Essentials For Building

Document Sample
Essentials For Building Powered By Docstoc
					Team Building Series

             Essentials For Building
           A High Performance Team




By Rio Susanto
Today’s Objectives


Discover      the essential ingredients
required
for a “High Performance Team” to
thrive.
AfterToday
Ready to evaluate your teams
strengths, weaknesses, and areas to
focus on.
What You Will Learn


 –   Challenges facing organizations today

 –   Essential high performance team ingredients

 –   How to mix in each ingredient

 –   A leaders/managers role on the team

 –   Benefits and value produced

 –   A team building exercise
Organization Challenges



     Increase Business Efficiency

                                                Control Costs

  Leverage Intellectual Assets


                                 Improve Customer Satisfaction



        Create Competitive Advantage
Building A High Performance Team



 –   Ingredients

 –   Preparation

 –   Building Process
   High Performance Team Essentials
                             Set behavior guidelines
Ingredients
                             Set decision guidelines
1. Trust                     Freedom to make decisions
                             Take risks
                             Speak your mind
                             Learn from mistakes
                             Accountable for actions
                             Speak the truth
                             Work with others
   High Performance Team Essentials
Ingredients                  Real, clear, defined, concrete

1. Trust
                             Defines future state
2. Vision
                             Inspirational & motivating


                             Team focused on vision


                             Justifies the hard work
   High Performance Team Essentials
Ingredients
                             Achievement fueled by hope
1. Trust

2. Vision                    Balance realism & optimism

3. Optimism
                             Thrive to persevere



                             Focus on the end goal
   High Performance Team Essentials
Ingredients
                             Team performs at their peak
1. Trust

2. Vision                    Leaders set the tone


3. Optimism
                             Focus on the people
4. Enjoyment

                             Focus on winning, not failing
   High Performance Team Essentials
Ingredients
                             Leaders focus on “What”
1. Trust

2. Vision                    Teams focus on “How”


3. Optimism
                             Team members self directed
4. Enjoyment

5. Empowerment               Ownership of responsibilities
   High Performance Team Essentials
Ingredients
                             Develop & use new skills
1. Trust

2. Vision                    Experience different roles


3. Optimism
                             Cross train specialties
4. Enjoyment

5. Empowerment               Work with diverse teams

6. Opportunity
The Value Of High Performance Teams


 –   Increased productivity

 –   Improved customer service

 –   Ability to do more with less

 –   Increased innovation

 –   Ability to quickly adapt to change

 –   Ability to solve difficult, critical problems
Team Building Exercise


Objective: Business process improvement



Rules:

–   We must dramatically reduce the process time

–   Ball starts and ends with same person

–   Everyone must touch ball

–   Order you touch the ball must remain the same
What it Takes: The Essential Skills

Strategic               Leadership &
                           Vision



  Business
 Leadership            Planning &
 (Customer             Budgeting                Strategic
   Focus)                                        Results


                          Process               Process
       Team             Management              Results
     Building &          Business Leadership
      Staffing             Communication
                              Systems
                           Systems Mgmt.
                         Education & Training
                               Policies

                                                Operational
                  Information & Analysis
                   Core Values & Skills
Leadership:
Is It In You?
Leadership – Determining the Course to Take
Organizational Leadership

   Authority
   Strategy Development
   Competent staff to execute the plans.

   Leadership: The opportunity to determine
    the what, the how and the who.
Authority – How it is derived

   Acceptance theory – those who are led must
    accept the fact the leader has been placed in charge
    and is being held responsible for the unit.
   Institutional theory – power is bestowed by the
    position. (Organizational Chart).
   Competence theory – the individual with the
    experience and expertise or who knows the answers
    must, by definition, be the leader.
   Charismatic theory – individual who by force of
    personality is placed in a leadership position.

