The document discusses key elements of effective teams. It defines a team as having complementary skills, a common purpose, and mutual accountability. It emphasizes that people can achieve more through teamwork than working individually. Planning, communication, leadership, and clearly defined roles are important for high-performing teams. Attitudes are also crucial, as a bad attitude can undermine a team, while good attitudes enable team success.
1. TEAM - DEFINITION Team is a small number of people with Complimentary skills Who are committed to A common purpose , Performance goals and Approach for which they Hold themselves mutually accountable WE SHOULD NOT ONLY USE ALL THE BRAINS WE HAVE BUT ALL THAT WE CAN BORROW – WOODROW WILSON
2. 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 SEE THE BIG PICTURE ….. NO ONE OF US IS MORE IMPORTANT THAN THE REST OF US . 15 GOAL AND ROLE IN TEAM WORK
3. The world is teeming with Teams . Work teams , Project teams , Customer Support teams , Supplier teams , Design Teams , 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
4. 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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6. FUNCTIONS AND TEAM PERFORMANCE IF I HAD TO NAME A SINGLE ALL PURPOSE INSTRUMENT OF LEADERSHIP , IT WOULD 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 TO ACHIEVE GREATNESS.
7. “ 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
8. 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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10. INVESTING IN A TEAM COMING TOGETHER IS A BEGINNING KEEPING TOGETHER IS PROGRESS WORKING TOGETHER IS SUCCESS WHERE THERE IS A WILL THERE IS A WAY. WHERE THERE IS A TEAM THERE IS MORE THAN ONE WAY.
11. SETTING SOUND GOALS Management by Objectives works if you Know the objectives. Ninety percent Of the time you don’t. - Peter Drucker If you do not Know where Are you going Every road Will get you no where. - Henry Kissinger USA
12. TEAM WORK PATTERNS – DIMENSIONAL MODEL BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E FORMING NORMING STORMING PERFORMING Cautious & Guarded Not acting unless forced to do so Emphasis on Team Relationships even at the expense of productivity Getting things done No matter whose Toes are stepped on, Getting things done By working collaboratively With others
13. TEAM WORK PATTERN DIMENSIONAL MODEL FORMING NORMING STORMING PERFORMING TEAM WORK PATTERNS – TEAM BEHAVIOR CLASSIFICATION LOW HIGH HIGH BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E Pride in being chosen , Anticipation about what lies ahead, impersonal Watchful , guarded , tentative Attachment 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
14. TEAM WORK PATTERN DIMENSIONAL MODEL FORMING NORMING STORMING PERFORMING TEAM WORK PATTERNS – TEAM LEADER BEHAVIOR CLASSIFICATION LOW HIGH HIGH BUILDING STRONG TEAM WORK RELATIONSHIPS G E T T I N G T H I N G S D O N E Puts off making decisions and taking action , resists change , Gives little information Establishes Rules and Boundaries Tries to build morale and team support Very 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
15. TEAM PLANNING PATTERNS – BEHAVIOUR MODEL LOW HIGH HIGH C L A R I T Y INVOLVEMENT & COMMITTMENT FORMING STORMING PERFORMING NORMING We don’t have a plan or It’s so general and vague It does not provide much Direction for the team. Our plan is specific, relevant & clear, but it was mandated – handed to us With little input. So Commitment to execute is LOW. There is lot of commitment to Our strategic plan , which presents specific &challenging Objectives & courses of action for the future . We were all actively involved in developing our strategic plan, but it is so general & broad, almost everything we do, seems Consistent with it.
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17. BEST & WORST TEAM EXPERIENCE WORST People arrive fully Prepared. Mission and Goals are clear People talk openly All members freely Share resources. People work out their Disagreements. Members remain open Minded to new ideas. Meeting end with Decisions and actions. B E S T W O R S T People arrive to meeting UNPREPARED Goals 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 without Decisions and actions. BEST
18. 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 process Forming – 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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20. 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 desired Goals and stronger team work. Together the “ What” and the “How” define total performance .
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22. 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 IMPLEMENTATION MORE BATTLES ARE LOST TO POOR PLANNING THAN TO POOR SOLDIERING EIGHT STEPS OF PERFORMANCE IMPROVEMENT IN ANY TEAM: Planning 8.0Prevent problem from RECURRING 7.0 Remove temporary protection if installed 6.0 IMPLEMENT EFFECTIVE SOLUTIONS . 5.0 Find BEST VALUE SOLUTIONS thro’ collective wisdom 4.0 Identify measures or tasks to be improved after brain storming. 3.0 Install TEMPORARY PROTECTION if needed To FOCUS freely 2.0 Identify the activities to be improved. 1.0 Set up the COMMUNICATION & REPORTING system
23. 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 same Company and a few identical appointments on their calendars. The belief that one person can do something great Is a myth. 14 WHICH IS NOT A TEAM?
