team building skills leadership

7/31/2019 Team Building Skills Leadership

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TEAM BUILDING SKILLS


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OBJECTIVES

To define the role of a team leader

To identify the function and elements of aneffective team

To understand the critical areas all teams mustcover

To use appropriate skills to develop teameffectiveness

To understand what you bring to a team yourpreferences

To apply these skills to your own work.


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TEAM DEFINITION

A team is a small number of people withcomplementary skills who are committed to acommon purpose, performance goals, and

approach for which they hold themselvesmutually accountable.


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THE ROLE OF THE TEAM LEADER

Building a performance ethic

Clarifying the goals of the team

Coaching team members Facilitating team meetings

Doing some real work!


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UNDERSTANDING HOW TEAMSWORK

Teamwork is the foundation of all successful management.Managing teams well is a major and stimulating challenge to anymanager, from novice to experienced hand.

WHAT MAKES A GOOD TEAM?

A true team is a living, constantly changing, dynamic force in whicha number of people come together to work. Team members discusstheir objectives, assess ideas, make decisions, and work towardstheir targets together.

Remember that each member has something to add to your team.

Formulate team objectives carefully, and always take themseriously.


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UNDERSTANDING HOW TEAMSWORK (CONTD.)

Remember that team members must support each other.

Break long-team aims into short-team projects.

KNOWING TEAM GOALS: Increasing the rate of productivity in a manufacturing company.

Improving the quality of production; Involving all employees in the decision-making process to increase

job satisfaction;

Looking at working systems and practices to reduce time wastage;

Working together with customers to build closer relationships so

that the needs of the market can be better understood.

Allocate a clear deadline for each of your projects.


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MATCHING TEAM TO TASK

Decide early on what style of team is appropriate for yourobjectives.

Try to form strong bonds with other team members of formal orinformal teams.

Find a sponsor a senior individual who can promote the teamswork.

Remind members that they are all team participants.

FORMAL TEAMS : are fundamental to an organization whether

internal audit units or counter staff in a supermarket. Provideinternal expert administration back-up in their own fields.

INFORMAL TEAMS : Casual groupings of people come together towork on an informal basis throughout all organizations.


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MATCHING TEAM TO TASK(Contd.)

Fix goals that are measurable to keep your team

focused.

Make use of the great power of friendship tostrengthen a team.


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MATCHING TYPES OF TEAM TO CERTAIN TASKS

Types of Team Tasks And CharacteristicsExecutive Team

A cross-functional group headed bychief executive. Members chosen by

role, for example, finance director.

Manages organization or divisional

operation on day-to-day basis. Meetsregularly, with agenda and minutes.

Depends on information from lowerlevels. If badly controlled, can beforum for personality battles.

Cross-Functional TeamA multi-disciplinary, inter-departmental team, found at anylevel in an organization.

Removes obstacles to exchange ofideas in a variety of specific tasksfor example, a new product launch.

Team members bring their differentareas of expertise and skill to a

problem or task.Business Team

A group of people in charge of thelong-term running of a project or unitwithin their organization.

Runs a unit and optimizes its results.

Depends on the leader, who maychange too often for the group tosettle into optimal team-working.

Usually subject to fairly close


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Formal Support Team

A team providing support andservices, such as finance,information systems,administration, and staffing.

Carries heavy load of routinework, such as the postal system,whose efficiency is indispensablefor success.

Depends on processes, offeringscope for raising productivity byteamwork. Tends to be clannish.

Project Team

A team selected and kept togetherfor the duration of a project, suchas the construction of a newfacility.

Requires a large number of sub-groups, sub-tasks, and detailedplanning, plus tight discipline.

Depends on close understandingamong members and well-organized work practices.

Change TeamA group of experts briefed toachieve change. Value depends oncollective ability. Sometimes startsoff-campus.

Influences corporate cultures toachieve radical improvement in

results by applying new methods.


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ANALYZING TEAM ROLES

Always choose leaders on merit, regardless of othercondsiderations.

Look for a strong team commitment from a leader.

Always reward merit, but never let errors go unremarked.

A true team leader:

Remember that everyone in a team thinks in a different way.

