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www.sternandkay.com
Effective Team Building For
Outstanding Performance
October, 2015.
Effective Team Building For Outstanding Performance
"A single arrow is easily broken, but not ten in a bundle"
~ Japanese proverb
Introduction
• For any team to work effectively, it must put into action the knowledge, experience, and motivation of all its team members.
• The work of organisations has become a lot more complex with changes occurring regularly. More companies around the world use teams in dealing with the dynamic world of the workplace.
• Due to failed team efforts in the past, people often give up on the idea of working as part of a team and try to work alone.
• Picture
Understanding Team Building
A group of people with a full set of
complementary skills required to
complete a task, job, or project.
-Business Dictionary
Definition - Team
What Defines a Team?
• Members of a team share a common goal. They share the same
ambitions for success of the team in terms of:
– The projects and task it undertakes
– The group as a whole
– Developing the individuals within it.
The Benefits of Teamwork
• It improves morale and motivation
• It reduces staff turn over
• It increases productivity
• It improves job satisfaction
• It increases the odds of overcoming obstacles
The Three Piece Jigsaw
• There are three aspects of a team that you need to develop in order
to create a high performance team.
– Task
– Group
– IndividualTASK
GROUP INDIVIDUAL
GROUP + INDIVIDUAL = GREAT WORKING ENVIRONMENT
(NO PROGRESS)
TASK + INDIVIDUAL =
=
=
LACK OF FOCUS AS A TEAM
(PEOPLE PULLING AWAY FROM
TEAM)
TASK + GROUP
JOB GETS DONE
(LOW MORALE OF
INDIVIDUALS)
TASK + INDIVIDUAL + GROUP
JOB GETS DONE
(GREAT WORKING
ENVIRONMENT)
Managing People
• The art of managing people involves identifying their natural
strengths and weaknesses.
• It involves capitalising on their strengths and helping them improve
on their areas of weaknesses.
The Winning Team
• A group of people who are inspired, motivated and share a group
identity.
What a Team Member Brings to the
Team?
• Cooperation
• Commitment to objectives.
• Loyalty- by identifying with team.
• Skills and competencies.
• Willingness to belong and be led.
A TEAM IS NOT JUST A GROUP OF PEOPLE
THAT WORK TOGETHER.
How to Build a Team
Considerations to be made in team building:-
• Set clear targets and involve team members
in setting the team goals.
• Know their weaknesses and strengths.
• Select individuals with varying capabilities,
talents, and temperament.
• Consider willingness to belong.
Team Decisions
• Making good decisions requires information.
• The more hands that work on a particular project, the less
problematic it becomes.
• Teams are established as a means of achieving great results.
Collaboration in teams results in significant breakthroughs in
problem solving and innovation.
Given the freedom to
brainstorm and experiment,
people are endlessly
innovative.
When people collaborate as a
team, the innovative ideas
multiply and yield powerful
results.
Keys To Team Success
• P – Providing Clear Purpose and Value
• U - Unleashing and developing skills
• C – Creating Team Power
• K – Keeping The Accent on the Positive
Benefits Of Teamwork
• To use all team members’ ideas and motivation.
• To make better use of the team leader and team members’ time.
• Increase productivity and satisfaction for the team member, the
team, and the organisation.
Remember
None of us is as smart as all of us
“NEVER THINK YOU CAN DO IT ALL
ON YOUR OWN!
NO MAN IS AN ISLAND!
Team work is essential in surviving in today’s market place
because it will:
• Save time
• Reduce organsational losses
• Increase the organisations profits
• Ensures the all-round health of the organisation.
6 Ways Successful Teams Are
Built To Last
• Be Aware of how 'You' Work
• Get to Know the Rest of the
Team
• Clearly Define Roles &
Responsibilities
• Be Proactive with Feedback
• Acknowledge and Reward
• Always Celebrate Success
G“Great things
in business are
never done by
one person.
They’re done
by a team of
people.”
-Steve Jobs
1955 - 2011
Problem Solving
Committees
Taskforces
Virtual Teams
Types of Workplace Teams
Common Need
Individual Differences
• Individual difference psychology examines how people are similar
and how they differ in their thinking, feelings and behaviour.
• No two people are alike, yet no two people are unlike. So, in the
study of individual differences we strive to understand ways in
which people are psychologically similar and particularly what
psychological characteristics vary between people.
Individual Differences
• “No two persons are born exactly alike; but each differs from the other in natural endowments, one being suited for one occupation and the other for another”. Plato
• We can classify people psychologically, according to their
– Gender differences
– Intelligence differences
– Personality differences
Team Dynamics
• The behavioural relationships between members of a group that
are assigned connected tasks within a company. Dynamics are
affected by roles and responsibilities and have a direct result on
productivity.
• Team dynamics are an important part of working life. They can
have a big impact on:
– The profitability of an organisation
– Whether people enjoy their work
– Staff retention rates
– Team and individual performance
– Company reputation
Team Dynamics
• However, team dynamics are often neglected or ignored. This
can have a significant impact on the way a team works.
• The need for individual and group profiling
Team Behaviour
Accelerating Performance
Behaviours
Sustaining Performance
Behaviours
Blocking Performance
Behaviours
Leading by example Tracking performance Keeping tight control over
others
Taking initiative Attention to details Difficult to challenge
opinions & decisions
Generating enthusiasm &
energy
Clarifying objectives People are openly criticised
Delegating responsibility Build loyalty & support Frustration & anger openly
displayed
Strengthening relationships,
internal & external
Develop unity Everyone feels under
pressure
Teams need to determine which behaviours are desirable and which are
not.
