Day 3

Excellence Through People

You & Your Team

About Team

• Teamwork is the foundation of all successful modern management.

• If you think of technological achievements in 21st century, team work and sharing is the main reason behind the progress.

• The secret of Industrial revolution in Japan was team work

• Microsoft, Google, IBM, Yahoo –the success behind the all leading brands is team working.

Team in hierarchical Org

• Team culture is more dominant in multinational/ corporate houses. Practice of team work in government organization is week.

• LGED has some reputation to work with ‘informal teams’.

• We can learn to make our teams more effective

What is team ?

Lets think some form Of collection of People: Working Groups

Committees Colleagues in Office

Staff in officeFamily Friends

What is team ?

When a

Collection of people

Turns

Into a

Team ?

What makes a team a team ?

What is team ?

What is team ?

• They have a common purpose

• The members of the team cooperate and support each other

What is team ?

• In a team, everybody wins or everybody loses

• In a football team, player who hardly touches a ball, still part of the winning team.

• If the team losses, they console each other and look forward to get better result next time.

Teambuilding and leadership style

Sociocratic(Related)

Democratic(Integrated)

Bureaucratic(Separated)

Autocratic(Dedicated)

Low Task / output High

L

ow

R

elat

ion

s

H

igh

Managerial Role & Leadership style

Benefits of team

What are the edges of a team over individuals?

• Share of knowledge and skills

• Ideas tend to flow ; A creative exchange of ideas flow

• Verbal Communication, not always followed by office orders

• Decisions tend to be better

Benefits of team

What are the edges of a team over individuals?

• The Emotional strength of Unity Makes the big difference !

• People start to support and encourage each other, understand each other better and communicate more effectively

• People even share their personal problems and solve them

• Finally, the Output is outstanding.

Benefits of team members/Individuals

• Greater involvement and empowerment

• The chance to play a real part in decision-making and implementation

• Enhanced motivation and greater job satisfaction.

• More interesting work• The social and emotional

support of the group.

High Lacks common purposedoes not share responsibility

recognizes common purposeone-way sharing of responsibility

uses common purpose to focus energyresponsibility is shared by all membersthe whole is greater than the sum of the parts

Good

Medium

Low

Group & TeamGroup & TeamPerformance

LevelPerformance

Level

Collection of IndividualsCollection of Individuals GroupGroup TeamTeam

Team Categories

Purposeproduct developmentproblem solvingreengineeringany other organizationalpurpose

DurationPermanentTemporary

MembershipFunctionalCross-functional

StructureSupervised

Self-managed

Exercise :

Think of Your Working Group, do you think it a team ? Assess Your team based on the questionnaire .

Developing Your Team

Developing Your Team

Factors of developing a good team• Goals and Objectives : Goals and objectives are

clear. Everyone of the team understands and shares the same goal and objectives. They always discuss among them.

• The right sort of leadership: The leader sets the tone. The effective team leader is part of the team, not someone who stands outside, laying down rules or acting as an autocrat. His style is participatory, not autocratic. He is the captain, who plays with the team, not the coach.

Developing Your Team

• Skills and roles in the team : The team needs a mix of specific skills.

• An atmosphere of honesty and openness: Environment to say what they think or feel, without putting other people down or being put down themselves

• Working methods that flourish in this atmosphere : Flow of information in all directions. Trust in each other.

• Taking stock of how well individuals and how the team are doing : Progress review, Monitoring. Feedback about personal feelings about the progress.

The Team Leader

Who is the more effective team leader?

Scenario A :

Someone who is totally in control and who

• Releases just enough information to get things done

• Tell everyone exactly what they need to do and how to do it

The Team Leader

Who is the more effective team leader?

Scenario B :

Someone who is totally in control and who• Shares all available information • Encourages participation and team decision

making • Allows people to work out the details between

themselves• Avoids trying to control everything

The Team Leader

The Sense of Direction: • The team leader must make a

team plan to achieve the goal and objectives.

• The team plan is the clear picture about who will do what, how, when and it will devise the strategies to achieve the goal.

• Without a clear team plan, people will go off in their own direction and the objective will never be achieved.

Exercise 2: Assess Yourself as the Team leader

The sum of the parts

The sum of the parts

• A team is a like a machine operating as a complete entity, using a range of components and parts. In the team, these components are people.

• Assign jobs to people according to their skill and liking.

• The one secret to success is to put the right people in the right place.

The hidden grammar/ The communication trap

A Simple Math:

Think of a team of ten members of equal importance. Eight members of the team think alike and others two stand against their view. What might be the team performance?

- 100%- 80%- 50%- It depends. Might be near 50%

The hidden grammar / The communication trap

Exercise: Think about a meeting you

have been at, where someone either sneered at an idea you put forward or simply ignored you. May be you tried to put your point across and someone else just talked across you. How did that make you feel about yourself, the rest of the team and your future role ?

