TEAM BUILDING SKILLS

OBJECTIVES

To define the role of a team leader To identify the function and elements of an effective team To understand the critical areas all teams must cover To use appropriate skills to develop team effectiveness To understand what you bring to a team your preferences To apply these skills to your own work.
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TEAM DEFINITION

A team is 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 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!

UNDERSTANDING HOW TEAMS WORK

Teamwork is the foundation of all successful management. Managing teams well is a major and stimulating challenge to any manager, from novice to experienced hand. WHAT MAKES A GOOD TEAM? A true team is a living, constantly changing, dynamic force in which a number of people come together to work. Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together. Remember that each member has something to add to your team. Formulate team objectives carefully, and always take them seriously.

UNDERSTANDING HOW TEAMS WORK (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.

MATCHING TEAM TO TASK

Decide early on what style of team is appropriate for your objectives. Try to form strong bonds with other team members of formal or informal teams. Find a sponsor a senior individual who can promote the teams work. 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. Provide internal expert administration back-up in their own fields. INFORMAL TEAMS : Casual groupings of people come together to work 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 to strengthen a team.

MATCHING TYPES OF TEAM TO CERTAIN TASKS

Types of Team
Executive Team A cross-functional group headed by chief executive. Members chosen by role, for example, finance director. Cross-Functional Team A multi-disciplinary, interdepartmental team, found at any level in an organization.

Tasks And Characteristics

Manages organization or divisional operation on day-to-day basis. Meets regularly, with agenda and minutes. Depends on information from lower levels. If badly controlled, can be forum for personality battles. Removes obstacles to exchange of ideas in a variety of specific tasks for example, a new product launch. Team members bring their different areas of expertise and skill to a problem or task. Runs a unit and optimizes its results. Depends on the leader, who may change too often for the group to settle into optimal team-working. 9 Usually subject to fairly close

Business Team A group of people in charge of the long-term running of a project or unit within their organization.

Formal Support Team A team providing support and services, such as finance, information systems, administration, and staffing.

Carries heavy load of routine work, such as the postal system, whose efficiency is indispensable for success. Depends on processes, offering scope for raising productivity by teamwork. Tends to be clannish. Requires a large number of subgroups, sub-tasks, and detailed planning, plus tight discipline. Depends on close understanding among members and wellorganized work practices.

Project Team A team selected and kept together for the duration of a project, such as the construction of a new facility.

Change Team Influences corporate cultures to achieve radical improvement in A group of experts briefed to achieve change. Value depends on results by applying new methods. collective ability. Sometimes starts off-campus.
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ANALYZING TEAM ROLES

Always choose leaders on merit, regardless of other condsiderations. Look for a strong team commitment from a leader. Always reward merit, but never let errors go unremarked.

A true team leader:

Facilitate

Inspire

Implement

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

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IDENTIFYING THE KEY ROLES WITHIN TEAMS

Team Roles
TEAM LEADER Finds new team members and develops the team working spirit.

Characteristics
Good at inspiring and sustaining enthusiasm.

CRITIC
Guardian and analyst of the teams long-term effectiveness.

Constructive in pointing way to possible remedies.

A born time-tabler who thinks methodically.

IMPLEMENTER
Ensures the momentum and smooth-running of the teams actions.

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EXTERNAL CONTACT
Looks after the teams external relationships.

Diplomatic, and good judge of the needs of others.

Has a strong sense of priorities.

CO-ORDINATOR
Pulls together the work of the team as a whole into a cohesive plan.

IDEAS PERSON
Sustains and encourages the teams innovative vitality and energy.

Enthusiastic and lively, with a zest for new idea.

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BALANCING SKILLS WITHIN A TEAM

When recruiting people for a team look for their growth potential. Pay close attention to lack of relevant experience in group members. Take people out of the team if they do not perform.

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CHOOSING INDIVIDUALS FOR SPECIFIC ROLES

Dos
Draw up a job profile before starting to talk to people
Which qualities are required for the role?

DoN Ts
Assume that anyone will suit the role within the team

Check on paper Profile against details of individuals

Are there any suitable people!

Rely solely on Word-of-mouth recommendations

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CHOOSING INDIVIDUALS FOR SPECIFIC ROLES (Contd.)

