One-Minute Tips: Teambuilding

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TeambuildingOne-Minute TipsManage Train Learn
ONE-MINUTE TIPS
Teambuilding
Learn the Skills of Teamwork – In Less Than an Hour!

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One-Minute Tips from Manage Train Learn
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ARE YOU
READY?
OK,
LET’S
START!

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TeambuildingOne-Minute Tips
A group of people is not a team.
Groups are usually collections of
individuals who come together to
put their own points of view.
Teams, on the other hand, work for
each other. In teams, people spend
more time interacting at
meaningful levels with each other
and usually have an emotional tie-
in.
#1.GroupsandTeams

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At its simplest, a team is a group of people who work together to
achieve something they all subscribe to. At a more complex level, a
team is like a dynamic jigsaw puzzle in which people with different
backgrounds, jobs, and skills, fit together and produce an overall
pattern that is greater than each individual.
#2.TheFitofaTeam

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We need teams. Morse and
Weiss's research discovered
that when people lose their
jobs, 31% said the most
important thing they missed
were their teammates. Only
12% said they missed the work
most. Teams meet our
psychological need to belong
and can become the source of
the most satisfying
relationships in our lives.
#3.MissingOurTeam

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Belonging to a team
doesn't just meet our
needs for social
interaction. It also
motivates. Elton Mayo's
Hawthorne experiments
proved that when people
belong to a team that is
made to feel special, the
work can improve. One of
#4.TheMotivatingRoleofTeams
Mayo's findings was that an observed team can produce its best
results in lighting conditions no better than moonlight.

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The real mystery of teamwork is
why some people can come
together with others and in
combination produce vastly
better results than on their own.
This is known as synergy. It's
what happened when Lennon
met McCartney and Rolls met
Royce. It's how sodium and
chlorine, both harmful on their
own, come together to make
salt.
#5.Synergy

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Organisations, like the people in them, don't stand still. They grow.
The process of growth is natural, though precipitated by crisis.
Each phase of growth requires a different style of managing.
Because of this, organisations need both managers to see them
through times of stability and leaders to see them through times of
crisis.
#6.HowOrganisationsGrow

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In the pioneer phase of an
organisation's development,
teams are organised around a
central figure, the pioneer. There
are few fixed roles. Everyone
does what has to be done. It is a
time of high loyalty to the
pioneer. The organisation's
priority is to survive. Crisis is
precipitated when the
organisation grows too big for
one person to manage.
#7.ThePioneeringOrganisation

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When the pioneer organisation gets
too big, it evolves into the specialist
organisation. From being a one-
team unit, the business now
creates many teams each focusing
on one aspect of the business.
Rules are needed to co-ordinate
and control. People are no longer
emotionally involved and may feel
greater loyalty to their profession.
#8.TheSpecialistOrganisation

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Not every organisation makes it
to the differentiated phase. This is
the phase when specialist teams
become independent business
units within the organisation.
Teams now have split loyalties: to
the client organisation and their
own teams. The next logical step
is for the units to break
completely away under one
leader, the pioneer, and the
process starts again.
#9.TheDifferentiatedOrganisation

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One-off teams are those that are formed for special needs, eg a
project or piece of research. They are characterised by having finite
life spans, defined outputs, and a need for people to work to their
#10.One-OffTeams
best. Bruce
Tuckman has
defined the 5
stages that such
teams go through
as forming,
storming,
norming,
performing, and
disbanding.

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The atmosphere in a newly-
formed team is often cold and
wintry. Suspicion, caution, and
hesitancy may exist with the
result that the team is slow to
form. Most interaction is
between individuals and the
team leader. Teams can get
stuck at this stage unless they
form some kind of identity.
#11.AttheTeamFormingStage

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Once a team has
formed, it moves into
the storming stage.
This is the period
when people start to
look ahead and come
up with different ideas
on how to move
forward. Arguments
#12.AttheTeamStormingStage
emerge. Only if there is enough maturity in the team to deal with
conflicts will the team survive.

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If the team survives their
storming phase, they will
emerge with an agreed blueprint
for action. This is the period
when the team starts to
formalise their set-up. People
are assigned roles, systems of
working are agreed, and
problems are ironed out. Once
this phase is sorted out, the real
job of the team can begin.
#13.AttheTeamNormingStage

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At the fourth stage of
development, a team is
ready to do what it exists for:
to perform its task. Like iron
filings and a magnet,
everyone aligns themselves
to the goal. Self is put behind
team. Although the team
may stutter, team spirit is
high by this stage. With time,
the team achieves a high
level of performance and
success.
#14.AttheTeamPerformingStage

