1. ‘Creating Synergy:
The Power of We’
Sikander Abbasi

2. None of us is as smart as all of us
NOBODY DID IT
There is a story about four people named Everybody,
Somebody, Anybody and Nobody.
There was an important job to be done and Everybody was
asked to do.
Anybody could have done it. Nobody did it.
Somebody got angry about that because it was Everybody’s job.
Everybody thought Anybody could do it but Nobody realized that
Everybody
wouldn’t do it.
Consequently, it wound up that Nobody told Anybody,
so Everybody blamed Somebody.
But still NOBODY DID IT !!!
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3. Talent wins games, but teamwork and intelligence wins championships.
WHAT IS A TEAM?
A team is defined as a group of
people, who bring to the table a set of
complementary and appropriate skills,
and who hold themselves mutually
accountable for achieving a clear and
identifiable set of goals.
Simply stated: A team is a group of
people working together towards a
common goal.
It takes more than ONE person to make
a team
There must be collaborative work
toward common
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4. In teamwork, silence isn’t golden, it’s deadly.
EFFECTIVE TEAMS
There are several key
characteristics that are
prevalent in EFFECTIVE teams.
• CLEAR AND ACHIEVABLE
GOALSEFFECTIVETEAMS
• COMMITMENT TO THE GOALS
• CLEARLY DEFINED ROLES/
RESPONSIBILITIES
• REGARD FOR TEAM MEMBERS
• SUCCESSFULLY DEALS WITH
CONFLICT
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5. T.E.A.M = Together everyone achieves more.
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6. Individually, we are one drop. Together, we are an ocean
Forming
Storming
Norming
Performing
Adjourning
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7. Teamwork divides the task and doubles the success.
FORMING
Team Development has been categorized into 5
Stages
STAGE 1
• High dependence on leader for guidance and
direction.
• Little agreement on team.
• Individual roles and responsibilities are unclear.
• Leader must be prepared to answer lots of
questions about the team's
purpose, objectives and external relationships.
• Members test tolerance of system .
Leader Directs
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8. A successful team beats with one heart.
STORMING
STAGE 2
• Decisions don't come easily within
group.
• Team members vie for position
• Clarity of purpose increases but
plenty of uncertainties persist
• Compromises may be required to
enable progress
LEADERS COACH
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9. The ratio of We’s to I’s is the best indicator of development of a Team
NORMING
STAGE 3
• Agreement and consensus forms
among team
• Roles and responsibilities are clear
and accepted
• Big decisions are made by group
agreement
• Commitment and unity is strong
• The team discusses and develops its
processes and working style
• There is general respect for the
leader and some of leadership is
shared
LEADER FACILITATES AND ENABLES
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10. Alone we can do so little; together we do can so much.
PERFORMING
STAGE 4
• The team clearly knows why it is doing
what it is doing
• The team has a shared vision
• There is a focus on over-achieving
goals
• Disagreements occur but now they
are resolved within the team positively
• The team is able to work towards
achieving the goal
• Team members look after each other
• The team does not need to be
instructed or assisted
LEADER DELEGATES AND
OVERSEES
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11. Nothing great was never achieved without enthusiasm.
ADJOURNING
STAGE 5
• Adjourning, is the break-up of the group,
hopefully when their task is completed
successfully, their purpose fulfilled;
everyone can move on to new things,
feeling good about what's been achieved.
• From an organizational perspective,
recognition of and sensitivity to people's
vulnerabilities during this fifth stage is
helpful
• Feelings of insecurity would be natural
LEADER REASSURES,
COMMUNICATE
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12. A journey of a thousand miles begins with a single step.
When it just doesn’t work the way you planned—
The failure of teams…
• 6 out of 10 work teams fail
• It may take a year or more for new teams to
reach pre-team performance levels
• SDWT’s work least well during downsizing
(when most needed)
• 58% of executives express frustration in
developing and sustaining team motivation
• >50% of teams fail due to unclear or
changing objectives, lack of accountability
or management support
• Managers report limiting effort on 56% of
their teams
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13. Success is never final and failure never fatal. It is courage that counts.