Facilitate Inspire Implement


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IDENTIFYING THE KEY ROLES WITHIN TEAMS

Team Roles Characteristics

TEAM LEADER

Finds new team members and

develops the team working spirit.

Good at inspiring and sustainingenthusiasm.

CRITICGuardian and analyst of the teamslong-term effectiveness.

Constructive in pointing way topossible remedies.

IMPLEMENTEREnsures the momentum andsmooth-running of the teamsactions.

A born time-tabler who thinksmethodically.


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EXTERNAL CONTACT

Looks after the teams externalrelationships.

Diplomatic, and good judge

of the needs of others.

CO-ORDINATORPulls together the work of the

team as a whole into a cohesiveplan.

Has a strong sense of priorities.

IDEAS PERSONSustains and encourages theteams innovative vitality andenergy.

Enthusiastic and lively, with a zestfor new idea.


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BALANCING SKILLS WITHIN A TEAM

When recruiting people for a team look for their growthpotential.

Pay close attention to lack of relevant experience ingroup members.

Take people out of the team if they do not perform.


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CHOOSING INDIVIDUALS FOR SPECIFIC ROLES

Dos DoN Ts

Draw up ajob profile before

starting to talkto people

Which qualitiesare requiredfor the role?

Assume thatanyone will suit

the role withinthe team

Check on paperProfile against

details ofindividuals

Are there anysuitable people!

Rely solely onWord-of-mouth

recommendations


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CHOOSING INDIVIDUALS FOR SPECIFIC ROLES(Contd.)

Dos DoN Ts

Favour individualswith wide-rangingskills

What are theirrespective keystrengths?

Ignore shortfalls

in favour ofparticularexperience

Give seriousconsideration

to anyshortcomings

Can anyweakness

be overcome!

Hope weaknessesWill be overlooked

By the team


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Dos DoNTs

Note anyshortcomings inpersonal skills

Will I enjoyworking withthis person?

Ignore signs ofindividual notbeing a team

player

Expect them toOvercomeproblems

On the Job


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Dos DoNTs

Offer the role tothe individual who

brings mostoverall to the

team

Make a finaldecision based onresponses to thequestions above

Offer the role tothe individual who

excels at oneparticular skills.


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ESTABLISHING TEAM TRUST

Keep tasks to yourself only if you know that no-one else can do them.

Do not delegate any unnecessary work-scrap it. Delegation takes two forms: delegation of tasks

and of authority. Teamwork needs both. To Delegate authority, share your power both

with the team consulting members on all issues. Give your team the freedom to make its own

decisions. Encourage positive contribution from team

members.


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IMPROVING TEAM EFFICIENCY

Help your team find a way to changeobstructive group behaviour.

Look for ways to use conflictconstructively.


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COMMUNICATING EFFECTIVELY

Keep the team members in close proximityto ease communication.

Set aside areas in which people can meetand talk informally.

Encourage the free flow of communicationbetween colleagues.

Invest in the most appropriate technology,and keep it up to date.


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THINKING CREATIVELY

Look for the good points in an idea, andnever criticize ideas in public.

Look for people with experience when

seeking problem-solvers.Analyze the roles of people play within

your team.

Never dismiss brainstormed ideas out ofhand-that is disheartening and stops theflow of creativity.


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REWARDING PERFORMANCE

Allow your staff to have a say when itcomes to setting reward levels.

Calculate rewards with care, and choosethe most appropriate types, Financial andincentive-based schemes-or a combinationof both.


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CHOOSING REWARDS

Reward Implementation Benefits to

Team

PAY RISERise in salary notdirectly related to

performance and withno direct teamworkelement.

May go hand in handwith promotion up thejob scale.

Can take awayelement ofcompetition withinteam.

BONUS

PAYMENTCan take severalforms, includingsharing of financialsavings made as aresult of team effort.

May reveal howmembers of the team

regard each other.

Acts as a good long-term motivator of

individuals.


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CHOOSING REWARDS (Contd.)

PROFIT-

SHARINGUsually a given shareof the profits is splitbetween employees,either on corporate or

divisional basis.

Management mustfind a fair method ofprofit distribution.

Profit-sharing ispopular withemployees and is agreat motivator of

individuals.