24. LONG RANGE VISION YOU MUST HAVE A LONG – RANGE VISION TO KEEP YOU FROM BEING FRUSTRATED BY SHORT RANGE FAILURES . GOOD ATTITUDES AMONG PLAYERS DO NOT GUARANTEE A TEAM’S SUCCESS. BUT BAD ATTITUDE GUARANTEES ITS FAILURE .
25. 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 !!
26. CHARACTERISTICS OF HIGH- PERFORMING TEAMS TEAM PROFILE STRATEGY EFFECTIVE LEADERSHIP RAPID RESPONSE OPEN COMMUNICATION CLEAR ROLES & RESPONSIBILITIES People have been known to achieve more as a result of working with others than Against them . – Dr. Allan Fromme
27. TEAM LEADERSHIP The Difference between the two equally talented Teams is LEADERSHIP . PERSONNEL determine the potential of the Team. VISION determines the direction of the Team WORK ETHICS determines the Preparation of the Team. LEADERSHIP determines the success of the team.
28. COMPLIMENT YOUT TEAM MATES . TALK UP THEIR ACCOMPLISHMENTS IF YOU ARE THE LEADER TAKE THE BLAME , BUT NEVER THE CREDIT DO THAT AND YOUR TEAM WILL ALWAYS FIGHT FOR YOU .
29. 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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32. BEST TEAM BEST TEAM NEW CHALLENGE – CREATIVE TEAM CONTROVERSIAL CHALLENGE – UNITED TEAM CHANGING CHALLENGE – FAST AND FLEXIBLE TEAM UNPLEASANT CHALLENGE – MOTIVATED TEAM DIVERSIFIED CHALLENGE – COMPLIMETARY TEAM LONG TERM CHALLENGE – DETERMINED TEAM EVEREST SIZED CHALLENGE – EXPERIENCED TEAM
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34. GIVE UP OR GROW UP YOUR TEAM WHEN THE TEAM YOU HAVE, DOES NOT MATCH UP TO THE TEAM OF YOUR DREAMS THEN YOU HAVE ONLY TWO CHOICES……… GIVE UP YOUR DREAMS OR GROW UP YOUR TEAM INDIVIDUALS PLAY THE GAME , BUT TEAMS WIN CHAMPIONSHIPS. Winning teams have players who make things happen
35. Learning to Listen in Teams When we think of communicating , we tend to picture 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 to Ourselves Talking Listening to Ourselves Listening Listening
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38. What is Team work from the Inside out ? TEAM ASSESS YOUR TEAM SCORE PROFILE INDIVIDUAL TEAM MEMBER’S PERSONALITIES CREATE A TEAM PROFILE CREATE A PLAN OF ATTACK TO RAISE YOUR TEAM SCORE BASED ON YOUR TEAM PROFILE
39. 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 .
40. 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
41. BEST / WORST TEAM EXPERIENCE – RATIONAL TEMPERAMENT BEST WORST Able to learn new concepts Intellectually challenging Working with experts Opportunity to analyze the abstract data Being the “expert” Ability to solve problems Strong future focus Clear strategic direction Ability to control own destiny Dealing with minute details Working in an area of little Competence No ability to influence direction Repetitive, mindless and Mundane work Bureaucratic overload No vision of strategy Surrounded by incompetence
42. BEST / WORST TEAM EXPERIENCE – IDEALIST TEMPERAMENT Meaningful work with a sense of purpose Personal connection with others in the team Working in an area where learning and growth were possible Helped others learn and grow Served as Diplomat and catalyst to group unity Opportunity for creativity Lots of positive feedback No positive feedback. Pointless work Drawn out , unproductive Meetings Isolated Stressful , interpersonal Interactions and conflicts Poor communication Repetitive , detailed practical work Individual contributions Un recognised Ethics compromised BEST WORST
44. COMMUNICATION PYRAMID RITUALS AND CLICHES FACTS AND GOSSIP IDEAS&JUDGEMENTS FEELINGS OPEN COMMUNICATION RISK TRUST 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 .
45. Communicating with ARTISANS Use brief and direct communication Remember , less is more . Talk about concrete realities Get 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.
46. 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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48. BECOMING A BETTER TEAM LEADER Every VISION MESSAGE of every Leader should show the following team’s compass Clearly , 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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51. NET WORKING & INTERACTIONS - COMMUNICATION CULTURE EFFECTIVE TEAMS HAVE TEAM MATES WHO ARE CONSTANTLY TALKING 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 .”