The document provides an overview of the essential roles within strong teams, including practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. It also discusses how to select effective team members, understand their goals and communication styles, and leverage their strengths to improve team performance. Tools like personality assessments and team communication reports can help analyze team dynamics and improve collaboration.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
Creating and Enabling High Performing Teams 2015Tami Flowers
This document provides information about creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like giving and receiving feedback, dealing with different personality types, and the importance of teamwork. The presenters are experts in helping organizations transition from waterfall to agile approaches and building effective teams.
The document provides guidance on team building rules, theory, and tasks. It outlines rules for team building sessions such as paying attention, respecting different views, and contributing knowledge. It defines a team as "a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable." Key features of teams are identified as having an aligned goal, rules, shared leadership, a plan, building on differences, and focus on communication and the job. The document asks participants to find a success case study of team building to present in 3 minutes and provides random discussion topics. It concludes that close relationships, trust, shared aims and leadership, and respect are important for team building.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
Creating and Enabling High Performing Teams 2015Tami Flowers
This document provides information about creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like giving and receiving feedback, dealing with different personality types, and the importance of teamwork. The presenters are experts in helping organizations transition from waterfall to agile approaches and building effective teams.
The document provides guidance on team building rules, theory, and tasks. It outlines rules for team building sessions such as paying attention, respecting different views, and contributing knowledge. It defines a team as "a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable." Key features of teams are identified as having an aligned goal, rules, shared leadership, a plan, building on differences, and focus on communication and the job. The document asks participants to find a success case study of team building to present in 3 minutes and provides random discussion topics. It concludes that close relationships, trust, shared aims and leadership, and respect are important for team building.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
This document discusses team dynamics and team development. It defines a team and explains important factors in team design like task characteristics, team size, and composition. It also outlines different types of teams and the five stages of team development: forming, storming, norming, performing, and adjourning. Key aspects of effective teams like roles, cohesiveness, skills, and resources are explained. The importance of teamwork, factors in team success and failure, and risks like social loafing are summarized. The document concludes with a story about teamwork between a tortoise and hare.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
This document outlines an agenda for a team building workshop, covering defining teams and their pros and cons, team cornerstones like shared vision and identity, core team building skills like running productive meetings, establishing values and guidelines, team composition, and organizational structure. The workshop addresses what makes a team, characteristics of high-performing teams like shared goals and identity, and the basics of developing team cornerstones.
This document discusses creating high performance teams (HPTs). It describes how HPTs have self-managed, multi-skilled members who assume responsibility for all aspects of their work. The roles of leadership and team members evolve as a team matures from an initial information sharing stage to a self-directed stage. A 10-step process is outlined for assessing a team's effectiveness and developing an implementation plan to improve performance.
Teams are defined as small groups of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. There are several types of teams including self-managed teams, task forces, cross-functional teams, and virtual teams. Factors that influence team effectiveness include team design elements like task characteristics, size, and composition as well as team processes like development, norms, roles, and cohesiveness. Highly cohesive teams with norms that support organizational goals tend to have higher performance while social loafing can negatively impact team performance.
The document discusses how teamwork and intelligence are necessary for winning championships. It states that talent alone wins games but not championships, and that working as a coordinated team and having intelligence are what leads to championship victories.
The document discusses key aspects of effective teamwork and leadership. It emphasizes that a team requires (1) a common goal and vision, (2) clear roles and responsibilities for members, and (3) open communication. As a leader, it is important to plan the team structure based on goals, identify each member's strengths, set expectations, and foster trust and respect among members. Regular meetings and feedback are also vital for team success. The leader must motivate members by appealing to their needs and goals and delivering on the team's shared purpose.
Talk held in London, 17 May 2016, in Psychology of Agile Scrum group. Hosted by Consol Partners.
http://www.meetup.com/London-Scrum-Meetup/events/229458830/
The document discusses team roles and dynamics. It identifies four main team player roles: the Doer, the Visionary, the Feeler, and the Boat Rocker. Each role has strengths and weaknesses. Effective teams require a balance of these roles. Team leaders must understand different styles and ensure roles are used appropriately to achieve goals and maintain positive team functioning.
How important is team work to entrepreneurs? What tool can help us understand the roles we assume in a team? How can we understand our own strengths and weaknesses in a team environment? How do we go about finding the right business partner for our start ups?
Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.
The document provides guidance for a Toastmasters presentation on building an effective team. It discusses selecting team members based on competency and other traits. It also outlines seven steps to organize a team, including reviewing goals, establishing roles and responsibilities, and building trust among members. The leader's role evolves from closely supervising the team to acting as a coach and monitor as the team matures. Presenters are encouraged to personalize the outline and use visual aids to enhance their presentation.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This document discusses self-organizing agile teams and the factors that influence them. It describes research on 58 agile practitioners from 23 organizations. The main findings are that self-organizing teams form informal, implicit, and transient roles and perform balanced practices while facing factors like senior management support, organizational culture, resource management, contracts, and customer involvement. These factors can help or hinder a team's ability to self-organize. The presentation advocates for a management style that trusts teams, builds a culture of openness, provides dedicated team resources, offers flexible contracts, and ensures customers understand their role in agile.
