- Effective teams have clear goals that all members help establish and work towards achieving. - Team members understand their roles and leaders utilize each person's skills. Meetings are held in environments conducive to discussion and problem solving. - Open communication and respect between members allows for direct and constructive handling of issues.

4.  This is necessary so that all team members understand
the purpose and vision of the team. It is important to
understand where the team is headed. People tend to
support what they help to create. Team members who
were involved in establishing the goals will work to
achieve them.

5.  It’s important for group members to understand their
job function and for leaders to tap into the skills and
talents of group members.

6.  A team meeting is not a committee meeting but a
highly creative process that benefits from locations
that foster thinking and orderly discussion. Teams
should meet in an environment similar to a
boardroom, comfortable and away from interruptions
and distractions.

7.  A team is able to communicate effectively and there is
a feeling of open communication between all
members of the group. Issues within a team are
handled by face-to-face communication. Team
members do not talk behind each other's back as
there is a respect developed among team members
that necessitates direct and open communication on
all issues

8.  Team members and team problems should be well
matched. As the team sets new goals, the composition of
the team should be re-evaluated. Having a crop consultant
or veterinarian on an intergenerational farm transfer team
is likely to underutilize the crop consultant or
veterinarian's abilities. An estate planner or attorney might
be a better choice.
 Outstanding team members should have unique skills,
experiences, and judgment not resident on the farm staff.
They should also be team players and believe in the team
process. Team members that have cross-purposes or
hidden agendas can destroy a team's effectiveness and will
have to be removed from the team.

9.  Brainstorming is one way that groups come up with
the solution to a problem. An effective team is able to
gather information from each member and formulate
that information into a response. The team becomes
adept at dismissing ideas that will not work, and
including effective ideas into what would become the
team's solution to an issue.

10.  A team has a hierarchy and a built-in decision-making
system that helps it to react quickly and effectively to
all situations. The members of the group are respected
for their various areas of expertise, and the leader of
the group has developed the ability to obtain the group
members' opinions to formulate the group's response.
This applies to decisions made within the group
ranging from resolving internal conflict to a potential
change in group leadership..

11.  This can be defined as full involvement. Team
members contribute when appropriate, and member’s
opinions are valued and sought. It is important when
leaders define what type of participation they expect
from members. Leaders help to create a climate of
participation. Learning member’s names and getting
to know member’s between meetings helps to create
an inviting and comfortable atmosphere

12.  Team members are valued for their unique skills and
talents. A diversity of thinking, idea generating,
problem solving and experiences help to create an
effective team

13.  This is essential to a team’s growth. It’s important that
issues aren’t ignored and avoided in a group. When
managed effectively the benefits include: -the team
will have to find ways to communicate differences and
seek common goals. -the team will be forced to look at
all points of view. -improves creativity because the
team will need to look beyond current assumptions.

14.  An effective team has an open climate where member’s
are comfortable with each other and aren’t afraid to
take risks. Creativity is expressed and laughter is
shared. Trust is a key element is creating this
atmosphere. What builds trust? Honesty, accessibility,
acceptance, and dependability. A credible leader walks
the walk

15.  Team members want to work together for the good of
the team and understand that combining the skills of
numerous people will produce something that could
not be created alone. The strength of each team
member is being utilized. Feedback is given and
received constructively. Evaluations are utilized.
Success is celebrated.

16.  The group has taken time to explicitly discuss group
process -- how the group will function to achieve its
objectives. The group has a clear, explicit, and
mutually agreed-upon approach: mechanics, norms,
expectations, rules, etc. Frequently, it will stop to
examined how well it is doing or what may be
interfering with its operation. Whatever the problem
may be, it gets open discussion and a solution found

17.  but it remains pertinent to the purpose of the group. If
discussion gets off track, someone will bring it back in
short order. The members listen to each other. Every
idea is given a hearing. People are not afraid of being
foolish by putting forth a creative thought even if it
seems extreme.

18.  :Individual contributors must collectively understand
and commit to their team’s purpose. Therefore, it is up
to the manager to clearly define the expectations and
responsibilities for each role, and ensure alignment
between the person and the role.

