TEAM WORK AND TEAM BUILDING BY LALIT CHAUDHARI PAWAN SHINDE AMIT CHAVAN GANGADHAR TELE

1. HIGH PERFORMANCE LEADERSHIP Presentation On TEAM WORK and TEAM BUILDING By AmitChavanGangadhar Tele Lalit G. ChaudhariPawanShinde

3. CONTENT Introduction Skills Needed For Team Work Development of Team Roles For Successful Team Negative Features of Team Steps of Team Building Stages in Team Building

4. CONTENT (8) Team Problem Solving Mode (9) 12 Cs for Effective Team Building

5. INTRODUCTION WHAT IS TEAMWORK ? ? ?

6. TEAMWORK “Teamwork consist of individuals who work together to achieve a common goal or purpose and who hold themselves accountable for team output”

7. SKILLS NEEDED FOR TEAMWORK

8. 1) LISTENING There is a time to talk and a time to listen and the time to listen comes twice as often as the time to talk. Instead of focusing on what they are trying to convey we are thinking about what we are going to say next,in which we have missed their entire point.

9. 2) SHARING What one person knows maybe the key to another person's problem. We have to be willing to share those keys even when it will make someone else look better.

10. 3) HARD WORK Team members have to be willing to work hard on an individual basis and then turn that hard work over to the team so that as a whole you can make your work meaningful and achieve a greater goal.

11. 4) SACRIFICE Each team member has to evaluate what they are truly willing to sacrifice and then continue to be willing when the time comes that they are asked to sacrifice it. It could be everything from time, to resources, to positions of power.

12. 5) COMMUNICATION when there are problems or successes a team has to be willing to communicate effectively what went right and wrong. It is important to analyze issues that you have in a project or as a team but it is also important to analyze your successes.

13. 6) TRUST

14. 7) PARTICIPATION Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: "What contribution can I make to help the team achieve success.

15. DEVELOPMENT OF TEAMWORK???

18. Allocate tasks to team members

20. Ensure all actions move towards the objective

21. Keep discussions relevant

23. Create team spirit

24. Relieve tension

26. Receive information from the team

28. Evaluate team performance

30. Difference background, skill & abilities

31. Sense of mission

33. Resource Investigator

34. Implementer

36. Monitor Evaluator

38. On Focus

39. On Style

40. On Tolerance

42. Ability to listen

43. Dealing with the problem

44. Consistency in behaviour

46. WHEN will you do it?

47. HOW will you do it?(2) CHOOSE your PEOPLE carefully!

49. The TOOLS

51. Meet with each employee periodically

52. Provide critical information, up, down and across

54. For individual achievement By money

55. By awards & rewards

57. Storming

58. Norming

61. Everyone is trying to figure out what the team concept is.

62. Initial “silent” leaders may take the rein.

63. The team is usually positive – for the most part for the initial meetings.

65. Pride in being chosen for the project.

66. A tentative attachment to the team Suspicion and anxiety about the job.

67. Defining the tasks and how they will be accomplished.

69. Abstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be difficulty in identifying some of the relevant problems.

71. The silent leaders may be clashing for control of the group.

72. People disagree and may blame the team concept, saying it doesn’t work.

74. Resisting quality improvement approaches suggested by other members.

75. Sharp fluctuations in attitude about the team and the project's chance of success.

76. Arguing among members even when they agree on the real issues

78. Establishing unrealistic goals. Disunity, increased tension, and jealousy.

79. The above pressures mean that team members have little energy to spend on progressing towards the team's goal.

81. They may start to “brag up” the team concept to others who aren’t in the team and will be very positive about their role/team.

84. Encourage members to manage the team process.

85. Give positive and constructive feedback.

86. Support consensus decision-making efforts.

87. Delegate to team members as much as possible.

89. They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming” phase.

90. At this level, the team is taking on new work on their own, and selling it to other teams.

93. Constructive self–change.

94. Ability to prevent or work through group problems.

95. Close attachment to the team.

97. When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good–bye.

99. Clear Expectation Context Commitment Competence Charter Control Collaboration Twelve Cs for Effective Team Building

100. Twelve Cs for Effective Team Building 8. Communication 9.Creative Innovation 10. Consequences 11. Co-ordination 12. Cultural Change

101. TEAM PROBLEM SOLVING MODEL

106. Who

109. SHORT STORY

110. That’s not true. The fastest runner is me! I’m the fastest runner. Once upon a time a tortoise and a hare had an argument about who was faster.

111. Fine! Ok, let’s have a race. They decided to settle the argument with a race. They agreed on a route and started off the race.

112. Poor guy! Even if I take a nap, he could not catch up with me. The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.

113. He sat under the tree and soon fell asleep.

114. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ.

115. The hare woke up and realized that he'd lost the race.

116. The moral of the story is that slow and steady wins the race. This is the version of the story that we've all grown up with.

117. The story continues …

118. Why did I lose the race? The hare was disappointed at losing the race and he did some soul-searching. He realized that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him.

119. Ok. Can we have another race? So he challenged the tortoise to another race. The tortoise agreed.

120. This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

121. The moral of the story? Fast and consistent will always beat the slow and steady. If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. It's good to be slow and steady; but it's better to be fast and reliable.

122. But the story doesn't end here …

123. How can I can win the hare? The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted.

124. Can we have another race? This time we’ll go through a different route. Sure! He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed.

125. Goal They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river.

126. What should I do? The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

127. The moral of the story? First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

128. The story still hasn't ended …

129. The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

130. Great! I think we could do it much better, if we two help each other. Hi, buddy. How about doing our last race again? Hi, buddy. How about doing our last race again? So they decided to do the last race again, but to run as a team this time.

131. They started off, and this time the hare carried the tortoise till the riverbank.

132. There, the tortoise took over and swam across with the hare on his back.

133. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

134. The moral of the story? It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

135. There are more lessons to be learnt from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

137. Fast and consistent will always beat slow and steady

138. Work to your competencies

139. Compete against the situation, not against a rival.

141. THANKYOU FOR LISTENING