Team dynamics involve groups working together towards common goals. Effective team dynamics require cooperation, communication, and addressing challenges like decision making, conflict management, and time management. There are various stages of team development and roles that individuals can take, such as a coordinator, shaper, or resource investigator. These roles each have strengths that can help the team but also potential weaknesses if not managed properly. Maintaining positive team dynamics is important for overcoming obstacles and achieving goals through group effort.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
This document discusses the characteristics of effective management teams. It defines a team and lists characteristics like shared goals, agreed performance standards, clear roles, values, constructive conflict, cooperation and effective processes. Effective management teams also have appropriate leadership, commitment to evaluation, feedback systems, and training. They maintain healthy external relationships and encourage free expression of differences while focusing on problem solving. The document emphasizes having the right people on the team with unique skills and respect, clear shared goals, and strong relationships. It provides tips for building effective management teams like assessing strengths and weaknesses, setting development goals, and coaching to support or change attitudes and behaviors.
The document discusses how Internet of Things (IoT) technology, specifically real-time location systems (RTLS), can help improve risk management in memory care facilities. RTLS uses wireless tags and sensors to track the location of staff, patients, and assets in real time. This allows facilities to better manage staff deployment, respond more quickly to patient alerts, and reduce safety risks for patients who may wander or have unnoticed injuries. By integrating RTLS sensors and tags into a networked system that communicates through the IoT, facilities can streamline operations, improve patient care and monitoring, and lower mortality risks for those with memory-related diseases.
AdWords vs SEO – Kênh marketing nào tốt nhất cho bạn ?
AdWords và SEO là thành phần chính của Search Engine Marketing (SEM), nó là công cụ rất mạnh mang lại hiệu quả cao trong một chiến dịch Digital Marketing. Có những sự khác nhau vào giống nhau giữa 2 chúng, tùy thuộc vào công việc kinh doanh và mục tiêu mà ta có thể chọn một trong 2 hoặc có thể cả 2.
This document discusses team dynamics and team development. It defines a team and explains important factors in team design like task characteristics, team size, and composition. It also outlines different types of teams and the five stages of team development: forming, storming, norming, performing, and adjourning. Key aspects of effective teams like roles, cohesiveness, skills, and resources are explained. The importance of teamwork, factors in team success and failure, and risks like social loafing are summarized. The document concludes with a story about teamwork between a tortoise and hare.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
This document outlines an agenda for a team building workshop, covering defining teams and their pros and cons, team cornerstones like shared vision and identity, core team building skills like running productive meetings, establishing values and guidelines, team composition, and organizational structure. The workshop addresses what makes a team, characteristics of high-performing teams like shared goals and identity, and the basics of developing team cornerstones.
This document discusses creating high performance teams (HPTs). It describes how HPTs have self-managed, multi-skilled members who assume responsibility for all aspects of their work. The roles of leadership and team members evolve as a team matures from an initial information sharing stage to a self-directed stage. A 10-step process is outlined for assessing a team's effectiveness and developing an implementation plan to improve performance.
Teams are defined as small groups of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. There are several types of teams including self-managed teams, task forces, cross-functional teams, and virtual teams. Factors that influence team effectiveness include team design elements like task characteristics, size, and composition as well as team processes like development, norms, roles, and cohesiveness. Highly cohesive teams with norms that support organizational goals tend to have higher performance while social loafing can negatively impact team performance.
The document discusses how teamwork and intelligence are necessary for winning championships. It states that talent alone wins games but not championships, and that working as a coordinated team and having intelligence are what leads to championship victories.
The document discusses key aspects of effective teamwork and leadership. It emphasizes that a team requires (1) a common goal and vision, (2) clear roles and responsibilities for members, and (3) open communication. As a leader, it is important to plan the team structure based on goals, identify each member's strengths, set expectations, and foster trust and respect among members. Regular meetings and feedback are also vital for team success. The leader must motivate members by appealing to their needs and goals and delivering on the team's shared purpose.
Talk held in London, 17 May 2016, in Psychology of Agile Scrum group. Hosted by Consol Partners.
http://www.meetup.com/London-Scrum-Meetup/events/229458830/
The document discusses team roles and dynamics. It identifies four main team player roles: the Doer, the Visionary, the Feeler, and the Boat Rocker. Each role has strengths and weaknesses. Effective teams require a balance of these roles. Team leaders must understand different styles and ensure roles are used appropriately to achieve goals and maintain positive team functioning.
How important is team work to entrepreneurs? What tool can help us understand the roles we assume in a team? How can we understand our own strengths and weaknesses in a team environment? How do we go about finding the right business partner for our start ups?
Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.
The document provides guidance for a Toastmasters presentation on building an effective team. It discusses selecting team members based on competency and other traits. It also outlines seven steps to organize a team, including reviewing goals, establishing roles and responsibilities, and building trust among members. The leader's role evolves from closely supervising the team to acting as a coach and monitor as the team matures. Presenters are encouraged to personalize the outline and use visual aids to enhance their presentation.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This document discusses self-organizing agile teams and the factors that influence them. It describes research on 58 agile practitioners from 23 organizations. The main findings are that self-organizing teams form informal, implicit, and transient roles and perform balanced practices while facing factors like senior management support, organizational culture, resource management, contracts, and customer involvement. These factors can help or hinder a team's ability to self-organize. The presentation advocates for a management style that trusts teams, builds a culture of openness, provides dedicated team resources, offers flexible contracts, and ensures customers understand their role in agile.
