Dr. Rick Goodman, the Team Building Expert, provides useful tips and tricks for Team Building for Human Resource Professionals. For more information go to www.rickgoodman.com or www.advantagecontinuingeducationseminars.com

1. Team Building for HR
Professionals
By Dr Rick Goodman

2. What Makes an Effective Leader
Qualities of success
 Strong communication skills
 Develop followers
 Focuses on the important issues
 Connects with others and builds the team
 Personal and professional balance

3. Seven Blocks to Team Success
1. Detached Leadership
2. No Goals
3. Lack of Communication
4. Waiting for Self-Starters
5. No Mutual Commitment
6. Avoid Conflict
7. Lack Patience

4. Building the Team-Types of Teams
 Natural Work Teams
 Cross Functional Teams
 Corrective Action Teams
 Hybrid Teams

5. Structure of Teams
1. Traditional/Functional Workgroup
2. Participative Team
3. Shared Leadership
4. Self-Directed Team

6. Stages of Team Development
1. Structuring
2. Forming
3. Storming
4. Norming
5. Performing

7. Keys to Success in Forming Successful Teams
1. Clear Mission
2. Modeling of Core Values
3. Clear Purpose
4. High Level of Participation
5. Ability To Resolve Conflict

8. Keys continued.
6. Ability to Reach Consensus
7. Strong and Frequent Communication
8. Shared Responsibility
9. Shared Leadership
10.Appreciation of Diversity

9. Getting Others to “Buy” Your Plan
 Ask for Input
 Ask for and give quality feedback
 Involve them in the process

10. Boost Credibility and Gain Commitment
with Your Team
12 actions you can take:
1. Be fair and consistent
2. Be an effective communicator
3. Involve team members in decisions
4. Do unpleasant duties right away-don't procrastinate

11. Boost Credibility and Gain Commitment
with Your Team
5. Have a good understanding of department procedures
6. Have a positive, enthusiastic attitude
7. Confront and correct poor performance
8. Give associates recognition for a job well done

12. Boost Credibility and Gain Commitment
with Your Team
9. Be Proactive
10. Accept responsibility for mistakes
11. Be respectful toward associates
12. Enjoy your job (don’t allow your job to make you or
your people miserable)

13. Five Keys to Your Personal Success
 Your attitude and self image is formed M.F.T.P.
 The Power of Daily Affirmations
 Focus on your strengths
 Give yourself permission to fail
 Understand the meaning of F.E.A.R.

14. Building a Positive, Skilled and
Enthusiastic Staff
Team Meetings:
All meetings must have established ground rules in order to be
successful.
Ground Rules
• All Meetings Must Start and End on Time
• All Meetings Must Have an Agenda
• Three Minute Rule
• No Discounting
• No Voting

15. Team Meetings
 Consensus Decision Making
 Team Celebrations

16. What Factors Determine Success?
Success Factors:
1. Help from above
2. Track Record of Achievements
3. Desire to Succeed
4. Ability to Manage Employees

17. Success Factors continued.
5. Willingness to Take Career Risks
6. Ability to be Tough, Decisive, Demanding
7. Belief in Yourself

18. Failure Factors
1. Inability to adapt
2. Wanting too much
3. Performance problems
4. Fear of success itself
5. Fear of failure itself
6. Fear of risk

19. Managing the “Big 3”
1. Projects
2. People
3. Proficiency

20. Core Team Values
 Honesty -being truthful with team members and
customers
 Quality - continually moving towards best results
 Thoroughness –in completing old jobs or projects

21. Beliefs
 Working together, ordinary people offer extraordinary
resources of information.
 Working together, teams can create their own future.
 People want and need to engage their heads and
hearts as well as their hands. The interaction
opportunity of every team builds creative potential.

22. Beliefs
 Everyone is equal within the team structure
 People are much more likely to cooperate than fight.
The team process must create opportunity to cooperate.
 Every team meeting should empower people, making
them feel more knowledgeable and in control the future.
 Every team meeting should empower people, making
them feel more knowledgeable and in control the future.

23. The Four F’s
 Fast
 Flexible
 Feasible
 Focused

24. Check Back Your Key to Delegation
Success
Step One: ___________________________________
Step Two: ___________________________________
Step Three: __________________________________

25. The Three F’s
 Feel: _________________________________
 Felt: _________________________________
 Found:_______________________________

26. The Seven Fundamental Assumptions
1. All needs are legitimate.
2. There are enough resources to meet all needs.
3. Everyone has untapped power and capacity to deal
with conflict.
4. Process is as important as content in creating a plan of
action.

27. The Seven Fundamental Assumptions
5. Improving situations is different from solving
problems.
6. Everyone is correct from his or her point of view.
7. Solutions and resolutions are temporary states of
balance.

28. Understanding Your
Communication

29. Listening and Establishing Rapport
Three types of listening are:
 ____________ listening
 ____________ listening
 ____________ listening

30. Eight Ways to Active Listening
1. Use open and relaxed body language
2. Establish good eye contact
3. Use appropriate facial expressions and head nods
4. Use appropriate "sub vocals" such as mmm and uhuh.

31. Eight Ways to Active Listening
1. Filter out distractions
2. Don't create distractions
3. Take notes if appropriate
4. When giving feedback-respond with open ended
questions.

