Uwi mastering the team approach - feb2016

Team Building
Feb 2016
2/23/2016 www.LTSemaj.com 1

Dr. Leahcim Semaj
Intl. Keynote & Motivational
Speaker
Above or Beyond
876-383-5627

Dr. Leahcim Semaj...
Noted among the leading Motivational
Speakers, Creative Thinkers and Problem
Solvers in the Caribbean.
This Psychologist combines ancient wisdom
with contemporary ‘livity’ to bring fresh
insight to old human problems.

Chinese Proverb
•What I hear, I forget
•What I see, I remember
•What I do, I understand

Performance Driven Learning
• People remember
• 20% of what they hear
• 40% of what they see and hear
• 70% of what they see, hear and do

AN ORGANIZATION IS
A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions
2/23/2016

Card Sort Game

The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: The 4 Team Working Styles
• Rule # 8: Working Through The 5 Stages Of Team Development
• Rule # 9: Work With The 7 Team-Building Functions
• Rule # 10: Avoid The Principal Destructive Functions
• Rule # 11: Teams Have Less Need For Managers and More For
Coaches and Leaders

Topics for Team Building
• Teamwork, teams and the bottom line
• Styles of behaving toward team members
• The aggressive, passive and teamwork styles
• Identifying team working styles
• Typical reactions when team members are criticized
• Solving team problems constructively
• Techniques for persuading team members

Burn Your Boats

Apollo 13 Teamwork

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when he
took off his garment and washed
their feet
–His answer was simple,
• “I am doing this to set an example
for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3 Communication
is The Life Blood of The Team
• Timely and Accurate
• People who have learned to
support and trust one another
share what they know freely
• Pass on the information that
members need to operate more
effectively

Communication is
• a huge umbrella that covers and affects all than goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

Communication & Conflict

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

For the message to get through people must believe that
you are
• trustworthy
• likeable
• represent
warmth
• represent
comfort
• represent safety

This happens without words
• We plug into
thousands of
preconscious
cues

The First Brain:
The Non-reasoning
Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate instinctual
response
• Limbic system
–- The emotional centre

The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

COMMUNICATION and
The formation of beliefs
• MEDIAted CONTACT - 90%
• imMEDIAte CONTACT- 10%
– Your beliefs

EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST

Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying

HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating

2/23/2016 www.jobbank-ja.com 35
COMMUNICATION IN A TEAM
• There can’t be collaboration
and support without
communication among the
people in a group

COMMUNICATING IN A TEAM
• The way people communicate with one
another-in both words and nonverbal clues-
•Reflects how they feel about working
with one another
•Builds (or detracts from) the team's
effectiveness

Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation

Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Generations X,Y, Z
and the Others
Can You Gen-Flex?
2/23/2016 www.SlideShare.net 45

The Generations in 2015
• Traditionalists: 1922 – 1943 (over 70)
• Baby Boomers: 1944 – 1964 (51– 70)
• Generation X: 1965 – 1980 (35 – 50)
• Generation Y: 1981 – 1994 (21 – 34)
• Generation Z: 1995 - ? (Under 20)
2/23/2016 46www.SlideShare.net

Early Gen-Flexing
Jack Welch – Reverse Mentoring

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business
purpose that
requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are
assembled with the intent of being
fashionable
• Teams need specific problems to
solve or they flounder

Remember:
A Committee is Not a Team
•What is a committee?
• A group of the unwilling
–picked from the unfit
–to do the unnecessary
• Richard Harkness

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will
require greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
– as a source of human
energy, information,
trust, creativity and
influence

It Begins in The Brain
• Brain theory research
explains why some
people are more
inclined to naturally
utilize EQ

We Live In A
Left Brain Dominated World
• The dominant elements are
words, measurements and logic
• The subordinate functions tend
to be creativity, intuition and
artistry
• More pronounced in women

The New Work Order
• The Old Order was the work
of "half-brained" executives
• The New Order required the
strategic use of logic and
emotions
• so the need to develop the
subordinate side of the brain

Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

A Few Principles
• All humans have basic
emotional needs
• Each of us has similar
–But different
emotional needs

Our Emotions
• Alert us when
natural human
need is not
being met

For Example
• When we feel lonely,
–Our need for connection
with other people is unmet

For Example
• When we feel afraid,
–Our need for safety is
unmet

For Example
• When we feel rejected,
–Our need for acceptance is
unmet

Decision Making
• Our emotions
–Valuable source of
information
–Help us make decisions

Studies Show
• When a person's emotional connections are
severed in the brain, he can not make even
simple decisions
• Why?
–Because he doesn't know how he will
feel about his choices

Boundary Setting
• When we feel
uncomfortable with a
person's behavior, our
emotions alert us

