Team Building

Psychometric Analyst & Trainer: Tina Karkhanis

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` 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
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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?

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4
Team
` Benefits of Team Work ` Lack of Team Work

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Why Teams?

` Several people’s skills and knowledge together,

i t
in-turn gives
i better
b tt result 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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TEAM

T Together

E Empowering
p g each other to

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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What Is A Team?

` Here are some terms that are often used to describe 'a
team'.. Which ones do you think define what a team is?
team

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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What is team?
In a team,

ƒ People depend on each other;

ƒ May or may not work in the same physical location,

ƒ Combine to achieve something together

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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

Keeppp
premises lookingg attractive,, so that clients and
Cl
Cleaning
i staff
t ff
prospects feel comfortable visiting organization
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11
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 pprobe 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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Teams in Park
Various Departments
Security
Operation
Administration
Sales & Marketing
Logistics
Maintenance
F&B
HR
Events
Finance

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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?

THE MAGIC OF SYNERGY
` Normally, 1+1=2.
` B sometimes when
But, h we workk as a TEAM,
TEAM
1+1 may become 11, 111, or even 1111! In
f t th
fact, there iis no lilimit.
it
That is called SYNERGY;
` I iis SYNCHRONISED ENERGY.
It ENERGY
` It has a MULITIPLIER EFFECT.
` I grows in GEOMETRIC PROGRESSION,
It PROGRESSION or
even EXPONENTIAL
Characteristics of Team
` Interdependent members

` Common goal(s)

` Each member’s distinct role

` EEach
h member’s
b ’ contribution
b is
important

` Congruency between individual

and group goal

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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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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 p part each member pplays
y in achievingg the
team goals
` Procedures: The methods that help the team conduct
its work together
` Relationships: How the team members ‘get along” with
eachh other
th
` Leadership: How the leader supports the team in
achieving results.
results
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CLEAR
` Mission

` Purpose

` Values

` Goals

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CLEAR ROLES AND RESPONSIBILITIES
` Organization Structure
` Job Description
` Accountabilities
` Competencies
` Resources
` Tools and Equipment
` Qualifications

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CLEAR PROCEDURES FOR:
` Solving Problems
` and Making
` Decisions
` Communicating
` Managing Conflict
` Completing Tasks
` Pl
Planning
` Meetings
` Managing Change
` Evaluating
` Performance

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POSITIVE RELATIONSHIPS
` Mutual respect and trust
` Support
` Inclusion
` Involvement
` Value diversity
` Listening
` Feedback
` Okayy with disagreement
g

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STRONG LEADERSHIP
` Personal Credibility
` Strategic Focus
` Clear Expectations
` Clear Communication
` Engagement and Involvement
` Develop People and Team
` All members responsible and accountable
` Manage
g Changeg
` Recognition

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Life Cycle of Team - by Edwin Lee

The P4 group, highly effective and highly cohesive.

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An overview of a Team's
Team s Life and Death

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Team Relationship

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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)

g ) because
its key business decisions were made by people who
succeeded with mainframes (past successes).

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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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Little Learning with the above theory with
examples…..3
` Failure can breed success.

Norman Schwartzkopf and Colin Powell endured the

failure of Vietnam. Theyy learned from that,, and fought
g
Desert Storm with the wisdom and anxiety that
Vietnam fostered.

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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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 Effective teams are always
aware of and responsive to
b th their
both th i iinternal
t l and
d
their external environment

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How to make Team more EFFECTIVE
Answer to this question is Team Building.

TEAM BUILDING

The process off making

Th k team effective
ff is called
ll d team building.
b ildi
'Team Building' is the process of enabling the group of people to
reach their goal.

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Stages in Team Building

Forming
Storming

Norming

Performing

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Stage 1: FORMING
` Team Building
` Define
D fi tteam
` Determine individual roles
` Develop
D l trust and d communication
i i
` Develop norms
` Task
` Define pproblem and strategy
gy
` Identify information needed

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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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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
b b d iin ‘my’‘ ’ ‘own’
‘ ’ taskk
` 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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Stage 2: STORMING
During the Storming stage team members:

` Realize that the task is more difficult than

they
h iimagined;
i d
` Have fluctuations in attitude about chances
off success;
` May be resistant to the task; and,
` Have
H poor collaboration.
ll b i

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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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Negotiating Conflict

` Separate problem issues from people issues.

issues

` Be soft on people,
people hard on problem.
problem

` Look for underlying needs, goals of each party rather than

specific solutions.
Addressing the Problem

` State your views in clear non-judgmental

non judgmental language.
language

` Clarify the core issues.

` Listen carefully to each person’s point of view.

` Check understanding by restating the core issues.

Stage 3: Norming
` During this stage members accept:
` Their
Th i tteam;
` Team rules and procedures;
` Their
Th i roles
l iin the
h team; and,d
` The individuality of fellow members.

` Team members realize that they are not going to crash-

and-burn and start helping
p g each other.

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Norming Stage: Member Behaviors
` Competitive relationships become more cooperative.

` There is a willingness to confront issues and solve

p
problems.

` Teams develop p the abilityy to express

p criticism
constructively.

` There is a sense of team spirit.

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Stage 4: PERFORMING
Team members have:
` Gained
G i d iinsight
i ht into
i t personall and
d tteam
processes;
` A better understanding of each other
other’ss
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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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 ggroupp structure and movingg on.

It involves completing
p g the task and breakingg upp the team.

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 Stages of Team Development
Adjourning

Group disperses
G di /
completion of task
Performing
Begin
B i to
t share
h common
commitment and Team is
purpose “buzzing”
Norming

Voice
differences, jockeyi
ng
g for position
p
Storming

Forming
Get together, introductions Tuckman, B. &
46 involved - “ritual sniffing” Jensen, N. (1977)
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Team Culture
` Leaders Make Culture
` Vision
` Mission
` Team members maintain and create necessaryy team
culture
` Pros & Cons of Team culture
` Identify different team behaviors
` Performance driven
` P
People
l maintenance
i
` Trouble shooters

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 Teamwork relationships
(Oliva L M.
(Oliva, M 1992.
1992 Partners not Competitors,
Competitors London.
London Idea Group Publishing.)
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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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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 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.
 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
t consists
i t off different
diff t individuals.
i di id l
The objective is to make them all work together like a fist,
like a team.
 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,
person at the right time,
time for the right job.
job
Lets Find out our Role in Team Building
` Team Building Test

` Instructions: Below is list of statement describing

ppossible 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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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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Team Task Roles
` INITIATOR/CONTRIBUTOR
` INFORMATION GIVER
` OPINION GIVER
` INFORMATION SEEKER
` OPINION SEEKER
` COORDINATOR
` INFORMATION SEEKER

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Team Task Roles Contd…
` OPINION SEEKER
` COORDINATOR
` SUMMARIZER
` CLARIFIER/ELABORATOR
` EVALUATOR
` ORIENTOR
` PROCEDURAL TECHNICIAN
` ENERGIZER

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Team Maintenance Roles
` ENCOURAGER
` HARMONIZER
` GATEKEEPER/EXPEDITER
` STANDARD SETTER
` COMPROMISER
` GROUP OBSERVER
` FOLLOWER

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 “Coming
Coming together is a
beginning
K
Keeping
i together
t th isi
progress;
p g and
Working together is
success
success”

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