we’ll go through a different route.<br />Sure!<br />He thought for a while, and then challenged the hare to another race, but on a slightly different route. <br />The hare agreed. <br />
  125. 125. Goal<br />They started off. In keeping with his self-made commitment to be consistently fast, the hare 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. <br />
  126. 126. What should I do?<br />The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.<br />
  127. 127. The moral of the story? <br />First identify your core competency and then change the playing field to suit your core competency. <br />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. <br />If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. <br />Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement. <br />
  128. 128. The story still hasn't ended …<br />
  129. 129. The hare and the tortoise, 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. <br />
  130. 130. Great! I think we could do it much better, if we two help each other.<br />Hi, buddy. How<br />about doing our last<br />race again?<br />Hi, buddy. How<br />about doing our last<br />race again?<br />So they decided to do the last race again, but to run as a team this time. <br />
  131. 131. They started off, and this time the hare carried the tortoise till the riverbank. <br />
  132. 132. There, the tortoise took over and swam across with the hare on his back. <br />
  133. 133. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier. <br />
  134. 134. The moral of the story? <br />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 par because there will always be situations at which you'll do poorly and someone else does well. <br />Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership. <br />
  135. 135. There are more lessons to be learnt from this story. <br />Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. <br />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. <br />The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.<br />
  136. 136. To sum up, the story of the hare and tortoise teaches us many things:<br /><ul><li>Never give up when faced with failure
  137. 137. Fast and consistent will always beat slow and steady
  138. 138. Work to your competencies
  139. 139. Compete against the situation, not against a rival.
  140. 140. Pooling resources and working as a team will always beat individual performers</li></li></ul><li>Let’s go and build stronger teams!<br />
  141. 141. THANKYOU FOR LISTENING<br />

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