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Basics onTeam Building & Team Mgt - Beginner friendly presentation - C.Eashwer
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TEAM - DEFINITION
Team is a small number of people withComplimentary skillsWho are committed toA common purpose , Performance goals andApproach for which theyHold themselves mutually accountable
WE SHOULD NOT ONLY USE ALL THE BRAINS WE HAVEBUT ALL THAT WE CAN BORROW – WOODROW WILSON
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THE GOAL IS MORE IMPORTANT THAN THE ROLE THE GOAL IS MORE IMPORTANT THAN THE ROLE
IF YOU THINK YOU ARE THE ENTIRE PICTURE,YOU WILL NEVER SEETHE BIG PICTURE …..
NO ONE OF US ISMORE IMPORTANTTHAN THE REST OF US .
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GOAL AND ROLE IN TEAM WORK
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The world is teeming with Teams .Work teams , Project teams , Customer Support teams , Supplier teams , DesignTeams , Planning teams , Quality teams ,Functional teams , Cross functional teams , Committees , task forces , steering groups ,Advisory teams Action teams , Sports teams , Leader led teams , Leaderless teams etc.,
THE WORLD OF TEAMS
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THE TASTE OF TEAM WORK
You may be good – but you are not that Good. One is too small a number to achieve greatness.That is the Law of significance.
We should not only use all the brains we have , but all that we can borrow.
Teamwork is birthed when you concentrate on “we” instead of “me”
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WHAT TEAMS DO …….
• Teams develop MISSIONS• Teams set GOALS • Teams organize ROLES • Teams STRUCTURE their activities
to get things done.• Teams BUILD strong relationships
by promoting open communication, sharing resources and coordinating and fostering active participation while they are making decisions , solving problems , conducting meetings or managing conflicts.
• The TWO team dimensions are :
• 1. Getting things done• 2. Building strong
relationships
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FUNCTIONS AND TEAM PERFORMANCE
IF I HAD TO NAME A SINGLE ALL PURPOSE INSTRUMENT OF LEADERSHIP , ITWOULD BE “COMMUNICATION.” – JOHN .W.GARDNER
BEHIND AN ABLE MAN THERE ARE ALWAYS OTHER ABLE MEN AS TEAM WORK IS THE HEART OF GREAT ACHIEVEMENT.
ONE IS TOO SMALL A NUMBER TOACHIEVE GREATNESS.
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“TEAM WORK IS BIRTHED WHEN YOU CONCENTRATE ON“WE”INSTEAD OF“ME”
“IT IS BETTER TO HAVE A GREAT TEAM WITH A WEAK DREAM THAN A GREAT DREAM WITH A WEAK TEAM.”
TEAM DREAM
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DREAM TEAM – YOUR TEAM MUST BE THE
SIZE OF YOUR DREAM
DEVELOP TEAM MEMBERS
Enthusiastic beginner – Needs Direction
Disillusioned Learner – Needs Coaching
Cautious Completer – Needs Support
Self reliant achiever – Needs responsibility
The challenge of the moment often determines the leader for that Challenge….
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THE NEED FOR THE RIGHT PEOPLE IN THE RIGHT PLACE
• The Right person in the right place is PROGRESSION.
• The right people in the right places is MULTIPLICATION.
• The right person in the wrong place is CONFUSION.
• The wrong person in the wrong place is REGRESSION.
• The wrong person in the right place is
FRUSTRATION.
THE SIGN OF GREAT TEAM LEADER IS THE PROPER PLACEMENT OF PEOPLE
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INVESTING IN A TEAM
COMING TOGETHER IS A BEGINNING KEEPING TOGETHER IS PROGRESSWORKING TOGETHER IS SUCCESS
WHERE THERE IS A WILL THERE IS A WAY.WHERE THERE IS A TEAM THERE IS MORE THAN ONE WAY.