     Use of Authority
    Traditional Thinking
    –   Authority / Power is a zero sum game.
    –   The less power subordinates have, the more you can
        get them to do what you want.
   Empowering Concept
    –   Authority / power is an expandable pie.
    –   Keeping people powerless fosters dependence and
        discourages initiative.
    –   The more authority people have to act, the greater their
        performance and satisfaction.
Leadership in the Organization

              Leadership




Performance                Culture




              Behavior
Who Has the Most Information?

               Top Management


               Middle Management



                  Staff
Basic Elements of Leadership

   Honesty and Integrity.
   Consistency.
   Good listening skills.
   Effective communication skills including the
    ability to influence others actions.
   Practical ideas.
   A willingness to take responsibility and to make
    difficult decisions.
   A completion factor.
   Peer respect.
    Advanced Elements of Leadership
   Leadership in the Past (experience).
   The capacity to create or catch a vision.
   A Message - communication that is understandable,
    convincing and persuasive (accepted).
   A constructive spirit of discontent.
   Empowerment of others.
   Mental toughness – the ability to make difficult
    decisions, handle criticism or face discouragement.
   Ability to select a good team.
Leadership Types

   Visionary Leader
   Re-engineering Leader
   Directional Leader
   Strategic Leader
   Managing Leader
   Bridge-building Leader
   Motivational Leader
   Shepherding Leader
   Team Building Leader
   Entrepreneurial Leader
Visionary Leader

   Enthusiasm
   Crystal clear picture of what they want to
    happen.
   Communicate the vision clearly and
    continually.
   Idealistic and not easily discouraged.
   Full of faith. They believe… and they appeal
    to others to get on board.
Re-engineering Leader

   Strength is in re-engineering (design).
   Love the challenge of overhauling a situation
    or an entire organization.
   Thrive in finding the cure for lost vision /
    focus or finding the staff inappropriate for the
    team.
   Uninterested in leading over the long haul.
    Once the situation is cured, they look for the
    next challenge.
Directional Leader

   Strength is in the ability to identify and sort
    through the options.
   Ability to assess the values, mission,
    strengths, weaknesses, resources, personnel
    and openness to change of an organization.
   Possesses the uncanny, god-given ability to
    choose the right path at critical intersections.
Strategic Leader

   Strength is in planning.
   Forms the game plan for achieving a vision.
   Game plan is understandable and inclusive.
   Ability to plan coordinated efforts of various
    departments.
   Keeps the organization correctly positioned –
    financially, politically, etc.
Managing Leader

   Strength is in execution.
   Ability to manage people, processes,
    systems and resources for mission
    achievement.
   Ability to monitor progress and make
    adjustments.
   Delivers results.
Bridge Building Leader

   Strength is in diplomacy.
   Becomes the best friend and advocate for all
    constituent groups.
   Ability to compromise, negotiate, listen,
    understand and empathize.
   Ability to bring together a wide variety of
    constituencies under one umbrella of
    leadership.
Motivational Leader

   Strength is in understanding people.
   Possess unique insight into what people
    need.
    –   Training, recognition, day off, pay raise, office
        change, etc.
   Ability to inspire both individuals and teams.
    Recognize that team members get tired, lose
    focus and experience mission drift.
Shepherding Leader

   Strength is in developing loyalty.
   Listens to, supports and nurtures team
    members.
   The mission gets accomplished due to the
    goodwill in the hearts of those cared for by
    the shepherd.
   Examples: Family owned business or a
    small business.
Team Building Leader

   Strength – empowers people.
   Leadership philosophy – if you put the right
    people in the right slots doing the right things
    for the right reasons, they will get the work
    done without the leader looking over their
    shoulder.
   Ability to select the right people for the team
    and put them in a position to be successful.
Entrepreneurial Leader

   Strength is leading a start-up operation.
   Possess vision, boundless energy and a risk
    taking spirit.
   Not suited to providing on-going leadership.
    Lose energy and focus with complex
    discussions about policies, systems, controls
    and databases.
Leadership Types

