The document outlines a suggested schedule for developing teams in small to medium enterprises (SMEs). It discusses establishing common goals and roles through workshops. Subsequent months focus on empowering teams, improving relationships and communication, increasing flexibility, and optimizing performance through recognition. The goal is to move teams through the stages of forming, storming, norming, and ultimately high performance. Recognition, morale-building activities, and reviewing systems are emphasized later in the schedule to support fully functioning teams.

1. TEAM DEVELOPMENT FOR SME’S Presented by TEIK OH from

2. Agenda What is “Teamworking”? What’s so special about SME’s? Team Development Stages Getting started on Teams Purpose Empowerment Relationships Flexibility Optimal Performance Recognition Morale Suggested Development Schedule

3. But first...why have teams? Society and technology are complex “ Work” requires interdisciplinary knowledge Advantages in diversity One vision, many oars rowing Shared responsibility What does TEAM spell? Together Each Achieves More

4. What is Teamworking? You cannot assume the way a “team” is currently configured makes it a “real team” A team is not a group of friends....you do not even have to like each other! Professionalism vs Society

5. What is Teamworking? Together, achieving high productivity, high efficiency, high quality and high morale PERFORM

6. What is Teamworking? P urpose – a common purpose, goals, understood responsibilities of group and individual E mpowerment – a collective sense of power, individuals know their roles and fulfil them R elationships (& Communication) – supportive, open and honest, difference is valued F lexibility – leadership and responsibility shifts seamlessly as conditions demand O ptimal Performance – High productivity and efficiency and outcome driven R ecognition and Appreciation – respect and collective appreciation are frequently recognised by all the team M orale – pride in belonging

7. What’s so special about SME’s? Smaller, less people, smaller teams Much more inter-disciplinary The need for cross-function working Individual spats get magnified Small groups of trouble = big percentage of workforce All hands required for full productivity

8. Team Development Stages All team development work must recognise these stages of developing a team – highly sequential! Forming Nice to meet you, why are we here? Leader encourages equitable participation, focus on goals Storming Do I have to work in THIS team? Leader encourages focus on strengths, not weaknesses, in working towards goals Norming If we pull it together, we can stop fighting and start working Leader & others facilitate group accountability and collective decision to agree to norms Performing Now we’re pulling together True teamwork, individual commitment, multiple leaders

9. Getting started on teams OTS Management workshop “Ignition” on Team Formation Establishes the common goals and roles and responsibilities Move beyond “job description” Uses Experiential Learning Understanding the Goal or Corporate Vision Team Charter and make-up, why Ground Rules – the Value Driven Behaviours, why Leadership – when and why Roles and Responsibilities – team, individuals, why ALL RELATED TO THE GOAL OR VISION!

10. The Experiential Learning Philosophy I hear and I forget, I see and I remember, I do and aah…I understand (Goethe)

11. The value of various aids to learning Speech Text Pictures Exhibits/demonstrations Contrived Experiences Real Experiences Teaching/Telling Others Hearing Seeing Doing Least Retained Most Retained

12. Evaluation & Transfer Process EXPERIENCE WHAT HAPPENED? Individual observations shared into Group dynamics SO WHAT? What can we learn from this? How does it relate to our workplace? NOW WHAT? What to do with what you have learned?

13. Purpose OTS Management workshop “Ignition” starts the process of the “forming” stage OTS Management workshop “TEAM: Together Each Achieves More” for the whole team “ Our Team” – activity to analyse how the team behaves Provide whole team with characteristics of high performing teams; take a measurement of teamwork performance “now” Activity on trust and communications to highlight strengths “ Communicating effectively” – an introduction to a common language in the workplace “ Getting there” – activity to put together learning Action Plans – never leave a place of learning without commitments!

14. Empowerment Works on the “storming” stage Recognise the negatives and encourages the team to focus on and use the strengths Schedule Management meetings to keep talking about the goals and the benefits to individuals Create situations for teams to solve problems and achieve results with “guidance” not command and control – reward Identification of individual hard skills training that will allow performance of tasks - implement

15. Relationships & Communication Starting the “norming” stage Create opportunities for corporate communications tools Schedule Meetings to refocus on the goal (actively direct feedback) Communications workshops to introduce common tools that can be used to defuse interpersonal disagreements eg LACE, BITE and INP LACE communications = Listen, Acknowledge, Check, Explore BITE delegation = Big picture first, Individual’s role, Targets and measures, Explore options INP negotiations = Interests Not Positions

16. Flexibility “ Norming” stage Identify opportunities for cross-function teamworking for the common goal Schedule Create opportunities to mix up cross-function “experts” to achieve common goal and provide rewards for the team Workshop and compilation of tools (eg databases) to record the “expertise” in various people Encourage sharing of team responsibility and leadership Refocus on the common goal from time to time at this stage

17. Optimal Performance Entering the “performing” stage Look out for moving in and out of “storming” and “norming” stages. Teach when you have “norming” opportunities (leaders where are you?) Step on “storming” examples – focus people on the team not the individual, return to the common goal Schedule Discussion of Value Driven Behaviours, examples, rewards, recognition Leaders to proactively walk the talk

18. Recognition and Appreciation In the “performing” stage, but watch for “storming” behaviours Leaders need to be painfully honest about their own behaviours (“I should have...I did not...Next time I will...please pull me up if you see me do it again!”) Schedule Formal (and wholesale!) review of performance review system to align with value driven behaviours and common goal Encourage recognition and appreciation to come from everywhere (and reward it) Goal: to achieve more recognition from the floor than from the management offices

19. Morale “ If you know what it looks like, you’ve got there” Create a sense of pride and excitement at being part of the team Schedule “ Fun” initiatives that support the common goal and “belonging” Company “toys” and fun rewards

20. Suggested Development Schedule Month 1: Workshops “Ignition” and “Team” to form the team and set the common goal Month 2: “Empowerment” activities Month 3: Review progress and refocus on the common goal; Hold communications workshops and “relationship” activities Month 4: Involve non-management members of the team in organising future activities; “Flexibility” activities Month 5: whole group review (take the Teamwork Index measurement again) and refocus; “Optimal Performance” and “Recognition and Reward” activities; Leadership to be high profile in encouragement of team behaviours Month 6: Wholesale review of the reward, recognition and performance measurement system including staff reviews Month 7: Identify “thought-leaders” in the team and formalise their elevation into a review group; review and refocus

21. Conclusion “ Coming together is a beginning, keeping together is progress, working together is success” – Henry Ford “ Who said it would be easy?” – Anon.