Team Behaviour
Accelerating Performance
Behaviours
Sustaining Performance
Behaviours
Blocking Performance
Behaviours
Building commitment to
stretch goals
Treating people with dignity Conflict avoidance
Integrating activities &
outputs
Ensure stability &
consistency of processes
Negative feedback avoided
Seeking to add greater value Keep information flowing Firm commitments are
avoided
Streamlining processes Making systems work
together
Possible to ignore
responsibilities
Making Groups Into Teams
Team vs Group
Group Team
Understandings
Members think they are
grouped together for
administrative purposes only.
Members recognise their
independence and understand both
personal and team goals are best
accomplished with mutual support.
Ownership
Members tend to focus on
themselves because they are
not sufficiently involved in
planning the unit's objectives.
Members feel a sense of ownership
for their jobs and unit, because they
are committed to value based
common goals that they helped
establish.
Creativity and
Contribution
Members are told what to do
rather than being asked what
the best approach would be.
Members contribute to the
organisation's success by applying
their unique talents, knowledge and
creativity to team objectives
Group Team
Trust
Members distrust the motives of
colleagues because they do not
understand the role of other
members.
Members work in a climate of
trust and are encouraged to
openly express ideas, opinions,
disagreements and feelings.
Questions are welcomed
Conflict
Resolution
Members find themselves in
conflict situations they do not know
how to resolve. Their
supervisor/leader may put off
intervention until serious damage is
done, i.e. a crisis situation
Members realise conflict is a
normal aspect of human
interaction but they view such
situations as an opportunity for
new ideas and creativity. They
work to resolve conflict quickly
and constructively.
Participative
Decision Making
Members tend to work in an
unstructured environment with
undetermined standards of
performance. Leaders do not walk
the talk and tend to lead from
behind a desk.
Members work in a structured
environment, they know what
boundaries exist and who has
final authority. The leader sets
agreed high standards of
performance and he/she is
respected via active, willing
participation.
Work Group
A group that interacts primarily to share
information and to make decisions to help each
group member perform within his or her area
of responsibility (No joint effort required)
Work Teams
Generates positive synergy through coordinated
effort. The individual efforts result in a
performance that is greater than the sum of the
individual inputs
Goal
Synergy
Accountability
Skills
Share Information Collective Performance
Neutral (sometimes
negative)Positive
Individual Individual and Mutual
Random and Varied Complementary
Difference Between Groups and Teams
The Expert and Hierarchical Team
• People sometimes distinguish between hierarchical teams and
expert teams
• In a hierarchical team
– There is a recognised leader, who is responsible for the team’s
overall performance and who may delegate responsibility to
other team members
– There is a clear chain of command, based on level of
responsibility
– There may be sub-groups within the team, each having a leader
who reports to the overall team leader.
General Structure of a Hierarchical
Team
Team Member
Team Member Team Member Team Member Team Member Team Member
Team Member Team Member Team Member Team Member
Sub-group Leader
In an Expert Team
• Team members are selected for their particular expertise
• The relative seniority of team members is not relevant. They may
all be at the same level..
• There is a team co-ordinator rather than a leader.
General Structure of an Expert Team
Team member
Team member
Team member
Team member
Team co-ordinator
Team member
Purpose of a Team
• Creativity
• Innovation
• Synergy
• Strategic Thinking
• Problem Solving
• Decision Making
Stages of Team Development
• Team development takes time and frequently follows recognisable
stages as the team journeys from being a group of strangers to
becoming a united team with a common goal.
Stages of Team Development
• Attack/Conflict
• Frustration
• Confronting people/leader
• Opting out
• Difficulties
• Feeling Stuck
• Resistance
• Developing patterns
• Beginning cohesion
• Giving feedback
• Establishing procedure
• Confronting Issues
• Asking Relevant Questions
• Milling around
• "Why are we here?"
• High Ambiguity
• Polite/Superficial
• Impersonal
• Watchful/Guarded
• Tightly knit group
• Resourceful
• Flexible/Creative
• Open/Trusting
• Effective
• Close/Supportive
• Confident
4. Performing
1.
Forming
2. Storming
3. Norming
Clear objective
Metrics
On going training
Decision making authority
Team-based reward
Open culture
Factors Involved in Team Development
Team Roles
Overall Belbin roles Description
Doing/
Acting
Implementer Well-organised and predictable. Takes basic ideas
and makes them work in practice. Can be slow.
Shaper Lots of energy and action, challenging others to
move forwards. Can be insensitive.
Completer/Finishe
r
Reliably sees things through to the end, ironing out
the wrinkles and ensuring everything works well.
Can worry too much and not trust others.
Thinking/
Problem-
solving
Plant Solves difficult problems with original and creative
ideas. Can be poor communicator and may ignore
the details.
Monitor/Evaluator Sees the big picture. Thinks carefully and accurately
about things. May lack energy or ability to inspire
others
Specialist Has expert knowledge/skills in key areas and will
solve many problems here. Can be disinterested in
all other areas.
Team Roles
Overall Belbin roles Description
People/
Feelings
Coordinator Respected leader who helps everyone focus
on their task. Can be seen as excessively
controlling.
Team worker Cares for individuals and the team. Good
listener and works to resolve social
problems. Can have problems making
difficult decisions.
Resource/investigator Explores new ideas and possibilities with
energy and with others. Good networker.
Can be too optimistic and lose energy after
the initial flush.
Belbin Team Role
Team Integration
• Team integration aligns the drivers of the organisation's performance to enable the team work to its full potential. Every aspect of a well-integrated, high-functioning team is aligned with the business objectives ...
• Work processes are defined, understood and followed
• structure matches the work
• Information is communicated freely and promptly
• Leaders lead rather than manage
• Structure, work, information and leadership adapt to the business environment
Team Integration
Environment
Team integration raises productivity, reduces risk, and enables
predictable and profitable business outcomes.
The Effective Team
Clear Objectives Balance RolesEffective
Processes
Good
Communication
Mutual Co-
operation
Openness and
Conflict
Support and
Trust
Appropriate
Leadership
Individual
Development
Sound Inter-
Group RelationsRegular Review Next Step
The building blocks for developing teams
A Successful Team…
– is a highly skilled, interactive group of people that use the ideas
and motivation of all team members.
