www.create-learning.com Slides from a Team Development Workshop. How to develop high performance Quality teams; With a prescriptive model that can be applied and utilized. Facilitative leadership of teams. Effective Prevention and intervention methods of maladaptive team member behaviors. Steps to create “buy in” for the Quality projects from people who are outside the team. A community of professionals that will share resources, best practices, and serve as solution finders to Quality Teams within their organizations.

2. TeamBuilding Resource Articles
9 Team Dynamics That Get Results
Systems Drive Behaviors
What Makes Teams Succeed?
How to Identify Project Stakeholders Interests
How to Select the Right Project Team Members
Deadlines Being Missed; Return to the Goals
Complexity and Achieving Goals
5 Checks for Persuasive Data
6 Steps for Delegation of Tasks
2 Facilitative Preventions for Team Projects
8 Ways YOU team member can do your best work
5 m‟s and 1 P – Feedback for Service
S-Curve of Team Development
How to Expedite Innovation: Communication Loops & Red-Tape-Worms
Accountability to the Team When Does That Happen?
How to Avoid Pitfalls of Emails on Quality Projects
www.create-learning.com

3. Should you be here?
•We are going to have discussions.
•We are going to end with action steps, hand outs, checklists, and real-
time + theoretical application that you can use.
•We are going to cover team based practices and pragmatic steps that
are needed for project success and completions.
•We are going to ask each other questions.
•We are going to challenge dogmatic views and ideas you already have
about leadership and time span.
•We are going to ask you to reflect on your personal values and
commitments; to your organization; team; and self.
•We are going to learn from experiential activities.
•We are going to have fun & laugh.
•We are going to make the greatest effort possible to remain collegial
and continue to learn from each other. Even after our “set time” is done.
Do you want to stay?
www.create-learning.com

4. http://www.businessballs.com/kolblearningstyles.htm
Kolb's Concrete
learning Experience
styles Feeling
Accommodating Diverging
(feel and do) (feel and watch)
CE/AE CE/RO
how we think about things
Perception Continuum
Active Processing Continuum Reflective
Experimentation how we do things Observation
Doing Watching
Converging Assimilating
(think and do) (think and watch)
AC/AE AC/RO
Abstract
Conceptualisation
Thinking
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5. http://www.infed.org/biblio/b-explrn.htm
Peter Jarvis on (experiential) learning
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6. Goals & Objectives (Mike‟s);
• Meet other Quality Professionals & people on teams.
• Develop team processes and systems for effectiveness.
• Learn skills in Team Development and accountability +
authority of Quality Teams.
• Develop some planning & decision making methods for the
team.
Goals & Objectives (Yours + Teams)
www.create-learning.com

7. The great organizational paradox is that effective group collaboration
stems from clear recognition of individuals and individual accountability
combined with clear specifications of required working role relationships.
- Elliot Jaques: Social Power and the CEO. 2002
CP + V + SK +Wi + (-T) = CAC
http://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-know
Jaques formula for Role Competence.
www.create-learning.com

8. “…the complexity
in a task lies not
in the goal but in
what you have to
do in order to get
there.”
http://create-learning.com/blog/manager-
training/complexity-and-achieving-goals-at-work
www.create-learning.com

9. Which Managerial Behaviors Predict Effectiveness?
• Orange -
Strongly (+)
predictor of
effectiveness
• Yellow – (+)
predictor of
effectiveness
• Grey –
Insignificant
predictor of
effectiveness
• Brown - (-)
predictor of
effectiveness
www.create-learning.com
http://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php

10. www.create-learning.com

11. •In the past when involved in interactive
facilitative programs what was successful for
you to learn and find value in the program?
• On a scale of 0 – 10 where would you rank
your confidence in your team to make you
successful?
•What would things be like if you were 1 step
higher on that scale?
• For you to leave here saying that our time
added value to your work, what must be
accomplished?
www.create-learning.com

12. "Beware of the belief that things
cannot be all that bad with current
managerial systems.
Their serious defects are concealed by
the sound common sense and
constructive impulse of their people."
- Elliott Jaques
www.create-learning.com

13. www.create-learning.com

14. www.create-learning.com

15. www.create-learning.com

16. www.create-learning.com

17. Great
team dynamics
include ?
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18. Great team dynamics include – which if any apply
to your team effort;
o Identify a leader
o Establish roles & responsibilities + discuss what each person „brings to the table‟
o Establish a set of goals & objectives
o Establish an agenda for managing time to complete the task/meeting
o Establish a method to determine how they will reach agreement
o Establish ground rules for their meetings
o Proper & timely use of quality tools
o Maladaptive behaviors are properly dealt with immediately and have
consequences
o Ability to get started on task/project quickly
o Ability to state what is working and how to improve.
http://create-learning.com/blog/manager-training/10-team-dynamics-that-produce-results
www.create-learning.com

