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Maximize Team Building Skills and Success

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For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.

By the end of this workshop, participants will be able to answer the following questions:

a. Why are teams key to productive work environments?
b. What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team?
c. What are types of teams and how to utilize each type to get results?
d. What are essential behaviors of leaders and followers on well functioning teams?
e. What are the uses, benefits and disadvantages of various team-building activities?
f. What teambuilding exercises create bonds and when to use them?

Published in: Leadership & Management
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Maximize Team Building Skills and Success

  1. 1. Maximize Team- Building Skills and Success February 8 – 10, 2018 Washington Marriott Wardman Park Hotel Washington, DC
  2. 2. Workshop Objectives • Why are teams key to productive work environments? • What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team? • What are the types of teams and how do I utilize each type to get results?
  3. 3. Workshop Objectives • What are essential behaviors of leaders and followers on well- functioning teams? • What are the uses, benefits and disadvantages of various team- building activities? • What team-building exercises create bonds and when do I use them?
  4. 4. Module 1: “The ratio of We’s to I’s is the best indicator of the development of a team.” - Lewis B. Ergen Why Are Teams Key To Productive Key Work Environments?
  5. 5. What Is A Team? • A team is a group of people formed to achieve a goal. Teams can be temporary or indefinite. • With individuals sharing responsibility, the group as a whole can take advantage of all the collective talent, knowledge, and experience of each team member. • Team building is an organized effort to improve team effectiveness.
  6. 6. Why Are Teams Important To A Productive Work Environment? • Teams can accomplish more than individual members alone. • Teams benefit from shared experience and knowledge. • Tasks can be delegated to solve problems more efficiently. • Improves employee relations and company culture as a whole.
  7. 7. Why Are Teams Important To A Productive Work Environment? • Allows employees to share ideas among a group. • Employees can ask questions and get feedback in a timely manner. • Teams investigate a problem from many different perspectives, which can lead to more creative solutions.
  8. 8. Module 2: “The path to greatness is along with others.” - Baltasar Gracian What Are The Four Phases Of The Tuckman Team Development Model? How Can Knowing These Characteristics Help Me On a Team?
  9. 9. An Overview of Tuckman and Jensen’s Four- Phase Model The Performing Stage The Norming Stage The Storming Stage The Forming Stage
  10. 10. The First Stage of Team Development: Forming • When a new team forms, it concerns itself with becoming oriented. • A team becomes oriented through testing the boundaries of interpersonal and task behavior. • At the same time, the members are establishing dependency relationships with leaders, fellow team members, and any standards that existed when the group formed.
  11. 11. Strong Leadership Skills Are Essential In The Forming Stage The leader must: • Provide an environment for introductions. • Create a climate where participants can begin to build rapport. • Present a solid first agenda so that the goals for the team are clear.
  12. 12. Benefits of Forming Stage • The team determines the purpose and objective. • The team agrees on goals and begins to tackle the assigned tasks. • The members of the team get to know each other and become friendly. • Provides a chance for team members to ask a lot of questions.
  13. 13. The Second Stage of Team Development: Storming • In the Storming phase, the team starts to address the objective(s) by suggesting ideas. • The Storming phase is characterized by conflict and interpersonal issues.
  14. 14. Storming Phase: Be Careful! • Different ideas may compete for consideration, and if badly managed, this phase can be very destructive for the team. • Egos emerge and turf wars may occur. • In extreme cases, the team can become stuck in this phase.
  15. 15. Common Issues During Storming Phase • Members questioning leadership methods • Conflicts may arise because of different working styles • Members feeling overwhelmed or stressed • Disagreements between team members • Members questioning team goals • Emotional responses • Power struggles for control
  16. 16. The Third Stage of Team Development: Norming • Teams gradually move from the Storming phase into the Norming phase. • The Norming phase is when team members start to resolve their differences, appreciate their colleagues' strengths, and respect their leader’s authority. • This tends to be a move towards harmonious working practices.
  17. 17. Hallmarks of the Norming Phase • Teams begin agreeing on the rules and values by which they operate • New roles are adopted • Responsibilities are clarified • New standards evolve • Team members begin feeling comfortable enough to ask each other for help
  18. 18. Hallmarks of the Norming Phase • Teams may engage in team-building activities • Big decisions are made by the group while smaller decisions are delegated to individuals or smaller teams • Teams develop a cohesive working style • Processes are clarified
  19. 19. The Fourth Stage of Team Development: Performing • Once teams move from Norming to Performing, they are identified by high levels of independence, motivation, knowledge, and competence. • Decision making is collaborative and dissent is expected and encouraged, as there will be a high level of respect in the communication between team members.
  20. 20. Hallmarks of the Performing Phase • Roles become flexible • The team is strategically aware of its purpose • Team members are now competent to complete their tasks without supervision • Structural issues have been resolved • Working relationships, styles, and processes are clear
  21. 21. Hallmarks of the Performing Phase • Team members are motivated to reach the team goal • Team leaders delegate individual tasks • High degree of autonomy • Teams may need to revert to earlier phases of the Tuckman model in order to resolve new challenges
  22. 22. Module 3: “Gettin’ good players is easy. Gettin’ em’ to play together is the hard part.” - Casey Stengel What Are The Types Of Teams And How Do I Utilize Each Type To Get Results?