SHAREOWNERSHIP

Rewarding teammembers with sharesis moving down fromsenior levels in manycorporations.

Is directly linked tocorporate results

rather than individual

Identifies teammembers with overallgroup results.


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CHOOSING REWARDS (Contd.)

RECOGNITIONREWARDSPossibilities are legion,ranging from formalprizes to holidays and

parties.

Management must becareful to avoidimplying that doing agreat job is theexception instead ofthe expectation.

Members loverecognition, even ifonly verbal, and costis often little ornothing.

COMPOSITEREWARDSReward types are

often combined formaximum team andindividual effect.

Should always includeand emphasizeindividual recognition.

Reward packagesstimulate andmotivate: variationhelps to keep interest

fresh.


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ADAPTING TO CHANGE

Appoint someone to monitor any relevantchanges in the market.

Be prepared to change even the mostfundamental elements of a plan.

Remember that some people are afraid ofchange.

Look for team members who can advancechange.


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PLANNING FUTURE GOALS FOR ATEAM

Conduct personal career progressappraisals at regular intervals.

Encouragement of the individuals will helpthe team.

Agree career plans with team membersand give them any support they need.


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Selecting the Team Members:

1. Technical or professional competence

2. Ability to work as a team member and in a

team3. Desirable personal attributes


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Team Leaders recognise strengthsand weaknesses :

It is important for the team leader torecognise the strengths and weaknessesof team members, drawing upon the

strengths and suggesting ways toovercome weaknesses.


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To quote an Example in selecting the Team

members:The scene was set at a location where one person is diffusing aBomb, whereas his partner is giving instructions over Telephone.Person diffusing the Bomb says:

Hurry up, tell the way outOnly five seconds are left

The person on telephone says:Can you see two wires, one Red and theOther green.. Please cut the Red now .

The person with the bomb says with lost hope: I AM COLOUR BLIND

Merely working together towards a common goal may not beenough in todays jet age business environment.We must find out strengths and weaknesses of Team Members wellin advance before we commit ourselves towards working togetherfor a common goal. It saves time, energy and frustration in theend.


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Issues in Teamwork:

Employees have generally the following issues in teamwork:

Sharing knowledge : Some team members preferdoing their work and not sharing the results or some

useful points with others, which may lead to delays inthe deliverables of the team.

Ego Issues: Some seniors feel the solutions they haverecommended should be followed despite the fact that ajunior colleague may have suggested a better approachto the problem.


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Get the Team to Spend TimeTogether:


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Get the Team to Spend TimeTogether:

A team becomes more cohesive as its membersspend more time together. Team meetings areobviously important particularly when they

involve joint problem solving. Groupbreakfasts, luncheons and after-hours partiesare also opportunities for spending time

together.


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Emphasize the Fact that Yours is aWinning Team.

Whether winning teams create goodteamwork or the reverse, it pays toemphasize that yours is a winning team.

Remind team members frequently of whatyour team is doing that Is above averageand consequently why they belong to a

winning team.


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Reward Contributions to Team Goals.

For the group to develop a strong teamspirit, individuals must feel a sense ofmutual accountability. Team members

should be given frequent reminders ofwhat they are doing right andencouraged for actions that contribute to

team goals.

THE ANT AND ITS PHILOSPHY:


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THE ANT AND ITS PHILOSPHY:

You should observe an ant and learn to organise your life. Ants face

many obstacles in this vast world.

If you observe an ant, you can learn a lot.whatever obstacles you place in front of an ant, it is so flexible that eitherit goes around it, under it or above it. Flexibility is a great quality in an ant.

An ant never quits and it is focused on its goal. It has the attitude ofwinners never quit. Quitters never win.

When it is summer, it plans for winter : tremendous planning ability.

At any given point of time, it does all that is possible; it is holistic inwhatever it does, however small it is, never invalidates its strengths :Commitment to do its best.

It operates in a TEAM : Team is Together Empowering to AchieveMore.


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GROUP VERSUS TEAMS

No. GROUPS TEAMS

1. Members think they aregrouped together foradministrative purpose only.Individuals work independently,

sometimes at cross purposewith others

Members recognise theirinterdependence andunderstand both personal andteam goals are best

accomplished with mutualsupport. Time is not wastedstruggling over turf orattempting personal gain atthe expense of others.

