For continuous improvement of startups personnel on work-related and associated topics, Enablistics.com brings on-board, a series of in-house workshops on soft skills. These presentations are part of in-house seminars series being conducted in a few technology startups that have grown in an accelerated fashion. Any suggestions, comments are most welcome. Please contact us at info at enablistics dot com

1. professional development – seminar series Team Building 101 enabled your vision yet? enablistics.com for high-tech startups

2. 2 Teams - Overall Processes Task Process(i.e., everything to do with achieving the task) Analyse the available information Identify knowledge resources Define the problem Establish criteria for success Determine solutions Agree the most appropriate action Evaluate Outcomes

3. 3 Teams - Overall Processes Task Process: Includes procedures followed to complete the task: Whether a chair person is needed? How preparatory work is allocated? What rules are followed? When and how ideas are recorded? When the procedure is reviewed?

4. 4 Teams - Overall Processes People Process(ie., to do with people’s feelings about working in a group & their interactions with each other) The way the meeting is handled Who tries to influence Who really influences Who contributes Who does not contribute (and why) Who talks (or does not talk) to whom, how often and why Who encourages others Who tries to reduce tension

5. Team Development Wheel 5 1 11 STAGE 4: “PERFORMING” STAGE 1: “FORMING” Mature Closeness Resourceful Flexible Open Effective Close & Supportive Testing Polite Impersonal Watchful Guarded 2 10 9 3 Getting Organised Developing Skills Setting Procedures Giving Feedback Confronting Issues Infighting Controlling Conflicts Confronting People Opting Out Taking Risks Feeling “stuck” 8 4 STAGE 3: “NORMING” STAGE 2: “STORMING” 7 5 Source: Tuckman (1965)

6. Team Roles 7 Company Worker (turns ideas into practice) Chairperson (clarifies objectives/sets agendas) Shaper (drives for results) Plant (source of original ideas) Resource Investigator (knows who to ask) Monitor Evaluator (objective judge - given time) Team Worker (harmonises and unites people) Finisher (checks details/meets deadlines)

7. Company Worker 8 A practical organiser: Turns ideas into manageable tasks Strength of character and a disciplined approach Not easily discouraged but sudden change of plan may throw them Needs stable structures Doesn’t like “hairy fairy” ideas

8. Chairperson 9 Clarifies group objectives, sets its priorities and promotes decision making: Coordinates and motivates the group Is dominant but in a relaxed, non-aggressive way Focuses people on what they can do best Good communicator

9. Shaper 10 Task leader: unites the group’s efforts. Full of nervous energy Impulsive, impatient - easily frustrated Quick to challenge and to respond to challenges Exudes self-confidence which often belies feelings of self-doubt Prone to paranoia Intolerant of vagueness. Can make team feel uncomfortable, but makes things happen

10. Plant 11 Ideas person, solves difficult problems: Most imaginative, most intelligent More concerned with fundamentals - focuses on large issues rather than the detail Thrustful and uninhibited in a way that is uncharacteristic of an introvert Can spend too much time on own ideas, rather than on working with the group May be bad at taking criticism of their own ideas

11. Resource Investigator - ‘fixer’ 12 Member who goes outside the group and brings information and ideas back to it: Most immediately likeable, relaxed, sociable and gregarious Tends to be positive and enthusiastic, but puts things down as quickly as picks them up Can be mistaken for the ideas person, but lacks the originality of the Plant Preserves team from stagnation and losing touch

12. Monitor Evaluator 13 Critic rather than the creator: Can assimilate and evaluate large volumes of complex information Stops the group committing itself to a misguided project Can lack warmth and imagination Can be competitive- usually with Chairperson or Plant Can lower group’s morale by being a dampener at the wrong time But judgement rarely wrong

13. Team Worker 14 Most sensitive of team - most aware of individual needs and worries: Good listener; communicates freely and encourages others Counterbalances friction of shaper and plant Does not like confrontation When team is in difficulty, particularly valued Certainly missed by the group if not there

14. Finisher 15 Needs to check every detail: Maintains permanent sense of urgency Compulsive about order and might worry the group Impatient and intolerant of more casual members of the team

15. Chairing Meetings 16 Clarify Meeting Objectives: Is there a plan? Members requirements clear? Starting discussion - effective? Participation - what degree? Control - meeting on track? Did you: Listen/clarify misunderstandings Question members/ correct errors Coordinate ideas Give information Interim summaries/final summary Give pointers for next meeting

16. Building an Effective Team 17 Think about; Purpose (focus/objectives) Formal Objectives Hidden Agendas Process (how people interact) Overall Processes - Task/ Process Stages of Team Development Design (how team is structured) Team Composition and Roles Rewards, operating guidelines; location

17. Special thanks to Haseeb for this presentation. Questions? info at enablistics dot com

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