Building Effective TeamsThe Essential Pyramid

By Brenda Olesuk, Firm Administrator – Meyers Brothers Kalicka, PC

Definition of a Team:

A group of interacting individuals sharing a common goal and the responsibility of achieving it. -- The Quality Assurance Project’s definition of team

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable -- The Wisdom of Team, J.R. Katzenbach and D.K. Smith

Qualities of a Good Team Member

Qualities of a Good Team Member

Honest and Open Dependable Trustworthy Flexible Respectful Sharing Competencies – Has something to offer Will Sacrifice Supportive Surrenders Own Ego Offers Feedback No “Back Door” Attitude

Model for Effective Team Building

Results

Accountability

Commitment

Conflict – Open Exchange of Ideas

Development of Trust

Trust – Lubricant & Glue

Trust as a lubricant: The substance that reduces friction

Trust as glue: The substance that keeps us together

Trust is the most essential element of healthy, productive teams

Trusted/trusting members: Get to know one another Exhibit supportive behavior Say what they mean, mean what they say – aren’t mean when

they say it Aren’t afraid to admit their mistakes or weaknesses Are willing to listen without judgment or predisposition

Conflict – Open Exchange of Ideas

Unmanaged Conflict is the Ultimate Productivity Robber!

Good conflict is the unfiltered and passionate debate of ideas. The focus is on the idea, problem or challenge, not the individual.

Conflict occurs when the concerns or ideas of two or more people appear to be incompatible. When this happens, there are five specific methods of dealing with the situation:

Competing

Power-oriented behavior

Winning one’s own position

Psychological drive for success

Gain status, pride, respect and acceptance of others

Collaboration

Often called “team work”

Collective rather than individual

Effort to reach goals and solve common problems

Attempts to work with others to find a solution which satisfies the concerns of all parties

Compromise

Key element for good relationships

Middle ground between assertiveness and cooperation

Characterized by integration of ideas, opinions and feelings

Mutually acceptable settlement in which each side gives up some demands or makes some concessions

Avoidance

Fails to address conflict

Degree of procrastination or reluctance to challenge or confront uncomfortable situations

Accommodation

Opposite of competing

Using this behavior often means neglecting own concerns to satisfy needs of others

Self-sacrificial

Ability to say “I’m sorry” or offer some conciliatory gesture

Conflict Management Modalities

All of these methods are necessary and useful in working through conflict within the team

Key is knowing how and when to use each modality to promote healthy, passionate debate, maintain trust, and support dignity of each team member

Commitment: Buy-In

In order to be effective, a successful team must have the explicit “buy in” of all team members.

Trust and ability to manage conflict are essential to developing true commitment within a team.

Once all viewpoints have been aired, a decision must be made.

If Agreement cannot be reached in all cases, then it is necessary for all members to be in Alignment. This is commitment to the team.

Accountability – Peer Pressure

Trust, candor and commitment create a motivation to not “let down” other team mates

Goals that are collaboratively created and clearly stated by the team become the benchmark for the team’s success. Every team member will be “self-monitoring” for success

Teams need to periodically review their progress toward their stated goals and communicate formally about accountability within the team

Accountability within the team reduces the need for excessive bureaucracy around performance management and corrective actions

Results – How to Ensure Them

Public Declaration of Results – Teams that are willing to commit publicly to specific results are more likely to work with a passionate desire to achieve those results

Reward only those behaviors and actions that contribute to desired results

A team that focuses on collective results: Retains achievement-oriented employees Minimizes individualistic behavior Enjoys success and suffers failure acutely Benefits from individuals who subjugate their own

goals/interests for the good of the team Avoids distractions

Developing a Winning Team – The Stages

Forming

Storming

Norming

Performing

Forming

High dependence on leader for guidance and direction

Little agreement on team goals other than those received from the leader

Individual roles and responsibilities are unclear

Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships

Processes are often ignored

Members test tolerance of system and leader

Leader is more directive

Storming

Decisions don’t come easily within the group

Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members

Clarity of purpose increases but plenty of uncertainties persist

Cliques and factions form and there may be power struggles

The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues

Compromises may be required to enable progress

Norming

Agreement and consensus forms among the team, who responds well to facilitation by leader

Roles and responsibilities are clear and accepted. Big decisions are made by group agreement

Smaller decisions may by delegated to individuals or small teams within the group

Commitment and unity is strong

The team may engage in fun and social activities

The team discusses and develops its processes and working style

There is general respect for the leader, and some leadership is shared by the team

Leader plays a facilitating and enabling role

Performing

The team is more strategically aware, and knows clearly why it is doing what it is doing

The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader

There is a focus on over-achieving goals, and the team makes most decisions with regard to criteria agreed with the leader

The team has a high degree of autonomy

Disagreements occur, but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team

The team is able to work toward achieving the goal, and also to attend to relationship, style and process issues along the way

Performing - continued

Team members look after each other

The team requires delegated tasks and projects from the leader

The team does not need to be instructed or assisted

Team members might ask for assistance from the leader with personal and interpersonal development

Leader assumes a far more hands-off, delegation role to allow team members to perform in their team role

Expanding Team Awareness

Team Mission Statement (why are we here?)

Core Values (what do we stand for?)

Behavioral Norms (how do we live our values?)

Objectives (what measurable results are we seeking?)

Important Skills for Teams to Develop

Communication – Listening and Influencing

Communication – Conflict Management

Creativity and Problem Solving

Coping with Change

Appreciating Diversity/Appreciating Supporting Others

Leadership and Teambuilding Exercises

Together

Everyone

Achieves

More

Resources

The Five Dysfunctions of a Team, Patrick Lencioni

6 Habits of Highly Effective Teams, Stephen E. Kohn and Vincent D. O’Connell

Quick Team-Building Activities for Busy Managers, Brian Cole Miller

Leadership Development Program, by Giombetti Associates