– uses information sharing to build high levels of trust and
responsibility.
– uses clear boundaries to create freedom and responsibilities to
accomplish tasks in an efficient manner.
– makes effective use of the time and talents of team members and their team leaders.
– uses self-managing skills to make team decisions and generate great results for the team, its members, and the organisation.
– comprises of members that should trust one another with information and are not threatened by others who possess the strengths that they lack.
A Successful Team…
BUILDING
What is Team Building?
• Team building is a systematic process designed to improve working
relationships and team functioning such as problem solving,
decision making and conflict resolution that enables the group to
overcome any goal blocking barrier.
Why is Team Building Important?
• Task Achievement – Teams are not designed for dealing with
simple, repetitive tasks. However, team building comes into its own
when faced with complex tasks, and associated problems, where
probably there is no single, correct answer.
• Quality of Decisions – Team building can generate more ideas
than any one individual therefore, it has the choice of many
possibilities before it and the ultimate quality of the decision is
likely to be better than an individual’s decision.
• Accuracy of Decisions – Judgments are far better through team
building than through individual assessment of tasks that involve
Why is Team Building Important?
random error because team deliberation tends to purge ill-
conceived notions and weak individual thinking.
• Risk taking – it has been shown that team building creates
confidence to take greater, but measured, risks (and seize
opportunities) than individuals would.
• Motivation – team building enhances morale and spurs individuals
on to perform effectively at a higher level.
• Speed of learning – team building creates a progressive, but
nurturing, environment enabling team members to learn faster than
individuals working alone.
Coming
together is a
beginning;
keeping
together is
progress;
working
together is
success.”
Henry Ford
1863 - 1947
Twelve Cs for Team Building
• Clear Expectations
• Context
• Commitment
• Competence
• Charter
• Control
Twelve Cs for Team Building (Cont’d)
• Collaboration
• Communication
• Creative Innovation
• Consequences
• Coordination
• Cultural Change
Goals Of Team Building
• Increased flexibility in skills and abilities
• More productive than work groups with individual mindset
• More beneficial in times of organisational change
• Encourage both individual and team development and
improvement
• Focuses on group goals to accomplish more beneficial tasks
• Improved range of team building objectives such as collaboration,
communication and increased creative or flexible thinking.
Team Building Advantages
• Help teams diagnose their
current status
• Understanding of team members
communication patterns
• Involvement in decision-making
• Observation of group conflict in
a safe environment
Team Building Advantages
• Experience elements of
cooperation in problem
solving
• Surface latent or hidden
issues
• Demonstrate specific
techniques to improve team
work quality
Nine Key Attributes of Effective Teams
Nine Key Attributes of Effective
Teams (Cont’d)
Trust-Building
• Competence
• Integrity
• Concern for others
• Communication
Commitment-Building
• Motivation to participate
• Perception of value of team’s
purpose
• Rewards and recognition
aligned with required energy
• Opportunity to learn and grow
• Positive environment
Guiding Principles
• Good communication with participants as team members and
individuals.
• Increased department productivity and creativity.
• Team members motivated to achieve goals.
• A climate of cooperation and collaborative problem-solving.
• Higher levels of job satisfaction and commitment.
• Higher levels of trust and support.
• Diverse co-workers working well together.
• Clear work objectives.
• Better operating policies and procedures.
Enhancing Team Creativity and
Collaboration
• Enhance creativity and collaboration in teams using these principles and practices:
– Talent. It’s crucial to have the right people on your team capable of adding their brilliance to the project.
– Healthy relationships are at heart of collaboration. Appreciating others, engaging in purposeful conversations and the ability to resolve conflicts are essential ingredients for collaboration.
– A guiding vision and clarity of purpose are key to collaboration. Warren Bennis said “Great Groups think they are on a mission from God… Their clear, collective purpose makes everything they do seem meaningful and valuable.”
Enhancing Team Creativity and
Collaboration(Cont’d)– Provide a clear mission objective. Team members jointly
prepare a written purpose statement for their collaboration, and
define rules of engagement which include goals, roles,
responsibilities and deliverables. Communicate how decisions are
made.
– Connect the project with big picture company objectives.
Create meaning and value for the organisation and customers.
– Create an atmosphere of safety, trust and respect. Encourage
multiple perspectives, diverse viewpoints and creativity. Keep
members energised through stimulating, quality discussions around
cutting edge issues.
– Provide an infrastructure and resources that enables learning,
communication and collaboration. Address cultural issues that
defeat collaboration.
Enhancing Team Creativity and
Collaboration(Cont’d)– Provide great leadership. Nurture the brilliance of your people and
do everything you can to remove barriers to high performance. Avoid
being too autocratic and allow time for the team to weigh in on
decisions.
– Great work is its own reward. Give credit where credit is due and
recognize teams team performance as well as individuals.
– Use coaching to reinforce a collaborative culture. Coaching for
improved teamwork, emotional intelligence, and navigating difficult
conversations can produce dramatic improvements to the group.
– Add zest factors. Make collaboration fun. Celebrate completions
before moving on.
– Capture best practices and mistakes to learn from. Publish
information on team intranet to give everyone access to new ideas.
Effective Team Work:Understanding
and Working With Team Dynamics
• When we are part of a team that is delivering results we feel hugely
motivated and when we are hugely motivated we tend to keep
taking performance to a higher level.
• When working in the team, especially one that is cross functional:
– Recognise that different people view the same problem differently
– Remember it all balances out in the long run
– Get all views heard
– Keep the focus on the end game
The Power of Synergy
• Team Synergy occurs…
when two or more people work together, and the result is greater
than the sum of their individual efforts.