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A one-off team should disband
once its purpose has been
achieved. This is a stage that can be
emotionally charged as people who
gave their all say goodbye. It is akin
to mourning. Formal disbandment
is, however, necessary. Without it,
and without a new purpose, the
team will in any case disintegrate.
#15.TheEndoftheTeam

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You can transform the way your
people work in one simple way.
Change their habits. By performing
a series of habitual acts of
teamwork all day long, your people
will discover they've gelled almost
without them realizing it. And the
effects will be with you for good.
#16.TheHabitsofTeamwork

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One of the simplest habits you
can get your team to sign up to
is to eliminate the C words in
their daily talk and replace them
with the A words. The C words
are: complain; condemn; and
criticize. The A words are:
appreciate; accept; and
acknowledge. The effect will
astound you.
#17.“A”Wordsfor“C”Words

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One habit that needs to be
commonplace in your team is
sharing. When the team shares, you
force them together. Nobody can
do anything on their own, but
everything with others. It's not just
sharing resources. You should
encourage the team to share their
thoughts and ideas; their failures
and triumphs; and their feelings.
And above all, the team must share
the team's goal.
#18.Sharing

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When geese fly in a "V" formation with every bird fitting in to the
pattern, they can add 71% more to the distance than one goose
can cover alone. That's because the formation provides an uplift
that makes the journey easier. When your team finds a working
habit that does the same, they'll simply glide along on the thrust of
each other.
#19.GivingOthersUplift

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One of the most palpable habits
visible in strong teams are the
strokes they give each other, such
as the "high fives" in winning
sports' teams. Everyone needs
stroked. Professor Warren Bennis
works in a sun-scorched part of
California but his days are uplifted
by the team of city gardeners who
create miracles of colour with their
flowers. He wonders if they are
ever valued for what they do.
#20.StrokeYourTeam

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There are two habits in winning
teams that you just don't get in
other teams. The first is that
people help each other without
being asked. And the second is
that people ask for help knowing
it'll be freely given. These habits
of helping create a continuous
coaching environment in which
individuals grow as a result of
learning from others.
#21.AContinuousCoachingEnvironment

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When all the other features of
teamwork are in place, such as
sharing, valuing, and helping, a
strong team can afford to take
risks. They develop the can-do
climate. If they fail, the rest of
the team are there to pick them
up. If they succeed, the rest of
the team are there to share in
their success.
#22.TeamsCanTakeRisks

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The more cohesive teams are, the stronger they become. Cohesive
teams stick together through thick and thin, especially when the
team is under threat or not doing well. Michael Gruneberg found
that people were absent less in cohesive teams than in un-
cohesive ones. "When spiders unite, they can tie down a lion."
#23.PeopleLikeCohesiveTeams

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One of the most coveted roles
that managers have is deciding
who is to join, stay or leave the
team. This can be counter-
productive if the manager does
not take on board the feelings of
the existing team members. In
sandwich makers, Pret-a-
manger, all selection panels
include ordinary members of
the team whose decisions on
who is to join their team are
final.
#24.PickingYourTeam

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A team is likely to be more cohesive if it is not too big and
everyone can get to know one another. Lyndall Urwick thought
that 6 was the ideal number for a team. The Romans, Incas, and
Persians all believed that 5 was the ideal number and organised
their military teams around this number.
#25.HowBigShouldYourTeamBe?

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A team that works closely
together with few status levels
is likely to be more cohesive
than one with many levels.
Before re-organising, the Devon
and Cornwall police force had 9
levels from top to bottom, a
structure that makes quick,
easy, and full communication
practically impossible.
#26.CloseWorking

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Teams whose members have
things in common are likely to be
more close-knit than those with
little in common. Personal
similarities help people to share
and aids rapport. A study of
Fortune 500 companies found
higher turnover in companies
where the management team
had large variations in age,
service and interests.
#27.WhatWeHaveInCommon

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Not everyone subscribes to the
view that teamwork is better
than individual work. Indeed,
an individual can often perform
a task better than the team
can. It is when management
prizes individuals above the
team that the rot sets in and
the team is doomed.
#28.TeamsorIndividuals?

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In 1996, 8 climbers were killed on Mt Everest when a whiteout
storm hit dozens of teams making the climb. Most of the teams
were in the climb for personal glory and had received no teamwork
#29.SafetyinTeams
training. When disaster
struck, nobody knew
what to do. When
individuals put
themselves first, the
team has no chance of
working.