   Visionary Leader
   Re-engineering Leader
   Directional Leader
   Strategic Leader
   Managing Leader
   Bridge-building Leader
   Motivational Leader
   Shepherding Leader
   Team Building Leader
   Entrepreneurial Leader
Ineffective Leadership Types

   Godfather – demands absolute loyalty and punishes
    perceived disloyalty. This style relies heavily on
    coercive power.
   Ostrich – avoids problems. Eventually processes
    and decisions go around this person.
   Detailer – wants all information before they will make
    a decision. Over cautious.
   Non – Delegater – do everything themselves, don’t
    communicate well and staff feel out of the loop.
Signs that a Leader should move on

   Incompatibility (boss, situation or organizational
    culture)
   Authority has been compromised.
   Immobility – lack of autonomy
   Organizational Transition
   Stagnancy
   Fatigue
   Family
   Closings and Openings
   The Age Factor
   “Somebody has to do something… and
    it is just incredibly pathetic that it has to
    be us.”

              Jerry   Garcia
Questions?
   The Team Building Game



Where teams compete to build an
effective team building game.
    Objectives
   Teams compete to build a great team building
    game.
   Each team presents their game to the group giving
    rational, rules and objectives.
   Games are evaluated against how effective they
    are as a team builder.
   The best game is played by the entire group.
Rules

   Break the group into smaller groups no larger
    than 5 people in a group.
   Using a Flip Chart or a computer with
    PowerPoint, the group creates and presents
    a “Team Building” Game.
   Facilitator will set time limits and any other
    rules.
Rules

   When the time expires, each team presents
    their team builder to the entire group giving
    –   Rationalization
    –   Concept
    –   Rules
    –   Objectives
   The facilitators or group vote on which Team
    Builder is the most effective.
       Playing Your Team Building Game


  The entire group now plays the
winning Team Building Game with
the group that created it acting as
          the facilitators.
         Team Building Basics
   Everyone is different. To build a solid team, everyone must know their
    teammates. Know your team members.
   Define the team mission or goals. All team members must accept and agree
    on the team goals.
   Define the team organization, structure and responsibilities.
   Define tasks and titles within the group that matches their skills and
    responsibilities.
   Make a game plan and ensure all members know everyone’s job.
   Use group language to develop team ownership of the goals.
   Share information freely within the group. Establish strong lines of
    communication.
   Have fun activities to enhance the team interaction.
   Brainstorm and freely share and listen to ideas.
Tools for Collaboration,
Learning, and Creativity
Developing High Performing Teams

  1.   Wish your group were more engaged in
       meetings?

  2.   Want to build group rapport and trust
       quickly?

  3.   Wonder why teams can’t agree on goals
       and direction?
AGENDA
Experience the value of interactive learning


 Ice breaker
 Partner Activity
 Principles of Team Building
-> Trust -> Engagement -> Learning
 EZ TeamToolZ Cards -> Applications
 Close & Debrief
Goals for Tonight…


#1  To encourage you to use interactive,
 experiential learning activities to build
 community and cohesive teams.

            And


#2  To use one card per week for your staff
 meetings, training, and retreats.
Definition of Team Building

Team Building is…
  A series of processes or activities designed to improve a
  work team’s performance. The focus may be task oriented
  or interpersonal.

Team building strives to:
     - Set common goals
      - Analyze roles and responsibilities
      - Examine processes and systems
      - Improve working relationships
WHY Team Building?


    Brings the “whole system” into the room
    Increases group cohesion and camaraderie
    Supports positive change
    Increases retention
    Increases productivity- individual and group
    Raises morale
    Decreases absenteeism
    Eliminates counter-productive behavior
    Decreases mistakes due to miscommunication, unclear
     roles and responsibilities, and unspecified accountability.
•Time at meetings must be spent in valuable ways
and be engaging, that is, interactive both verbally
and nonverbally.
•People are more creative and engaged when they’re
in “the zone” and accomplishing tasks together and
meeting their goals.
Why Emphasize Interactive Activities?