Building an Effective Team
• Having goals or a clear purpose is important to each member of a
team. In fact, people who set goals are always more successful than
the others.
• These goals need to be
Steps to Building an Effective Team
• To lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.
• Consider each employee's ideas as valuable
• Be aware of employees' unspoken feelings
• Act as a harmonising influence
• Be clear when communicating
• Encourage trust and cooperation among employees on the team.
• Encourage team members to share information.
Steps to Building an Effective
Team(Cont’d)
• Delegate problem-solving tasks to the team.
• Facilitate communication.
• Establish team values and goals; evaluate team performance.
• Make sure that you have a clear idea of what you need to
accomplish.
• Use consensus
• Set ground rules for the team.
Characteristics of an Effective Team
• Meaningful common purpose
• Clear performance goals
• Diversity of skills and personality
• Strong communication and collaboration
• Trust and commitment
Importance of Team building
• Here are a few reasons why team building is important in the
workplace:
– More resources for problem solving
– Improved creativity and innovation
– Improved quality of decision making
– Greater commitment to tasks
– Increased motivation of members
– Better control and work discipline
– More individual need and satisfaction
sSSkills
What is Effective Communication?
• It is a Process through which two (2) or more persons
exchange ideas and understanding among themselves.
• What’s the Critical Part of Communication?
• Feedback
• Is necessary to ensure that the receiver(s) received the message
and understand in the same sense as sender.
Communication is
• …….a process of
exchanging:
– Information
– Ideas
– Thoughts
– Feelings
– Emotions
• Through:
– Speech
– Signals
– Writing
– Behavior
Stages of Communication
Stage 1. Communicating verbal or written
message, through a
common system of symbols [language]
Stage 2. Exchange meanings
between two or more individuals verbally or non-
verbally
Stage 3. Communication
includes everything that may be used to convey meaning from one person
to another
Everyday Communication
Listening46%
Speaking30%
Reading14%
Writing10%
Importance of Communication
1. Helpful for Communicating effectively
2. Helps to understand and acceptance of work
3. Helpful for Leadership
4. Helps for Coordination
5. Helpful for Job satisfaction
6. Helpful to save time and effort
7. Helpful for Public Relations
Communication Skills
Communication includes
everything that may be
used to convey meaning
from one person to
another.
Clear
Purpose
Creative
Thinking
Focused
Efforts
Open
Communication
Conflict
Resolution
Consensus
Decision
Making
Effective Team
Collaborative
Relationships
Team Communication
Basic Rules of Effective Communication
• Be honest
• Take responsibility for the
quality of your
communication
• Don't make assumptions
• Ask questions
• Recognise the importance of
language
• Evaluate a person's behaviour
• Avoid being right
• Avoid making other people
wrong
• Be positive
• No ambiguity
Barriers to Communication
Encoding Barriers
• Lack of Sensitivity to Receiver
• Lack of Basic Communication Skills
• Insufficient Knowledge of the Subject
• Information Overload
• Emotional Interference
Transmitting Barriers
• Physical Distractions
• Conflicting Messages
• Channel Barriers
The Art of Listening
Listening Skills
• You have two ears and one
mouth = 2:1 ratio
• We are interested in others
when they are interested in us.
• Show interest while others
speak
• Your body language shows
your listening power
• Listening is a part of
Communication
• Don’t just pretend as though you are listening
• Don’t do any other job , while some one is Communicating with you
• Focus on what you want – not what you don’t want
• If you listen today you can speak tomorrow
Ten Keys to Effective Listening
Keys Poor Listener Good Listener
1. Listen actively Is passive, laid back Asks questions; paraphrases
what is said
2. Find areas of interest Tunes out dry subjects Looks for opportunities, new
learning
3. Resist distractions Is easily distracted Fights distractions; tolerates
bad habits; knows how to
concentrate
4. Capitalise on the fact
that thought is faster
than speech
Tends to daydream
with slow speakers
Challenges, anticipates,
summarizes; listens between
lines to tone of voice
5. Be responsive Is minimally involved Nods; shows interest, positive
feedback
Ten Keys to Effective Listening (contd.)
Keys Poor Listener Good Listener
6. Judge content, not
delivery
Tunes out if delivery is
poor
Judges content; skips over
delivery errors
7. Hold one’s fire Has preconceptions;
argues
Does not judge until
comprehension is
complete
8. Listen for ideas Listens for facts Listens to central themes
9. Work at listening No energy output; faked
attention
Works hard; exhibits
active body state, eye
contact
10. Exercise one’s mind Resists difficult material
in favor of light,
recreational material
Uses heavier material as
exercise for the mind
Self-
CenterednessPrejudgment
Selective
Listening
Barriers to Listening
Focus
Procedures
Participation
Closing
Follow-Up
Effective
Meetings
Conducting Effective Team Meetings
• Planning for the meeting (Agenda and goals)
• Setting up the meeting (Logistics)
• Running the meeting (Chairing/Facilitating)
• Following up (After the meeting ends...)
Effective Communication Strategies
Effective communication strategies can help you build strong working relationships with clients and customers, team members, managers, andinternal customers. Use the tips in the following list:
• Respond to requests by emphasising what you can do to help meet them.
• Follow through and do what you say you’ll do.• Listen without passing judgment and don’t rush in to give advice.• When you have concerns, work them out with the source, not with
others.• Communicate with respect in every interaction regardless of whether
you like the person.
Giving
Feedback
Effectively
Giving Feedback
• Giving feedback means acknowledging what is done
• It may be positive or negative
• It is usually a sensitive issue
Giving Feedback Effectively
Try to Make it a Positive Process and Experience:
• Before giving feedback make sure you remind yourself why you are
doing it. The purpose for giving feedback is to improve the
situation or performance. You won't accomplish that by being
harsh, critical, or offensive.