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SETTING SOUND GOALS Management by
Objectives works if youKnow the objectives.Ninety percent Of the time you don’t.- Peter Drucker
If you do notKnow whereAre you goingEvery road Will get youno where.- HenryKissingerUSA
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TEAM WORK PATTERNS – DIMENSIONAL MODEL
BUILDING STRONG TEAM WORK RELATIONSHIPS
GETTING
THINGS
DONE
FORMING NORMING
STORMING PERFORMING
Cautious & GuardedNot acting unless forced to do so
Emphasis on Team Relationships even at theexpense of productivity
Getting things doneNo matter whose Toes are stepped on,
Getting things done By working collaborativelyWith others
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TEAM WORK PATTERN
DIMENSIONAL MODEL
FORMING NORMING
STORMING PERFORMING
TEAM WORK PATTERNS – TEAM BEHAVIOR CLASSIFICATION
LOW
HIGH
HIGHBUILDING STRONG TEAM WORK RELATIONSHIPS
GETTING
THINGS
DONE
Pride in being chosen , Anticipationabout what lies ahead, impersonalWatchful , guarded , tentativeAttachment to team , Loners, fear ,Anxiety , Less communication
Sense of team cohesion , close attachment , norms and procedures for working together ,Open communication , Feelings of mutual trust , Team focus on building harmony and managing conflict, Cooperative relationships
Impatience with lack of Progress, domination by one or several members , overly competitive and confrontational , self serving , one way communication , infighting
Clear mission , Goals , Roles and performance Expectation, Involvement of all team members In achieving important tasks , open , relevant Business like communication , understanding of others strengths and weaknesses , insights In to group processes , productive team climate
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TEAM WORK PATTERN
DIMENSIONAL MODEL
FORMING NORMING
STORMING PERFORMING
TEAM WORK PATTERNS – TEAM LEADER BEHAVIOR CLASSIFICATION
LOW
HIGH
HIGHBUILDING STRONG TEAM WORK RELATIONSHIPS
GETTING
THINGS
DONE
Puts off making decisions and taking action , resists change , Gives little information
Establishes Rules and BoundariesTries to build morale and team supportVery positive and upbeat
Pushes own agenda ,Punishes mistakes , Does not ask for opinions Squelches disagreement
Helps the team decide what it will achieve Keeps people involved and informed Lets people know how they are doing
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TEAM PLANNING PATTERNS – BEHAVIOUR MODEL
LOW
HIGH
HIGH
CLARITY
INVOLVEMENT & COMMITTMENT
FORMING
STORMING PERFORMING
NORMING
We don’t have a plan orIt’s so general and vagueIt does not provide muchDirection for the team.
Our plan is specific, relevant & clear, but it wasmandated – handed to us With little input. SoCommitment to execute is LOW.
There is lot of commitment to Our strategic plan , which presents specific &challengingObjectives & courses of action for the future.
We were all actively involved indeveloping our strategic plan, but it is so general & broad,almost everything we do, seems Consistent with it.
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Characteristics of Meeting Patterns among Teams
No Pattern Organization Participation Commitment
1 FORMING •Little or
No Planning.•Unclear purpose•No Structure
•Not encouraged or discouraged•Leader is passive
•Low•No action plans
2 STORMING •Clear, but imposed purpose / agenda•Dominated by Leader
•Squelched and discouraged•Leader orders
•Low•Imposed action plans
3 NORMING •Little or No Planning•Unclear or No purpose•Haphazard agenda
•Encouraged •Unfocussed
Irrelevant•Rambling
•High , but uncertain•Action plans unclear
4 PERFORMING •Well planned •Clear purpose and agenda
•Encouraged•Full and balanced•relevant
•High •Clear conclusions, action steps
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BEST & WORST TEAM EXPERIENCE
WORST
People arrive fully Prepared.Mission and Goals are clearPeople talk openlyAll members freely Share resources. People work out theirDisagreements. Members remain openMinded to new ideas.Meeting end with Decisions and actions.
B EST
WORST
People arrive to meeting UNPREPAREDGoals are UNCLEAR.People do more talking than listening.Some do their “own thing”.There will be lot of Arguments & fighting.People are close minded to new ideas.Meetings end withoutDecisions and actions.
BEST
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TEAM DEVELOPMENT IS AN ON GOING PROCESS ..When Teams are left to their own devices that is Trial and Error experimentation , do tend to mirror the sequential 4 stage processForming – Storming- Norming – Performing .However Teams DO NOT follow a consistent developmental pattern like of a genetically programmed CATER PILLAR TO BUTTER FLY sequence.Hence at any given time Teams are likely to demonstrate a mixture of Characteristics with in the above Four stages On most teams Direction , Structure , Organization skills ,and relationship Building skills are apt to be unevenly applied in any given team activity. For example , A Team with clear team direction and purpose may lack Definition of roles and responsibilities or vice versa . One shot training is NOT the answer. Hence Team development is an ongoing process.