Team dynamics involve groups working together towards common goals. Effective team dynamics require cooperation, communication, and addressing challenges like decision making, conflict management, and time management. There are various stages of team development and roles that individuals can take, such as a coordinator, shaper, or resource investigator. These roles each have strengths that can help the team but also potential weaknesses if not managed properly. Maintaining positive team dynamics is important for overcoming obstacles and achieving goals through group effort.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
This document discusses the characteristics of effective management teams. It defines a team and lists characteristics like shared goals, agreed performance standards, clear roles, values, constructive conflict, cooperation and effective processes. Effective management teams also have appropriate leadership, commitment to evaluation, feedback systems, and training. They maintain healthy external relationships and encourage free expression of differences while focusing on problem solving. The document emphasizes having the right people on the team with unique skills and respect, clear shared goals, and strong relationships. It provides tips for building effective management teams like assessing strengths and weaknesses, setting development goals, and coaching to support or change attitudes and behaviors.
The document discusses how Internet of Things (IoT) technology, specifically real-time location systems (RTLS), can help improve risk management in memory care facilities. RTLS uses wireless tags and sensors to track the location of staff, patients, and assets in real time. This allows facilities to better manage staff deployment, respond more quickly to patient alerts, and reduce safety risks for patients who may wander or have unnoticed injuries. By integrating RTLS sensors and tags into a networked system that communicates through the IoT, facilities can streamline operations, improve patient care and monitoring, and lower mortality risks for those with memory-related diseases.
AdWords vs SEO – Kênh marketing nào tốt nhất cho bạn ?
AdWords và SEO là thành phần chính của Search Engine Marketing (SEM), nó là công cụ rất mạnh mang lại hiệu quả cao trong một chiến dịch Digital Marketing. Có những sự khác nhau vào giống nhau giữa 2 chúng, tùy thuộc vào công việc kinh doanh và mục tiêu mà ta có thể chọn một trong 2 hoặc có thể cả 2.
Este manual proporciona instrucciones para el uso de un lavavajillas, incluyendo una descripción de los controles en el panel frontal, instrucciones para seleccionar y ejecutar programas de lavado, y guías sobre limpieza y resolución de problemas. Presenta una tabla con 5 programas de lavado que varían en temperatura y secuencia, así como opciones adicionales como HYCLEAN para una mayor reducción bacteriana. El objetivo del manual es enseñar a los usuarios a operar el lavavajillas de manera segura y efectiva.
Este artigo descreve uma experiência de ensino de cartografia no ensino médio utilizando mapas e maquetes. Os alunos participaram de seminários sobre relevo, hidrografia, clima e vegetação e depois produziram mapas e maquetes representando esses temas. A atividade melhorou a compreensão dos alunos sobre elementos cartográficos e representação do espaço geográfico.
Diagnóstico para el apoyo de estudiantes en e learning Fabiola Perez
Este documento presenta los resultados de una encuesta aplicada a 21 maestros de la UT Cancún para evaluar su disposición a tomar cursos en línea. La autora desarrolló un cuestionario en línea y lo aplicó como prueba piloto antes de enviarlo a los maestros. Luego recopiló y analizó los resultados, los cuales mostraron que la mayoría de los maestros tienen experiencia en cursos en línea y equipos de trabajo, y están dispuestos a invertir tiempo para cursos semipresenciales si el contenido y la institución
The document discusses several popular honeymoon destinations around the world, including Jamaica, Tahiti, Fiji, Anguilla, St. Bart's, St. Lucia, Mexico, Bermuda, and France. Jamaica offers volcanoes, beaches, and remote locations. Tahiti has over 118 islands, a volcano, and destinations like Moorea and Bora Bora. Fiji has over 322 islands known as "Earth's modern Eden" with water activities and hot springs. Anguilla, St. Bart's, St. Lucia, Mexico, Bermuda also offer beaches, watersports, and remote locales for couples to enjoy alone or together. France, especially Paris, is highlighted as one of the most
There are several football turf clubs in Bangalore including Soccer City, Kicks on Grass, and Pretty Sports Football. Kicks on Grass started in August 2013 with 3 partners and a total investment of 80 lakhs. It has repeat customers and corporate clients hosting tournaments and is open through the night, generating a turnover of 3 lakh per quarter. The turf used at these clubs is procured from Finland and is FIFA approved, with a lifespan of 3 years with the current frequency of use.
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las transacciones con bancos rusos clave y la prohibición de la venta de aviones y equipos a Rusia. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
Las tres principales dificultades para adaptarse a la vida en sociedad según el documento son: 1) ser introvertido y tener problemas para socializar e intercambiar información, 2) tener baja autoestima y falta de confianza en uno mismo, y 3) sufrir de fobias u otros temores que impiden participar en actividades sociales. La autoestima se define como la aceptación propia de uno mismo, incluyendo tanto las cualidades como los defectos.
La educación es importante para todas las personas sin importar su sexo o edad, ya que proporciona conocimientos y habilidades que son valiosos para la vida. La educación también necesita innovación constante para mejorar y mantenerse relevante con el cambiante panorama social y tecnológico.
