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Human Resource Team Building Template


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A presentation that focuses on team building from an I/O organization point of view. Useful in describing the four principles of successful team building storming, forming, norming, and performing. Item has also been created into a YouTube video with music.

Published in: Leadership & Management
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Human Resource Team Building Template

  1. 1. Cultivating High Performing Teams
  2. 2. Combined Focus A Unified Purpose Innovation Effective Communication Responsibility Accountability 7 Habits of High Performing Teams Excellent Leadership With good team-building skills, you can unite employees around a common goal and generate greater productivity. Without them, you limit yourself and the staff to the effort each individual can make alone. Team building is an ongoing process that helps a work group evolve into a cohesive unit. The team members not only share expectations for accomplishing group tasks, but trust and support one another and respect one another's individual differences. Your role as a team builder is to lead your team toward cohesiveness and productivity.
  3. 3. EFFECTIVE COMMUNICATOR POSITIVE “CAN DO” ATTITUDE ROLE MODEL HONESTY and TRUSTWORTHY POWERFUL DELEGATOR ACCEPTS RESPONSIBILITY Effective Leadership Excellent Leadership Every effective team must have an effective leader. The “go to” guy for effective problem solving. This leader is trustworthy, efficient, and fosters an atmosphere of growth. True leadership creates measureable results within the organization. Although great leaders come in many different shapes and sizes- the 3 most important skills necessary for an individual to be an effective leader are as follow: he or she is well organized, takes full responsibility for the team, and is a positive role model for all those whom one comes into contact with.
  4. 4. Develop A Unified Purpose Establishing An Unified Purpose Setting an atmosphere of unity and purpose is how you build a team. It’s the ability to get team members inspired. It’s about dealing with emotions, building high emotions and creating an inspired team. High performing teams always inspires, even though there's stress and challenge. Create A Sense of Belonging Build Mutual Respect Adopting Goals
  5. 5. “You can’t build a society purely on interests, you need a sense of belonging." -- Valery Giscard d’Estaing Show Respect Through Example Establishing An Unified Purpose A leader has to make everybody feel like they belong – even if they don’t like them. Of course, typically after creating a bond you learn to like the person. You discover some part of them that brings you together. With team members who don't want to belong, you have to say, “Do you really want to belong to this team? If you are ambivalent, it’s going to be a source of conflict.” SENSE OF BELONGING
  6. 6. "Respect for ourselves guides our morals; respect for others guides our manners." -- Laurence Sterne Encourage Participation Establishing An Unified Purpose People want to feel they have power over themselves. That's why asking a question is so important in any leadership activity, and being able, where possible, to give people choice and power over what they can do. When you delegate, you open up possibilities to let people shine. BUILD MUTUAL RESPECT
  7. 7. “If everyone is moving forward together, then success takes care of itself." -- Henry Ford Creating And Defining A Unified Purpose Establishing An Unified Purpose Setting an atmosphere of unity and purpose is how you build a team. It’s the ability to get team members inspired. It’s about dealing with emotions, building high emotions and creating an inspired team. High performing teams always inspires, even though there's stress and challenge. ADOPTING GOALS
  8. 8. Communicate Effectively Effective communication means the ability to express ourselves well, both verbally and non- verbally, in ways which are proper to our cultures and situations. This does not mean only being able to express our desires and opinions, but also our needs and fears, including asking for advice and help. Effective communication also involves active listening and giving positive feedback. Effective Communication
  9. 9. Communicate Effectively To improve communication within your team, you need to implement a few easy but important changes to your corporate philosophy and practice. When employees feel as though they have control over their job, they feel a sense of purpose and are more invested in the entire process. Autonomy breeds innovation and job satisfaction. Provide your workers with the tools they need to get their job done, and then give them the freedom to do it. To keep updated on their progress without meddling or micromanaging, hold weekly status meetings or ask for regular e-mail progress reports. Handle Conflicts With Diplomacy Respect Cultural Differences Trust Your People Give Good Feedback
  10. 10. Accountability Accountability Out of all the things we expect of leaders — taking charge, setting strategy, empowering people, driving execution, you name it —one single behavior would you guess is most often neglected or avoided among executives-taking accountability for their team’s performance. Although many upper-level managers don’t do these things enough, by far and away the single-most shirked responsibility of executives is holding people accountable. No matter how tough a game they may talk about performance, when it comes to holding people’s feet to the fire, leaders step back from the heat. Holding people accountable- firm when they don’t deliver Group Performance Often Needs A Firm Leader Remove Favoritism From The Group Dynamic
  11. 11. What Is Innovation? We often use the words "creativity" and "innovation" interchangeably but we should not. Creativity is about coming up with ideas while innovation is about "bringing ideas to life." While individuals may display creativity, innovation occurs in the organizational context only, by bringing creative ideas to life. Innovation is linked to performance and growth through improvements in efficiency, productivity, quality, competitive positioning and market share. It typically adds value by changing old organizational forms and practices. Organizations that do not innovate effectively may be destroyed by those who do. Innovation
  12. 12. Continue the process of innovation with more goal setting Acknowledge Positive Outcomes - Offer Guidance for Improvements Create A Larger Goal to Encourage Team Confidence Identify ideas as a team to make improvements Encouraging Innovation Implement an immediate innovation. As a team, identify ideas that will reduce costs, save time, or improve customer service. Pick one or two to implement right away to demonstrate success. Identify an ambitious goal. Once your team has confidence in its ability to innovate, set a larger goal. Continually foster innovation. Include “Innovation” as a category in performance reviews. Recognize colleagues who try new approaches even if the results aren’t perfect. And, give people time to think and experiment. START A SHORT TERM GOAL IDENTIFY A LARGER GOAL RECOGNIZE ENCOURAGE
  13. 13. NormingStorming Forming The 4 Stages of Team Development Performing
  14. 14. Forming The 4 Stages of Team Development In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear. This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.
  15. 15. Storming The 4 Stages of Team Development Storming often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may become frustrated. Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven't defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using.
  16. 16. Norming The 4 Stages of Team Development Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader. Now that your team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it. There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.
  17. 17. The 4 Stages of Team Development Performing The team reaches the performing stage when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well. As leader, you can delegate much of your work, and you can concentrate on developing team members. It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.