Dos
Favour individuals with wide-ranging skills What are their respective key strengths?

DoN Ts
Ignore shortfalls in favour of particular experience

Give serious consideration to any shortcomings

Can any weakness be overcome!

Hope weaknesses Will be overlooked By the team

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CHOOSING INDIVIDUALS FOR SPECIFIC ROLES (Contd.)

Dos

DoNTs
Ignore signs of individual not being a team player
Expect them to Overcome problems On the Job
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Note any shortcomings in personal skills

Will I enjoy working with this person?

CHOOSING INDIVIDUALS FOR SPECIFIC ROLES (Contd.)

Dos

DoNTs

Offer the role to the individual who brings most overall to the team

Make a final decision based on responses to the questions above

Offer the role to the individual who excels at one particular skills.

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ESTABLISHING TEAM TRUST

Keep tasks to yourself only if you know that noone 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 change obstructive group behaviour. Look for ways to use conflict constructively.

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COMMUNICATING EFFECTIVELY
Keep the team members in close proximity to ease communication. Set aside areas in which people can meet and talk informally. Encourage the free flow of communication between 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, and never 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 of hand-that is disheartening and stops the flow of creativity.

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REWARDING PERFORMANCE
Allow your staff to have a say when it comes to setting reward levels. Calculate rewards with care, and choose the most appropriate types, Financial and incentive-based schemes-or a combination of both.

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CHOOSING REWARDS
Reward Implementation Benefits to Team
May go hand in hand with promotion up the job scale. Can take away element of competition within team.

PAY RISE
Rise in salary not directly related to performance and with no direct teamwork element.

BONUS PAYMENT
Can take several forms, including sharing of financial savings made as a result of team effort.

May reveal how members of the team regard each other.

Acts as a good longterm motivator of individuals.

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CHOOSING REWARDS (Contd.)

PROFITSHARING
Usually a given share of the profits is split between employees, either on corporate or divisional basis.

Management must find a fair method of profit distribution.

Profit-sharing is popular with employees and is a great motivator of

individuals.

SHARE OWNERSHIP
Rewarding team members with shares is moving down from senior levels in many corporations.

Is directly linked to corporate results rather than individual

Identifies team members with overall group results.

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CHOOSING REWARDS (Contd.)

Management must be careful to avoid implying that doing a Possibilities are legion, great job is the ranging from formal exception instead of prizes to holidays and the expectation. parties.

RECOGNITION REWARDS

Members love recognition, even if only verbal, and cost is often little or nothing.

COMPOSITE REWARDS
Reward types are often combined for maximum team and individual effect.

Should always include and emphasize individual recognition.

Reward packages stimulate and motivate: variation helps to keep interest fresh.

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ADAPTING TO CHANGE
Appoint someone to monitor any relevant changes in the market. Be prepared to change even the most fundamental elements of a plan. Remember that some people are afraid of change. Look for team members who can advance change.

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PLANNING FUTURE GOALS FOR A TEAM

Conduct personal career progress appraisals at regular intervals. Encouragement of the individuals will help the team. Agree career plans with team members and 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 team 3. Desirable personal attributes

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Team Leaders recognise strengths and weaknesses :

It is important for the team leader to recognise the strengths and weaknesses of team members, drawing upon the strengths and suggesting ways to overcome 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 a Bomb, whereas his partner is giving instructions over Telephone. Person diffusing the Bomb says: Hurry up, tell the way out Only five seconds are left The person on telephone says: Can you see two wires, one Red and the Other 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 be enough in todays jet age business environment. We must find out strengths and weaknesses of Team Members well in advance before we commit ourselves towards working together for a common goal. It saves time, energy and frustration in the end. 31

Issues in Teamwork:

Employees have generally the following issues in team work: Sharing knowledge : Some team members prefer doing their work and not sharing the results or some useful points with others, which may lead to delays in the deliverables of the team. Ego Issues: Some seniors feel the solutions they have recommended should be followed despite the fact that a junior colleague may have suggested a better approach to the problem.

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Get the Team to Spend Time Together:

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Get the Team to Spend Time Together:

A team becomes more cohesive as its members spend more time together. Team meetings are obviously important particularly when they involve joint problem solving. Group breakfasts, luncheons and after-hours parties are also opportunities for spending time together.