If We Learn to Trust Our Emotions
• And feel confident expressing
ourselves
• We can let the person know we
feel uncomfortable as soon as we
are aware of our feeling

Result
• This will help us set
our boundaries
• Necessary to protect
our physical and
mental health

Communication
• Our emotions help us
communicate with others
• For example,
–Our facial expressions can
convey a wide range of
emotions

If We Look Sad or Hurt
• We are signalling to others
that we need their help

If We Are Verbally Skilled
• We will be able to express
more of our emotional
needs and thereby have a
better chance of filling
them

If We Are
Effective at Listening
• To the emotional troubles of others,
• We are in a better position to reach others,
• We are in a better position to bridge the gaps

Unity
• Our emotions are perhaps the greatest
potential source of uniting all members of
the human species
• Our various religious, cultural and political
beliefs have not united us

Far Too Often
• They have tragically and
even fatally divided us
• Emotions are universal

Charles Darwin
• Wrote about this years ago in
one of his lesser-known books
–"The Expression of Emotion In
Man and Animal”

The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential to
unite us as a species

Generally Speaking:
• Emotions unite us
• Beliefs divide us

Emotions
• Help us establish our boundaries
• Have the potential to unite and connect
us
• Can serve as our inner moral and ethical
compass
• Are essential for good decision making

Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Signs of weakness - Sign of strength
• No place in business - Essential in business
• Avoid emotions - Emotions trigger learning
• Confuse - Explicate (clarify)
• Table them - Integrate them
• Avoid emotional people - Seek them out

• Pay attention only to thoughts of
- Listen for the emotions in
• Use of non emotional words
- Use of emotional words
• Interfere with good judgement
- Essential to good judgement
• Distract us - Motivate us

• Sign of vulnerability
- Make us real and alive
• Obstruct, or slows down reasoning -
- Enhance, or speeds up reasoning
• Form a barrier to control
- Build trust and connection
• Weaken fixed attitudes
- Activates ethical values

• Inhibit the flow of objective data
- Provide vital information and feedback
• Complicate management planning
- Spark creativity and innovation
• Undermine authority
- Generate influence without authority

If You Want to Raise the EQ in Your Organization
• Start asking people how they feel
• Insist on getting feelings as the response
• Not thoughts disguised as feelings
• Examples of thoughts in disguise:
–I feel like... I feel that..., I feel as if...

Here Are Some Steps to Follow:
• Step 1:
– Start with these feelings
• Ask them specifically, on a scale
of 0-10 how much they feel:
– Respected
– Appreciated
– Supported

Then Wherever the Number Is Less Than 10
• Ask what it would
take to raise the
numbers
• Then do it

Next, Ask About
How Much They Feel
• Criticized
• Controlled
• Ask what it would
take to lower the
numbers
• Then take action

Step 2
• Start expressing your own feelings
• Begin sentences with:
– I am afraid...
– I feel confused about...
– I appreciate...
– I feel concerned about…

Step 3
• After expressing your feelings
• Let your employees figure out what to
do
• Don't tell them
• Don't underestimate their intelligence
and rob them of a chance to feel good
about themselves

Step 4
• Start thinking about the impact your
words have on their feelings
• Remember
–We all do our best work when we feel good
about ourselves

Ronald Reagan

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the same way.
Carson Tate
Harvard Business Review
April, 2015

The Power of Diversity
• Most leaders now recognize that the best teams leverage
diversity to achieve long-term success.
• Many think about it in pretty narrow terms:
– gender, ethnicity, religion, sexual orientation, and/or age.
• Sometimes they also consider organizational attributes, like
function or rank.

Differing Work Styles Can Help Team Performance
• But there’s another kind of diversity that
might be even more helpful:
–differences in work style
–or the way in which we think about, organize,
and complete tasks.

Four Basic Types of People:
• DATA-ORIENTED
–Logical, analytical
• DETAIL-ORIENTED
–Organized, plan-focused
• EMOTIONALLY ORIENTED
–Supportive, expressive,
• IDEA-ORIENTED
–Strategic, integrative,

Sameness Sucks!
• When members of a team, or leaders of an
organization, all have the same style, you’ll quickly
run into trouble.

For example,
• if everyone in your group has a big-picture, strategic,
intuitive approach to work and chafes against the structure
of project plans, you might frequently be over budget and
behind schedule.
• Or, if everyone has a linear, analytical, and planned
approach to work and dislikes disruption, innovative new
product development would be impossible.

Promoting And Leveraging
Work-style Diversity?

Observe your team members
• In poker, they call them tells — betting patterns or unconscious
behavior you can use to guess your opponent’s hand.
• The same rules apply to work style.
• To evaluate a report or colleague, think about the following
questions:
– Does she consistently complete work early, in advance of deadlines or
wait until the last minute?
– Does he send emails with only a few words or write novels?
– Does she gesture and use her hands while talking?
– Or is she more controlled and stoic in their movements?