       Creates learning climate of openness
        and playfulness.
       Increases retention to 90%!
       Builds relationships
       Stimulates right/left brain: senses
        awakened!
       Encourages collaboration - wiser way to
        work together.
EZ Team Activity Cards

Overview                Instructions


Purpose                 Variations


Time                    Debrief Questions


Materials/Preparation
Results from Interactive Learning


   90% more retention- see
   Share resources and talent
   Increase innovation
   Great place to work
   Decrease conflict and counter-productive
    behavior
   Increase individual and group productivity
Retention Triangle


                      10%     READ           VERBAL
                20%             Hear
              30%                                 VISUAL
                            Photos, Videos
        50%             Demonstration
    70%                      Site Visit               Hearing, Seeing,
                                                      Doing, Sensing
  90%         Dramatic Presentation, Simulation
                  Doing the Real Thing
Collaboration
Planning Executing
Playfulness Rejuvenates Teamwork
Keys to Team Success
– Balance

                 Results




   Processes               Relationships
Team Consulting Process
       Surveys, Interviews, Meeting Observations,
       Offsite Planning Meeting



                       Assess &        Feedback
        Contract
                       Diagnose



       Planning        Implement       Evaluation
Team Activities
– Engage Your Group!
Collaboration Through Team Building
                Collaboration Through Team Building




Session Objectives:

• Identify and understand teams and how they function.

•Demonstrate the skills necessary for the development of an
 effective team.
                Collaboration Through Team Building




Survival Run Video

• Exercise – while watching the video write down the “team”
behaviors and characteristics that you observe.
               Collaboration Through Team Building




The Most Effective Teams:


• Share information openly

• Participate in the team’s task

• Encourage each other

• Use all of the team’s resources
                   Collaboration Through Team Building



Activity:
  Complete the Self-Awareness Assessment.


   •   Decide whether each of the statements is true (T) or false (F) or
       if you are uncertain (?).


   •   Place your check in the appropriate column to the right
       of each statement.
                  Collaboration Through Team Building



When groups are formed into teams:

• Roles and interactions are not established.

• Some members may observe as they attempt to determine
  what’s expected of them.

• Others engage the team process immediately.

• As members learn their roles they find ways to work
  together and learn about team issues.

• These processes occur in 4 stages.
               Collaboration Through Team Building




Stage One - Forming

Period in which members are often guarded in
their interactions because they’re not sure what to
expect from other team members.

This is also the period in which members
form opinions of their teammates.

During this stage, productivity is low.
               Collaboration Through Team Building




Forming – Enhance Team Development by:

• Share responsibility

• Encourage open dialogue

• Provide structure

• Direct team issues

• Develop a climate of trust and respect.
                  Collaboration Through Team Building




Stage two - Storming
Characterized by competition and strained relationships
among team members. There are various degrees of
conflict dealing with issues of power, leadership and
decision- making.

This is the most critical stage for the team.
             Collaboration Through Team Building



Storming - Enhance Team Development by:

• Joint problem solving.

• Norms for different points of view.

• Decision-making procedures.

• Encourage two-way communication.

• Support collaborative team efforts.
                Collaboration Through Team Building




Stage three -Norming
Characterized by cohesiveness among members. In this
phase, members realize their commonalities and learn to
appreciate their differences.

Functional relationships are developed resulting in the
evolution of trust among members.
                 Collaboration Through Team Building



Norming - Enhance Team Development by:

• Communicate frequently and openly about concerns.

• Encourage members to manage the team process.

• Give positive and constructive feedback.

• Support consensus decision-making efforts.

• Delegate to team members as much as possible.
               Collaboration Through Team Building



Stage four -Performing
The team now possesses the capability to define tasks, work
through relationships, and manage team conflicts by
themselves.

Communication is open and supportive. Members interact
with without fear of rejection.

Leadership is participative and shared. Different viewpoints
and information is shared openly.

Conflict is now viewed as a catalyst that generates creativity in
the problem-solving process.
              Collaboration Through Team Building


Performing - Enhance Team Development by:

• Offer feedback when requested.

