Ch.

9 Building Effective
Teams and Teamwork
Presented by:
Carlos Arroyo
Benjamin Henry
Tim Wepplo

Skill Development Objectives

1. Diagnose and Facilitate Team Development
2. Build High-Performance Teams
3. Facilitate Team Leadership
4. Foster Effective Team Membership

Team Building

Definition of a team
A team is an interdependent group of people with a common
goal.

You have to get along with people but you have to recognize that
the strength of a team is different people with different
personalities and different perspectives.
Steve Case

The purpose of Team Building

The purpose of team building is to provide a means by which the
members of the group can examine their own behaviors and
develop a course of action which will improve task
accomplishments.

Prerequisite for Successful Team

Building
1. Support and commitment from the formal team leader.
2. Support from senior level management
3. Team members should want to become involved in the effort
and believe its relevance.
4. The timing of the event is also another critical factor.
5. Adequate time should be allowed for teambuilding activities to
take effect.

Why Team Building

If one or more of the following symptoms of ineffective teamwork are present,
team building may be called for:
Goals. The teams goals are inappropriate or unclear.
Strategy. The teams plan for achieving its goals is not working.
Customers. There is a high degree of negative feedback from customers.
Conflict. There are strong interpersonal differences among team members.
Decisions. The team avoids making decisions, revisits too many decisions or
has a poor decision-making process.
Deadlines. The team misses too many deadlines.
Meetings. The teams meetings are considered to be ineffective.
Roles. There is ambiguity, conflict, or lack of clarity about what is expected of
team members.
Stakeholders. There are significant breakdowns in relationships with key
stakeholders.

Why Not Team Building

The group is not a team. It can be frustrating, even detrimental, to use team building with
a group that is not really a team. There are some situations where the group has a common
goal but they are not interdependent i.e., they are not in a position to collaborate with each
other in an effort to accomplish the overall goal.
The problem does not lend itself to a team building response. For example, if the
culture of the company promotes and rewards competition among employees rather than
collaboration, it makes no sense to help team members be more supportive of each other.
Team members do not acknowledge the problem. When team members do not think
that the team has problems, then you cannot and should not try to convince them otherwise.
The team leader or manager is imposing team building on the team. Team
members should be involved in the decision to participate in team building; it should not be
imposed from the top.
When team building is assumed to be just a bunch of fun exercises. While fun
activities can be included, they are not the main reason for team building.

Four Stages of Team Development

1. Forming-The team is faced with the need to become
acquainted with it's members, it's purpose, and it's
boundaries. Relationships must be formed and trust
established.
2. Norming-The team is faced with creating cohesion and
unity. Providing supportive feedbacking and fostering
commitment to a vision are needed from team.

Stages of Team Development

3. Storming-The team is faced with disagreement and
need to manage conflict.
4. Performing-The team is faced with the need for
continuous improvement, innovation, speed, and
capitalizing on core competencies.

Leading Teams
Team Goals come 1st
Many different leadership styles

Developing Credibility
Very first step
What is the importance?
How to build and maintain credibility:

Integrity
Be clear & consistent
Create positive energy
Base of agreement
within team

Manage conflict
among team
Encouragement &
coaching
Sharing
information

In a practical application

Conduct an in-brief
Demonstrate competence
Understand the lower ranks
Time management
Develop team

SMART Goals
S- Specific. Clear and concise
M-Measurable.Quantified
A-Aligned.Supportive of the higher organization
R-Realistic. Achievable -not a pipe dream.
T-Time Bound. Stopping point.

SMART-ER...
E- Engaging. Engagement with the team in
establishing goals
R- Rewarding.Establish award system to tie
into goals

Everest Goals
The ultimate achievement
Supreme effort & commitment
Get in touch with your personal values &
core purpose in life

Roles: Task-Facilitating
Direction giving
Information Seeking
& Giving
Elaborating
Urging
Monitoring
Process Analyzing
Reality Testing
Enforcing
Summarizing

Roles: Relationship-building
Supporting
Harmonizing
Tension
Relieving
Confronting
Energizing
Developing
Consensus
Building
Empathizing

Roles: Blocking

Dominating
Overanalyzing
Stalling
Remaining Passive
Overgeneralizing
Faultfinding
Rejecting
Pulling Rank
Resisting
Deflecting
Premature Decision Making
Presenting Opinions as Facts

Behaviors
Focus on:
o
o
o
o

Behaviors instead of Person

Observations instead of Inferences
Specific instead of Abstract
Sharing Information instead of Giving Advice

Give Feedback:
o
o

Valuable instead of Emotional

Appropriate Time for Receiver instead of You

Patrick Lencioni: Teams

Results of the Team;
Humble & Hungry:
https://www.youtube.com/watch?v=opASTscFb94

Summary of Lencioni's
5 Dysfunctions:
https://www.youtube.com/watch?v=6dRKa700RaQ

(End at 1:20)

5 Dysfunctions of a Team
"Politics is when people choose their words and actions
based on how they want others to react rather than
based on what they really think."

Absence of Trust:
o Invulnerability
o Be Vulnerable
Fear of Conflict:
o Artificial Harmony
o Demand Debate
Lack of Commitment:
o Ambiguity
o Force Clarity and Closure

Avoidance of
Accountability:
o Low Standards
o Confront Difficult Issues
Inattention to Results:
o Status and Ego
o Focus on Collective
Outcomes

Summary:
Closing message:
1. Pancino is vulnerable before his Team
2. Demands his Team debate by tearing its
members to pieces to improve
3. Forces clarity by setting the goal of inches
4. Tells his Team to look one another in the
face to hold each other accountable
5. Requires his Team to concentrate on the
collective good
https://www.youtube.com/watch?v=2traDe9a_XE