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  1. 1. PrePETS Lebanon 2011Building a Rotary TeamMichel P. JazzarRLI Lebanon Division founder chairman 2002-2005RI Representative to UN-ESCWA since 2006 January 16, 2011
  2. 2. of Rotarians,“The selfishness of individuals, of families,of states, and of nations, is the cause of themost of the trouble in the world.”-Taylor Erwin Gauthier, business writer,December 1921 Rotary Clubs.
  3. 3. Individual Duo
  4. 4. Summarize To accomplish most tasks in Rotary and their careers, people must work in teams. When individuals work well together, together they can do more than they could alone.
  5. 5. Let’s goandbuild stronger teams!
  6. 6. Building a Rotary Team Team acronyms  Stages What’s a Team  Strategies System  Key factors Effective team  Skills Types  Decision making  Discussion questions
  7. 7. TEAM  Acronym?I read the following acronym definition of “team" on a website last week. Together Everyone Achieves More
  8. 8. What is Team? In a team,  People depend on each other;  May or may not work in the same physical location,  Combine to achieve something togetherA "team" is two or more people who share responsibilityfor a common objective, and whose efforts towards thatobjective benefit from coordination and communication.
  9. 9. Team building is:  The process of working with a team to clarify its task and how team members can work together to achieve it.  A strategy that can help groups to develop into a real team is “team building” M↔
  10. 10. Key actions in Team Building Setting and maintaining the team objectives and standards: Create your system. Involving the team as a whole in the achievement of objectives Maintaining the unity of the team Communicating efficiently with the team Consulting the team – members before taking any decisions
  11. 11. System  acronym?  Save  Secure  Your  Your  Self  Salutary  Time  Team  Energy &  Energy &  Money  MissionCreate your system: Setting and maintaining the team objectives and standards
  12. 12. What makes an Effective Team?Basic Elements of Effectiveness: Positive interdependence in small numbers: We instead of Me Individual accountability/ Personal responsibility Meaningful purpose, Good communication & Social skills Group Processing/Transformation Shared goals and values Processes/Methods for Conflict Resolution
  13. 13. Types of teams: Best is Pseudo: Group members have beenHigh performing: assigned to work together but have no commitment to a common goal.This group is an effective Traditional: Group members agree to work together but see little benefit inteam that exceeds all doing so.reasonable expectations. High performing: This group is an effective team that exceeds all reasonable expectations.
  14. 14. Stages in Team Building Forming Storming Norming Performing Adjourning
  15. 15. Bruce Tuckmans classic descriptionof the stages of group development [1965, 1977]
  16. 16. Tuckman’s stages of team development:* Forming: Team members discover each other’s behaviors and begin to set team rules and guidelines. Storming: The team is actively involved in determining how it will accomplish its goals. Norming: Team members gain confidence, begin to make decisions, and take responsibility for their actions. Performing: The group transforms from a collection of individuals into a true team. * Based on research done by Bruce Tuckman.
  17. 17. Stage 1: Forming Team Building  Task  Define team  Define problem  Determine and strategy individual roles  Identify  Develop trust information and needed communication  Develop norms /rules
  18. 18. Five-stage Model of Group Development
  19. 19. Stage 2: StormingDuring the Storming stage team members:  realize that the task is more difficult than they imagined;  have fluctuations in attitude about chances of success;  may be resistant to the task; and,  have poor collaboration.
  20. 20. Five-stage Model of Group Development
  21. 21. Brainstorming process Define and agree the objective. Brainstorm ideas and suggestions having agreed a time limit. Categorize/condense/combine/refine. Assess/analyze results or effects. Prioritize options/rank list as appropriate. Agree action and timescale/amount. Control and monitor follow-up.
  22. 22. Stage 3: NormingDuring this stage members accept:  their team;  team rules and procedures;  their roles in the team; and,  the individuality of fellow members. Team members realize that they are not going to crash-and-burn and start helping each other.
  23. 23. Five-stage Model of Group Development
  24. 24. Stage 4: Performing Team members have: gained insight/near into personal and team processes; a better understanding of each other’s strengths and weaknesses; gained the ability to prevent or work through group conflict and resolve differences; and, developed a close attachment to the team.
  25. 25. Five-stage Model of Group Development
  26. 26. Stage 5: Adjourning Temporary project team reaches this stage; celebrate their team’s achievements. Some authors describe stage 5 as "Deforming and Mourning", recognizing the sense of loss felt by team members.
