1.
Adil Aziz Khan
‘‘Its All About Teams!’Its All About Teams!’

2.
What is a Team?
 Group of interdependent people having complementary
skills
 Committed to a shared, meaningful and specific goal
 Common work approach, clear roles & responsibilities
 Mutually accountable for team’s performance!

3.
What is a Team (continued …..)
 In short:
“Pool of people who have to work together to achieve some
special common goal”

4.
Difference Between
a GROUP & a TEAM
 Group is a collection of people who interacts to share
information & to make decisions to help others to
perform within their areas of responsibility.
 Group performance is a summation of individual
contributions

5.
Why Teams have become Important?
 Tasks have become complicated
 Expertise have become more specified
 Increasing demand of work
 Getting commitment of people
 Lateral thinking thru interaction
 Increasing efficiency of people thru interaction
 Access to greater amount of knowledge and
experience.

6.
Tuckman’s Team Development Model
Stage I - Forming Stage
Team Members are;
 Cautious & Guarded
 First impressions are formed
 Look for norms and roles
 Polite and noncommittal behaviour
 Confusion and anxiety
 Heavy reliance on formal leadership
 Team productivity – LOW!

7.
Stage II - Storming Stage
 Competition and strained relationships
 Team conflicts
 Issues of power, leadership & decision making
 Challenge differences to regain individuality
 Non-supportive behavior
 Psychological notion of ‘fight’ or ‘flight’
 Team productivity – still LOW!

8.
Stage III - Norming Stage
 Cohesiveness among team members
 Discover common interests & learn to appreciate
 Attempt at renegotiation and accomplishing tasks
 Functional relationships develop on trust
 Leadership issues are resolved
 Team productivity - on the increase!

9.
Stage IV - Performing Stage
 Most harmonious of all stages
 Team makes decisions, diagnoses & solves problems
 Open and supportive communication
 Participative and shared leadership
 Healthy conflict – recognized as a ‘catalyst’
 Team productivity – HIGH!

10.
Six SINS of Team Building
1) Lack of Objective/Goal :
Translate common purpose into specific, measurable and
realistic performance goal.
2) Lack of Commitment :
Provides direction, momentum and drive to success.
3) Lack of Leadership :
Destroys team unity, common approach, focussed
direction and resource utilization.

11.
4) Individualism :
Forcing opinion, not listening, personal
5) Lack of Evaluation/Stewardship/Appraisal :
Redirecting, fault-finding, re-emphasis of commitment,
appraisal, rewards & recognition.
6) Lack of Trust :
Generates disintegration, utilization of abilities and
confidence.
.

12.
Keys to Building Great Work Teams!
Commitment; to the purpose & values of the organization
 Team members to understand how their work fits into
corporate objectives
 To put aside personal needs for the benefit of the
company
 Team ground rules are set with consideration for both
company & individual values
 Value statements should be visible and ‘walked’
everyday

13.
Contribution; Power of an effective team is directly
proportional to the members’ skills
 Team needs technical & interpersonal skills, self-leaders
and the willingness to learn
 Leaders to consider: Inclusion, confidence &
empowerment
Communication; to be friendly, open and positive
 Members must be able to say what they think, ask for
help, share new ideas & risk making mistakes
 Leaders to provide skill training in listening, responding
and the correct use of language for feedback and
consensus building

14.
Cooperation; F.A.C.T.S. model
 Follow-through; team members to be aware that
everything that they do – or don’t do – impacts
someone else
 Accuracy; do it right the first time!
 Creativity; forgive mistakes, respect individual
differences & support innovation
 Timeliness; respect time of others and turn team
priorities into personal priorities
 Spirit; to add value - develop a generous spirit

15.
Conflict Management;
 To maintain trust and tap the collective power of the team
 Techniques to shifting obstructing paradigms;
Reframing – shifting shoes – affirmations!
Change Management;
 Teams must not only respond to change, but initiate it!
 Leaders to acknowledge danger and help teams see
inherent opportunities
 Provide security necessary to take risks and tools to
innovate

16.
Connections;
 To the larger work organization – discuss team
performance in relationship to corporate priorities,
customer feedback and quality measures
 To team members – volunteering help without asking
 and to other work teams – considering them as
“internal customers”
 To engage in win/win solutions!

17.
Measures of GREAT TEAMS!
 All teams have to be customer obsessed !
 Transparency junkies! Spending a lot of time on
mutual support, responsibilities and ownership of
objectives.
 Incubators of leaders! By polishing each other’s rough
edges
 Value-adders! Eliminating waste.