What do we want from our teams ? Why do we form them ? Why not just work alone ? We want to highlight efficient and productive (or efficient at being productive) The ultimate goal is to have group consensus or better yet – group decision making and group leaders
We have a lot of common themes going on: - Commitment - Accountability - Common Goals - Shared Responsibility
How do you form a team ? Do you just put a bunch of people in a room and have a team ? We need to nurture them beyond just being a group of people with a (hopefully) common goal
What do you do to earn trust in your people ? Do they trust you ? Or do you just think they do ?
This is KEY Everyone has a strength, and everyone can contribute It might not be a bad idea to have everyone vocalize their strengths/weaknesses
How would you go about forming the “best” team ?
Skills and traits of Commanders are very important as they are the main factor of success. The Commander should be energetic, confident, decisive. Also as Commanders make most decisions they should be knowledgeable, forward-thinking and broad-minded.
The downside of this style could be micro-management and low concern for productivity. Important qualities for Coaches: knowledgeable, empathetic and cooperative.
Important qualities for The Supporter: good communicator and facilitator, socially skilled and diplomatic
The Team have shared purpose, principles and values. Team members trust, support and respect each other. Almost everything is possible for such team.
Creating effective teams ppt
What exactly is an effectiveteam ?•An effective team has certain characteristicsthat allow the team members to function moreefficiently and productively.•They develop ways to share leadership rolesand ways to share accountability for their workproducts, shifting the emphasis from theindividual to several individuals within theteam. 2
What are the characteristics ?Team members share leadership rolesThey develop their own scope of workThe team schedules work to be done and commits to taking timeallotted to do workThey develop tangible work productsThey are mutually accountable for work productsIndividual performance is based on achieving team productsProblems are discussed and resolved by the team 3
What is a team?A team is a People workingsmall number of together in apeople, with committed way tocomplementary achieve a commonskills, who are goal or mission.committed to a The work (may be)common interdependent andpurpose , team members shareperformance responsibility andgoals, and hold themselvesapproach for accountable forwhich they are attaining the results."mutuallyaccountable." 4
Why Build an effective team?• Building and maintaining effective teams is a timeconsuming and sensitive process particularly inbusinesses where the pressures of the moment areoften intense.• Most attempts at team building dont work well,simply because managers and staff fail toappreciate the effort that has to be invested in timeand attention to detail. There is little doubt,however, that when done well teamwork contributesconsiderably to greatly improved productivity andreduced costs. 5
Characteristics of an Effective Team•Effective teams operate in an environment in which thereis two way trust in an environment of open and honestcommunication•Feedback on "performance" should be two-way andconstant.•It should provide information to all members of the teamon how their work supports the specific and overall effort ofthe team and the practice.•Listening is a feature of that communication 6
•Teams accept responsibility and not "blame" one anotherfor team mistakes, nor should they spend useless time inpersonal justifications.•They celebrate their successes together, just as theyidentify the special performances and contributions of eachindividual.•Good team work is based on prideful humility: pride in theoutcomes of the team and a humility that assumes that otherteam members may well have a level of expertise that canadd value to the outcome. 7
•Good teams look upon first time mistakes as opportunitiesfor learning, rather than criticism and punishment. Theyare, however, tough on repetitive errors, just as theyencourage appropriate risk and innovation.•Good teams honor the contribution that each membermakes to the total work of the team•You, as the leader are the teams expert in a particulararea of responsibility (leadership): your secretary is theexpert at word processing and office procedures, and yourreceptionist the expert in client relations. Each is asimportant as the other in the application of theirexpertise! 8
Stand up meetings Short meetings held at the beginning (or end) of every day They are meant to be short (~15 minutes) Go around the “table” What are you doing ? What do you plan to accomplish today ? Is there something preventing you from getting your task done ? 10
Stand up meetings are NOT…. Status meetings for the Boss “Complaint sessions” Witch hunts Meant to go beyond 15 minutes 11
Being an Effective team member If you have a problem with someone in yourCommunicate group, talk to them about it. Letting bad feelings brew will only make you sour and want to isolate yourself from the group. Youre not fooling anyone, people know whoDont Blame Others isnt pulling his weight in a group. Pointing the finger will only make you look cowardly.Support Group nobody likes a know-it-all…..support your team member’s ideasNo Bragging Superstar’s are just as bad…be a mentor not a braggartListen Actively Look at the person whos speaking to you, nod, ask probing questions and acknowledge whats said by paraphrasing points that have been madeGet Involved Take the time to help your fellow teammates - if youve helped them in past, theyll be more than happy to lend a helping hand. 13
How do we form a “GREAT”team ? Good Leadership Hire smart people Lots of training Others…. 15
