supporting lions teams slli

SUPPORTING LIONS TEAMS

NEVILLE A. MEHTA INTERNATIONAL SECRETARY, INDIA, SOUTH ASIA, EAST AFRICA

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Teams

“ A team is a group of people working toward a common goal.”

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Differences Betweena Team and a Group

• Many people use the words team and group interchangeably, but there are actually a number of differences between a team and a group in real world applications.

• A number of leadership courses designed for the corporate world stress the importance of building, not group building.

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Differences Betweena Team and a Group

Team

1. A team is a small group of people with complimentary skills and abilities who are committed to a common goal and approach for which they hold each other accountable.

Group

1. A group is a small of group of people with complimentary skills and abilities who are committed to a leader’s goal and approach and are willing to be held accountable by the leader.

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Differences Betweena Team and a Group

Team

2. A team is internally organised with specific goals and usually with specific roles for different members of a team

Group

2. A group is just a collection of people with something in common, such as being in the same place or having a shared interest

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Differences Betweena Team and a Group

Team

3. Teaming should be used when you need broad buy-in for the best results, when no one person has the answer and when shard responsibility is important to the success of the goal.

Group

3. It makes sense to be in a group when the decisions and process are already determined, buy-in is not necessary, time is critical factor and there is split or minimal management support for teaming.

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Differences Betweena Team and a Group

Team

4. A team, by comparison, does not rely on ‘groupthink’ to arrive at its conclusions. There may be a team leader working as a facilitator for the process, but not necessarily a specific leader.

Group

4. The success of a group is often measured by its final results. A group may use equal parts discussion, argumentation and peer pressure to guide individual members towards a consensus.

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Session Objectives

• Recognize stages of team development

• Identify strategies for supporting your teams

• Identify the effectiveness of Lions teams

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No Strings Attached

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No Strings Attached• Choose one member of the team to serve

as an observer who will record his/her comments on the Observer Sheet on page 2 of the Participant Manual

• Use the strings to connect two members of the team as indicated on the diagram on page 1.

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No Strings Attached• After they are connected, untangle the

two people without loosening the knots or breaking the strings. Anyone in the group except the observer is free to help in any way

• Complete the process in no more than 15 minutes

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No Strings Attached• How do you feel about what your group

achieved or did not achieve? What helped or hindered the team?

• How do you feel about how your group organized and communicated to accomplish the task?

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No Strings Attached• What, if anything, would you do

differently?

• What similarities did you see between what happened in your group and what happens in other groups to which you belong?

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MODULE 1:Stages of Team Development

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Stages of Team Development

Forming

Storming

Norming

Performing

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Forming

Get acquainted

Set goals

Awareness

Team leaders MANAGE

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As a Leader• Your team members get know each other• The mission, vision and goals of the team are

established with input from the members• Roles are established to make use of the

individual talents and skills of team members• Ground rules are established for how the team

will communicate and operate• Conflicts are addressed and resolved

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Storming

Challenge

Conflict

Negotiate

Team leaders COORDINATE/NEGOTIATE

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• In the storming stage personal beliefs and needs are sometimes challenged. Conflict is the general theme, and teams must learn to see each other’s points of view and negotiate to move beyond this phase.

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As a Leader

• Individual issues related to tasks and responsibilities are addressed

• Goals and plans developed in the earlier stage are realistic and achievable

• In-groups and disunity and challenged• Problems between team members are

approached in an open and positive way• Conflicts are addressed and resolved

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• Webster’s Dictionary defines norm as “a principle of right action binding upon the members of a group and serving to guide, control, or regulate proper and acceptable behaviour”.

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Norming

Share

Understand

Cooperate

Team leaders COACH/ENCOURAGE

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• In the norming stage, team members begin to understand their own roles and responsibilities and those of others. Co-operation is the theme, and members are able to share ideas and emotions more freely. Team members replace their individuals needs with those of the team in many situations. The team may not yet be effective, but it is beginning to accomplish what it set out to do.

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As a Leader• You will ensure that:• Conflicts are resolved to the benefit of the team.

Personal and team boundaries are established and respected

• Team members accept the methods by which they are decided as a team to function

• Questions, problems and concerns are easily expressed

• Decisions are made and accepted by the team

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Performing

Togetherness

Productivity

Achievement

Team leaders MONITOR/SUPPORT

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Performing• In the performing stage, the team has

come together to achieve a common goal. Productivity is the theme. When conflicts arise, they are often about meeting team needs rather than personal needs, and they are often resolved quickly by the members themselves. Some teams reach this stage faster than others, and some teams never reach this stage.

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As a Leader• You will ensure that:

• Team members feel confident that they can make decisions and go to each other for help

• Team members attempt to resolve their own conflicts, but come to you if needed

• Ideas can be voiced and challenged without destroying co-operation

• The tema is moving forward effectively to accomplish its goals

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MODULE 2:Team Effectiveness

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• In reality, the team’s true effectiveness depends not only on the task that it is completing, but also on the working relationships that impact productivity and co-operation. More often than not, it is the less visible things that prevent team members from being their most motivated and productive and that keep the team from reaching its highest level of efficiency.

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Team Effectiveness

Goals

Participation

Feedback

Decisions

Leadership

Conflict Resolution

Resource Recognition

Risk Taking

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• Goals: When people are part of the goal setting process, they have a greater commitment to the accomplishment of those goals. In assessing your Lions teams, ask yourself if the members share the same goals and if they were discussed and agreed upon

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• Participation: have you ever been a part of a group, but felt that you were underutilized or that your role was thought of as less important than other team members. How did you feel? How well did you perform?

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• Feedback: People need to know how they are doing and what they can do to improve. Feedback should be given frequently and always with a desire to help the other person. We will discuss feedback more in the session on Mentoring

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• Decisions: Decisions are made that impact some or all of the team members. People are more enthusiastic and motivated when they take part in making those decisions. Good communications skills are vital in this regard

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• Leadership: Leadership in a team is not always ‘formal’ leadership. As tasks change, different skills and resources arise and new leaders can and should emerge. Do your Lions teams allow members to demonstrate their leadership?

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• Conflict Resolution: Team members should be allowed to express negative feelings and different points of view. It can be more damaging to avoid conflict than to confront it. Techniques for Conflict Resolution will be addressed later in this institute

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• Resource Recognition: Lions are a diverse group of dedicated and talented people. Are their individual skills, knowledge, and experiences identified, recognized and used?

• Risk Taking: Jawaharlal Nehru said, “The policy of being too cautious is the greatest risk of all.”

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ACTIVITY:Supporting your Team

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• Consider the background information from the case study, remembering that in real life they would be able to gain much more information than is presented here

• Using one of the Team Effectiveness Checklists on pages 12 and 13 of the Participant Manual as a guideline, assess the effectiveness of the team (The other checklist is provided for your future use.)

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• Discuss what steps you might have taken throughout the project if you were a leader of this team

• Be prepared to explain your comments to the entire group

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• Did any ‘informal’ leaders emerge?

• Did the group go through any stages of development?

• Did they become a team? If so, when?

• Were there any lessons in teamwork you learned from this exercise?

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Session Objectives

• Recognize stages of team development

• Identify strategies for supporting your teams

• Identify the effectiveness of Lions teams

THANK YOU