There are 8 necessary roles within highly effective teams: practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. Each role serves an important purpose for the team. Effective teams are composed through a deliberate selection process that ensures alignment between individual and team goals. Understanding communication styles and leveraging each member's strengths allows teams to work synergistically towards their goals.
Zoe Mitchell presented on the 8 essential roles within strong teams. She discussed that a team is a group that shares a common goal. High performing teams have clear goals, leverage strengths, and consistently achieve results, while dysfunctional teams have unclear goals and low trust. The 8 essential roles that make up strong teams are: practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. Choosing the right team members and leader, understanding personalities, and using tools like assessments can help teams communicate effectively and maximize their performance.
This document discusses building high-functioning teams through team boarding and developing team intelligence (TQTM). It makes the case that teams are important for business goals and outlines the characteristics of team players, such as being effective communicators, problem solvers, and results-driven. The document describes Clearwater Consulting Group's TQTM approach, which involves understanding team member behaviors through DiSC profiles in order to improve communication, relationships, productivity and business results. The goal is for teams to be known for sustainability and success.
This document discusses building high-functioning teams through team boarding and developing team intelligence (TQTM). It defines a high-functioning team and makes the case for focusing on teams, noting research showing benefits like faster time to market, better customer service, and increased productivity. It describes characteristics of effective team players, then outlines Clearwater Consulting Group's TQTM approach, which uses DiSC assessments to improve team communication, relationships, and performance. The document encourages readers to consider how their teams can improve in these areas to be more successful.
EYANJUL CONSULTING presentation on Team BuildingFrancis Aleji
The document discusses the essential elements of effective team building, including collaboration among members, clearly defined roles, and collective responsibility. It outlines different team roles like the coordinator, shaper, and implementer. The purpose of team building is to analyze how a group works together and improve relationships and performance to achieve goals.
Presents tit bits on managing project teams effectively. Answers the questions on assigning and evaluating team roles. Identifying team resources and aligning them with the strengths on a project
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
This document discusses teams and teamwork. It defines a team as a small group of people with complementary skills committed to a common goal for which they hold each other mutually accountable. Teamwork is essential in modern organizations. For a work group to become an effective team, leadership must be shared, accountability must shift to both individual and collective levels, the group must develop a shared purpose or mission, and problem solving must be an ongoing activity. There are four main types of teams: advice teams, production teams, project teams, and action teams. Cooperation, trust, and cohesiveness are important factors for effective teamwork.
This document summarizes a leadership workshop about developing leading teams. It discusses defining leading teams, conditions that contribute to team success, team structures, personalities, and provides an exercise for participants to consider applying the concepts to a new project. The workshop aimed to help participants understand how to develop and manage leading teams by creating the right conditions and avoiding common pitfalls.
This document discusses various aspects of managing project teams, including effective team characteristics, reasons for joining teams, team development models, keys to managing people, and techniques for managing project teams. Some of the key points covered include defining what a team and teamwork are, characteristics of effective teams such as clear goals and communication, reasons individuals join teams like security and status, models of team development including forming, storming, norming, performing, and adjourning phases, and methods for managing teams such as conducting meetings, establishing team identity, and handling conflict.
Let's get ready to rumble! Managing groups and cultures when you are not in charge
Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator.
Learning Outcome: Increase communication and team building skill
At the end of this seminar, participants will be able to:
a) Explore common group dynamics and goals
b) Examine common challenges and struggles
c) Discuss self-management and emotional intelligence
d) Explore the role of culture, values, and perceptions in group situations
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
About Corporate Wisdom, Bio and Clientskristahenley
Krista Henley is a leadership coach and organizational consultant who founded Corporate Wisdom. She has over 20 years of experience coaching executives and facilitating leadership training. Her areas of expertise include leadership development, team building, and business consulting. She provides coaching to individuals and teams to improve interpersonal skills, reduce conflicts, and enhance performance. Some of her clients include HP, Cisco, Intel, and Stanford University. She aims to help clients strengthen skills in communication, conflict resolution, and achieving goals through experiential learning approaches.
Join us for an hour-long free webinar about HRDQ’s Team Effectiveness Profile (TEP). Issues that block a group’s effectiveness may not be apparent. Issues that remain undisclosed can drain a group’s energy and undermine its productive efforts. TEP was developed to help groups systematically identify these issues.
The document discusses effective teamwork and team building. It states that effective teams have characteristics like adequate resources, leadership, trust, and a reward system that reflects team contributions. Team members must have technical skills as well as problem-solving, decision-making, and interpersonal skills. They must be committed to a common goal. Context, composition, and process are important for effective teams. Context includes resources, leadership, and trust. Composition considers members' abilities and personalities. Process involves having a common purpose, specific goals, and confidence in the team. The document provides steps for building effective teams, which include establishing leadership, valuing all ideas, being aware of feelings, and encouraging trust and cooperation.
This document discusses teamwork and team building. It defines a team as a small group of people working towards a common goal using complementary skills. Teamwork involves cooperating effectively, while team building creates effective teamwork through activities and events. Key aspects of team building include team identity, structure, goals, and motivation. Effective teams have clear purpose, participation, listening, consensus decisions, and shared leadership. The document outlines skills, processes, and activities needed for teamwork, including examples of trust-building exercises. It emphasizes the importance of communication, commitment, competence, and collaboration for developing trust within a team.
