1. Team Building
Psychometric Analyst & Trainer: Tina Karkhanis
1
2. Introduction
Team
Team Building
Examples & Stories
Team Characteristics
Model – Team Effectiveness
Edwin Lee - Life Cycle of Team
Tuckman – Team Building Stages
Team Culture
Team Leader
Vision & Mission
Team effectiveness & its effect in performance / revenue
2
3. Check in
Check-in
Instruction: each person checks in with
Where are you now in your team?
What is your role in team?
and ‘what want’ from the session today?
3
6. Why Teams?
Several people’s skills and knowledge together,
in-turn gives better result
i t i b tt lt
Sustain the enthusiasm and lend support
needed to complete the task.
“What we accomplish is dependent on working
together,
at least part of the time!”
“A team is two or more people working together
inter-dependently, to achieve a shared objective.”
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7. TEAM
T Together
E Empowering each other to
p g
A Achieve
M More
United we stand, Divided we fall.
A team is a group of people working towards a common goal
goal.
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8. What Is A Team?
Here are some terms that are often used to describe 'a
team .
team'. Which ones do you think define what a team is?
A group of Having one
people Synergy
aim
Whole > Sum Co-operation Flexibility
Working Reporting to Serving one
together one boss customer
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9. What is team?
In a team,
People depend on each other;
May or may not work in the same physical location,
Combine to achieve something together
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10. Sales people Undertake selling to clients
Sales Manager Ensures the Sales People are equipped to sell properly
Marketing Manager Designs a product is attractive to potential buyers
Control the costs of the product to keep it competitively
Accountants
priced
Maximise the return on the client's investment, making
, g
Investment Analysts
the product more attractive to buy
Process the procedures quickly so that the client does
Administrators
not lose patience and move to a competitor company
Recruit high performing sales people, and provide
Personnel
training to maximise sales
Provide marketing literature that looks professional and
Stationery suppliers
makes the product seem attractive
Keep premises looking attractive, so that clients and
pp g ,
Cleaning staff
Cl i t ff
prospects feel comfortable visiting organization
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12. Expectations - WIFM
Delegates: Trainer
1.
1 Learn 1.
1 Focus on
2. Share problems/difficulties for
the team, not
3. Experience
p
2. difficulties with individuals
4. Explore
Ask questions to clarify or
5. Action Plan p
probe to understand
3. Always remember – this is
for the good of the team!
4. Confidentiality - what is
discussed here, stays here
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13. Teams in Park
Various Departments
Security
Operation
Administration
Sales & Marketing
Logistics
Maintenance
F&B
HR
Events
Finance
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14.
15. Stories
Dying old man and bundle of sticks
Synergy through teams 1+1 >> 2
What can we learn from little ants?
From honeybees?
From the birds flying in a formation?
16. THE MAGIC OF SYNERGY
Normally, 1+1=2.
But,
B sometimes when we work as a TEAM,
h k TEAM
1+1 may become 11, 111, or even 1111! In
fact, there i no li it
f t th is limit.
That is called SYNERGY;
It is
I i SYNCHRONISED ENERGY.ENERGY
It has a MULITIPLIER EFFECT.
It
I grows in GEOMETRIC PROGRESSION, or
PROGRESSION
even EXPONENTIAL
17. Characteristics of Team
Interdependent members
Common goal(s)
Each member’s distinct role
Each
E h member’s contribution is
b ’ b
important
Congruency between individual
and group goal
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18. How do Teams Work Best?
Commitment to common objectives
Defined roles and responsibilities
Effective decision systems, communication and work
procedures
Good personal relationships.
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19. TEAM EFFECTIVENESS MODEL
Teams can continuously improve their effectiveness by
focusing on improving their functioning in five key areas:
Goals: What the team aspires to achieve
Roles: The part each member p y in achieving the
p plays g
team goals
Procedures: The methods that help the team conduct
its work together
Relationships: How the team members ‘get along” with
each other
h th
Leadership: How the leader supports the team in
achieving results
results.
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23. POSITIVE RELATIONSHIPS
Mutual respect and trust
Support
Inclusion
Involvement
Value diversity
Listening
Feedback
Okay with disagreement
y g
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24. STRONG LEADERSHIP
Personal Credibility
Strategic Focus
Clear Expectations
Clear Communication
Engagement and Involvement
Develop People and Team
All members responsible and accountable
Manage Change
g g
Recognition
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25. Life Cycle of Team - by Edwin Lee
The P4 group, highly effective and highly cohesive.
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28. Little Learning with the above theory with
examples….1
When a team is formed it focuses on the future.
Once it succeeds it focuses on the past.
IBM lost most of the PC market (new challenge) because
( g )
its key business decisions were made by people who
succeeded with mainframes (past successes).
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29. Little Learning with the above theory with
examples…..2
Success breeds failure.
The IBM PC (success) was followed by PC Jr. (abject failure).
Apple II (success) was followed by Lisa (failure)!
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30. Little Learning with the above theory with
examples…..3
Failure can breed success.
Norman Schwartzkopf and Colin Powell endured the
failure of Vietnam. They learned from that, and fought
y , g
Desert Storm with the wisdom and anxiety that
Vietnam fostered.
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31. Little Learning with the above theory with
examples…..4
Term limits of no more than 8 years for executives
and executive teams would improve business
effectiveness more than any other management
change.
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32. Effective teams are always
aware of and responsive to
both th i internal and
b th their i t l d
their external environment
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33. How to make Team more EFFECTIVE
Answer to this question is Team Building.
TEAM BUILDING
The
Th process of making team effective is called team b ildi
f k ff ll d building.