• That's not to say you must always be positive! There is a role for
negativity and even anger if someone isn't paying sufficient
attention to what you're saying. However this should be used
sparingly. You'll most often get much more from people when your
approach is positive and focused on improvement.
Giving Feedback Effectively
Be Timely:
• The closer to the event you address the issue, the better. Feedback
isn't about surprising someone so the sooner you do it, the more the
person will be expecting it.
• Think of it this way: It's much easier to feed back about a single one-
hour job that hasn't been done properly than it is to feed back about a
whole year of failed one-hour jobs.
Giving Feedback Effectively
Make it Regular:
• Feedback is a process that requires constant attention. When something needs to be said, say it. People then know where they stand all the time and there are few surprises. Also, problems don't get out of hand.
• While this may be the timing of formal feedback, informal, simple feedback should be given much more often than this – perhaps every week or even every day, depending on the situation.
• With frequent informal feedback like this, nothing said during formal feedback sessions should be unexpected, surprising or particularly difficult.
Giving Feedback Effectively
Prepare Your Comments:
• You don't want to read a script but you do need to be clear about
what you are going to say. This helps you stay on track and stick to
the issues.
Giving Feedback Effectively
Be Specific:
• Tell the person exactly what they need to improve on. This ensures
that you stick to facts and there is less room for ambiguity. If you
tell someone they acted unprofessionally, what does that mean
exactly? Were they too loud, too friendly, too casual, or poorly
dressed?
• Remember to stick to what you know first hand: You'll quickly find
yourself on shaky ground if you start giving feedback based on
other people's views.
Giving Feedback Effectively
Criticise in Private:
• While public recognition is appreciated, public scrutiny is not.
• Establish a safe place to talk where you won't be interrupted or
overheard.
Giving Feedback Effectively
Use "I" Statements:
• Give the feedback from your perspective. This way you avoid
labeling the person.
• E.g :"I was angry and hurt when you criticised my report in front
of my boss" rather than "You were insensitive yesterday."
Giving Feedback Effectively
Limit Your Focus:
• A feedback session should discuss no more than two issues. Any
more than that and you risk the person feeling attacked and
demoralised.
• You should also stick to behaviors the person can actually change
or influence.
Giving Feedback Effectively
Talk about Positives too:
• A good rule is start off with something positive. This helps put the
person at ease. It also lets them "see" what success looks like and
this helps them to take the right steps next time.
• As long as it's not forced, it can also help to give positive feedback
at the end of a feedback session too. Otherwise, people can finish
feeling despondent and worthless.
Giving Feedback Effectively
Provide Specific Suggestions:
• Make sure you both know what needs to be done to improve the
situation. The main message should be that you care and want to
help the person grow and develop.
• Set goals and make plans to monitor and evaluate progress. Use the
SMART acronym and define specific steps and milestones, or the
GROW model to motivate people to deliver the change you want.
• S- Specific
• M- Measurable
• A- Attainable
• R- Realistic
• T- Timely
The Grow Model
Goal
Reality
Options
Will
Goal What do you want?
Reality Current situation?
OptionsWhat could you do?
Will What will you do?
Recycle to achieve your goal
Giving Feedback Effectively
Follow Up:
• The whole purpose of feedback is to improve performance. You
need to measure whether or not that is happening and then make
adjustments as you go. Be sure to document your conversations
and discuss what is working and what needs to be modified.
Tips to Giving Feedback
You should:
• Focus on the issue
• Use ‘I’ statements to own what you say
• Provide observations not interpretations
• Be specific
• State your message clearly
• Picture
The
Magic of
Team
Building
Cohesiveness to Performance
Highly
cohesive
teams
Increased
self-esteem
Increased
morale
Increased
performance
Focusing on Improving Team
Effectiveness
• Gain a more in-depth understanding of all members in the team.
• Identify effective methods of working together and how to
implement these.
• Gain a greater understanding of other team members’ expectations
and needs.
• Develop a common understanding of job roles.
• Improve interaction, collaboration and fun.
The pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.
Winston Churchill
Enhancing Team Creativity
Many leaders try to solve challenging
problems alone, but teams can do
much better than individuals in
coming up with creative solutions to
difficult problems. In our fast
changing world, innovative solutions
are the source of competitive
advantage.
Are you getting the most from your team?
How to create a suitable environment
for enhancing team creativity
Establish clear outcomes for teamwork
Believe in the capabilities of your team
Encourage and respect new thinking
Strengthen relationships
How to create a suitable environment
for enhancing team creativity
Hire for creativity
Have fun
Empower your employees
What Leaders do to Empower Teams
• Facilitating creative collaboration is one of the most important
management roles in leading a creative environment. In particular,
empowering a team with critical and creative thinking facilitates
innovation effort that draws out new exciting ideas from the team.
• Today’s leader is a facilitator that draws on experience, critical and
creative thinking skills, design processes and tools to promote team
innovation.
What Leaders do to Empower Teams
• Understand the nature of critical and creative thinking and how
they provide a powerful framework for seeking out innovation.
– Understand the role of the ideation facilitator guiding the team
to the edges well beyond brainstorming.
– Appreciate how the deliberate application of critical thinking
leads to creativity on demand and inspires innovation at all
levels.
– Have the skills to challenge the team to generate great new
ideas. Understand how to lead a creative environment so useful
ideas can be designed into valuable outcomes.
HIGH PERFORMANCE
• “It’s important for companies to define what they mean by high performance teams and then to embed that in a more consistent way, transferring best practice from one team to another so that it evolves into a high performance culture.”
— Mike Cullen, Global Talent Leader, EY
Characteristics of High Performing
Teams.
• Clear purpose and focus on long term achievement.
• Clearly aligned team roles.
• Shared leadership and accountability.
• Clear open lines of communication.
• Team behaviours focused on results.
• Utilisation and respect of team members’ talents.
• Quickly adapts to change
• Implicit trust between team members.