This document summarizes how effective teams minimize social loafing and groupthink. It explains that social loafing occurs when individuals put in less effort working collectively than individually due to factors like believing others are not pulling their weight. Groupthink happens when consensus overrides realistic evaluation. Effective teams have clear goals and roles, open communication, and handle conflicts constructively. They motivate members through collaboration, meaningful tasks, and choice. Managing these psychological factors helps high performing teams achieve their full potential.
Similar to 8 Essential Roles within Strong Teams (20)
L'intégration des nouveaux employés: Comment retenir les meilleurs talents?Drake International
La plupart des entreprises investissent beaucoup de temps et d’argent pour recruter les meilleurs talents sur le marché. Mais il est au moins aussi important d’investir dans leur intégration afin de retenir ces talents le plus longtemps possible au sein de l’organisation.
Au cours de la présentation nous discuterons :
• Des principales tendances en matière d’intégration
• Des préoccupations d’un nouvel employé
• De l’importance de l’existence d’un processus d’intégration
• De la conception d’un processus d’intégration efficace
Vos employés travaillent-il efficacement en équipe?
Les organisations favorisent de plus en plus le travail en équipe, mais une bonne équipe ne se constitue pas par magie!
Les conséquences liées à une équipe de travail non performante ne doivent pas être négligées car elles impactent directement l'engagement des employés et donc la performance de l'organisation. Le désordre, l’apathie, le taux de roulement élevé ou la productivité en baisse sont autant de signes d'un travail en équipe inefficace.
Wébinaire mar 26 renforcez l'engagement de vos employés-un atout pour votre...Drake International
L’engagement des employés est devenu l’une des principales préoccupations des entreprises. Dirigeants, Professionnels RH ou Gestionnaires se posent quotidiennement des questions sur l’engagement de leurs équipes : Comment améliorer la satisfaction et l’engagement de mes employés? Qu’est-ce que mes employés pensent de leur emploi? Quel est l’impact d’un faible engagement sur mes résultats?
Prendre en compte la personnalité dans le processus de recrutementDrake International
La décision d’embauche est une décision importante pour laquelle il est essentiel de faire le bon choix du premier coup. Dans le contexte actuel de mondialisation et de compétitivité, embaucher une personne performante et en adéquation avec l’organisation, est plus crucial que jamais pour le succès d’une entreprise.
C’est pourquoi les professionnels RH doivent s’assurer qu’ils utilisent les bonnes stratégies de recrutement et d’intégration afin de gérer efficacement chaque étape du processus d’embauche.
Participez à ce wébinaire gratuit de 30 minutes le Jeudi 26 Février 2015 pour en apprendre davantage. Au cours de la présentation nous discuterons :
• Des éléments clés du processus de recrutement.
• De ce que sont l’adéquation, les critères d’embauche et le processus formalisé de recrutement.
• Des étapes du recrutement dans lesquelles la prise en compte de la personnalité est un facteur de réussite.
• De la façon d’attirer, d’identifier et de retenir le candidat adéquat pour un poste.
How to Improve Your Bottom-Line Through Employee EngagementDrake International
Employee engagement is a hot topic and a key concern for many companies. Despite the heightened focus, companies still struggle with these questions: Why should we invest in employee engagement? Where do we invest for the greatest impact? What is the tangible business value of internal communication?
In this webinar, we will explore how to improve employee engagement, ways to initiate strategic discussions in your organization, and the impact it has on your bottom-line.
The document discusses how to build high performing teams. It defines what a team is and compares high performing teams to under-performing teams. The presentation outlines four key aspects to creating a high performing team: having clear goals, the right people, the right leader, and helping the team work well together. It then provides five specific steps to build a high performing team, including creating agreements, building trust, being proactive, providing feedback, and managing conflicts in a healthy way. The presentation concludes by emphasizing the importance of continuous improvement in team building.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
The document discusses how to implement Lean Six Sigma practices to improve business processes and the bottom line. It provides an overview of Lean Six Sigma training and certification levels from White Belt to Master Black Belt. An example value stream map of a company's current supply chain is presented, showing waste and variation throughout the process. Potential actions are outlined to analyze the supply chain, identify bottlenecks, and implement improvements to synchronize production and replenishment.
Développer des Leaders Efficaces: un Atout Stratégique pour votre Organisation!Drake International
Lorsqu'il est question du succès d'une organisation, ce sont les qualités de leadership de ses employés qui font la différence. Bien que les compétences de gestion soient nécessaires, elles sont insuffisantes, à elles seules, pour impacter la performance de l'entreprise sur le long terme. Le leadership n'est pas un phénomène naturel, il doit être encouragé et cultivé intentionnellement par l'organisation. Le futur d'une entreprise dépend de sa capacité à identifier et développer des leaders efficaces et engagés.
Lors de ce wébinaire de 30 minutes, nous répondrons aux questions suivantes:
• Qu'est ce que le leadership?
• Quelles sont les qualités essentielles d'un bon leader?
• Quels sont les différents styles de leadership?
• Comment identifier et développer les leaders de demain au sein de votre organisation?
Effective Leaders can align their staff's personal goals with their organization's strategic objectives. How? By selecting the right people, understanding each member's strengths, providing motivation when needed, and giving them the right tools to grow and develop.