19. http://create-learning.com/blog/experiential-theory/using-activities-to-build-teams-
works-when-framed-correctly
What?
So What?
Now What?
www.create-learning.com

20. Champions Role Prior to formation of
Project team;
•Select team members/ possibly with team leader
•Create the business case for the project
•Formulate the preliminary problem statement
•Identify the preliminary scope of the project
•Identify the preliminary goals of the project
•Allocate the resources for the team to complete its work
•Identify team leaders
•Communicate the business case to each team member
•Establish a timeline for the project team to complete it‟s
work
•Establish the milestones along the way for input from the
Champion/Sponsor
•Distinguish decisions requiring Champion input from
independent team decisions
www.create-learning.com

21. Team Leaders Role Prior to initial team
meeting;
•Clear & Distinct understanding and support from Champion
•Works in correspondence with Champion to select team
members
•Contact and welcome members to the team
•Draft initial agenda for first team meeting
•Send preliminary charter and initial agenda for comment;
incorporates suggestions prior to meeting
•Establish team meeting logistics
•Establish a relationship and expectations with the process
owner
•Do a stakeholder analysis on those you‟ve selected as team
members
•Begin to create a list of people from outside the team whose
support you‟ll need
www.create-learning.com

22. Team Leader Guidelines:
How to select the Right Project Team Members
Key Principle
Team leaders ensure that the work gets done, it is not their responsibility to actually do all the project work.
The main reason for having a project team is that each member brings something important to the project, so
the work can be divided among contributing members.
Guidelines
< > Consider including a combination of people who:
•have detailed knowledge of the target process
•have the technical skills required to complete the project.
•can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.
< > Identify the main activities of the project and ensure that you have the right people to handle them
< > Look in the workgroup of the target process and ensure those closest to the work are represented.
< > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.
< > Ensure finance is involved, even if not on the core team.
< > Include member who can represent internal and external customers and suppliers.
From Rath & Strong’s Six Sigma Team Pocket Guide.
www.create-learning.com

23. Project Team Members Role Prior to initial team meeting;
•If you hear about a project in your area, and want to get involved;
Volunteer.
•If you‟ve been selected for the project team and you don‟t know why, ask
prior to the first meeting.
•If you haven't met the team leader, try and establish contact prior to the
first meeting.
•If you haven‟t seen a draft agenda or team charter, ask the team leader if
they have one
•If you have ideas for the agenda and comments on the draft, send them
to the team leader prior to the first meeting
•Discuss with your boss the project time commitments and potential
conflicts with your “regular job.”
•Prior to the meeting, make notes on what you might be able to contribute
to the team, the role you might play, your goals and expectations relative
to this project, and any concerns you may have. Be ready to share this
with the team
•Come with an open mind and positive attitude. This will help the team get
off to a good start and make it a better experience for you and everyone
else.
www.create-learning.com

24. Method=“how” Content=the
the work “what” of
gets done. the work.
Facilitative DMAIC is
Leadership the “what” of
6S teams’
work.
www.create-learning.com

25. When we talk about the “how” of work (method)
we are talking about the language of facilitative
leadership which has two components;
1. Facilitative Prevention
2. Facilitative Intervention
www.create-learning.com

26. Facilitative Preventions;
Creating and utilizing clear & distinct agendas
Determining the desired outcomes for each
Team meeting
Agreement on team ground rules for each
meeting
Agreement on Decision-Making methods for
team
Obtaining agreement on specific team roles
and responsibilities
Agreement on an evaluation method for each
meeting
www.create-learning.com

27. *Determining desired outcomes for each Team Meeting
Example of Desired Outcomes to Team Meeting – Business Case
•Explain why this project is worth doing
•Explain why the project is worth doing now
•Identify what strategic objective(s) are affected by the project
•Explain why this project has priority over other projects
•Create an agreed-upon statement around the above outcome(s) for the
team meeting.
*Example Team Agenda
Element Desired Method Responsible Time Allotted
Outcome Party
Project CharterClarify project Affinity Team Leader 45 minutes
scope Diagram
www.create-learning.com

28. www.create-learning.com

29. www.create-learning.com

30. www.create-learning.com

31. Most common types of behaviors
people on teams display;
Whisperer
Story teller
Dominant Personality
Dropout
Naysayer
Verbal attacker
Politician
Team Clown
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32. www.create-learning.com

33. 5 Ways to Influence People to Cooperate
with Your Team Project
Telling Persuading Negotiating Involving Appealing
www.create-learning.com