But they can work…. • The successful teams are characterized by: 1. The absence of highly dominant individuals, and 2. A particular style of leadership. • Successful leaders were skeptical people who sought to impose some shape or pattern on group discussion, and on the outcome of group activities. • They focused attention on the setting of objectives and priorities, and shaping the way team effort was applied. The successful leaders were tough, discriminating people who could both hold their ground in any company, yet not dominate the group. 16
Creating a TeamTeam formation takes time, and usually follows some easilyrecognizable stages, as the team journeys from being agroup of strangers to becoming united team with a commongoal. 17
The Stages of Team formationPsychologist Bruce Tuckman first came up with the memorablewords: forming, storming, norming and performingIn 1965 to describe the path to high-performance that mostteams follow.Later, he added a fifth stage that he called “adjourning” (andothers often call “mourning” – it rhymes better!) 18
Forming•Teams initially go through a "Forming" stage in whichmembers are positive and polite (some members maybe anxious, as they haven’t yet worked out exactly whatwork the team will involve). Others are simply excitedabout the task ahead.•As leader, you play a dominant role at this stage: othermembers’ roles and responsibilities are less clear.•This stage is usually fairly short, and may only last for asingle meeting at which people are introduced to one-another.•There may be discussions about how the team willwork, which can be frustrating for some members whosimply want to get on with the team task. 20
Storming•Decisions dont come easily within the group.•Team members vie for position as they attempt toestablish themselves in relation to other team membersand the leader.•Clarity of purpose increases but plenty of uncertaintiespersist.•Cliques and factions form and there may be powerstruggles.•The team needs to be focused on itsgoals to avoid becoming distracted byrelationships and emotional issues. 21
Storming – Reality Sets in•Your authority may be challenged as others jockey forposition as their roles are clarified.•The ways of working start to be defined, and as leader youmust be aware that some members may feel overwhelmedby how much there is to do, or uncomfortable with theapproach being used.•Some react by questioning how worthwhile the goal of theteam is and resist taking on tasks.•Honestly: This is the stage when many teams fail... 22
Norming•Agreement and consensus is largely formedwithin team (and they respond well tofacilitation by leader).•Roles and responsibilities are clear and accepted.•Big decisions are made by group agreement. Smallerdecisions may be delegated to individuals or small teams withingroup.•Commitment and unity is strong.•The team may engage in fun and social activities.•The team discusses and develops its processes and workingstyle. There is general respect for the leader and some ofleadership is more shared by the team. 23
Performing•The team is more strategically aware - they know clearlywhat they are doing and why .•They have a shared vision and can stand on its own feetwith no interference or participation from the leader.•The team has a high degree of autonomy.Disagreements occur but now they are resolved withinthe team positively and necessary changes to processesand structure are made by the team. 24
Performing•The team is able to work towards achieving it’s goal •They deal with relationship, style and process issues along the way.•Team members look after each other.•The team requires delegated tasks and projects from theleader (they no longer need to be instructed or assisted)•Members might ask for assistance from the leader withpersonal and interpersonal development.•The Leader delegates and oversees 25
What are the best qualities of aleader•Strong, decisive and knowledgeable or quiet, supportive,cooperative•Leaders should have two main concerns: people andproduction•High concern for people motivates the team and theybecome more productive,•High concern for production creates sense of achievementand satisfaction 26
The Commander• Commanders make and influence most decisions.• The downside of this leadership style is that the leader can demotivate and annoy people.• Often decisions are not optimal - they don’t consider all available information, options and perspectives. This style is effective in short-term, in long-term it could be dangerous for people and projects. 28
The Coach•The coach is needed when team lacks focus,expertise and understanding what should bedone and how.•Coaches tend to be concerned with growing people,creating and enabling a trusting environment.This leader makes decisions collectively with a team whileexplaining rationale behind decisions. They listen andprovides feedback.•Coaches encourages personal growth and looks to buildlong-term capabilities in an effort to prepare the team andindividuals for independent work. 29
The Supporter•Supporters are needed to help teams.•They help remove barriers and coordinate activities.•The Supporter is an ego-less, quiet leader and facilitator.•They tend to make joint decisions with the team asequals, delegating majority of decisions to the team.•In addition, the Coach is concerned with the creation ofharmony and balance between team members. 30
The Self Organizing Team•A motivated and confident Team doesn’t need formalleaders.•The team makes most decisions. Any member could stepin and become leader in specific areas and situations.People on these teams tend to be highly capable,committed and self-driven.•Teams will transcend through previous steps and becometruly self-organized after experiencing victories and failures,growing and gaining experience together. 31
Summary Form a culture of self-reliance Lead them, but at some point set them free You can never communicate too much You can be ineffective – so be careful Look for ways to improve – don’t be complacent It takes work to keep these teams moving forward 32