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Conflict is inevitable when
people work together. But if
conflicts are allowed to fester,
they destroy the fabric of
teamwork. Signs of unresolved
conflict include: people blocking
progress just to take revenge on
others; energy devoted to power
struggles; people withdrawing
from taking part in team
activities and concentrating on
winning personal rewards.
#30.TeamConflict

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Stars exist in all sorts of teams. In dog-pulling teams in the Arctic, it
was found that there was always one dog that pulled 20% more
than the rest. Research shows that when stars receive better
rewards than the rest of the team, overall performance goes down.
#31.StarsintheTeam

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Passengers are those who use the team for a free ride. Bibb Latane
found that when personal contributions can't be assessed, people
tend to free-ride. He also found from studies of tug-of-war teams,
that people reduce their efforts by 10% for every new member
that comes into the team.
#32.TeamPassengers

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Men and women have different
attitudes to teamwork. Helmreich
and Spence found that men use
their team to compare and
compete with other men, while
women use the team to share and
support. Men and women also feel
different about conflict in teams.
Men feel empowered when there is
a row. Women feel diminished.
#33.TeamsandGender

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A clique is a group within a
group. The word "clique"
comes from the French
word "claquer", to clap and
refers to the theatre groups
hired to clap on demand by
those who wanted to
disrupt new plays. Duchon
#34.TheDisruptionofCliques
found a high prevalence of cliques in teams. They were often high-
performing individuals who became the leader's trusted inner
team.

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As observers of any successful sports team know, the effect of the
team leader on the team is the deciding factor in how well the
team performs. Unlike team managers, leaders do more than
#35.TheEffectofanInspiringLeader
organize and plan and
check that work is
carried out. They inspire
the team at an emotional
level, push people
beyond their previous
limits and create a team
that has a reality on an
almost spiritual plane.

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Team leaders have 3 concerns:
to get the team to perform at
their best for the delight of the
customer; to look after
individual needs; and to
develop the team to their
highest potential as a group.
No one concern outweighs the
others. They must be kept in
balance like riding a bicycle.
#36.TeamsinBalance

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The team leader is responsible for
ensuring that the team performs
its task to an outstanding level. To
do this, he or she is responsible
for targets, goals and objectives;
resources; and a system of work.
In immature teams, the leader
will set these. In mature teams,
the team will be able to do it
themselves under the
knowledgeable eye of the leader.
#37.GettingtheTaskDone

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The team leader is responsible for ensuring that the team develops
to its highest level of potential. To do this, he or she is responsible
for team selections; teambuilding; and team spirit. One of the best
ways a leader can judge how a team has developed is to see how it
functions when they're not around.
#38.DevelopingtheTeam

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The team leader is responsible for looking after the personal needs
of each individual in the team. To do this, he or she is responsible
#39.ConnectingOne-to-One
for the personal development
of each team member; getting
to know people on an
individual basis; understanding
what motivates each person.
When it comes time to hand
out bonuses, team leaders give
rewards that reflect exactly
what delights each individual.

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The leader's concern for task,
team, and individuals may be
likened to the functions of
hand, heart, and head. The
hand represents the task; the
head represents the logic used
to manage individuals; the
heart represents the
inspiration a team needs to
perform. When head, hand,
and heart are in sync, there is a
balanced whole.
#40.Head,HeartandHand

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It is the technological aspects of
an organisation's business that
determine how the team
performs their task. This is not
just the machinery and physical
boundaries, but also the
systems, procedures and
methods. Technology, the hand,
is one of the three concerns of
team leaders.
#41.TheMechanicalRoleofSystems

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The management of a team is largely concerned with managing
the needs of the individuals in the team. This is about organising,
#42.TheLogicalRoleofManagement
planning, controlling, and
checking. It's making sure that
things are running smoothly.
Because of this, team
management is a logical
function as represented by
the symbolical head.

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The team leader steps into his or
her leadership role when focused
on the team. This is the heart
aspect of the manager's role
because so much of it is felt not
thought. It requires leaders to
inspire, motivate and enthuse and
for the team to respond from their
hearts.
#43.TheInspirationalRoleofLeadership

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According to research, the best
teams have a mix of some 9 team
roles that complement one
another. When one team role is
missing, the team cover it
themselves or develop the skills
needed. It's like ants and bees.
Ants have an enormous range of
specialist trades and can adapt
any one of them in a crisis; while
the honeybee goes through 14
different roles in its life cycle.
#44.AdaptingYourTeamRole

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The co-ordinator is a key player in
harmonious teams. Usually, the co-
ordinator is the person who gets on
well with everyone. Self-effacing,
laid-back, non-forceful and calm in
the face of problems, the co-
ordinator is like the hub at the
center of the wheel.
#45.TheCo-ordinatingTeamRole

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The team "go-fer" is the person
who does most of the legwork in
the team. Without them, the
nitty-gritty jobs wouldn't get
done and wouldn't get done on
time. Restless, talkative,
excitable and versatile, the go-
fer is like a wound-up toy that
never stops.
#46.TheGo-FerTeamRole