• Conflict is effectively managed.
• Regular evaluation of the team’s output and effectiveness.
• Shared recognition of team’s success.
• Representation of the team.
• Acquire focused support .
• Clear, cohesive team identity.
It is important that the team plan is consistent
with and supports the Organisation’s plan. It
should also include ways in which the team can
benefit from the “diversity” of its membership.
The continuous cycle of planning,
implementation, review and improvement is
used to effectively manage the performance
of teams and individuals.
Planning and Review Cycle
Planning
Improvement Implementation
Review
In what areas has the team member
made progress?
What outcomes were achieved as a
result of implementing the plan?
What resources and support will the team
member need in order to implement the
professional development plan?
What learning opportunities will help develop the skills and knowledge needed for the team member’s current or future position?
Planning and Review CycleWhat does a team member do well?
In what areas does the team member need to improve?
A high performance team needs to maintain a
continuous planning and review processes.
Basic Facts About Human
Beings at Work
• Managers and supervisors need to know that human beings want to
be recognised as human beings.
• Human beings are always motivated.
• Human beings demand job security.
• Human beings demand regular feedback on their performance.
• Human beings have intelligence that needs to be developed.
• Human beings have egos that need to be respected.
Appropriate Method of Reinforcement
• Reinforcement is the key to human motivation.
• People behave in anticipation of positive and rewarding
consequences.
Matching Team to Task
• There are numerous types of teams, formal and informal, each
situated to fulfilling particular projects
• Team leaders need to understand the objectives and goals of their
teams clearly in order to match tasks to the most appropriate style
of team
Matching Team to Task
• Formal Teams
– Formal teams are
fundamental to any
organisation,whether
internal audit or counter-
staff in a supermarket.
They are often permanent.
Carry out repetitive work.
And have a defined remit
Matching Team to Task
• Informal Teams.
– Casual groupings of
people come together to
work on an informal basis
throughout all
organisations.
– Informal teams can be
formed on an adhoc basis
to deal with many needs.
Points to Remember
• A team member is still an individual and should be treated as such.
• Cross-functional teams offer people the choice to learn about the
roles and works of others.
• Inter-dependent teams breakdown costly barriers.
Developing Results-Based Teams with
Score Framework• “Every company faces specific performance challenges for
which teams are the most practical and powerful vehicle at top management’s disposal.”
• Teams have become a principal building block of the strategy of
successful organisations. With teams at the core of corporate
strategy, your success as an organisation can often depend on how
well you and other team members operate together.
• By contrast, a high-performing team demonstrates a high level of
synergism – the simultaneous actions of separate entities that
together have a greater effect than the sum of their individual
efforts. High-performing teams require a complementary set of
characteristics known collectively as “SCORE”.
Developing Results-Based Teams with Score
Framework
Cohesive
Strategy
Effective
leadershipClear Roles &
Responsibilities
Rapid
Response Open
Communication
Teamwork
Effective Teams For Outstanding
Performance
Good
Communication
Unified
Commitment
Clear
Goals
Effective Teams
Internal
Support
Relevant
Skills
Mutual
Trust
Negotiating
Skills
Effective
Leadership
External
Support
Team Development: 6 Steps to
Effective Delegation
• To delegate effectively in your work with others, there are six steps
that you can take. If you neglect any one of these steps, you run the
risk of miscommunication, misunderstandings, demoralisation and
poor performance.
• Match the Person to the Job
• Agree on what is to be Done
• Explain How the Job Should Be Done
• Have Him Feed It Back
• Set a Deadline/Set a definite task completion date and a
follow-up
• Manage By Exception
Bonding and Building Mutual Respect
With Each Team Member
• Developing trust among team members is at once difficult and
essential to becoming a High Performance Team. Team members
need to be taught from the start that building trust between the
team members is critically important to the team's ultimate success.
• Strategies for Building Trust
– Trust with generosity
– Be patient and flexible
– Be dependable
– Be consistent
– Be open
Leading a Team
• The performance of anyteam depends on the qualityof its collective thinking.
• How good are its decisions?
• In the classic Japanesemethod, the leader listenssilently until every teammember has expressed anopinion before making thedecision for the team
Understanding the Leadership
Function
• The main task and function of a leader is to achieve the goals of theteam.
• If you are team leader, ensure that team goals are achieved via thefollowing:
– Planning roles to be filled and selecting appropriate individuals:
– Leading the team meetings starting with a discussion of teamobjectives and values
– Ensuring that target are values of working collective – areobserved by the team.
– Analysing and correcting failure swiftly and surely - but alwaysremembering to celebrate the successes just as enthusiastically,
– Carrying the responsibility of representing the team loyally toothers, both inside and outside the organisation
Have any of them ever worked effectively with any other of the potential team members
Do the candidates show enthusiasm andunderstanding for the team’s purpose
Questions To Ask YourselfDo the potential team members have any relevant teamexperience?
Do the candidates fit readily into any of theroles needed in the team?
How do candidates see their own potentialwithin the team?
Effective Team Decision-Making
• The effectiveness of team decision-making may depend upon a
number of factors:
• The skills and abilities of the group members . Teams are often
more effective when they have a mix of people who take on a
preferred role, for example an effective team could include a person
who comes up with ideas. It might also include somebody who
could analyse those ideas, one who shows good judgement and
somebody who simply makes sure that the work gets done and that
the deadlines are met.
• The size of the group . Sometimes the larger the team, the more
complex the communication channels become. This can slow down
decision making. Larger groups also require more formal structures
to co-ordinate responsibilities so as to avoid duplicating efforts.
Effective Team Decision-Making
• The task to be undertaken . Small groups may better undertake
urgent tasks. This may require their undivided attention.
• Teams are particularly good for dealing with complex and
challenging tasks. This is because teamwork provides an
opportunity for combining the skills and knowledge of each of the
members.