H
High
Forming
Storming
Norming
Performing
LOW
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TEAM APPRAISAL – PURPOSE
• If done effectively ,can increase productivity , develop bench strength for future growth and
decrease organizational costs.• This helps to reflect how well the
team expectations are being met and
what to do to improve the performance .• This clarifies misunderstanding regarding
performance expectations.• This identifies
TRAINING and DEVELOPMENTAL NEEDS of the Team and individuals.
• This is a CONFIDENCE BUILDING TOOL.• It is the most powerful and least expensive tool
For directing, managing , motivating and developing
the performance and potential of teams and individuals
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APPRAISING THE TEAM by“WHAT” and “HOW”
Total Performance of the Team = “What” is accomplished + “How” is it accomplished
“What” relates to Goals and Job Job results each team member must achieve if the team
as a whole is to succeed.“How “relates to the important behaviors that , if
Performed effectively , will lead to the desiredGoals and stronger team work. Together the
“What” and the “How” define total performance.
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THEME
The important elements of TEAM definition are Complimentary skills ,
Common purpose and Mutual accountability
PEOPLE HAVE BEEN KNOWN TO ACHIEVE MORE AS A RESULT OF WORKINGWITH OTHERS THAN AGAINST THEM
YOU LOSE THE RESPECT OF THE BEST WHEN YOU DON’T DEAL PROPERLY WITH THE WORST
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TEAM THEME
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TEAM PLANNING
•
PLANNING IS AN ORGANIZATION’S BEST ERROR – PREVENTION WEAPON.PLANNING IS AN INVESTMENT IN THE ORGANIZATION’S FUTURE .SPEND MORE ON PLANNING ; SAVE MUCH MORE ON IMPLEMENTATIONMORE BATTLES ARE LOST TO POOR PLANNING THAN TO POOR SOLDIERING
1.0 Set up the COMMUNICATION & REPORTING system
2.0 Identify the activities to be improved.
3.0 Install TEMPORARY PROTECTION if needed
To FOCUS freely
4.0 Identify measures or tasks to be improved after brain storming.
5.0 Find BEST VALUE SOLUTIONS thro’ collective wisdom
6.0 IMPLEMENT EFFECTIVE SOLUTIONS .
7.0 Remove temporary protection if installed
8.0Prevent problem from RECURRING
EIGHT STEPS OF PERFORMANCE IMPROVEMENT IN ANY TEAM:
Planning
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Without complimentary skills , mutual accountability, common purpose , a team may be little more than a loose collection of Individuals with nothing more in common than employment by the sameCompany and a few identical appointments on their calendars.
The belief that one person can do something great Is a myth.
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WHICH IS NOT A TEAM?
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LONG RANGE VISION
YOU MUST HAVE A LONG – RANGEVISION TO KEEP YOU FROM BEING FRUSTRATED BY SHORT RANGEFAILURES . GOOD ATTITUDES AMONG PLAYERS DO NOT GUARANTEE A TEAM’S SUCCESS. BUT BAD ATTITUDE GUARANTEES ITS FAILURE .
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YOU CAN DO WHAT I CANNOT DO . I CAN DO WHAT YOU CANNOT DO .TOGETHER WE CAN DO GREAT THINGS - MOTHER TERESA.
There are no problems we cannot solve together and very few that we can solve by ourselves - Lyndon Johnson
TEAM UP OR STEAM UP !!
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CHARACTERISTICS OF HIGH- PERFORMING TEAMS
TEAMPROFILE
STRATEGY
EFFECTIVELEADERSHIP
RAPID RESPONSEOPEN COMMUNICATION
CLEAR ROLES &RESPONSIBILITIES
People have been known to achieve more as a result of working with others than Against them . – Dr. Allan Fromme
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TEAM LEADERSHIP
The Difference between the two equally talented Teams is LEADERSHIP .
PERSONNEL determine the potential of the Team.