19.  :What does success look like? What is the group trying
to accomplish? What work needs to be done to achieve
the desired outcome? In high functioning teams,
managers make sure that all contributors understand
and accept both the end goal and the game plan for
getting there

20.  . Back-biting rare or non-existent in an efficient team
and there is a high level of mutual trust. Trust creates a
bond among the team members and this leads to
rapport and solidarity. Tensions are therefore absent.

21.  Having competent team members is an integral part of
overall effectiveness. Unfortunately, we often have no
control over who we work with; both in the classroom
setting and in the work environment. Do not become
distressed; instead remember that there is some way in
which every team member can contribute.

22.  They are supportive and have an informal work ethic
of sharing and fellowship. There are fully aware of
their shared goals and shared responsibility and work
towards jointly achieving their objectives

23.  They realise the need to focus on group goals and rise
above personal ambitions. Team members are secure in
their individual capabilities and understand the reason
why the organisation constituted a team in the first place.
They are able to work towards executing their role in line
with the common goals of the team. They seem to realise
that if they carry out their individual roles sincerely,
personal recognition is bound to come their way. In other
words, there is a good measure of ‘team spirit’ within the
team.

24.  It is important to maintain an environment that is
both positive and supportive. Anyone who has been a
part of a team can attest to how frustration can build
over the assignment which in turn, can lead to clashes
between team members. By maintaining a healthy
climate, it is possible to avoid a scenario where group
members are hostile and defensive toward one
another.

25.  . meeting or exceeding the expectations of other group
members. Each individual is respectful of the
mechanics of the group: arriving on time, coming to
meetings prepared, completing agreed upon tasks on
time, etc. When action is taken, clears assignments are
made (who-what-when) and willingly accepted and
completed by each group member.

26.  . They actively listen and encourage one another and
they participate and contribute during group
discussions. Disagreements exist but do not snowball
into interpersonal conflict.

27.  : Effective communication between team members
and from the manager to the team, sets the foundation
for collaboration Behavioral data can help managers
get a better understanding of communication styles
and motivating drives, all of which can help managers
better predict how the group will interact, potential
challenges that may arise and how they may approach
shared goals.

28.  A good team member does his or her fair share of the
work. There is a sense of equity and fairness in the
good team member. A sense of equity is critically
important for team members’ collective motivation.

29.  . Disagreements are not suppressed or overridden by
premature group action. The reasons are carefully
examined, and the group seeks to resolve them rather
than dominate the dissenter. Dissenters are not trying
to dominate the group; they have a genuine difference
of opinion. If there are basic disagreements that
cannot be resolved, the group figures out a way to live
with them without letting them block its efforts.

30.  No one would ever follow a pessimistic leader, and the
same goes for team members. A positive, “can-do”
attitude is critical for the good team member.

31.  A good team member is up front. He/she doesn’t play
games, or lead others on. You can count on a good
team member to tell you what’s what, regardless of
whether it is good news or bad news

32.  One of the key building blocks of successful teams is a
strong sense of shared trust among team members. A
lack of trust impedes on individuals ability to build
rapport and trust thereby jeopardizing productivity

33.  Although personality type gives off certain perceptions
of abilities as the groups form, the actual contributions
that each member makes to the group redistributes
the status of each member.
 By mixing up introverts and extroverts, you are
preventing setbacks caused by dips in your team’s
morale as the contribution of each team member
emerges.

34.  Humour might not be such an obvious factor in the
effectiveness of a team, but actually humour
inspires trust and intimacy – which can lead to better
team interactions.
 Eric Romero from the Peru Catholic University and
Anthony Pescosolido from the University of New
Hampshire have found that humour can have a
positive impact on several aspects of effective team
interactions, including effective communication,
development of group goals, group productivity and
management of emotions

35.  There's an old saying that “Nothing shares better than a
bad mood.” Often, it's the leaders in an organization who
set the mood. In a medical practice, this responsibility
usually falls to the doctors. So, for example, if a physician
rushes into the office late after a stressful hospital meeting
or a long night of being on call, doesn't say hello to staff,
and starts issuing orders, that physician has just set a
certain tone for the day. A better approach would be to
pause, take a deep breath, project an optimistic attitude,
and greet your staff by name when you arrive in the
morning. This may sound like a little thing, but it will
ripple throughout your practice