• One team member may come up with a more efficient method of
tackling a challenge that the other members had not thought of.
Creating a team and sustaining its performance is like
going on a journey rather than building a machine. To
work together your team needs a common map to navigate
forward.
Developing A Winning Attitude &
Good Interpersonal Skills for
Managing Performance in Teams.
Building the Right Working
Relationships
– Develop Your People Skills
– Identify Your Relationship Needs
– Schedule Time to Build Relationships
– Focus on Your Emotional Intelligence
– Appreciate Others
– Be Positive
– Manage Your Boundaries
– Avoid Gossiping
– Listen Actively
• The quality of relationships between the team members is one
of the determinants of success as a team – be it project,
process improvement initiative or an organisation building
one.
• So, what can you do to build better relationships at work?
Effective Relationships That Works
As a Team Leader you can establish and maintain effective relationships in the workplace by:
• Building rapport and trust
• Recognising and respecting
individual differences
• Using open, honest
communication
• Being a positive role model
• Displaying loyalty to your team,
colleagues, management and
company
• Supporting and defending your
team and colleagues
Effective Relationships That Works cont’d
• Giving and receiving
feedback regularly
• Sharing information
• Acknowledging diversity in
your team and the wider
workplace environment
• Recognising the
contributions of those you
work with
• Using problem solving and
conflict management
techniques
• Empowering your team
members
Barriers to Effective Relationship
Building
• Individuals give priority to their personal interests than work.
• Individuals not being clear about the team’s goal and their roles and
responsibilities in the team also create problems in effective team
building.
• The roles and responsibilities must be designed according to the
team member’s interest, educational qualification and
specialisations.
• Lack of discussions
• Poor communication
• Lack of discipline and punctuality
Team Conflict Management
Conflicting Goals
Power Struggles
Attitudes and Values
Poor Communication
Task Responsibilities
Scarce Resources
Conflict in Teams
Resolving Conflicts• Resolving Conflict
• When a team oversteps the mark of healthy difference of
opinion, resolving conflict requires respect and patience. The
human experience of conflict involves our emotions,
perceptions, and actions; we experience it on all three levels,
and we need to address all three levels to resolve it. We must
replace the negative experiences with positive ones.
• The three-stage process below is a form of mediation
process, which helps team members to do this:
• Step 1: Prepare for Resolution
• Step 2: Understand the Situation
• Step 3: Reach Agreement
Conflict Resolution Strategy
• STEP BY STEP PROCESS
1. Set up an environment that all parties know the goal is to resolve
2. Make sure all parties want to resolve it
3. All parties must accept the conflict as a mutual problem- not
win/lose
4. Explore the reasons for the conflict
5. Generate solution options
6. Involved parties must agree on which solution is most
appropriate
7. Implement the selected solution
8. Evaluate the success/failure of the solution
9. Celebrate or go back to #6
Preventing Conflict
• As well as being able to handle conflict when it arises, teams need to
develop ways of preventing conflict from becoming damaging. Team
members can learn skills and behavior to help this. Here are some of the
key ones to work on:
• Dealing with conflict immediately – avoid the temptation to ignore it.
• Being open – if people have issues, they need to be expressed
immediately and not allowed to fester.
• Practicing clear communication – articulate thoughts and ideas clearly.
• Practicing active listening – paraphrasing, clarifying, questioning.
• Practicing identifying assumptions – asking yourself "why" on a
regular basis.
Preventing Conflict
• Not letting conflict get personal – stick to facts and issues, not
personalities.
• Focusing on actionable solutions – don't belabour what can't be
changed.
• Encouraging different points of view – insist on honest dialogue
and expressing feelings.
• Not looking for blame – encourage ownership of the problem and
solution.
• Demonstrating respect – if the situation escalates, take a break and
wait for emotions to subside.
• Keeping team issues within the team – talking outside allows
conflict to build and fester, without being dealt with directly.
Preventing Conflict
• When others give you assistance or support, express appreciation
for it.
• Focus on issues, not personalities, when you discuss work matters
and problems.
• When differences in views or ideas occur, work first to understand
them from the other person’s perspective.
• Be direct and sincere as normal practices.
• Use humour in good taste.
Diversity, Cultural and Time
Differences• Developing cultural competence results in an ability to understand,
communicate with, and effectively interact with people across cultures,
and work with varying cultural beliefs and schedules. While there are
myriad cultural variations, here are some essential to the workplace:
– Communication: Providing information accurately and promptly
is critical to effective work and team performance. This is
particularly important when a project is troubled and needs
immediate corrective actions. However, people from different
cultures vary in how, for example, they relate to bad news. People
from some Asian cultures are reluctant to give supervisors bad
news – while those from other cultures may exaggerate it.
Diversity, Cultural and Time
Differences– Team-building: Some cultures – like the United States – are
individualistic, and people want to go it alone. Other cultures
value cooperation within or among other teams. Team-building
issues can become more problematic as teams are comprised of
people from a mix of these cultural types. Effective cross-
cultural team-building is essential to benefiting from the
potential advantages of cultural diversity in the workplace.
Emotional
Intelligence
What is Emotional Intelligence (EI)?
• The ability to …
– Understand the needs and feelings of oneself and other people.
– Manage one’s own feeling.
– Respond to others in appropriate ways.
The capacity for recognising our own feelings and
those of others, for motivating ourselves, and for
managing emotions well in ourselves and in our
relationships.
-(Salovey & Mayer, 1990) Daniel Goleman 1998)
Definition – Emotional Intelligence
A form of social intelligence that involves the
ability to monitor one’s own and others feelings
and emotions, to discriminate among them, and
to use this information to guide one’s thinking
and action.