VISION determines the direction of theTeam
WORK ETHICS determines the Preparation of the Team.
LEADERSHIP determines the success of the team.
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COMPLIMENT YOUT TEAM MATES . TALK UP THEIR ACCOMPLISHMENTSIF YOU ARE THE LEADER TAKE THE BLAME , BUT NEVER THE CREDITDO THAT AND YOUR TEAM WILL ALWAYS FIGHT FOR YOU .
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WHY TEAMS DON’T WORK?
Mismatched needs ,Confused Goals , Cluttered objectives , Unresolved roles , Bad Decision making , Bad policies , Stupid procedures , Personality conflicts , Bad Leadership, Bleary vision ,Anti team culture , insufficient feedback & information ,Ill conceived reward system , Lack of team trust , Unwillingness to change , The wrong tools …………….
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PEOPLE ARE BORN – TEAMS ARE MADE –
LEADERSHIP SPECTRUM AND LEADERSHIP PROBLEMS
Leadership problems:1. Bone head (Stupid) Leaders 2. Leaders are who are ignorant
3. Over trained Leaders4. Leaders who are too talented
5. Leaders who are too kind6. Leaders who are closed to new ideas
7. Leaders with appropriate styles8. Leaders who pt themselves ahead of the team.
9. Leaders who don’t really know the team.10.Inconsistent Leaders
11. Leaders who cannot be Followers12. Leaders who refuse to acknowledge
Team members 13. Leadership that plays Favorites
14. Leaders who do not allow Failures 15. Leaders who protect and blame
16. Unethical Leaders17. Leaders who are remote.
18. Leaders who fail to model Team behavior19. Leaders who are oblivious to members career20. Leaders who are unwilling to fight for the team
21. Leaders who are unwilling to take risks .22. Leaders who cannot permit conflicts.23. Leaders who do not value diversity.
24. Leaders who are passive .
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MIS PLACED GOALS in TEAM WORKING
When unrealistic expectations / Goals / Objectives / Targets are set it means One of the following:
• They DO NOT believe in the outcome .• They DO NOT believe the outcome is reachable • They CANNOT figure out what the boss really wants as an outcome .
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BEST TEAM
BEST TEAM
NEW CHALLENGE – CREATIVE TEAM CONTROVERSIAL CHALLENGE – UNITED TEAM CHANGING CHALLENGE – FAST AND FLEXIBLE TEAMUNPLEASANT CHALLENGE – MOTIVATED TEAM DIVERSIFIED CHALLENGE – COMPLIMETARY TEAM LONG TERM CHALLENGE – DETERMINED TEAM EVEREST SIZED CHALLENGE – EXPERIENCED TEAM
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Abilities+Attitudes = Result
• Great Talent + Rotten Attitudes = Bad TeamGreat Talent + Bad Attitudes = Average Team
Great Talent + Average Attitudes = Good TeamGreat Talent + Good Attitudes = Great Team
The following FIVE TRUTHS about attitudes clarify how the affect a team and team work :
1. Attitudes have the power to lift up or tear down a Team
2.An attitude compounds when exposed to others.3.Bad attitude compound faster than good ones.
4.Attitudes are subjective , so identifying a wrong one can be difficult.
5.Rotten attitudes left alone , ruin everything.
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GIVE UP OR GROW UP YOUR TEAM
WHEN THE TEAM YOU HAVE, DOES NOT MATCH UP TO THE TEAM OF YOUR DREAMSTHEN YOU HAVE ONLYTWO CHOICES………GIVE UP YOUR DREAMS ORGROW UP YOUR TEAM
INDIVIDUALS PLAY THE GAME , BUT TEAMS WIN CHAMPIONSHIPS.
Winning teams have players who make things happen
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Learning to Listen in Teams
• When we think of communicating , we tend topicture ourselves TALKING . If only we said that we Have to say more clearly , or more
slowly or Simply Louder – well the world would understand better and we would get our way
more often. Of course , that is not what Communication is at all about, at all .
Good communication is a series of checks we run , first on ourselves . and then on the other person.LISTENING IS THREE QUARTERS OF HIGH
QUALITY COMMUNICATION. When communication is really Good , these
Four elements should be at work :
Talking
Listening toOurselves
Talking
Listening toOurselvesListening
Listening
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How to raise your team’s SCORE?