'Team Building' is the process of enabling the group of people to
reach their goal.
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34. Stages in Team Building
Forming
Storming
Norming
Performing
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35. Stage 1: FORMING
Team Building
Define team
D fi t
Determine individual roles
Develop
D l trust and communication
d i i
Develop norms
Task
Define problem and strategy
p gy
Identify information needed
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36. Team Norms
How do we support each other?
What do we do when we have problems?
What are my responsibilities to the team?
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37. From Individuals A Group
Help members understand each other: How can I
become a better team member?
Keep the broader picture in mind rather than getting
absorbed i ‘my’ ‘own’ task
b b d in ‘ ’ ‘ ’ k
My efforts should add value to the team
My goal not achieved if team goal is not
Use resources just sufficient to complete my part of the
team task
‘Sail on’, rather than ‘pass on’
Create cooperative, friendly climate in team
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38. Stage 2: STORMING
During the Storming stage team members:
Realize that the task is more difficult than
they i
h imagined;
i d
Have fluctuations in attitude about chances
of success;
f
May be resistant to the task; and,
Have poor collaboration.
H ll b i
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39. STORMING DIOGNOSIS
Do we have common goals and objectives?
Do we agree on roles and responsibilities?
Do our task, communication, and decision systems work?
Do we have adequate interpersonal skills?
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40. Negotiating Conflict
Separate problem issues from people issues
issues.
Be soft on people, hard on problem.
people problem
Look for underlying needs, goals of each party rather than
specific solutions.
41. Addressing the Problem
State your views in clear non judgmental language
non-judgmental language.
Clarify the core issues.
Listen carefully to each person’s point of view.
Check understanding by restating the core issues.
42. Stage 3: Norming
During this stage members accept:
Their team;
Th i t
Team rules and procedures;
Their l in h
Th i roles i the team; and, d
The individuality of fellow members.
Team members realize that they are not going to crash-
and-burn and start helping each other.
p g
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43. Norming Stage: Member Behaviors
Competitive relationships become more cooperative.
There is a willingness to confront issues and solve
p
problems.
Teams develop the ability to express criticism
p y p
constructively.
There is a sense of team spirit.
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44. Stage 4: PERFORMING
Team members have:
Gained insight i t
G i d i i ht into personal and t
l d team
processes;
A better understanding of each other’s
other s
strengths and weaknesses;
Gained the ability to prevent or work
through group conflict and resolve
differences; and,
Developed a close attachment to the team.
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45. Stage 5: Adjourning
Tuckman added a 5th stage 10 years later in 1977
The process of "unforming" the group, that is, letting go of
the group structure and moving on.
g p g
It involves completing the task and breaking up the team.
p g g p
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46. Stages of Team Development
Adjourning
Group disperses /
G di
completion of task
Performing
Begin t h
B i to share common
commitment and Team is
purpose “buzzing”
Norming
Voice
differences, jockeyi
ng for position
g p
Storming
Forming
Get together, introductions Tuckman, B. &
46 involved - “ritual sniffing” Jensen, N. (1977)
48. Team Culture
Leaders Make Culture
Vision
Mission
Team members maintain and create necessary team
y
culture
Pros & Cons of Team culture
Identify different team behaviors
Performance driven
People maintenance
P l i
Trouble shooters
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49. Teamwork relationships
(Oliva, M 1992
(Oliva L M. 1992. Partners not Competitors, London. Idea Group Publishing.)
Competitors London Publishing )
Management-centred leadership
Range of freedom manager has to
exercise authority
Range of freedom team members
have to exercise their authority
Team centred
Team-centred leadership
Manager Manager Manager Team develops Team makes Team is
makes decides team develops and different decision responsible
independent direction and presents a approaches to within its for
decision and “sells” plan to variety of solve problem; scope of decision, defi
announces it team approaches for works with authority nes the
the team to management to problem and
decide on implement solution
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50. Personal Characteristics of Team Leader
Appearance Intelligence
Self – confidence Warmth
Communication Sensitizing the
Skills feedback
Alertness
Al Naturalness
N l
Maturity Ability to work
Sense of Humor with others
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51. BUILDING THE TEAM:
Building the team is like recruitment.
One needs to select the right people and motivate them.
He understands the pressures and the soft points of people,
and uses this knowledge
to make them part of his team.
Each one of his team members is treated as special,
as being different.
52. ALLOCATING ROLES:
Bhuvan also assigns responsibilities to each of his people.
Just getting the people in the team is not good enough
enough.
They have to be told what the goal is.
A team consists of different individuals.
t i t f diff t i di id l
The objective is to make them all work together like a fist,
like a team.
53. SUPPORT THE TEAM MEMBERS:
MEMBERS
Bhuvan backs his team members to the hilt
hilt,
even when they make mistakes.
It is indeed important in any team
that the captain backs
the right person at the right time for the right job
person, time, job.
54. Lets Find out our Role in Team Building
Team Building Test
Instructions: Below is list of statement describing
p
possible contributions to effective team. Score each
statement according to following scale.
1 – Not very often true to me
2 – Sometimes true to me
3 – Very often true to me
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55. Team Building Test: Scoring
Task - Related Maintenance -
Behaviour Related Behaviour
SS - SS -
SS - SS -
SS - SS -
SS - SS -
SS - SS -
SS - SS -
SS - SS -
SS - SS -
Total - Total -
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56. Team Task Roles
INITIATOR/CONTRIBUTOR
INFORMATION GIVER
OPINION GIVER
INFORMATION SEEKER
OPINION SEEKER
COORDINATOR
INFORMATION SEEKER
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