34. Is Your Data Persuasive?
 Relevant: You’re presenting data that the person cares about
and can do something about.
User-Friendly: You’re presenting data in multiple forms, with
pictures where possible, in language that is familiar to the person.
Easily Verifiable: You’re letting the person know where the data
came from, and how/by whom it was collected. (Still better: the
person was involved in the collection process.)
Selective: So that the person will not be overwhelmed, you’ve
resisted the urge to include every bit of data you have, and you’ve
prepared backup in case it’s necessary.
In Context: You’ve made it clear to the person how this data fits
in what he/she already knows, and have provided points of
comparison where available and appropriate.
From Rath & Strong’s Six Sigma Team Pocket Guide.
www.create-learning.com

35. Matching your communication
to the person
whose help you need.
If you know the You should…
person …
Tells stories Speak at their pace.
Engages in Make small talk first;
pleasantries. include pleasantries in
e-mail and voice mail.
Exhibits interest in
people involved in Ensure you have
situation details on people
involved, including
Tolerates Digressions effects on the team
Has positions that Schedule enough time
involves people issues. to allow for off-agenda
items
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36. Pitfalls of
and how
to avoid
them
www.create-learning.com

37. Pitfall How to avoid
Not knowing when Consider alternate ways of responding, and be
to use / not use certain that email is appropriate.
email Don‟t email to avoid the recipient and their
reaction to your message.
Follow the other persons lead: if they usually
call and are expecting a call, call them.
Don‟t “cc” people (such as someone's boss) to
punish the recipient.
Don‟t introduce an idea that might cause the
recipient to resist (such as a request for resources
that you know they will find disturbing.)
Don‟t escalate an ongoing email war.
If something has upset you, take time to calm
down and (if appropriate) request clarification
rather than assuming the offense was intentional;
refrain from firing off an email in anger.
If in doubt about the appropriateness of what
you are sending, ask a colleague for an objective
opinion on how the recipient might interpret your
message.
www.create-learning.com

38. www.create-learning.com

39. Action
Centered
Leadership
achieving the task
building & maintaining the team
developing the individual
http://create-learning.com/blog/team-building/leaderships-responsibility-
in-team-building
www.create-learning.com TM John Adair

40. www.create-learning.com

41. What to do
when you
are not
getting
cooperation
www.create-learning.com

42. DO Don’t
Start by giving the “resistor” the Force and manipulate people
benefit of the doubt. Consider whether into compliance
he/she is truly resisting your good idea, Use persuasion when it is not
or just reacting sensibly to a bad idea. appropriate
Perform a project stake holder Continue as if everything is fine
analysis Assume you can‟t do anything
Create a plan for addressing this and just give up
person‟s specific reason for resistance Lie
and gaining their cooperation.
Be sensitive and tactful when
presenting data that might threaten this
person (such as root cause and
performance data).
Exhibit patience, respect, empathy.
Stay connected. Don‟t be put off by
the person‟s emotion.
Maintain focus and perspective, and
relax. Work your way through this
problem methodically one step at a
time, just as you do when you apply the
DMAIC approach.
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43. www.create-learning.com

44. Pluses & Deltas
Breakfast of Champions
www.create-learning.com

45. morale
Shows itself
As a state of mind
Radiating confidence
In people
where each member
Feels sure of his own niche,
Stands on his own abilities
And works out his own solutions
- Knowing he is
Part of a team
where there exists
A sharing of ideas
A freedom to plan
A sureness of worth,
And a knowledge
That help is available
For the asking
to the end that
People grow and mature
Warmed by a friendly climate
-anon
www.create-learning.com

46. Michael Cardus of Create-Learning
Team Building & Leadership
Making Teams & Leaders Better.
By improving team processes and
individual effectiveness. Resulting in
increased productivity & people who love
the work they do.
Create-Learning's Consulting, Facilitation,
Training and Coaching results in increased
retention of staff, increased satisfaction
with work, increased collaboration and
information sharing within and between
departments, increased accountability of
success and failures, increased knowledge
transfer, increased trust as well as speed
of project completion and decision making
of Leaders, Teams and Organizations.
www.create-learning.com

47. Photo Attributions
mikecolvin82
Bark
Ansik
epSos.de
Jronaldlee
CarbonNYC
Kevindooley
Subcircle
House Of Sims
OliBac
Dewitahs
BugGuide
Gjofili
Fabian Bromann
Michaelcardus
Tama Leaver
zanthrax-dot-nl
Kodomut
terren in Virginia
Content Attributions:
Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;
Wiley: 2003
Six Sigma Team Pocket Guide; Rath & Stong’s;
McGraw-Hill: 2003
Engagement is Not Enough; Ayers, Keith; Advantage: 2006
www.create-learning.com