  27. 27. Five-stage Model of Group Development
  28. 28. Stages of group development: Group maturity:Forming Group is undeveloped ImmatureStorming Group is experimenting ImmatureNorming Group is settling down Semi-maturePerforming Group is now a team! MatureAdjourning Group is disbanding Mature
  29. 29. Team Development Steps: From a Group to a Team
  30. 30. Describe team-building strategies Interaction: Providing structured activities to help the group develop familiarity and positive communication Effective meetings: Actively involving all team members in the planning and decision-making processes Conflict intervention: Engaging in constructive communication rather than destructive criticism
  31. 31. Key factors to successful performance of a team S.C.O.R.E AcronymStrategyClear Roles and ResponsibilityOpen CommunicationRapid ResponseEffective Leadership
  32. 32. Key factors to successful performance of a team– S.C.O.R.E Strategy: Shared purpose Clearly articulated values and ground rules Understanding of risks and opportunities facing the team Clear categorization of the overall responsibilities of the team Clear Roles and Responsibilities: Clear definition of roles and responsibilities Responsibility shared by all members Specific objectives to measure individual results
  33. 33. Key factors to successful performance of a team– S.C.O.R.E  Open communication:  Respect for individual differences  Open communication environment among team members  Rapid response:  Rapid response to the team’s problems  Effective management to change in the internal and external environment  Effective Leadership:  Team leader who is able to help members achieve the objective and build the team  Team leader who can draw out and free up the skills of all team members, develop individuals
  34. 34. Basic Team SkillsThe following features are fundamental to goodteamwork: trust: making sure you meet all commitments and maintain confidentiality when required coaching/training: using your skills, knowledge and experience to assist others or ask for help sharing information: to assist others do their job flexibility: show a willingness, enthusiasm to cooperate and help others when possible good manners: doing small, simple things, [e.g. thanking colleagues for their help]
  35. 35. Team Decision Making Goal: To reach consensus  Consensus is: Finding a proposal acceptable enough so that all members can support it; no member opposes it.  Consensus is NOT: A unanimous vote; a majority vote; everyone totally satisfied. Requires: Time, active participation, communication skills, creative thinking, and open-mindedness Techniques:  Brainstorming  Multi-voting technique or Nominal Group Technique NGT
  36. 36. The Nominal Group Technique (NGT) or multi-voting technique, is a methodology for achieving team consensus quickly when the team is ranking several options or alternatives or selecting the best choice among them. The method basically consists of having each team member come up with his or her personal ranking of the options or choices, and collation of everyones rankings into the team consensus.
  37. 37. Discussion questions
  38. 38. Does your club promoteteamwork? Y or N ?What leadership styles helpin doing so?
  39. 39. Types of Leadership StyleVolunteers Adult Leaders Consensus
  40. 40. What are the core elements required for building an effective team?1. Team is empowered by leadership and given clearobjectives, expectations, and parameters.2. Leadership provides the necessary resources - skillsets and availability of team members, budget, access tocritical information etc.3. Free flow of information.•Disagreement and conflict are welcomed and resolvedconstructively.•Team meets (or exceeds) its objectives, AND contributesto the organizational knowledge and talent pool, whilegenerating job satisfaction.
  41. 41. How can you build a consensus?  How do you ensure that consensus doesn’t result in compromise?  How do you satisfy everyone involved?Building consensus is the act of finding a solution that satisfieseveryone’s needs, especially among those who have differentviewpoints; it doesn’t mean compromise or surrender.Leading others to consensus results in a decision that is viable andsustainable.
  42. 42. Group work: Have participants work in small groups on a case study. Assign group members different viewpoints, with one participant acting as a moderator who must build consensus.
  43. 43. What are common challenges to a team? How can you avoid them? Challenge 1: Personal agendas being priority Challenge 2: Using conflict Challenge 3: Disengagement/disconnection Challenge 4: Silo thinking Challenge 5: Lack of clarity
  44. 44. What are common challenges to a team? How can you avoid them? Challenge 1: Personal Outcome/Result is achieved by the team. agendas being priority Challenge 2: Using conflict Used well, conflict can be channeled to extend the boundaries of what is possible, encourage creativity and ultimately achieve a better outcome. Challenge 3: Disengagement/disconnection Look out for signs of those holding back or not offering their views and find ways of getting their views heard. Challenge 4: Silo thinking Benefits from the team as a collective far outweigh any benefits that could be obtained by an individual discipline or function. Challenge 5: Lack of clarity As a leader of a team, it is important that the team as a collective has clarity on the outcomes and why they are so important. Challenges&id=1642679
  45. 45. Henry Ford
  46. 46. We have learnt 3 acronyms in 1: TSS TEAM SYSTEM SCORE Together Secure Strategy Everyone Your Clear Roles and Achieves Salutary Responsibility More Team Open Energy & Communication Rapid Response Mission Effective Leadership M  V.G.S
  47. 47. Resources - Web: stormingnormingperforming.htm htm ry/theory.htm
  48. 48. Resources - Books: The New Art of Managing People – new edition 2008 The Leadership Challenge – 4 Edition -2007 th The Everything Leadership Book – 2 Edition - 2008 nd The Rotarian Reader – A 75-Year Anthology – 1986 – by RI. [page33]
  49. 49. Where to get it?