Presentation from DCCI Business Institute training on Team Building. The presentation gives salient points on importance and implication of teamwork in workplace, what makes a team effectual, as well barriers to team-building and remedies to that.

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Team Building
KHANDAKER SAIFUL ISLAM
Head of Operations
Rural Services Foundation

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Introduction

3. 3
5 W’s of Team Building
Steps of Team Building
Characteristics of Effective Team
Team Building through Communication
Learning Objectives

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Who are you?
What’s your name?
Where are-you from?
What are-you doing here?

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And How…..

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Why Team Building?
 We want to move from individual to collective accomplishment.
 To provide a unique social dimension that enhanced work.
 Fun together (work, performance, parties, celebrations).
 Motivate, challenge, reward and support individuals who want
to be part of something larger.

9. Why Team Work
 Because we are facing a situation
requiring the real-time combination of
multiple :
Skills
Experiences
Judgments
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W
hat
Team
Building
Five W’s

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Team Vs Group

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What is Building?

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What is Team Building?

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We Build a Team by …
 Focusing on performance and team basics as
opposed to trying “to become a team”.
 Performance = any recognized accomplishment
 Performance: The results of activities of an
organization or investment over a given period of
time.

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Again, what is a team?
 A small number of people
 With complementary skills
 Who are committed to
 a common purpose
 Common performance goals
 and common approach
 For which they hold themselves mutually
accountable.

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Common Cause
 “A joint creation that will exists only
because of the team’s collaborative
effort.”
That they own and can translate into specific
actionable goals.
That give identity, pride and responsibility.

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Common Performance Goals
 Specific and
measurable
 Allow the team to
achieve small and big
wins as it pursues its
purpose.

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Complementary skills
 Problem solving and decision making skills
 Technical or functional expertise
 Interpersonal skills

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Common approach
 How they will work together to
accomplish their purpose:
 Common approach
Economic aspects
Administrative aspects
Social aspects

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Mutual Accountability
 Trust
 Team spirit
 Commitment
 Esprit de corps

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Team Work
 Moving beyond individual roles & accountability.
 Taking responsibility for others performance.
 Letting others assuming responsibility for us.

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Team Basics

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Four Steps
Team members Performance goals
Step 1
Formation
Step 2
Storm
Step 3
Acceptation
Step 4
Performance

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Team
Building
Five W’s
Who

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Who is Part of the Team?
 Selection of members based on skills and skills potential.
 People motivated by the common purpose.
 People ready for hard work and good fun.
 Dream to be part of something larger than themselves.
 People who want to change the way they do things.
 People who really do want to make a difference.

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When
Team
Building
Five W’s

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When Team Building is Critical
 Facing significant performance challenges.
 Need multiple skills
 Judgments
 Experiences.
We have a clear mission:
 Recommend things
 To make or to do things
 To run or manage things

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WhereTeam
Building
Five W’s

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Where ?
 In the office
 Out of the office
 In the field
 First meeting
 Following meetings
 Conflict management
 Last meeting
 Celebration

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Feedback …
 On the five W’s
 Situation in our organization and job

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…….. and How?
 Team Building: 8 common approaches
 Team Building through communication

32. Common Approaches
1. Set clear rules of behavior
2. Establish urgency and direction
3. Focus on skills and skills potential
4. Pay attention to first meetings and action
5. Set and seize upon a few immediate results
6. Challenge the team with fresh facts and info
7. Exploit the power of positive feedback, recognition
and collective rewards
8. Spend time together
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33. BREAK !!!
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Team Building
Through Communication
 Communication in the center of Team
building and Team work
Active listening
Art of asking questions
Art of giving feedback
Having effective meetings
Empowering others

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Active Listening
 The capacity to
 Focus attention on the subject
 Listen closely without judging
 Acknowledge emotional state
 Repeat
 Paraphrase
 Summarize
 In order to check for accuracy of understanding.

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Active Listening
 In order to understand the speaker’s
Ideas
Problems and
Emotions
Expressed either verbally or non verbally
 Seeing things from the speaker’s point of
view (empathy).

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Art of Asking Questions
 State The Point Of Your Question
 "I am trying to find ways to cut some operating costs, so that's why I need to
know about what we spent on that last project."
 Open-ended Questions For Information
 "Where can we cut costs in this process?"
 Closed-Ended Questions For Agreement
 "So, do you feel comfortable moving ahead on the project?"
 Ask "Why" Questions With Care
 Ask Positive Questions
 Make Sure That Your Body Language Encourages An
Answer

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Art of Giving Feedback
 Owned (‘I’ not ‘we’) NOT Implied
 Planned NOT Impulsive
 Honest NOT Collusive
 Valid NOT Irrelevant (c.f. shared agenda)
 Concerned NOT Destructive
 Specific NOT Vague
 Behaviour NOT Person

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Art of giving feedback
 Observation NOT Inference
 Sooner NOT Later
 Descriptive NOT Judgemental
 Sharing ideas NOT Giving advice
 Exploring alternatives NOT Providing answers
 Good things NOT Only bad things

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Art of giving feedback
Feedback should be used:
 At the right time
 At the right dose
 With clarity and accuracy
 When indicated

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Having Effective Meetings
 Regular
 Planning, Organizing, Holding, Leading, Evaluating
the meeting,
 Producing notes and managing follow-ups.
 Choosing different techniques: Gap analysis, brain
storming, problem solving
 Scrum meetings
 short, daily meetings designed to keep teams on track and
help members get their work done

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Feedback …
 On How …

43. Tell Your Story: Examples
 Background
 The Performance Challenge
 How everything started
 How did it go
 What was the results (economics,
administrative, social)
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44. Take Your Time
Ask.…me..
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45. Thank You
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