2. Members tend to focus onthemselves because they arenot sufficiently involved inplanning the unit objectives.They approach the job simplyas hired hand

Members feel essence ofownership for the jobs andunit because they arecommitted to goals theyhelped to establish.


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GROUP VERSUS TEAMS

No. GROUPS TEAMS

3. Members are told what todo rather than beingasked what the best

approach would be.Suggestions are notencouraged.

Members contribute tothe organisation successby applying their unique

talent and knowledge toteam objectives.

4. Members distressed the

motives of colleaguesbecause they do notunderstand the role ofother members,

expressions of opinion ordisa reement.

Members work in a

climate of trust and areencouraged to expressideas, opinions,disagreements and

feelings. Questions arewelcomed.

GROUP VERSUS TEAMS


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GROUP VERSUS TEAMSNo. GROUPS TEAMS

5. Members are so cautiousabout what they say thatreal understanding is notpossible. Game playingmay occur and

communication traps setto catch the unwary.

Members practice openand honestcommunication. Theymake an effort tounderstand each others

point of view.

6. Members receive goodtraining but are limited in

applying it to the job bythe supervisor or othermembers. Theirsupervisor may put offintervention until seriousdamage is done.

Members are encouragedto develop skills and

apply what they learn onthe job. They receivesupport of the team.


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GROUP VERSUS TEAMS

No. GROUPS TEAMS

7. Members may or may notparticipate in decisionsaffecting the team.

Conformity often appearsmore important thanpositive results.

Members participate indecisions affecting theteam but understand

their leader must make afinal ruling whenevertheir team cannot decideor an emergency exists.Positive results not

conformity are the goal.


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BUILDING HIGH PERFORMANCETEAMS

Have a small teammembership not to exceed 12. Take care to ensure teams comprise members with atleast

three types of skill : technical skills,problem solving anddecision making skills and interpersonal sills

Let the teams have specific goals and develop commitmentto realize the goals.

Have proper leadership and structure for teams. Leadership and structure provide focus and direction.

Dont allow members to hide inside a group and indulge insocial talks.

Establish appropriate performance evaluation and suitable


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EFFECTIVE TEAMWORK:

Competititve pressures intensity,

Organisational success dependsincreasingly on teamwork rather than onindividual stars. Teamwork in turndepends on cooperation,trust,training andrewards.


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Effective Teamwork (contd)

Cooperation : It is said to exist when the effortsof team members are systematically integratedto achieve a collective objective. It iscooperation but not competition that ensures

team performance. Cooperation superior to competition in

promoting achievement and productivity. Trust : Absence of trust affects team

performance adversely. For a start eithermanagement or employees need to takeinitiative. Trust begets trust.


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Other measures for building trust are:

Communication : explain the policies anddecisions and provide feedback.

Support : Be available andapproachable. Help,advice,coach &support team members ideas.

Fairness : Be quick to give creditwho deserve it.


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Predictability : Be predictable and consistentin daily affairs. Keep both expressed and impliedpromises.

Competence : Enhance creditability bydemonstrating good business sense,technicalability and professionalism.

Leadership in Teams: A leaders role in teamstwo fold. One is facilitating functioning of theteam and the other is managing externalboundary of the teams.


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TIPS FOR EFFECTIVE TEAMS :

Make the team highly focused.

Handle conflict directly & be willing tocompromise.

Actively participate, encourage others todo the same.

Keep sensitive issues private.

Communicate openly & positively. Take time to establish operating

guidelines and clarify expectations.


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Tips for effective Teams (contd.)

Monitor what is going on within the team.

Work with underperformers to keep themin the flow of the project and preventthem from getting isolated.

Energize the team when motivation is lowby suggesting new ideas,humour and

enthusiasm.

Be supportive of your team members.

B ildi hi h f T


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Building high performance Teams(contd)

Ensure the team members develop high mutualtrust. High performance teams are charactezisedby high mutual trust.

Establish demanding performance standardsand provide direction.

Create a sense of urgency in the first meeting.

Set clear rules of behaviour. Regularly chllanenge the team with new

projects or problems to solve.