STRATEGY
E
S
C
OR
CLEAR ROLES &RESPONSIBILITIES
OPEN COMMUNICATIONRAPID RESPONSE
EFFECTIVE LEADERSHIP
S C O R E
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•STRATEGY :Shared Purpose
•Clearly articulatedValues and Ground
Rules.•Understanding of risks and
Opportunities facing theTeam
•Clear categorization of the overall
responsibilities
RAPID RESPONSE :•Rapid response to the team’s problems and
Customer’s needs.•Effective management of
and response toChange in the internal
and external Environment.
OPEN COMMUNICATION:•Respect for individual
Differences•Open and non
JudgmentalCommunication
EnvironmentAmong members.
CLEAR ROLES Responsibilities:
Clear definition of roles Responsibilities.
• Responsibility shared by all members
• Specific objectives to measure
individual results
EFFECTIVE LEADERSHIP•Team leader who is able to help members achieve theObjectives and build the
Team •Team Leader who can draw
out and free up the skillsOf all team members, Develop individuals
ACCESS YOUR TEAM SCORE
S
C O
R
E
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What is Team work from the Inside out ?
TEAMASSESS YOUR TEAM SCORE
PROFILE INDIVIDUAL TEAM MEMBER’S PERSONALITIES
CREATE A TEAM PROFILE
CREATE A PLAN OF ATTACK TO RAISE YOUR TEAM SCOREBASED ON YOUR TEAM PROFILE
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BEST TEAM – WORST TEAM EXPERIENCE – ARTISAN
TEMPERAMENT
BEST
WORST
Fun and exciting - Tons of variety – Immediate concrete result – Challenging-Room for breaking the rules – instant feedback –
gratification-Sense of urgency -Lots of concrete , tangible actions – in control
Boring – Dead end – Pointless details or theories – Repetitious – Lots of useless rules and policies – No Challenge – No ability to
make an impact or Difference – No one cared about the result – Drawn out , unproductive meetings .
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BEST / WORST TEAM EXPERIENCE – GUARDIAN TEMPERAMENT
BEST
WORST
Part of a Group – Saw a Tangible end result – Clear step by step approach – Defined roles and responsibilities – Recognition for completed tasks – Minimal Changes in direction – Same people consistent over time – every team member
Fulfilled his or her responsibilities
No ownership – Constant changes in Direction and people – Change for Change’s sake - People not living up to their responsibilities – or not meeting
Deadlines – No Social interaction – Poor or No Communication – Isolated or Left out of Group- No clear Team spirit
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BEST / WORST TEAM EXPERIENCE – RATIONAL TEMPERAMENT
BEST
WORST
Able to learn new conceptsIntellectually challenging
Working with experts Opportunity to analyze the
abstract data Being the “expert”
Ability to solve problemsStrong future focus
Clear strategic directionAbility to control own destiny
Dealing with minute detailsWorking in an area of little
CompetenceNo ability to influence
directionRepetitive, mindless and
Mundane work Bureaucratic overload No vision of strategy
Surrounded by incompetence
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BEST / WORST TEAM EXPERIENCE – IDEALIST TEMPERAMENT
Meaningful work with
a sense of purpose Personal connection with
others in the teamWorking in an area where
learning and growth were possible
Helped others learn and growServed as Diplomat and catalyst to
group unityOpportunity for creativity
Lots of positive feedback
No positive feedback.Pointless work
Drawn out , unproductive MeetingsIsolated
Stressful , interpersonal Interactions and conflicts
Poor communicationRepetitive , detailed
practical workIndividual contributions
Un recognisedEthics compromised
BEST
WORST
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According to Paul Hersey and Kenneth Blanchard’s“Management of Organizational Behavior “ there are Four distinct
styles of Leading : Directing – Clarifying – Collaborating and Delegating .The styles are distinguished by the amount of task focus (direction) and relationship focus (support) exhibited by the leader. The style should be Influenced by the stage of team development and the readiness of the team members.
Directing: If one is highly task focused with little relationship emphasisHe or she is using DIRECTING style of leadership.
Clarifying: If one is highly task and relationship focused , he or she is using the clarifying style of Leadership.