In this webinar, you will learn about the attributes of an effective leader, how to communicate with impact, and how to effectively transform your team and organization through:
•Providing direction, clarity, and meaning towards your organization's vision, mission, and values
•Execution and focus on the right initiatives to drive results
•Creating an engaged environment for teams to excel and succeed within
Embaucher un employé, c'est comme prendre une important décision d'investissement, où le candidat représente le capital humain de l'organisation. Comme pour toute autre décision d'investissement, vous voulez faire le bon choix, du premier coup. L'acquisition de talents pour votre organisation est un processus complexe. Dans le processus de recrutement, d'intégration et de rétention, soit vous obtiendrez un bon retour pour votre entreprise, soit vos actions pourront entraîner des erreurs coûteuses et un taux de roulement plus élevé.
Hiring an employee is like making an important investment decision, with the candidate representing the capital: human capital. Like any investment decision, you want to make the right choice - the first time. Effective talent acquisition is a complex process. In the hiring, onboarding, and retention process, either you are going to yield a great return for your company, or your actions and processes may result in costly mistakes and turnover.
This webinar presentation discussed how companies can improve their bottom line using Lean Six Sigma. It began with introductions and information on how to participate in the audio portion. The presentation then covered background on why companies need to improve using methods like Lean Six Sigma to avoid falling behind competitors. It discussed key aspects of Lean Six Sigma including reducing waste and variability. Examples were given of how various organizations improved their operations through implementing Lean Six Sigma. The webinar concluded by offering a free consultation on Lean Six Sigma and providing upcoming webinar information.
1. For audio, it is recommended you dial in
A copy of the slides + recording will be available post webinar
AUDIO: 1-877-668-4493
Access Code: 667 945 794
Event Password: 1234
WebEx Support: 1-866-863-3910
8 Necessary Roles Within All Strong Teams
February 20, 2013
Presented by: Maysa Hawwash, National Manager – Talent
Management Solutions
2. Agenda
What is a Team?
Why a Team?
Types of Teams
Let’s Talk Personality
8 Essential Roles
Effective Tools
3. What is a Team?
“A real team is made up of a group of people who share a
passion for a common and collective goal”
- Adapted from J. Richard Hackman, Groups that Work
(and Those that Don’t)
3
4. Why a Team?
• Creates synergy
Contributions as a whole are greater than the sum of
its parts
• Maximizing synergy
• Directly affects bottom-line performance
4
5. Types of Teams
• Permanent/Functional Teams
• Cross Functional Teams
• Self Directed Teams
• Virtual Teams
5
6. High Performing Teams
High Performing Teams
• Clear and unifying goal
• Leverage strengths and talents
• Solutions-focused
• Consistently achieves extraordinary results
• Engaged team culture
• Regular acknowledgement
• High levels of trust
6
7. Dysfunctional Teams
Under-Performing Teams
• Unclear goals
• Work is not enjoyable
• Problem-focused
• Mediocre results
• Negative, blame-based culture
• “Closed Door Sessions”
• Distant team members
• Low levels of trust
7
8. The Power of Alignment
• Clear goals and a common purpose
• Individual and group goals CAN co-exist
Try this exercise:
Ask the individual members to write down on a piece of
paper what they believe is the most important goal of the
team. Collect all the papers and read out what has been
written.
8
9. Team Composition
“Leaders of companies that go from good to great start…by
getting the right people on the bus, the wrong people off
the bus, and the right people in the right seats.”
- Jim Collins, Good to Great
9
10. Selection of Team Members
• What are your team’s core competencies?
• What are the gaps?
• Who is the unofficial leader in your team?
• Is there an alignment between personal and group
goals?
• Is your compensation strategy aligned with what you
want the team to achieve?
• What are the consequences of your team’s Strengths
and Weaknesses?
10
12. 8 Essential Roles – Practical
• Turn ideas into practical, workable, well-organized
outcomes
• Useful when getting started on a project quickly
12
13. 8 Essential Roles – Consulting
• Concerned about how team works together towards
achieving goals
• Useful for drawing out everyone’s contributions.
13
14. 8 Essential Roles – Driving
• Pushes all individuals towards meeting objectives.
• Useful when performing on tight deadlines.
14
15. 8 Essential Roles – Creative
• Finds new ways of performing tasks.
• Useful in developing products or services that require
unusual solutions.
15
16. 8 Essential Roles – Catalyst
• Lively communicator who finds out who is doing what,
who knows what, and who controls what.
• Useful when projects require additional support from
external parties.
16
17. 8 Essential Roles – Critical Judge
• Calm critic who quickly points out the flaws in plans and
ideas.
• Useful on projects where there is a high cost if mistakes
are made.
17
18. 8 Essential Roles – Supportive
• Promotes team spirit by maintaining and improving
human relations within the group.
• Useful when team works together on a long-term
basis, when the possibility of losing momentum
increases with time.
18
19. 8 Essential Roles – Detailed
• Highly attentive to detail, orderly, and generally
conscientious.
• Useful when providing quality control/assurance on a
project.
19
20. Choosing the Right Leader
• Get the right people on the bus
• Clear direction
• Creates an environment that fosters
synergy
• Right balance of task and relationship
orientation
• Able to leverage the strengths within
their teams, and look for ways to fill the
gaps
20
21. Tools for Better Teams
• Personality Assessments
• Team Communication Profiles and Reports
• 360 as a feedback tool
21
22. Team Communication Report
• Work more effectively with the individual members of
your team.