The Communication Trap

Without a climate of trust and respect, individuals can fall into the communication trap and stop communicating effectively as they

• Hold back from making contributions-so they feel frustrated and left out and the whole team misses out on their ideas and views

• Sit on emotions leading to mutual dislike and mistrust that shows up in deliberate action and negative body languages

• Go their own way and plan secret approaches

Avoiding the Communication trap

• Listen to other people’s contributions. If someone speaks irrevalent, just remind him to focus on activities concerned.

• Accept that you are not the one with feelings, who gets hurt-everyone does, so put yourself in their shoes.

• Recognize the importance of all the other team members and the roles they play

• Deal with the facts, not the individual-if you disagree, say ‘ I disagree with the point of view’ not ‘ I disagree with him’ or ‘ that’s stupid’

• Respond, don’t react-think for a couple of seconds before you launch in with a personal counter attack.

Better and Better

• Always evaluate your team after accomplishment of an activity. Hold a meeting to discuss the performance

• Try to close the gaps• Learn to put the theories

to practice and also develop your own theories from your experience

• Put your experience-to do better next time.

Role Exercise based on Questionnaire : Team Personality

Exercise

Team leadershipcoordinatorsshapersOther team membersteam worker / supportermonitor evaluatorcompleter-finisherspecialist

Exercise

Know

Your Own

Personality Type; Find your strength & Weaknesses.

What do you lag to work as

the Coordinator ?

Thank YOU.

Sociocratic(Related)

Democratic(Integrated)

Bureaucratic(Separated)

Autocratic(Dedicated)

Low Task / output High

L

ow

R

elat

ion

s

H

igh

Managerial Role & Leadership style

Benefits / significance

team is natural phenomena in organization

team as options to organization structure / redesign organization

delegation of complex decisions to team

strategic thinking and planning

workforce diversity

quality and productivity improvement

Benefits / significance

cross training and learning

realizes personal strengths and weaknesses / personality development

internal control and discipline Creates esprit de corps Increase flexibility Grievance handling Team collaboration and reward

High Lacks common purposedoes not share responsibility

recognizes common purposeone-way sharing of responsibility

uses common purpose to focus energyresponsibility is shared by all membersthe whole is greater than the sum of the parts

Good

Medium

Low

Group & TeamGroup & TeamPerformance

LevelPerformance

Level

Collection of IndividualsCollection of Individuals GroupGroup TeamTeam

Group & TeamIndicators Group Team

Leadership Traditional /autocratic

Democratic

Negotiation skills Not mandatory Core issue

Interpersonal relations

Compliance Commitment & partnership

Influence style Push Pull

Communication Transmitting Multiple & flexible

Conflict Discouraged Stimulated

Decision making May be imposed Logical / diagnostic

Climate / atmosphere

Not always healthy

Supportive, comfortable & tension free

Group & Team

Indicators Group Team

Collection of individuals

Yes Yes

Common goals Yes Yes

Clarity of goals Ambiguous Clear, shared & agreed

Interaction / participation

Lower Higher

Commitment Lower Higher

Trust / cohesion & ownership

Weaker Mutual / integrated / team spirit

Roles & skills Not necessarily relevant & negotiated

Negotiated & competence-based personality-job fit

Team Categories

Purposeproduct developmentproblem solvingreengineeringany other organizationalpurpose

DurationPermanentTemporary

MembershipFunctionalCross-functional

StructureSupervised

Self-managed

Degree of team autonomy

Traditional work groups

Cross-functional teams

Special purpose teams

Impromptu short-term teams

Self-managed teamsN

eed

fo

r “t

eam

wo

rk”

and

In

terp

ers

on

al s

kill

s

Team Role

Team leadershipcoordinatorsshapersOther team membersteam worker / supportermonitor evaluatorcompleter-finisherspecialist

Apollo SyndromeTeam Personality Implementers Creative TeamPlan / InnovatorsResource Investigator

Action-Oriented

Shaper

Implementer

Completer Finisher

People-Oriented CoordinatorTeam worker Resource Investigator

CerebralPlant Monitor Evaluator Specialist

Clustering of Team Role

Characteristics of Effective Team

Objectivescommitmentroles & skillsnegotiation skillsparticipationtrustleadershipinterpersonal relations

influence stylecommunicationconflictdecision makingclimate / atmosphereinternal & external

supportmonitoring &

feedbacklearning

Team Process

Participationinfluencedecision making procedures /stylesgroup atmosphere Feelings Membership Norms (ground rules) Creativity / experimentationtasks functionmaintenance Evaluation (both task and maintenance)

Coordinator