H dli Diffi lt T


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Handling Difficult TeamMembers:

The following are the most common types ofnegative behaviours and attitudes:

1. Nay-Sayers : These people are habitually

negative and have a pessimistic view of the world.They are generally angry, depressed, andfrustrated individuals. They continually criticiseothers and complain often.

Tip: If you are forced to deal with these people,keep your contact at a minimum, and let themknow how their attitude affects you.


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Contd

2.Immovables : These are people who resistchange, either outwardly or in a passiveaggressive way. They might agree to change, but

sabotage the implementation of it.

Tip : If you deal with these types of people,appeal to their nobler motives, involve them in the

change, and seal an agreement of the changeand the role they play in implementing the newideas.


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Contd

3. Nine-to- Fivers : These people work nine tofive-nothing more, nothing less. They are quick totell you that something is not their job. These

people are referred to as C players. They dothe minimum to get by and get their pay check.

Tip: Providing opportunities for growth and giving

them encouragement and recognition for smalltasks can help turn these people around andincrease their level of commitment.


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Contd

4. Gossipers : These people find joy ingetting into everyone elses business andcreating diversions by spreading rumours.

Their pettiness may be a sign that they arelonely and work is one of their only sourcesof interaction.

Tip : Dont encourage these people bycontributing to the gossip. Deal only withfacts and evidence.


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Contd

5. Violinists : These people have a generalwoe is me attitude. They may stay late or doextra work but then they complain about theworkload. They are constantly telling others how

busy they are, and how other things take priorityover what you need them to focus on.

Tip : Acknowledging their hard work andproviding recognition and appreciation regardingtheir contributions is helpful in dealing with thesetypes of people.


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Contd

6. Blamers: These individuals are quick to pointthe finger at anyone else but themselves whenmistakes have been made. Also known asscapegoats, these people always have an answer

why they are not accountable for the error.

Tip :The best way to deal with these people isto have a clearly defined set of expectations andresponsibilities so that when errors do arise, thereare facts to back up the breakdown in theprocess. It is also helpful to admit your ownsimilar mistakes to help to reduce theembarrassment they might feel.

Given below an Illustration of how We is important in Team work and


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how the leader should develop Team spirit.I & Weare the two wordswe use daily. They appear similar to each other but they are miles apart in

meaning & usage. See how they stand :

I is Singular I stands for Pride I Divided I creates Chaos I destructs I creates problems I for Scarcity I for Contradiction I is the least important word I is narrow mindedness I creates ill will I spoils atmosphere I is dictatorship I am not the Nation I is important in a few cases

We is plural We stand for Humility We Unites We creates Peace We constructs

We solves the problems We for Prosperity We is Agreement We is selflessness We is Broad mindedness

We creates Goodwill We create good atmosphere We is Democracy We are the Nation We is important in many

cases


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Many times people say: I have done this, I have done that.Often they repeat I I I .

People dislike the person who says I but like the peoplewho says We.

I is very important but not more important than WE. I

for development and prosperity. But I is not Indispensable.

Any organisation or country can survive without I, but itcannot survive without We. So why not use We rather

than I, when We is more important than I.

Above is an example how the leader should developteamspirit. Get lasting results through behavioral changes.


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EveryBody SomeBody AnyBody


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EveryBody, SomeBody, AnyBody,NoBody.

This is a story about fourpeople named Everybody,Somebody, AnybodyandNobody. There was animportant job to be done andEverybodywas sure thatSomebodywould do it.

Anybody could have done it,but Nobodydid it. Somebodygot angry about that, becauseit was Everybodysjob.EverybodythoughtAnybodycould do it, but Nobody

realised that Everybodywouldnt do it. It ended upthat EverybodyblamedSomebody When Nobody didwhat Anybody could haveDone!

To summarise some vital skills


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To summarise some vital skillsfor team work are :

Unity

Sharing

Listening

Participation

Communication

Respecting

Protecting rights &

Approachable


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Conclusion :

This is of crucial importance forcompetitiveness in the course of globalisation.Good soft skills & Teamwork lie at the heart ofan effective work place. Today need of thehour is to recognize the importance of theseskills and equip our budding talents in collegesitself with these expertises.