Collaborating : If one is highly relationship focused , but not very task focused , his or her style is Collaborative .
Delegating :If one is NOT very task or relationship focused , he or she is using a delegating style of leadership.
Directing Clarifying Collaborating Delegating
STYLES OF LEADERSHIP
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COMMUNICATION PYRAMID
RITUALS AND CLICHES
FACTS AND GOSSIP
IDEAS&JUDGEMENTS
FEELINGS
OPENCOMMUNICATION
RISKTRUST
How are you ? How was Yr weekend?
Did you hear that we may be buying-----company!!?
Anger , Concern , Frustration in a
Non threatening way
On Ways of doing things Differently, asset different
perspectives
All team members communicate their opinions , feelings , ideas , concerns.
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Communicating with ARTISANS
Use brief and direct communicationRemember , less is more .Talk about concrete realitiesGet to the point quickly and keep moving
Give feedback on their tactical competence.
Tell them the required end result and turn them Loose.Expect Cynicism and stories
Adapt to their colloquial Language .Use Tools and Hands on experiences when
explaining approaches.Talk about impact , end results , and variety
Remember , they read Body Language very accurately , so
Watch your body language cues.
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Communicating with Guardians
Talk about what was done in the past .
Use a concrete , practical implementation
Approach
Be Specific about who is responsible for what
In terms roles and responsibilities .
Explain steps sequentially , starting at the
Beginning and using numbering .
Be Specific about the expected results .
Expect questions about rules , what can be done ,
and what cannot be done .
Use conservative body Language
Talk about your prior experience.
Focus on efficiencies and process
improvements.
Provide lots of data and background information.
Give practical examples.
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GREAT VISION PRECEDES GREAT ACHIEVEMENT
CHECK YOUR COMPASSAND MEASURE YOUR VISION
Vision must resonateDeep within the
Leader of the Team.
Then it must resonateWithin the team .
• A Moral Compass• An intuitive
Compass• A Historical
Compass• A Directional
Compass• A Strategic
Compass• A Visionary compass
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BECOMING A BETTER TEAM LEADER
Every VISION MESSAGE of every Leader should show the following team’s compassClearly , creatively and continually ……………….
Clarity brings understanding to the vision ; connectedness brings Past , Present and future together.; Purpose brings direction to the vision ; Goals bring targets to the vision ; Honesty brings integrity to the vision and credibility to the vision caster ; Stories bring relationships to the vision ; Challenge brings Stretching to the vision ; Passion brings fuel to the vision ; Modeling brings accountability to the vision ; Strategy brings process to the vision .
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Creating Team profile- Understanding Temperament
• Knowing others is wisdom –Knowing oneself is Enlightenment
IDEALIST
GUARDIAN
ARTISAN
RATIONAL
TacticiansTrouble shootersFire FightersNegotiators---------------------
Coaches ,CollaboratorsAdvocatesMentors_____________….
Process ManagerStabilizers , BuilderTraditionalists
Engineers,InnovatorsInventorsStrategists
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DEFINING TEMPERAMENT We all view the world through a unique set of lenses , distorting reality to match our own
mental picture . But four BASIC PATTERNS have been consistently and cross culturally recognized in the human personality .
ARTISANS: They live one day
at a time , sizing all the freedom they can get.
Alert to opportunities , they respond to the needs
of the situation and want to make an impact on their
environment
RATIONALS :They seek Knowledge and
competence in all they take on. They try to
Understand the operatingPrinciples of all around themand create their own destiny.
GUARDIANS: They are driven by
responsibility & duty,Wishing to serve & Protect
those they Care about. They are Pillars of society , stable
And supportive yet they also need membership & a sense of
belonging.
IDEALISTS:They are soul searchers who constantly quest for meaningand significance in their lives.
They want to make a differenceand are on a life long journey to find themselves and help
Others , do the same.
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NET WORKING & INTERACTIONS - NET WORKING & INTERACTIONS -
COMMUNICATION CULTURECOMMUNICATION CULTURE EFFECTIVE TEAMS HAVE TEAM MATESWHO ARE CONSTANTLYTALKING TO ONE ANOTHER.
THE BEST COMMUNICATION POLICY FOR A TEAM SHALL BE :“Unless it is dangerous or illegal for us to Share it We share it .”
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