• Learn how to adjust your behaviours for optimal
communication
• Create a more open, positive relationship with your team
members.
• Maximize your influence when communicating with
peers, team members and your manager
22
23. Trait Interaction with your Team Members -
Sample
• DOMINANCE: Both you and Jane have Dominance
above the midline. Because you are accountable for
improved communication, you should stretch your
Dominance lower and allow Jane to feel more in control
of your interactions. you need to remember that it will be
important to focus on getting results.
23
24. Trait Interaction with your Team Members -
Sample
• EXTROVERSION: Both your and Jane's Extroversion
are above the midline. You should be able to
communicate effectively and enjoy the process.
However, you will need to be accountable for bringing
discussions to a successful and timely conclusion. You
must ensure that socializing and other digressions do not
side-track discussions.
24
25. Trait Interaction with your Team Members -
Sample
• PATIENCE: Both your and Jane's Patience are above
the midline. Since you are accountable for the success
of the communication, you will need to stretch your
Patience lower and move the discussion along. Probe to
discover Jane's concerns regarding timing - and then
position yourself accordingly.
25
26. Trait Interaction with your Team Members -
Sample
• CONFORMITY: Your Conformity trait is above the
midline while Jane's Conformity is below. Jane is an
independent and creative thinker who resists being
bound by structure. Occasionally, you will need to gently
remind Jane of your organization's standard operating
procedures. If you feel you must discuss details and
systems, focus on how they fit into Jane's "big picture."
26
27. How does a Team Communication Report
help?
• Understand your team’s priorities
• Learn how to create rapport with team members
• Learn how to communicate effectively through adjusting
your style
• Determine the sensitive areas to consider and/or avoid
27
28. In Conclusion
Strong teams don’t just happen, they are a result of a
deliberate process that involves the following:
– Selection of team members according to
competencies needed for type of team
– Understanding of individual’s goals and priorities to
create an alignment with team goals
– Adjusting communication style to effectively motivate
and drive the right behaviours
– Leveraging team member’s strengths
28
29. Questions
8 Essential Roles Q&A
Within Strong with Maysa Hawwash,
National Manager,
Teams Talent Management Solutions
29
30. Free Offer
• We’re offering a free 60-minute Team Consultation that
can include:
Exploring current challenges within your team
Effective team communication strategies
Learning the different functions within your team
Contact Maysa to take advantage of this exclusive offer!
mhawwash@na.drakeintl.com
416.216.1067
30
31. Upcoming Webinars
Register at http://drake-webinars.com
March 13, 12pm EST
10 Essentials to Managing the Employment Relationship
Presented by: Matthew Vella – Vella Labour Law
April 10, 12pm EST
Death of an Employment Relationship
Presented by: Matthew Vella – Vella Labour Law
31
33. Thank You for Attending
For questions, please contact Maysa Hawwash
mhawwash@na.drakeintl.com
416.216.1067
33
Editor's Notes
Today we are going to be taking a look at your Health & Safety Management Systems. We are going to be looking at the Structure of Health & Safety Legislation and reviewing Internal Responsibility System as it related to this presentation. We also will be taking a look how the legislation shapes the System Application in your workplace and how will impact how you communicate in the workplace.
“A real team is made up of a group of people who share a passion for a common and collective goal. They know that achieving the goal demands a high level of interdependency amongst team members, as it is something that can only be accomplished together. There are also clear and stable expectations so that membership is not constantly changing, and it is easy to tell who is on the team.”- Adapted from J. Richard Hackman, Groups that Work (and Those that Don’t)
When teams are working well, they create synergy by having multiple people with different skills and abilities converge on a specific problem or opportunity. Simply translated, synergy means that the whole is greater than the sum of its parts. When a team is put into place - especially a team dialed-in for success - it increases the chance to maximize synergy. Maximizing synergy gives your organization the opportunity to accomplish more with the same number of people.When teams aren’t functioning well, not only do organizations lose synergy, they actually find the whole to be less than the sum of its parts. This situation has a suffocating effect on productivity that directly affects bottom-line performance.
Functional teams perform specific organizational functions and include members from several vertical levels of the hierarchy. In other words, a functional team is composed of a manager and his or her subordinates for a particular functional area. Accounting, personnel, and purchasing departments are examples of functional teams.Cross-functional teams are made up of experts in various specialties (or functions) working together on various organizational tasks. Team members come from such departments as research and development, design, engineering, marketing, and distribution. These teams are often empowered to make decisions without the approval of management. Self-directed work teams, operate without managers and are responsible for complete work processes or segments that deliver products or services to external or internal customers. Self-directed work teams (SDWTs) are designed to give employees a feeling of “ownership” of a whole job. Virtual Teams - Virtual teams consist of individuals who are separated by distances and connected through computer. Here individuals communicate with each other online through internet. Sam at Los Angeles can form a team with Mandy at Mexico and Sara at Denver all working for a common objective but the communication is totally digital through internet. Such teams are helpful when employees need to connect with each other and are located at different places.