• Support new ideas and ways for achieving outcomes.

• Encourage ongoing self-assessment.

• Develop team members to their fullest potential.

• Look for ways to increase the team’s capacity.
               Collaboration Through Team Building




REMEMBER!!!

Any change in the composition of the team or its
leadership will return the team to the forming stage.
                  Collaboration Through Team Building


The most effective teams arrive at decisions through consensus by
following a rational process that includes:


• Identifying the issue.

• Setting a specific objective.

• Gathering and analyzing the facts.

• Developing alternatives.

• Evaluating the alternatives.

• Deciding and acting.
                Collaboration Through Team Building




In addition to the problem solving process, teams must also
engage in interpersonal interaction.


Decisions are made and objectives are achieved not only
by effectively following the problem solving process, but
also to the extent that team members share information in
an open, candid, honest, and trustful manner.
            Collaboration Through Team Building




Activity:

“Hurricane Disaster” - problem solving and team
                       building exercise.
            Collaboration Through Team Building



Problem Solving Process

       • Identifying the issue.

       • Setting a specific objective.

       • Gathering and analyzing the facts.

       • Developing alternatives.

       • Evaluating the alternatives.

       • Deciding and acting.
                   Collaboration Through Team Building




“Hurricane Disaster” Activity - Five essential strategies:

1. Issue an evacuation order and ensure it is communicated
   throughout the entire community using all available resources.

2. Order that all designated emergency shelters be opened and
   manned.

3. Instruct all public safety units to aid in an orderly evacuation
   and in assisting those who cannot be evacuated to be transported
   to the designated emergency shelters.
                   Collaboration Through Team Building



“Hurricane Disaster Activity” - Five essential strategies:



4. Arrange for controlled access to evacuated areas and prepare
   to prevent looting.

5. Plan for the return of the evacuees after the hurricane danger
   is over: including shelter and relocation, damage assessment,
   and recovery operations.
             Collaboration Through Team Building




In Review:

• Differences between groups and teams.

• 4 Stages of team development and ways to enhance team
  development.

• Team problem solving process.

• Experienced the team building and problem solving processes.
Collaboration Through Team Building
       Teams
 A leadership training lesson from
The Pennsylvania State University.
Teams: Overview

   Introduction
   Lesson Objectives
   Lesson Content
   Reflection Questions
Introduction

   Teamwork is essential
     – Individuals are becoming less autonomous
     – Top ten Fortune 500 Companies are globally diverse
     – Universities have international study programs
     – 4-H’s experiential learning method involves teamwork
   College students #1 dislike about any leadership class: Group
    work
     – Because the process takes longer than we like, but team
       development process is essential to success
Lesson Objectives

   At the end of the lesson, you will be able to:
    –   Define a team
    –   Discuss stages of team development
What is a team?

   A team is a group of people working together
    to achieve a common purpose for which they
    hold themselves accountable
   This team will:
    –   Share a work product
    –   Have interdependent tasks
    –   Share responsibility of results
    –   Have a commitment to work together
    –   Manage relationships across boundaries
Why teams?

   Complex tasks
   Creativity is
   Path/direction unclear
   Efficient use of resources needed
   High commitment is desired
   Members have a stake in the outcome
   No one individual has sufficient knowledge to
    solve the problem
Types of Teams

   Problem resolution team
    –   Resolve problems on an on-going basis


   Creative teams
    –   Explore possibilities and alternatives


   Tactical team
    –   Execute a well-defined plan
Information & Teams: Handling the Load



       Define your information needs
        –   What do you need to know?
        –   Who has the info?
        –   How will you get it?
        –   When do you need it?