Four Dimensions of Emotional
Intelligence- Daniel Goleman
Self-Awareness
Self-
Management
Social-
Awareness
Relationship
Management
Dimensions and Competencies in
Emotional Intelligence
Self
Personal Competence
Other
Social Competence
Recognition Self Awareness
1. Emotional Self Awareness
2. Accurate Self Assessment
3. Self Confidence
Social Awareness
1. Empathy
2. Service orientation
3. Organizational Awareness
Regulation Self Management
1. Self Control
2. Trustworthiness
3. Conscientiousness
4. Adaptability
5. Achievement Drive
6. Initiative
7. Positive outlook
Relationship Management
1. Developing Others
2. Influence
3. Communication
4. Conflict Management
5. Leadership
6. Change Catalyst
7. Building bonds
8. Teamwork and Collaboration
What is Self-Awareness?
• Observing your thoughts or feelings.
• Witnessing yourself from a neutral perspective.
• Being aware of what you are doing by noticing the sensations,
emotions, or thoughts you experience.
Self-Awareness is NOT Being
• Self-conscious
• Analytical
• Blaming
• Self-critical
Acknowledging your strengths and
weaknesses without judgment is a key
sign of emotional intelligence
Your inner self-talk becomes the guiding
force in determining whether you will
process your experiences as self-
empowering or self-defeating.
Expressing Emotions with Words
High Intensity
Love
Excited
Hilarious
Ecstatic
Devastated
Depressed
Sorrowful
Frightened
Anxious
Furious
Low Intensity
Like
Pleased
Peaceful
Vibrant
Hurt
Pained
Disappointed
Unsure
Unsettled
Vexed
Self- Management: Managing
Emotions
• The emotionally intelligent person can take charge of his or her emotions.
• Emotions flow naturally unless you sustain them with your thoughts.
• Managing how you think or talk about your feelings can extend or reduce the intensity of the emotion.
Self-Management: Self-Control
• Using self-control by showing restraint and delaying gratification.
• Inspiring your own motivation.
• Not blaming others for personal difficulties.
Self-Management: Other Competencies
• Adaptability- The ability to be flexible and cope effectively with
changing circumstances.
• Achievement Drive- High personal standards that drive one to
constantly seek performance improvements. Depicted by continuous
learning and teaching others better ways to do things.
Self-Management: Other Competencies
• Initiative-The ability to seize opportunities or create them.
• Positive Outlook- The ability to think positively in spite of adverse
circumstances, seeing the good in others and being excited at new
challenges.
Social Awareness
• Empathy- The ability to understand and be sensitive to the
needs of others.
• Service- Promoting an emotional climate that keeps you in
touch with clients.
• Organisational Awareness- Understanding political forces,
values and unspoken rules.
Relationship Management
• Inspiration- Ability to offer a common sense of purpose beyond
the day-to-day tasks, making work exciting.
• Influence- Knowing how to build buy-in from key people and a
network of support for an initiative.
• Developing others- Showing a genuine interest in others,
understanding their goals, strengths and weaknesses.
Relationship Management
• Conflict Management- Ability to draw out all parties, understand
the differing perspectives and find a common ideal that everyone
can endorse.
• Teamwork and Collaboration- A model of respect, helpfulness and
cooperation. Ability to draw others into active, enthusiastic
commitment to the collective effort and build team spirit and
identity.
Attitude and Emotional Intelligence
Your attitude is the primary measure of emotional intelligence
Gratitude
AdaptabilitySelf-awareness
Optimism
Event
Emotion
Thoughts justifying emotions,
Worrying, Remembering the
emotions…
Cycle of emotions and thoughts
Responsibility
E + R = O
Events Response Output
10% 90% 100%
“It is not what happens that determines your outcome inlife, because what happens, happens to us all, rather it iswhat we do with what happens that determines ouroutcome in life.” - Jim Rohn
Emotional intelligence requires you to take 100%
responsibility for the outcome of all your relationships.
• Focus on changing yourself and not the other person.
• Disengage from antagonistic relationships.
OR
• Use better communication or conflict resolution techniques.
Characteristics of a low EI Person
• Regret, blame game and wishful thinking:
– “If only I had a different job … …”
– “If only I had finished graduation … …”
– “If only I had been handsome/beautiful …”
– “If only my spouse had stopped drinking …”
Characteristics of a low EI Person
• “If only I had been born rich and famous…”
• “If only I had good contacts…”
• “If only I had better friends …”
• “If only I had married someone else …”
Characteristics of a High EI Person
• Has a high perception of self and others.
• Is self motivated.
• Is socially aware.
• Is able to adapt easily to changing situations.
Characteristics of a High EI Person
• Is able to regulate emotions.
• Is able to build positive relationships.
• Is able to manage stress.
• Can influence the emotions of others positively.
Strategies for Promoting Emotional
Intelligence
• Taking the time for mindfulness.
• Recognising and naming emotions.
• Understanding the causes of feelings .
• Differentiating between emotion and the need to take
action.
• Preventing depression through “learned optimism” .
Strategies for Promoting Emotional
Intelligence
• Managing anger through learned behavior or distraction
techniques.
• Listening for the lessons of feelings.
• Using “gut feelings” in decision making.
• Developing listening skills.
3 Types of Emotional Skills
• Emotional Competency
• Emotional Maturity
• Emotional Sensitivity
Emotional Competency
• Emotional Competency
– Tackling Emotional Upsets
– High Self-esteem
– Handling Egoism
– Handling Inferiority Complex
Emotional Maturity
• Emotional Maturity
– Self-Awareness
– Developing Others
– Delaying Gratification
– Adaptability and Flexibility
Emotional Sensitivity
• Emotional Sensitivity
– Understanding Threshold of Emotional Stimulation
– Empathy
– Improving Inter-personal Relations
– Communicability of Emotions
IQ v/s EQ
(Intelligence Quotient v/s Emotional Quotient)
Research shows that IQ can help you to be successful to
the extent of 20 percent only in life. The rest of 80
percent success depends on your EQ.
