you've chosen your team
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YOU'VE CHOSEN YOUR TEAM. HOW DO YOU MAKE IT WORK?. A Look At Core Assets. Capabilities and skills of people are core assets of the organization More effort is expended on people than on other core assets Finding the "right" people is costly - PowerPoint PPT PresentationTRANSCRIPT
1BERLING ASSOCIATES
YOU'VE CHOSEN YOUR TEAM
HOW DO YOU MAKE IT WORK?
2BERLING ASSOCIATES
Capabilities and skills of people are core assets of the organization
More effort is expended on people than on other core assets
Finding the "right" people is costly
Once people are on board, they begin to learn about the job and the environment
People join teams, formal or informal
Now you need to make it work
Company Everywhere
Core Assets Capabilities Skills Facility Systems Capital
A Look At Core Assets
3BERLING ASSOCIATES
A Rose Is Not A Rose
Teams do not just happen. They are developed through a deliberate, planned process.
A Group Is Not A Team
Committee -- a group of people who take minutes to waste hours.
Team -- a group of people who are committed to the attainment of a common objective, who work well together and enjoy doing so, and who produce high quality results.
Source: James P. Lewis
4BERLING ASSOCIATES
Expectations For Team Outcomes
A Survey Of 51 Major Companies That Utilize Teams Found These Benefits
More effective use of resources
Better problem solving
Better quality products and services
Creativity and innovation
Higher quality decisions
To get these results it takes work.
5BERLING ASSOCIATES
Building Blocks Of Team Building
Discuss the Process -- Collect ideas for the group about how to create teamwork. Indentify the initial strengths of the group and potential barriers to effective teamwork.
Describe the Benefits and Rewards -- Let group members know how they will benefit from their participation in the team. Identify both individual and group rewards.
Communicate the Team Purpose -- Let participants know explicitly what the purpose of the team is and its significance. Communicate expected results and how these results will make a difference.
Define Teamwork -- Develop a shared definition of what a team really is. Discuss what types of teamwork members want and expect.
6BERLING ASSOCIATES
Keys To Leading A Team
Continually refocus the team on its purpose. Teams can drift from their fundamental charge; the leader must keep them on task. Encourage frequent team self-assessment. The more the team critiques its own process, the more finely-tuned that process becomes. Encourage questions and differences of perspective. The best decisions come from comparing and contrasting different views of a problem. Watch for opportunities to promote participation and involvement. Make everyone feel a part by giving everyone a role. Don't hog the limelight; spread credit among team members. Reward and celebrate successes -- even the minor ones. Know the members of your team; find out their needs, their strengths, and their weaknesses.
7BERLING ASSOCIATES
Factors In Team Development
RolesWhat work needs to be done and who is the best choice to carry-out each function or the team? The leader makes sure that roles are identified and filled. The leader maintains a process by which the team holds members accountable for filling their roles.
GoalsWhat is the current purpose, mission, goal, objective and action plan? The leader keeps the team on track and monitors how relevant the team activity is to the current goals.
ProceduresHow will the work of the team get done? What processes and methods should be chosen? The team leader remembers to assess how will processes work and moves the team to refine or replace them when necessary.
RelationshipsHow are team members expected to interact and relate? The leader provides a climate in which constructive working relationships can evolve. The leader helps "debug" problems and destructive conflicts before they damage the team.
TEAM
8BERLING ASSOCIATES
TEAM
Forming --The participants lack a clear understanding of their purpose, the group's capabilities and of each other. Because they often do not know each other, members tend to be polite or to withhold thoughts or reactions. They often look to the leader for direction and structure.
Storming --As participants become more familiar with each other, different viewpoints and disagreements surface. Alliances and conflicts occur; the leader may be challenged. While some groups suppress this stage, effective teams need to work through it to learn how to deal with differences and to achieve their highest quality results.
Norming --
Members of the
group begin to
learn from each
other and establish
guidelines for
working together.
These "rules" may
vary widely from
team to team, but
in a well-formed
team they meet the
needs and styles of
the members.
Leadership is
shared among
participants more
evenly and mutual
trust develops.
Stages Of Team Development
Performing --
The team puts the full
force of its resources into
getting results. Goals,
roles, procedures, and
relationships support the
team process. All is not
perfect, but success is
maintained by rapid
identification of problems
and barriers as they
occur. Regular and
honest team assessment
is used to keep the team
on course and to avoid
complacency.
9BERLING ASSOCIATES
Helping With Team Development
Give The Organizational Message That Teamwork Is Good Publicly acknowledge effective teams and their applications Address teamworking skills on performance appraisals and in developmental feedback
Reward Effective Team Players Give desirable assignments to those who have shown teamwork ability Consider team skills in determining promotions Reward all the members of particularly productive teams
Demonstrate And Teach Team Behavior Be a model of good teamwork in the top executive suite Provide training in team skills for group participants Teach employees how to lead and facilitate teams
10BERLING ASSOCIATES
Summary
Not all groups become teams. Some groups function poorly throughout their lifespan, never reaching the climate, camaraderie and productivity of a team. Generating a team is a planned process that take time, energy, knowledge and insight. Leaders and team members who understand the factors involved can increase the chances of success by making sure that the important factors are dealt with openly and regularly. Groups who take the time to build their working relationships and who actively monitor their own group processes will become the most productive and effective teams.
11BERLING ASSOCIATES
Rob Berling
Berling Associates
550 Pharr Road
Suite 212
Atlanta, GA 30305
Tel. 404.365.9836
Fax. 404.365.9837
www.berlingassociates.com
Contact Information