  23. 23. Types of Teams The Traditional Team Self-Directed Team E-Team
  24. 24. The Traditional Team • Traditional teams generally report to a manager or supervisor • Solves problems by creating a process of individual steps • Each team member is aware of their own role and how that roles fits into the larger scheme of the organization • Multiple minds working on the same problem increases efficiency • Traditional teams typically meet in person
  25. 25. The Self-Directed Team • Self-directed teams are responsible for an entire product or process, typically with very little input from a manager or supervisor • Self-directed teams manage its own workload • Creates more employee responsibility and accountability • Allows greater freedom for team innovation • Self-directed teams generally meet in person
  26. 26. The E-Team • E-teams meet virtually • E-teams must have a clear method of communication (e-mail, online group chats, Skype, weekly phone meetings, etc.) • Understanding the structure of the team is vital since the team does not meet in person • Provides a flexible work schedule • Team members can work together from different locations
  27. 27. Tips For Getting Positive Team Results • Gain a shared understanding of the team’s purpose • Mutually agree upon operating principles such as agendas, procedures, and decision-making processes • A team is interdependent; everyone works for the good of the team, not for oneself • How a team does things (processes) is just as important as what they do (tasks)
  28. 28. Module 4: “When a team outgrows individual performance and learns team confidence, excellence becomes a reality.” - Joe Paterno What Are Essential Behaviors of Leaders and Followers On Well- Functioning Team?
  29. 29. Essential Behaviors of Leaders On Well- Functioning Teams • Communicate clearly • Set team goals and expectations • Prioritize tasks • Be assertive • Motivate team members • Be empathetic • Respect the members of the team
  30. 30. Essential Behaviors of Leaders On Well- Functioning Teams • Be supportive • Give constructive feedback • Be honest • Delegate tasks effectively • Be positive • Lead by example
  31. 31. Essential Behaviors of Followers On Well- Functioning Teams • Be an active listener • Communicate clearly • Have a positive attitude • Respect fellow team members • Be empathetic
  32. 32. Essential Behaviors of Followers On Well- Functioning Teams • Be cooperative • Ask questions when necessary • Be open to criticism • Consult with supervisor regularly
  33. 33. Module 5: “The greater the loyalty of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater the probability that the group will achieve its goals.” - Rensis Likert What Are The Uses, Benefits, and Disadvantages Of Various Team-Building Activities?
  34. 34. Use of Team-Building Activities • Team building is an organized effort to improve team effectiveness. • Team members can experience and become familiar with company culture and values. • Team building is indicated for regular teams or for a work team “in trouble”. • Team building can be used to celebrate successes or to mold employees into a team.
  35. 35. Benefits of Team-Building Activities • Improves productivity and motivation. • Teams gain an increased ability to solve problems. • Helps break down personal and political barriers and allows for rapport building. • Can help a team overcome performance problems. • Increases employee morale.
  36. 36. Benefits of Team-Building Activities • Improves communication among team members. • Encourages creativity in problem solving. • Increases the willingness for team members to share ideas and cooperate with each other. • Reduces stress.
  37. 37. Disadvantages of Team-Building Activities • Activities can be time-consuming. Any time spent participating in team-building activities is time that is not spent working on the team’s tasks. • Some team building exercises involve touching or physical movement, which can make some people uncomfortable. • Conducting team-building activities can be costly.
  38. 38. • Some employees do not like working in teams. • Conducting team-building activities electronically or by conference are not as effective as face-to-face sessions. • If several levels of management are on the team, those members may be reluctant to open up. Disadvantages of Team-Building Activities
  39. 39. Module 6: “These meetings all have excited great attention, and have been of an exceedingly interesting character.” - Lewis Tappan What Team Building Exercises Create Bonds and When Do I Use Them?
  40. 40. Examples of Team-Building Activities That Create Bonds Icebreaker games: • Icebreaker games encourage better communication and allow the team members to create bonds. • One example of an icebreaker game is “Two Truths and a Lie”.
  41. 41. Examples of Team-Building Activities That Create Bonds Problem-solving games: • Problem-solving games allow team members a chance to use critical thinking skills to work towards a common goal. • One example is “Starting a Business” in your workbook. • Another example is “Making It Real” in your workbook.
  42. 42. Examples of Team-Building Activities That Create Bonds Company Outings Company Retreats / Picnics Sporting Events Amusement Parks Bowling Golfing Scavenger Hunts Casino Night Hiking Anything else you can think of! Be creative and ask your team members for ideas!
  43. 43. When To Use Team-Building Activities When to Use Icebreaker Games • When the team’s project begins • When the team members do not know each other very well When to Use Problem-Solving Games • When the team members are not used to working with each other • When the team needs to refine its problem-solving skills When to Schedule Company Outings • To familiarize the employees with the company culture and values • To celebrate the team’s successes • To improve company morale
  44. 44. Review: Workshop Objectives • Why are teams key to productive work environments? • What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team? • What are the types of teams and how do I utilize each type to get results?
  45. 45. Review: Workshop Objectives • What are essential behaviors of leaders and followers on well- functioning teams? • What are the uses, benefits and disadvantages of various team- building activities? • What team-building exercises create bonds and when do I use them?

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