1) The document provides guidelines for assessing the effectiveness of work teams using 10 indicators such as clear goals, participation, and self-assessment. It instructs the reader to rate their team on a scale for each indicator. 2) It discusses factors that contribute to team effectiveness such as context, composition, work design, and process. It also outlines the typical stages of team formation. 3) Highly effective teams are characterized by clear and shared goals, participation, empathy, consensus decision-making, and high trust. The document identifies common reasons why teams fail and provides solutions.

1. Building A Winning Team
A VALUABLE JOURNEY

2. First, Assess Your
Team
 Guideline:
◦ 10 indicators of effective work teams
are listed here.
◦ To what extent are they descriptive of
your organization (or the team to which
you belong)?
◦ Please use the following scale to
indicate your responses:
 1 = Never
 2 = Seldom
 3 = Sometimes
 4 = Usually
 5 = Always

3. 1. Clear goals which are well understood &
accepted by the group
2. Informality: Atmosphere is informal,
comfortable, relaxed; no obvious signs of
tension or boredom
3. Participation: There is a lot of focused
discussion in which all participate
4. Listening: members listen to each other.
Every idea or viewpoint is given a hearing
5. Disagreement exists—but the team is
comfortable with this and shows no signs of
avoidance or cover-up

4. 6. Consensus: Most decisions are reached
by consensus; formal voting is kept to a
minimum.
7. Open communication: team members
feel free to express their feelings about
their work and team processes.
8. Clear roles: Each member is assigned a
clear responsibility and accountability
9. Shared leadership: The formal leader
allows others to assume leadership
depending on their skills and
circumstances
10. Self-assessment: The team periodically
stops to review how well it is
functioning—and improve.

5. How Did Your Team
Fare?
 Please add the scale values
you assigned to each
statement
 Divide the total by 10 to get
an average “team index”
 Higher indices better
teams

6. Teambuilding
 What is a team?
◦ A group of people who are
committed to achieve common
objectives, who work well
together and produce high quality
results.
 What is teambuilding?
◦ Any planned event designed to
improve the way a group of
people work together.

7. Teambuilding
 Unaligned team:
Purpose

8. Teambuilding
 Aligned team:
Purpose

9. Team Formation &
Membership
 5-Stage Model:
◦ Forming (Members come to know each
other)
◦ Storming (Members resist control by
leaders)
◦ Norming (Members develop
camaraderie & norms of conduct in the
team)
◦ Performing (Members work towards
achieving their goals)
◦ Adjourning (Team disbands—either
because job is done or members
leave)`

10. Teambuilding
 Factors leading to team
effectiveness:
◦ Context
 Adequate resources
 Leadership & structure
 Climate of trust
 Performance evaluation & reward system
◦ Composition
 Abilities of members
 Personality
 Size
 Diversity

11. Teambuilding
 Factors leading to team
effectiveness (contd):
◦ Work design
 Autonomy
 Skill variety
 Task identity
 Task significance
◦ Process
 Goal-setting
 Communication
 Decision-making
 Handling of grievances & complaints
 Social loafing

12. Profile of Effective Teams
 Goals: Clear to all; shared
 Participation: All get involved—and listened
to.
 Feelings: Freely expressed; empathy
 Careful problem diagnosis; root causes
attacked
 Distributed / shared leadership
 Decisions through consensus
 High trust level
 Creativity encouraged
 Negativity and Cynicism avoided

13. Why Teams Often Don’t Work*
1. Mismatched needs
 Symptom: People with private
agendas working at cross-
purposes
 Solution: Get hidden agendas on
the table
2. Confused goals
 Symptom: People don’t know
what they are supposed to do
 Solution: Clarify the reason the
team exists; define its purpose
and expected outcomes

14. 3. Unresolved roles
 Symptom: Team members are
uncertain what their job is
 Solution: Inform team members what
is expected of them
4. Bad decision making
 Symptom: Teams may be making the
right decisions—but in the wrong way
 Solution: Choose an appropriate
decision making approach
5. Bad policies, stupid procedures
 Symptom: Team is at the mercy of an
employee handbook from hell
 Solution: Throw away the book; make
a fresh start keeping ground reality in
mind

15. 6. Personality conflicts
 Symptoms: team members do
not get along
 Solution: Learn about each team
member; value & use differences;
work on improving relations
7. Bad leadership
 Symptom: Tentative, inconsistent,
and even stupid leadership at
times
 Solution: Leader must learn to
serve the team; or change
leadership
8. Bleary vision
 Symptom: The team is being
made to ramble around aimlessly

16. 9. Anti-team culture
 Symptom: The organization is not really
committed to the idea of teams
 Solution: Use teams for the right reasons;
never force people into teams
10. Insufficient information & feedback
 Symptom: Performance is not being
measured; team members are groping in
the dark
 Solution: Encourage free flow of relevant
information
11. Poor reward systems
 Symptoms: People are being rewarded for
the wrong things
 Solution: Reward individual as well as
team behavior; design rewards that make
teams feel safe
J

17. 12. Lack of trust
 Symptom: Defensive behavior; lack of
coordination
 Solution: Earn trust by being trustworthy;
reconstitute team if necessary
13. Unwillingness to change
 Symptom: A visible ‘knowing-doing gap’
 Solution: Find out what the blockage is; use
dynamite or grease to remove it.
14. The wrong tools
 Symptom: The team lacks required / appropriate
resources
 Solution: Equip the team well for its tasks
* Gary Hamel & C K Prahalad: Competing for the Future (HBS; 1994)

18. 3 Main Qualities Of Team
Players
 Responsibility
◦ Doing one’s best in one’s own and
company’s interest
◦ Expression of one’s commitment to
company’s success
◦ Responsibility for self-development—
and company’s development
◦ Management must give
responsibility—and people must be
willing to take responsibility
◦ How much do you give and take
responsibility?

19. 3 Main Qualities……(2)
 Loyalty
◦ Being happy when the company succeeds
◦ Taking action when it is threatened
◦ Being proud of membership
◦ Talking positively about it
◦ Put forward constructive criticism—but keep it
within the company
◦ Loyalty is not blind obedience. It is OK to say
“no”. It is not OK to say “yes’ and not keep your
promise

20. 3 Main Qualities………(3)
 Initiative
◦ To solve problems, improve and
innovate
◦ Take ownership
◦ Can you list the initiatives you
have taken in the last 6 months
to strengthen your team?

21. Conclusion
 You can’t simply buy, or wish for, a
ready-made winning team.
 You’ve got to invest time and effort in
building a team—and keeping it
together.
 This investment has a very high ROI:
A Winning Team !