The document discusses how to establish an effective team, implement necessary teamwork processes, manage people on teams, handle team issues and conflict, and help virtual teams succeed. It describes establishing a team charter that defines the project purpose and goals, team member roles and responsibilities, and communication protocols. It also discusses creating action and work plans, delivering results, and learning from experience. Managing people on teams involves discussing positions, experiences, expectations, personality and cultural differences. Addressing team issues involves handling analytical, task, interpersonal and role conflicts. Helping virtual teams requires identifying their advantages and challenges and addressing issues like lack of context, cultural differences and trust.

1. High-Performing
Team Leadership
MM UGM

2. Objectives• Establish an effective team
• Implement the necessary team
work processes
• Manage the people side of teams
• Handle team issues and conflict
• Help virtual teams succeed

3. Establishing an Effective Team
Establishing an effective team raises both organizational and individual issues. Organizations may form
teams for the right or the wrong reasons, but for most of us who are leading or working on teams, we
can make the experience better for the team members as well as help the organizations goals.
The characteristics of what Katzenbach and Smith consider a “real” team :
Complementary skills
Accountability
Commitment

4. Problem
Solving
Technical
Funcion
Interpersonal
Mutual
Individual
Small number of
people
Specific Goals
Common Approach
Meaningful Purpose
Performance Results
CommitmentCollective Work Products
Skills
Personal Growth
Accountability

5. Implementing the Necessary Team Work
Processes
• Creating the Team Charter
• Using Action and Work Plans
• Delivering the Result
• Learning from the Team Experience
The primary causes of conflict in a team are poorly defined goals and purposes and lack of clarity about the
approach to the work and problem solving.
This section addresses the issues of goals, purpose, and approach in a team launch by showing how to
create a team charter, action plan, and work plan

6. Creating the Team Charter
• Project purpose and goals
• Team member roles and responsibility
• Ground rules
• Communication protocol
One of the first steps for a team will be to create a
team charter or contract. A charter usually consists of
the following:

7. Project Purpose and Goals
The organization need to write down exactly what they see as their purpose for being
a team. The goals must support and clearly link to the purpose (specifics &
measurable)
Team Member Roles and Responsibilities
The basic process roles to consider are similar to the roles in meetings : leader,
facilitator, timekeeper, and note taker. The team should consider whether the roles will
rotate or if the same person will perform the role throughout the project.
Team Groud Rules
Teams need ground rules that all the members participate in creating and agree to
follow. Ground rules should fit the culture of the organization and the personality of
the team
Communication Protocol
The team member should decide how they plan to communicate with each other on a
regular basis (Twitter, text, email, or voice mail)

8. Using Action and Work Plans
• Action plans allow the team members to see the big picture of the
project easilyand help to organize the individual task into blocks of
work that make it easier to manage the responsibilities and
deliverables
Step to creating action plans :
• Establish the major phase of the project
• List the major activities within each one and overall timing for the phase
• Action plan phases should set up the main areas of work for the work plan

9. Delivering the Results
Creating Team Documents and Presentations
Creating a document or presentation as a team requires preplanning and a clearly defined approach.
Teams usually use one of two ways to divide the tasks:
1. Single-Scribe Approach
2. Mutiple-Writer Approach
Controlling Versions
To keep the versions straight, the team should decide together when drafts are due,
who is to receive them, and in what order they are to circulate through the team.
Work Plan Specifics
The work plan should contain steps. By listing all the steps will help the team better estimate
the time needed for creation and completion of the document or presentation.