       Share important news in team meetings
        –   Especially if it is news that affects the whole team
            or the team product
Information & Teams: Handling the Load



       Take and distribute minutes for each team
        meeting
        –   This will help to keep all members on the same
            page


       Develop routine reports like weekly team
        schedules
        –   This will make all members aware of deadlines,
            responsibilities, etc.
Information & Teams: Handling the Load



       Post important and needed data
        –   If you discover something that will be relevant to
            another team member, posting it will help
            everyone


       Keep team info reports simple
        –   Bullets
        –   Headings
Stages of Team Development

   Kipp and Kipp (2000) say:
    –   Dysfunctional teams/groups often prevent
        themselves from being effective and productive
    –   Handle conflict badly
    –   Follow unwritten rules that limit effectiveness and
        waste time


   Research has provided steps to aid in
    successful development of teams
Stages of Team Development

   Tuckman and Jenson (CITE) list different
    stages of development for a team
    –   Team must go through the stages to maximize
        their potential and become a successful unit
    –   Not necessarily universal or sequential in nature,
        but knowing these stages is helpful in
            Recognizing where a team is in their development
            Knowing what is happening to a team and why
            Knowing what to do next
Stages of Team Development

   Tuckman and Jenson model has 5 steps, but team
    development is a continual process
     – An event could move a team from stage four back to stage
       one or two
     – A team may be at stage three for one task, but stage for for
       another
     – Some teams pass easily between stages
     – Some teams reach a level and become stagnant
     – Each stage has it own characteristics
Stages of Team Development

1.   Forming
2.   Storming
3.   Norming
4.   Performing
5.   Reforming/Adjourning
Stages of Team Development

1. Forming

Team Activities/Characteristics
  –   Get acquainted
  –   Test boundaries
  –   Task define
  –   Initial goal setting
  –   Rules established
Stages of Team Development

2. Storming

Team Activities/Characteristics
  –   Differences emerge
  –   Conflict
  –   Task related interactions
Stages of Team Development

3. Norming

Team Activities/Characteristics
  –   Issues are Conflicted and Resolved
  –   Spirit of cooperation
  –   Communication
  –   Group Unity and Culture Established
Stages of Team Development

4. Performing

Team Activities/Characteristics
  –   Group self management
  –   Autonomy
  –   Team unity
  –   Problem solving
Stages of Team Development

5. Reforming/Adjourning

Team Activities/Characteristics
  –   Evaluate the project
  –   Evaluate the process
Checklist for development

   Kipp and Kipp (2000) authored a checklist to
    aid in successful development of a team
    –   Being authentic is key to team development
            Know your strengths and challenges, as well as the
             strengths and challenges of your followers
            Honesty will help you go authentically through the
             process
    –   Willingness to bring a “whole person” is also key
            Develop the capacity to be vulnerable with each other
Checklist for development

   6 additional elements/questions to ask about your team:
     – Goals: What constitutes success for us in a particular situation
        and overall?
     – Roles: What are our expectations and what do we expect from
        each other?
     – Rules: What are our agreements on decision making, work ethic,
        and follow-through?
     – Relationships: How do we handle conflict, ambiguity, rumor,
        secrecy, trust, etc?
     – Results: How do we determine performance day to day? What are
        our dials?
     – Rewards: What is in it for us individually and collectively? Are we
        ok with that?
Team Building
Four reasons and strategies for each

1. New group formation and improved relationships
    – Self disclosure exercises
    – Team challenges
    – Temperament or styles profiles


2. Problems in group dynamics
    – Conflict management
    – Reflective listening
    – Communication
    – Community building
Team Building
Four reasons and strategies for each

3. Barriers to goal attainment
   –   Role definition
   –   Decision protocols
   –   Systems thinking


4. Resolution of goals and game plan
   –   Business strategy
   –   Management philosophy
   –   Team charter development
Team Building
Four reasons and strategies for each

3. Barriers to goal attainment
   –   Role definition
   –   Decision protocols
   –   Systems thinking


4. Resolution of goals and game plan
   –   Business strategy
   –   Management philosophy
   –   Team charter development
Reflection Questions

   What is a team and when should we use
    teams?

   Describe an example in your own
    experiences where you have been involved
    in an effective team.
Thanks !

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:44
posted:6/3/2010
language:English
pages:110