TEAMWORK


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TEAMWORKThe Hare and the Tortoise


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The hare and the tortoise argued about fast

running

Im the fastest runner.

Thats not true.


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Ok,lets have a race

Fine!

They decided to settle the argument with a race.They agreed on a route and started off the race.


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The hare shot ahead and ran briskly for some time.he thought he'd sit under a tree for some time andrelax before continuing therace.

Poor guy! Even if I take a nap, hecould not catch up with me.


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He sat under the tree and soon fell asleep.


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The tortoise plodding on overtook him and soonfinished the race, emerging as the undisputed

champ.


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The hare woke up and realized that he'd lost the race.

The moral of the story is:slow and steady wins therace.

The story continues


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The hare was disappointed at losing the race Herealized that he'd lost the race only because he hadbeen overconfident, careless and lax.

Why did I lose the

race?

?


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Can we haveanother race?

Ok.

So he challenged the tortoise to another race. Thetortoise agreed.


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This time, the hare went all out and ran without stopping fromstart to finish. He won by several miles.

The moral of the story?Fast and consistent will always beat the slow andsteady.It's good to be slow and steady;but it's better to be

fast and reliable. But the story doesn't end here


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The tortoise did some thinking this time, and realized thatthere's no way he can beat the hare in a race the way it was

currently formatted.

How can I canwin the hare?

?

He thought for a while, and then challenged the hare to


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g , ganother race, but on a slightly different route.

The hare agreed.

Sure!

Can we have another race?This time well go through a

different route.

They started off. In keeping with his self-made commitment to

b i t tl f t th h t k ff d t t d


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be consistently fast, the hare took off and ran at top speeduntil he came to a broad river. The finishing line was a coupleof kilometers on the other side of the river.

Goal

The hare sat there wondering what to do. In the meantime the

tortoise trundled along got into the river swam to the


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tortoise trundled along, got into the river, swam to theopposite bank, continued walking and finished the race.

What

should I

do?

The moral of the story?First identify your core competency and then change theplaying field to suit your core competency.

Working to your strengths will not only get you noticed, but

will also create opportunities for growth and advancement.

The story still hasn't ended


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The hare and the tortoise, by this time, had becomepretty good friends and they did some thinking

together. Both realized that the last race could havebeen run much better.

So they decided to do the last race again but to run


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So they decided to do the last race again, but to runas a team this time.

Great! I think we coulddo it much better, if wetwo help each other.

Hi, buddy. How aboutdoing our last race

again?


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They started off, and this time the hare carried thetortoise till the riverbank.


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There, the tortoise took over and swam across withthe hare on his back.

On the opposite bank, the hare again carried the tortoise and theyreached the finishing line together. They both felt a greater sense of


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reached the finishing line together. They both felt a greater sense ofsatisfaction than they'd felt earlier.

The moral of the story?

It's good to be individually brilliant and to have strong core competencies;but unless you're able to work in a team and harness each other's core

competencies, you'll always perform below par because there will alwaysbe situations at which you'll do poorly and someone else does well.

Teamwork is mainly about situational leadership, letting the person with

the relevant core competency for a situation take leadership.


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There are more lessons to be learnt from this story.

Note that neither the hare nor the tortoise gave up afterfailures. The hare decided to work harder and put in moreeffort after his failure. The tortoise changed his strategybecause he was already working as hard as he could.

In life, when faced with failure, sometimes it is appropriate towork harder and put in more effort. Sometimes it isappropriate to change strategy and try something different.And sometimes it is appropriate to do both.

The hare and the tortoise also learnt another vital lesson.When we stop competing against a rival and instead start

competing against the situation, we perform far better.

To sum up, the story of the hare and tortoise


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teaches us many things:Never give up when faced with failure

Fast and consistent will always beat slowand steady

Work to your competencies

Compete against the situation, not against arival.

Pooling resources and working as a team

will always beat individual performers

Lets go and build stronger teams!

KAIZEN: Necessity is the mother of Invention


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This time, Tortoise thought well and tried to improve his corecompetency by making a kaizen and succeeded winning the

race..

y

Never give up when faced with failure


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THANK YOU

team building skills leadership

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