Team Work Styles
• These tells, both subtle and overt, will give you clues
as to someone’s work style.
• You might also try to take this quick assessment from
the perspective of each team member.
• Because work styles are fairly ingrained,
– recruitment, not development, is the best way to build diversity in
a group.
– If you find that one or two work styles are overrepresented, it’s
probably time to add some fresh blood to your team.

Leverage Everyone’s Strengths
• DATA
– Your logical, analytical colleague is at her best when she is
processing data and solving complex problems.
– She will focus like a laser on achieving any stated goal or outcome
and will ensure that you stay on budget.
• DETAIL
– Your organized, detail oriented colleague’s strengths are in
establishing order, structuring projects, and accurately completing
tasks.
– He will ensure work is completed on time.

Leverage everyone’s strengths
• EMOTIONAL
– Your supportive, expressive colleague is most skilled at building
relationships, facilitating team interaction, and persuading or
selling ideas.
– She will keep all stakeholders up to date on work and effectively
communicate ideas through the organization.
• IDEA
– Your big-picture, integrative colleague can serve as a catalyst for
change, brainstorming solutions to problems and synthesizing
disparate thinking.
– He will drive innovation, ensure variety in both thought and

Coach according to work style
• Make sure that everyone understands the value each team
member brings to the table and give people assignments in
which they can use their skills to best effect.
• To get the best from each person, consider using questions
aligned to his or her respective work style.

For your logical, analytical colleague, ask:
• What is your goal?
• What are you seeking to achieve?
• Where can you find data that will help you make that decision?

For your organized, detail oriented colleague, ask:
• How can you make ________ work more effectively?
• How will you decide which step to take next?
• What has worked for you in the past?

For your supportive, expressive colleague, ask:
• How is your behavior impacting others?
• Who can support you in this?
• Who else needs to be involved?

For your big-picture, integrative colleague, ask:
• What would the ideal future state look like?
• What ideas do you have for addressing ________?
• If there was something else you could do, what would it be?

Work With Their Strengths
• There is huge value to be gleaned when you
leverage work style diversity by observing your
team members,
–playing to their strengths,
–and giving them tailored coaching.

Rule # 8: You Must Work Through The 5
Stages Of Team Development
Forming
Storming
TransformingNorming
Performing

FORMING
• The start-up stage
• Purpose and expectation
unclear

Members
Test the Waters to Determine
–Acceptable behavior
–The nature of their task
–How the group will get its work done
–They want to be told what to do
–Interactions are superficial
–Tend to be directed to the formal leader

STORMING
• This stage is characterized by
conflict and resistance to the
group’s task and structure
• Team members express concerns
and frustrations
• Freely exchange ideas and
opinions

STORMING
• Team is learning to
deal with differences
in order to work
together to meet its
goals
• A team that doesn’t
get through this
stage successfully is
usually more
divided and less
creative

HOW DO YOU COPE WITH
CONFLICTS?

WHAT IS YOUR CONFLICT STYLE?
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4 Lose/Leave - Avoiding
5. Win/Win - Collaborating

THE CONTEXTUAL STYLE
• All five of the positions outlined above
presuppose that the participants in a conflict
have a well-established, consistent conflict
style.
• But what about individuals who vacillate
during the course of conflict resolution?
• They may use all five techniques at various
times or in various conflicts.

THE CONTEXTUAL STYLE
• In most organizations,
– this chameleon-like, contextual style is the most common
style of conflict resolution.
• Understanding the variations of conflict resolution,
–individuals should adopt whatever seems best for a
particular situation or whatever has been reinforced by past
experience.

NORMING STAGE
• A sense of group cohesion
develops in this stage

NORMING
• Members accept the team and develop norms for
resolving conflict, making decisions, and completing
assignments
• Members enjoy meetings and freely exchange
information
• Shared leadership emerges
• Risk of stagnating into groupthink

PERFORMING STAGE
• Now team work really begin
•This is the payoff stage

Performing
• Team has structure and purpose
• Ready to tackle task
• Members take initiative
• Problem-solving and decision-making procedures
emphasize results

As the Team GELLS
• It receives recognition from
other parts of the organization
• Complacency is a risk
• May show up in missed
deadlines or a lack of creative
spark
• The bad habits of earlier stages
may reappear

Techniques To Be More Persuasive
With Your Team
by Mike Davenport
http://coachingsportstoday.com/3-techniques-to-
be-more-persuasive-with-your-team/

Teams are tough.
• Persuading one player can be a challenge.
• But persuading a team … jeez, a team is much harder to
persuade than one person. So-Much-Harder.
• There are three reasons for that.
– Two are about the team, one is about you.
– You have three techniques to counter those reasons.
– Warning — ignore them at your own peril.