32. Establishing Rapport
"People do business with
people who they like who are
like them."- Dr. Rick Goodman

33. Present Time Consciousness
People must always think
they are appreciated,
listened to and understood!

34. Conflict Is Inevitable
 Being able to constructively handle disagreements is
central to personal satisfaction and getting along in an
organization.
 It is considered one of the more difficult communication
skills to master, because most people find it extremely
stressful.

35. Conflict Is Good
 Commitment to organizational goals is desirable and
two different opinions can often lead to a better, more
clearly defined purpose when people are willing to work
through conflict.
 It can be challenging and stimulating to work to
improve the quality of decisions products processes
and overall understanding.

36. Conflict Is Good
 Conflict that is not addressed on the other hand is
destructive. It can lead to lower productivity and poor
relationships.
 The better we develop skills to manage conflict, the
better we contribute to the overall health of the
organization.

37. Five-Step Model for Managing
Conflict
 Analyze the Conflict
 Determine the Management Strategy
 Pre-Negotiation
 Negotiation
 Post-Negotiation

38. Step One: Analyze the Conflict
 The first step in managing conflict is to analyze the
nature and type of conflict.
 This is achieved by the technique of asking open-ended
questions.

39. Step Two: Determine Management
Strategy
 When you have a general understanding of the conflict.
The groups involved will need to analyze and select the
most appropriate approach.
 In some cases it may be necessary to have a neutral
facilitator to help move the group towards consensus.

40. Conflict Management Styles
Collaboration:
 This results from a high concern for the group’s own
interests, matched with a high concern for the interests
of other partners.
 The outcome is win-win.
 This strategy is generally used when the concern for
others is important.

41. Collaboration
 It is also the best strategy when society’s interest is at
stake.
 This approach helps build commitment and reduce bad
feelings.
 The drawbacks are that it takes time and energy.
 Is regarded as the best approach.

42. Compromise
 This results from a high concern for the group’s own
interests, along with a moderate concern for the interests
of other partners.
 The outcome is some win and some lose.
 This strategy is generally used to achieve temporary
solutions, to avoid destructive power struggles or when
time is limited.

43. Compromise
 One drawback is that partners can lose sight of
important values and long-term objectives.
 This approach could also distract the partners from the
merits of the issue and create a cynical climate.

44. Competition
 This strategy results from a high concern for the group’s
own interests with less concern for others.
 The outcome is win/ lose.
 The strategy includes most attempts at bargaining.

45. Competition
 It is generally used when basic rights are at stake or to
set a precedent.
 However, it can cause the conflict to escalate and losers
may want to retaliate.

46. Accommodation
 This results from a low concern for the group’s own
interests, combined with a high concern for the interest
of others.
 The outcome is a lose/win.
 This strategy is generally used when the issues are more
important to others than to oneself.

47. Accommodation
 It is a gesture of goodwill.
 It is also appropriate when you recognize that you are
wrong.
 The drawbacks are that one’s own ideas and concerns
don’t get attention.
 You may also lose credibility and future influence.

48. Avoidance
 This results from a low concern for the group’s own
interests coupled with a low concern for the interests of
others.
 The outcome is lose/lose.
 The strategy is generally used when the issue is trivial or
other issues are more pressing.

49. Avoidance
 It is also used when confrontation has a high potential for
damage or more information is needed.
 One of the drawbacks is that important decisions may be
made by default.

50. TAKE ADVANTAGE OF YOUR NATURAL
STYLE
If you are competing:
 Let go of your position for a moment. Think about
what the other person needs and wants.
 Work with others to identify underlying concerns
and issues.
 Consider all the options, and how all the parties
stand to benefit from each one.

51. TAKE ADVANTAGE OF YOUR
NATURAL STYLE
If you are accommodating or avoiding:
 Focus on your own concerns. What are your needs
and goals?
 Give yourself time to gather data that support your
case—your goals and the reasons they matter.
 If you sense that a confrontation is brewing, don’t
just give up. Objectively present your point of view
while providing data to support it.

52. TAKE ADVANTAGE OF YOUR
NATURAL STYLE
If you are compromising :
 Slow down. Don’t always choose the fastest solution.
Take your time to find alternatives that really work for
everyone.

53. TAKE ADVANTAGE OF YOUR
NATURAL STYLE
If you are collaborating:
 Make your thinking explicit when you’re at the table.
Help your colleagues understand how you work with
others to find solutions that benefit everyone.

54. Conflict Solving Formula
 Take time to listen.
 Make certain you understand.
 Think about the other person's point of view.
 Concentrate on the problem and not the person.
 Allow the other person to express their anger, it’s theirs
not yours.

55. Conflict Solving Formula
 Realize you can disagree agreeably.
 Your own resistance has an impact on the resistance of
others.
 Think in terms of helping each other get what you want.
 Feel your feelings and express them honestly.

56. Positive Aspects of Conflict
 Conflict provides an opportunity for releasing tension
which otherwise would remain suppressed.
 The thinking process followed by the conflict may lead to
innovation and policies, procedures and behavior.
 Conflict compels the individuals of a group to think again
and again before adopting a course of action.

57. Positive Aspects of Conflict
 Conflict brings about group cohesiveness among its
members.
 Conflict helps identifying the weakness in the system.
 Conflict is a test of capacities of the individual and the
group.

58. Dr. Rick Goodman
 7247 NW 22nd Drive
Pembroke Pines, FL 33024
 P 888 267 6098 | F 954 404 6402
 Rick@RickGoodman.com
 www.RickGoodman.com