When Team Members Give Up
In a study of 569 managers, they reported that they
limited their efforts or input in over 56% of the
teams in which they participated. The major causes
for giving up were cited as:
• Presence of someone with expertise (73%)--I wasn't needed
• Presentation of compelling argument (62%)--I didn't have other
information for an argument
• Lack of confidence in ability to contribute (61%)--I wasn't prepared or
there were other "high power" people.
• Unimportant or meaningless decision (52%)--why waste my time?
• Pressures to conform to team decision (46%) --groupthink at its best!
• Dysfunctional decision making climate (39%)--you want me to risk
what?!
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14. Wearing the same shirts doesn't make a team.
The Dimensions of Style
(Jungian Model)
Introversion/Extraversion—
What energizes you?
Sensing/Intuiting—
What is the focus of
your attention? Thinking/Feeling
—
How do you make
decisions? Judging/Perceiving—
How do you structure
your behavior?
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15. Teams share the burden and divide the grief.
What energizes you?
Introversion-Extraversion
Introversion Extraversion
• quiet concentration • variety & action
• like details & dislike • like fast, uncomplicated
generalizations procedures
• not remember names and faces • good at greeting people
• work one project for long • impatient with long slow tasks
periods • results oriented
• interest in idea behind task • don’t mind interruptions
• think before acting • act first, think later
• work well alone • like people around
• less communicative • communicate freely
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16. No man is wise enough by himself.
What is the focus of your attention?
Sensing-Intuiting
Sensing Intuiting
• Dislike new problems • Like new problems
• Use established methods • Dislike repetition
• Like using old skills more • Enjoy learning new skills
• Work steady and paced • Bursts of energy
• Step by step conclusion • Reach conclusions quickly
• Patient with routine details • Impatient with routine details
• Don’t trust inspiration • Patient with complexity
• Rare errors of fact • Follow inspirations
• Good at precise work • Errors of fact
• Dislike time for precision
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17. Light is the task where many share the toil.
How do you make decisions?
Thinking-Feeling
Thinking Feeling
• Not show or uncomfortable • Aware of people & feelings
with emotions
• Pleasing people
• Hurt feelings without knowing
• Like harmony; dislike conflict
• Analysis & logical order
• Decisions influence by likes &
• Conflict is OK wishes
• Decide impersonally • Need occasional praise
• Fairness & justice important • Dislike discipline and control
• Can reprimand & discipline • Respond to values & feelings
• Responds to ideas • Sympathetic
• Firm-minded
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18. It's easy to get good players. Getting them to play together, that's the hard part.
How do you structure your behavior?
Judging (structure)-Perceiving (change)
Judging Perceiving
• Make plans and follow them • Adapt to changing situations
• Things settled and finished • Leave things open
• Decide too quickly • Open-ended decisions
• Dislike changing priorities • Too many unfinished projects
• Not notice new things • Postpone unpleasant jobs
• Just the essentials • Want to know everything
• Satisfied with decision • Curious and open to ideas
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19. A boat doesn't go forward if each one is rowing their own way.
 Commitment to shared goals and
objectives
 Clearly
define roles and
responsibilities
◦ Use best skills of each
◦ Allows each to develop in all areas
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20. Your own resolution to succeed is more important than any other thing.
 Effective systems and processes
◦ Clear communication
◦ Beneficial team behaviors; well-defined
decision procedures and ground rules
◦ Balanced participation
◦ Awareness of the group process
◦ Good personal relationships
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21. Coming together is a beginning. Keeping together is progress. Working together is success.
Teams succeed when members
have:
 commitment to common objectives;
 defined roles and responsibilities;
 effective decision systems, communication
and work procedures; and,
 good personal relationships.
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22. Overcoming barriers to performance is how groups become teams.
Encourage and maintain open
communication.
Help the team develop and follow
team norms.
Help the team focus on the task.
Deal constructively with conflict.
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23. NMC Financial (Pvt.) Ltd.
1st Floor, PIDC House
M. T. Khan Road
Karachi, Pakistan
Phone: +92-21-3563-3801
+92-21-3566-2005
+92-21-3566-2009
Fax: +92-21-3521-7725