10. Learning from the Team Experience
• Have an official team launch
• Obtain any needed training in team management
• Develop and post team ground rules and expectation for team behavior
• Educate team member about what expect in team development
• Anticipate the roadblocks to team performance
• Provide regular opportunities for feedback
• Provide feedback to the team leader
• Build in team proccess checks
Each team member can learn from the experience and the team leader will be able to capture the lesson
learned. The team leader will also want to provide feedback the performance of either the individual
members or the team leader.
There are list of steps to keeping teams out of trouble

11. Managing the People Side of Teams
Although team members will get to know each other through day-to-day interactions, the team members can
shorten the learning curve by discussing: position & responsibilities, team experiences, expectations,
personality, cultural differences at the first meeting.
Position & Responsibilities
Responsibilities outside the team will influence the time & commitment available for the team.
Team Experience
The team could perhaps learn from discussing both what worked well and
what did not work so well on other teams.
Expectations
When team members have different expectations and goals, they may work at cross-purposes.
Personality
Knowing the characteristics of different personality types on the teams can contribute
to the ability to lead & manage the team members
Cultural Differences
The more the team members know about each other the better

12. Handling Team Issues
Obtaining the best results can depend on the team’s ability to manage conflict.
There are 4 types of team conflict.
Analitycal This type of conflict is usually constructive for the team, since it
leads to better answers and greataer creativity.
Task
This type of conflict is usually constructive for the team, since it
leads to better answers and greataer creativity.
Interpersonal
Interpersonal can be very disruptive to a team as well. Conflict can also
emerge from differences in core values and even ethics.personality conflict
can arise over differences in attitudes,
Roles
Teams can usually minimize conflict over roles by taking time at the
beginning the roles and responsibilities of each member. Conflicts can
also occur if indivduals have different expectations of the leader’s role.

13. Approaches to Handling Team Conflict
• Most teams will use one of the following three approaches to managing conflict:
One on one: inidividuals involved work it out betweem themselves
A team will decide that the first step in the teams conflict resolution procedure will be to
have the two individuals work out the issues alone.
Facilitation: individuals involved work with a facilitator (mediator)
Having a third person work with the clashing individuals apart from the team is often the
best option. If the team decides to use this approach, the facilitator should be skilled in
managing conflict.
Team: individuals involved discuss it with the entire team
When a team decides all members should meet to solve the problem, they should have a
very specific approach in mind and should select one person to facilitate the discussion.

14. Helping Virtual Team Succeed
• Virtual team are used to connect and work others around
the globe, usually geographically dispersed, rely on tech,
phone, internet or intranet, and video or web conferencing.
• Identifying Advantages and Challenges of Virtual Teams
• Virtual teams also provide challenges, particularly in
communication:
1. Loss of context and non verbal
2. Cultural Differences
3. Sharing information
4. Trustt

15. Addressing the Challenges of Virtual Teams
• Since training can address some of challengesmof virtual teams, organizations
need to be prepared to provide additional resources and training for the people
working on virtual teams.
• Using a shared workspace more prevalent, since they make it easier for a large,
geographically diverse team to interact more personally with another.
• Structure and work processes
Virtual team needs to have even more structure than a traditional team and must
spend even more time on basic good team practices, such as much having a clear
purpose and objectives, establishing ground rules, creating work plans, and
developing team communications.
• Trust and commitment
The shared beliefs come from the team members discussing fundamental
questions about how they plan to approach the problems, examining areas of
potential conflict, and taking time to resolve any differences.

16. Summary
• Establish an effective team
• The characteristics of what Katzenbach and Smith
consider a “real” team :
• Complementary skills
• Accountability
• Commitment
• Implement the necessary team work processes
• This section addresses the issues of goals,
purpose, and approach in a team launch by
showing how to create a team charter, action plan,
and work plan
• Creating the Team Charter
• Using Action and Work Plans
• Delivering the Result
• Learning from the Team Experience
• Manage the people side of teams
• Position & Responsibilities
• Team Experience
• Expectations
• Personality
• Cultural Differences
• Handle team issues and conflict
• Analytical
• Task
• Interpersonal
• Roles
• Help virtual teams succeed
• Identifying Advantages and Challenges of Virtual
Teams
• Addressing the Challenges of Virtual Teams

17. Thank You.