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Emphasize the Fact that Yours is a Winning Team.

Whether winning teams create good teamwork or the reverse, it pays to emphasize that yours is a winning team. Remind team members frequently of what your team is doing that Is above average and consequently why they belong to a winning team.

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Reward Contributions to Team Goals.

For the group to develop a strong team spirit, individuals must feel a sense of mutual accountability. Team members should be given frequent reminders of what they are doing right and encouraged for actions that contribute to team goals.

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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 either it 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 of winners 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 in whatever 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 Achieve More.
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GROUP VERSUS TEAMS

No. GROUPS
1.
Members think they are grouped together for administrative purpose only. Individuals work independently, sometimes at cross purpose with others

TEAMS
Members recognise their interdependence and understand both personal and team goals are best accomplished with mutual support. Time is not wasted struggling over turf or attempting personal gain at the expense of others. Members feel essence of ownership for the jobs and unit because they are committed to goals they helped to establish.

2.

Members tend to focus on themselves because they are not sufficiently involved in planning the unit objectives. They approach the job simply as hired hand

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GROUP VERSUS TEAMS

No. GROUPS
3.

TEAMS

Members are told what to Members contribute to do rather than being the organisation success asked what the best by applying their unique approach would be. talent and knowledge to Suggestions are not team objectives. encouraged. Members distressed the motives of colleagues because they do not understand the role of other members, expressions of opinion or disagreement. Members work in a climate of trust and are encouraged to express ideas, opinions, disagreements and feelings. Questions are welcomed.

4.

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GROUP VERSUS TEAMS

No. GROUPS
5. Members are so cautious about what they say that real understanding is not possible. Game playing may occur and communication traps set to catch the unwary. Members receive good training but are limited in applying it to the job by the supervisor or other members. Their supervisor may put off intervention until serious damage is done.

TEAMS
Members practice open and honest communication. They make an effort to understand each others point of view. Members are encouraged to develop skills and apply what they learn on the job. They receive support of the team.
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6.

GROUP VERSUS TEAMS

No. GROUPS
7. Members may or may not participate in decisions affecting the team. Conformity often appears more important than positive results.

TEAMS
Members participate in decisions affecting the team but understand their leader must make a final ruling whenever their team cannot decide or an emergency exists. Positive results not conformity are the goal.

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BUILDING HIGH PERFORMANCE TEAMS

Have a small team membership not to exceed 12. Take care to ensure teams comprise members with atleast three types of skill : technical skills,problem solving and decision making skills and interpersonal sills Let the teams have specific goals and develop commitment to 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 in social talks.
Establish appropriate performance evaluation and suitable
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EFFECTIVE TEAMWORK:
Competititve pressures intensity, Organisational success depends increasingly on teamwork rather than on individual stars. Teamwork in turn depends on cooperation,trust,training and rewards.

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Effective Teamwork (contd)

Cooperation : It is said to exist when the efforts of team members are systematically integrated to achieve a collective objective. It is cooperation 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 either management or employees need to take initiative. Trust begets trust.

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Effective Teamwork (contd)

Other measures for building trust are: Communication : explain the policies and decisions and provide feedback. Support : Be available and approachable. Help,advice,coach & support team members ideas. Fairness : Be quick to give credit who deserve it.

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Effective Teamwork (contd)

Predictability : Be predictable and consistent in daily affairs. Keep both expressed and implied promises. Competence : Enhance creditability by demonstrating good business sense,technical ability and professionalism. Leadership in Teams: A leaders role in teams two fold. One is facilitating functioning of the team and the other is managing external boundary of the teams.

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TIPS FOR EFFECTIVE TEAMS :

Make the team highly focused. Handle conflict directly & be willing to compromise. Actively participate, encourage others to do 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 them in the flow of the project and prevent them from getting isolated. Energize the team when motivation is low by suggesting new ideas,humour and enthusiasm. Be supportive of your team members.

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Building high performance Teams (contd)

Ensure the team members develop high mutual trust. High performance teams are charactezised by high mutual trust.

Establish demanding performance standards and 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.