• Has a clear and unifying goal for which each team member has passion for• Each member of the team is doing what they love to do - leveraging their strengths and talents • Is solution focused—always asking the question, “How can we?” • Consistently achieves extraordinary results • Positive, exciting, engaging team culture that supports the free flow of ideas and creativity • Team members regularly acknowledge each other’s contributions and also deliver honest, timely feedback in the spirit of continuous improvement • Team members make the effort to get to know each other very well • Demonstrate high levels of trust in each other
• walking into a room with a dysfunctional team feels like walking into a mine field!!!!Team goal is unclear so individual goals become paramount (e.g. getting a promotion) • Work is not enjoyable; it becomes a boring, necessary evil • Problem focused; always looking for what will go wrong and all the reasons for “why we can’t” • Business results are mediocre at best and often go unmeasured • Negative, blame-based culture that stifles new ideas due to the fear of “looking bad” • Team members regularly engage in “closed door sessions” and complaining around the water cooler about the work and each other • Team members stay distant, choosing not to get to know each other outside of roles/functions • Demonstrate low levels of trust in the motivations and intentions of other team members
Clear, unifying goals give the team a reason for being, and bringing individual members together for a common purpose. They also provide a sense of direction and a reference point from which to measure their progress.It is important to understand that in a team setting, both individual and group goals exist. The group goals must be relevant to the individual goals of members. Team members try to achieve both individual and team goals. The degree to which they can accomplish this has a positive effect on the success of the team. Without a common, unifying team goal, people often work for their individual goals (job promotion for example) in order to fulfill personal satisfaction. Teams without goals have higher stress, are more error-prone and uncooperative. These conditions lead to frustration and, ultimately, to team breakdown.To find out if your team has a clear, unifying goal, ask the individual members to write down on a piece of paper what they believe is the most important goal of the team. Collect all the papers and read out what has been written. If the answers are consistently the same and aligned with what you believe the goal of the team to be, you are well on your way. If not, then you need to establish a clear, unifying goal that is universally understood.
Leaders of companies that go from good to great start... by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.”- Jim Collins, Good to Great A thriving team - one that creates magic - has the right people in place, doing the right things. Using a sports team analogy, players are selected with specific skills and attributes that enable them to play their roles perfectly. In football, offensive linemen are picked for their strength, size and agility, all to enable the quarterback (picked for his judgment, throwing ability and courage) to excel in his position. When the quarterback excels, the team usually does very well.
What are your Team’s High Traits?What are your Team’s Low Traits?In what areas is your Team ‘flexing’ the most? What are the strengths associated with your Team Composite?What are the weaknesses associated with your Team Composite?What are the consequences of your Team’s Strengths and Weaknesses?Understanding personality styles is the secret to effective leadership and communication!Make an effort to recognize different personality stylesUnderstand yourself, others and your teamLearn to adjust your personality and behavioursPut it into practice!
This role is about turning ideas that come from the team or individuals into practical, workable and well-organized outcomes. People in this role are very effective when the tasks have known precedents; clear-cut guidelines and the outcomes of the work are usually concrete and measurable. This role is useful when the team needs a plan quickly to get started on a project.
People in this role have a prime concern for how the team works together to achieve its goals. Their focus is on ensuring that the gifts and talents of the individuals within the group are optimized. This role is needed when the team has become over-reliant on a few individuals and needs to draw out the contributions of everyone.
In this role, individuals derive considerable satisfaction from the process of finding new ways of doing things - often dreaming up innovative angles, concepts and techniques. They are likely to be unconcerned with practical details. This role is needed when the team’s objective is to develop a product or service requiring unusual solutions.
These individuals are essentially lively communicators who easily make contact with many different people - finding out who is doing what, who knows what, who controls what - and drawing upon them as resources. They are likely to be enthusiastic starters of projects, and when enthused, are likely to be excellent at enthusing others. This role is needed when the success of the team is predicated ontheir ability to work with and access support from other internal organizations or external parties.
This is the calm critic. They have sound judgment, understand what makes things work and what stops them from working, and will be quick to point out the flaws in plans and ideas. This aptitude makes them a major source of quality control. This is a needed role on projects where there is a high cost to mistakes. They will have a particular contribution to make when the work process or product is at a stage where it must be checked out to ensure that it is realistic, practicable, consistent, of high quality, and immune to logical criticisms.
These people gain considerable personal satisfaction from maintaining and improving human relations within the group, thus promoting team spirit. They will normally be somewhat outgoing, supportive, considerate, and good listeners. They will draw the best from individuals and; indeed, teams that contain several Supportive types are often very effective teams, even where their level of expertise is low. This role is useful when the team works together on a long-term basis - when the possibility of losing momentum increases with time.
These people tend to be highly attentive to detail, and generally tidy, meticulous, orderly and conscientious. Their major drive is to get things ‘just so’, and they will spend much of their energy keeping an eye on detail, the small print, and time urgencies. The Detail Type is needed in those situations requiring particular attention and quality control.
There is no such thing as a high performance team without great leadership. Teams need a framework of ground rules for which to operate. They want clear direction.It is the job of the leader to create an environment where the team members can do their best work. What makes a great leader is the right balance of task and relationship orientation.
Understanding personality styles is the secret to effective leadership and communication!Make an effort to recognize different personality stylesUnderstand yourself, others and your teamLearn to flex your personality and behavioursPut it into practice!