Technique #1: No Free Riders
• In 1927, Max Ringelmann experimented with people pulling on ropes.
• he discovered something important about teams.
• Members of a group extended less effort working as a group than when
they pulled the rope by themselves.
• In other words, an individual’s effort reduces when a group of people are
doing the same thing at the same time.
• Similar experiments have studied clapping, shoutin etc.
• All have found similar results:
– when in groups the effort level of the individual reduces.
• Have you noticed anything like this with your team?

It’s called Social Loafing,
• The belief is Social Loafing happens because the individual
feels his effort will not matter to the group.
• Or, the person may want to “hide in the crowd” to escape
blame if things go bust.
• Regardless of the specific psychological reasons why Social
Loafing happens, it happens.

A few things learned about it over the years:
• women are less prone to loaf than are men
• loafing becomes more pronounced in longer activities
• individuals are more likely to loaf when their peers are
expected to perform well
• when you expect more out of the entire group, less loafing
occurs
• loafing happens less when the group members know each
other

How do you counter Social Loafing?
• From the list above, a few things jump out.
–Shorter activities,
–High expectations
–Accountability for everyone,
–Group familiarization.

Technique #2: Which Value Really Counts?
• Value is at the heart of persuading an individual. We’ve
discussed that. The same holds for your team. You need to
know what they value, as a collective. When you know that
answer your ability to persuade your team increases
dramatically.
• So … what does your team value? That’s the critical question.

3 distinct challenges to team values:
• A team is a living, breathing organism — one that
changes yearly, monthly, weekly, heck, even daily.
• What a team values today, they might not value
tomorrow.
• don’t count on them telling you each time it changes.
• The tough part is when (note: “when” not “if”) there
are conflicting values on a team.

Here’s two tools that might help.
• One, find a common team value.
– Is there one or more values that the entire team wants?
– Ask, then listen, LISTEN, to what they want.
– Grab onto something that the team values as a collective.
• Second — compromise.
– Coming to a compromise when there is a wide range of values is hard.
– Compromise takes action, understanding, empathy.
– Yet, compromise may help you overcome conflicting values.

Technique #3: No Energy Shortage
• It takes energy to persuade someone — a lot.
• Even more energy when dealing with groups.
• What do you do to avoid an energy shortage?
• Normal health and exercise will help.

Techniques for Persuading Team Members
• http://coachingsportstoday.com/3-techniques-
to-be-more-persuasive-with-your-team/

Jamaica’s Greatest Team Achievement

Rule # 9: Work With The 7
Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS
OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

Summarizing
• Summarizing gives
the group time to
breathe
• A good summary
clarifies some of the
confusion
1 1 3 

Rule # 10: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or
Labelling
• Dominating
• Yes-butting
• Naysaying

Rule # 11:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead They don't manage

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 186
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading
2/23/2016

Teams
•No one is
smarter
than a
team

A manifesto for small teams doing important work
• We are always under tight deadlines, because time is our most
valuable asset.
• If you make a promise, set a date. No date, no promise.
• If you set a date, meet it.
• If you can't make a date, tell us early and often. Plan B well
prepared is a better strategy than hope.
• Clean up your own mess.
• Clean up other people's messes.

• Overcommunicate.
• Question premises and strategy.
• Don't question goodwill, effort or intent.
• "I'll know it when I see it," is not a professional thing to say.
Describing and discussing in the abstract is what we do.
• Big projects are not nearly as important as scary commitments.
– Seth Godin, Feb 18, 2016

2/23/2016 www.LTSemaj.com
196
• If what you're working on right now doesn't matter to the
mission, help someone else with their work.
• Make mistakes, own them, fix them, share the learning.
• Cheap, reliable, public software might be boring, but it's usually
better. Because it's cheap and reliable.
• Yesterday's hierarchy is not nearly as important as today's project
structure.
• Lock in the things that must be locked in, leave the
implementation loose until you figure out how it can get done.

2/23/2016 www.LTSemaj.com
197
• Mostly, we do things that haven't been done before, so don't be surprised
when you're surprised.
• Care more.
• If an outsider can do it faster and cheaper than we can, don't hesitate.
• Always be seeking outside resources. A better rolodex is better, even if we
don't have rolodexes any more.
• Talk to everyone as if they were your boss, your customer, the founder,
your employee. It's all the same.
• It works because it's personal.

Your Action Plan:
Time
Frame YOU
Your
Team
Immediately
Next 4 Weeks
Next 4 Months

2/23/2016 www.SlideShare.net/LSemaj 199

Uwi mastering the team approach - feb2016

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Uwi mastering the team approach - feb2016

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