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Handling Difficult Team Members:

The following are the most common types of negative behaviours and attitudes: 1. Nay-Sayers : These people are habitually negative and have a pessimistic view of the world. They are generally angry, depressed, and frustrated individuals. They continually criticise others and complain often.

Tip: If you are forced to deal with these people,

keep your contact at a minimum, and let them know how their attitude affects you.
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Contd
2. Immovables : These are people who resist change, either outwardly or in a passive aggressive 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 change and the role they play in implementing the new ideas.
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Contd
3. Nine-to- Fivers : These people work nine to five-nothing more, nothing less. They are quick to tell you that something is not their job. These people are referred to as C players. They do the minimum to get by and get their pay check.

Tip: Providing opportunities for growth and giving

them encouragement and recognition for small tasks can help turn these people around and increase their level of commitment.
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Contd
4. Gossipers : These people find joy in getting into everyone elses business and creating diversions by spreading rumours. Their pettiness may be a sign that they are lonely and work is one of their only sources of interaction.

contributing to the gossip. Deal only with facts and evidence.

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Tip : Dont encourage these people by

Contd
5. Violinists : These people have a general woe is me attitude. They may stay late or do extra work but then they complain about the workload. They are constantly telling others how busy they are, and how other things take priority over what you need them to focus on.

Tip

Acknowledging their hard work and providing recognition and appreciation regarding their contributions is helpful in dealing with these types of people.
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Contd
6. Blamers : These individuals are quick to point the finger at anyone else but themselves when mistakes have been made. Also known as scapegoats, these people always have an answer why they are not accountable for the error.

Tip

to have a clearly defined set of expectations and responsibilities so that when errors do arise, there are facts to back up the breakdown in the process. It is also helpful to admit your own similar mistakes to help to reduce the embarrassment they might feel.
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: The best way to deal with these people is

Given below an Illustration of how We is important in Team work and how the leader should develop Team spirit. I & We are the two words we 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 56

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 people who 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 it cannot 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 develop teamspirit. Get lasting results through behavioral changes.
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Develop a culture that creates trust. Empower people and make them accountable. Inspire, influence and get results Build Powerful Teams but go the extra mile.
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EveryBody, SomeBody, AnyBody, NoBody.

This is a story about four people named Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybodys job. Everybody thought Anybody could do it, but Nobody realised that Everybody wouldnt do it. It ended up that Everybody blamed Somebody When Nobody did what Anybody could have Done!
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To summarise some vital skills for team work are :

Unity Sharing Listening Participation Communication Respecting Protecting rights & Approachable

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Conclusion :
This is of crucial importance for competitiveness in the course of globalisation. Good soft skills & Teamwork lie at the heart of an effective work place. Today need of the hour is to recognize the importance of these skills and equip our budding talents in colleges itself with these expertises.

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

Fine! Ok, lets have a 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 and relax before continuing the race.

Poor guy! Even if I take a nap, he could 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 soon finished 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 the race.

The story continues

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The hare was disappointed at losing the race He realized that he'd lost the race only because he had been overconfident, careless and lax.
Why did I lose the race?

?
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So he challenged the tortoise to another race. The tortoise agreed.

Ok.
Can we have another race?

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

The moral of the story? Fast and consistent will always beat the slow and steady. It's good to be slow and steady; but it's better to be But the story doesn't end here fast and reliable.
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The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted. How can I can win the hare?

?
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He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. Can we have another race? This time well go through a different route.

Sure!

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They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river.

Goal

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The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

The moral of the story?

First identify your core competency and then change the playing 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.
What should I do?

The story still hasn't ended

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The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

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So they decided to do the last race again, but to run as a team this time.
Great! I think we could do it much better, if we two help each other.

Hi, buddy. How about doing our last race again?

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

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

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On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction 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 always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with 80 the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could.

In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate 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. 81

To sum up, the story of the hare and tortoise teaches us many things: Never give up when faced with failure Fast and consistent will always beat slow and steady Work to your competencies Compete against the situation, not against a rival. Pooling resources and working as a team will always beat individual performers

Lets go and build stronger teams!

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KAIZEN: Necessity is the mother of Invention

This time, Tortoise thought well and tried to improve his core competency by making a kaizen and succeeded winning the race..

Never give up when faced with failure

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THANK YOU

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