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Without someone looking after
the group's emotional needs, a
team can become an efficient
work-machine without a heart.
The Carer brings an immediate
warmth to the way the team
works. Welcoming, friendly, jolly
and kind-hearted, carers put
people at ease, never forget the
little things about the team, such
as birthdays, and turn every team
gathering into a social occasion.
#47.TheCarerTeamRole

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The Maverick can be a regular
thorn in the side of a team.
They're not afraid to swim
against the tide or play Devil's
advocate when everyone else
thinks an idea is great.
Awkward, difficult, different,
and original, the Maverick can
be the team's best defence
against complacency and
groupthink.
#48.TheMaverickTeamRole

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The Observer is the team's
eyes and ears. Watchful,
curious and reserved, they
see the big picture as well
as the finer detail. They
always know what's going
on, who said what to
whom, and what's sure to
happen next. They are the
team's fount of knowledge.
#49.TheObserverTeamRole

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The team Checker is shrewd,
careful, loyal and dutiful.
They rarely jump in to any
task unless it's safe to do so.
Once they are sure of a safe
passage, they will follow
procedures assiduously and
obediently. Checkers make
great yes-men and women.
#50.TheCheckerTeamRole

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Those who fill the team's moral
role provide the team with its
rules and laws, its must’s and
should’s. They often set their
own pace, way ahead of the
rest, and believe they are
examples to the rest of the
team. Serious, perfectionists
and critical, the Moralists are
sticklers for routine.
#51.TheMoralTeamRole

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Winners are the natural stars of
whatever team they belong to.
Positive, up-beat, attractive and
charming, they make any job
they do look good. In sledge-
pulling dog teams, there's
always one dog that pulls up to
20% more than the rest. These
are the stars and winners.
#52.TheWinningTeamRole

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A team may have leader types
who are not necessarily the
official leaders of the team.
These people are hard to miss.
Strong, loud, self-confident and
opinionated, they have a
natural ability to get others to
do what they want. When they
can lord it over their team, they
will do anything for their team
and their team will do anything
for them.
#53.UnofficialLeaders

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Poorly-run team meetings can
be like vampires sucking the
lifeblood out of intelligent
people. A 3m study found that
in an average small
organisation, 9 people spend 1
to 1.5 days a week in team
meetings half of which are a
waste of time. Given an hourly
rate of $20, that's a waste of
$20,000 a year.
#54.VampireMeetings

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There are all sorts of reasons why meetings fail. Robert Maddux
lists the top 5 reasons. There are too many of them; they go on for
too long; they can't reach a decision; they are badly run; the wrong
people attend.
#55.WhyDoMeetingsFail?

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Here are 5 ways to keep your
meetings on track. First,
decide if you really have to
meet; second, set a clear
objective and time limit and
tell everyone; third, manage
the people dynamics so
everyone has a say; fourth,
control with a light touch;
fifth, just before finishing,
summarise who does what.
#56.KeepingaMeetingonTrack

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Briefing meetings are those held regularly to keep people
informed. They should use the triple “A” approach: Achievements:
recognize what's gone well; Administration: spell out the nitty-
#57.TheTriple“A”Approach
Gritty of how things are
to work; Action: agree
plans and get support.

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Thrashing around on how to decide
is one of a meeting's greatest time-
wasters. You can avoid this by
agreeing how to agree before you
start. Some of the options are: a
secret ballot; public voting;
synectical problem-solving; the
Quaker approach of silence; the
leader decides.
#58.AgreeingtoAgree

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By stating their views at an open
meeting, people often get
entrenched because they think they
can't change their minds. A useful
way round this is to practise
Dialogue. Dialogue means
exchanging views without the need
to agree. It requires everyone just
to listen and be interested for
interest's sake.
#59.ReplacingEntrenchmentwithDialogue

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Groupthink is a phenomenon
of meetings where everyone
rates unity above honesty. In
order to reach agreement,
everyone signs up to a
decision even though they
may have private doubts. The
1961 decision to invade the
Bay of Pigs by Kennedy's
cabinet was a classic example
of groupthink. Afterwards, the
team asked: "How could we
have been so stupid?"
#60.Groupthink

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Complacency and self-satisfaction are often present in meetings
where things are going well. The result can be a lack of lively
discussion. Takeo Fujisawa of Honda invented the idea of "waigaya"
to describe the sound of heated discussion. Now, when meetings
get too quiet in Honda, someone calls for a Waigaya to set some
energy free.
#61.UsingWaigayatoOvercomeComplacency

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THAT’S IT!
WELL DONE!

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THANK YOU
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One-Minute Tips: Teambuilding

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