1. BUSINESS TEAM 7/3/20161

2. Basics of Team Building Team Building is the process of collective performance A team comprises two or more people with shared goals 7/3/20162

3. Groups A group is a set of people with individual objectives who happen to share the same boss, or workplace, or be part of the same organisational unit A group is a set of people with individual objectives who happen to share the same boss, or workplace, or be part of the same organisational unit Individuals might even have the same objectives - e.g.: in a sales force, the sales target may be the same, but they may also compete against each other rather than cooperate Individuals might even have the same objectives - e.g.: in a sales force, the sales target may be the same, but they may also compete against each other rather than cooperate 7/3/20163

4. Teams A team is a group that works towards a single, common objective. A team is a group that works towards a single, common objective. They may have different individual objectives, but these contribute to the higher collective objectives They may have different individual objectives, but these contribute to the higher collective objectives E.g. in a sales team, one person might make appointments, another provide technical sales support, and another make the sale E.g. in a sales team, one person might make appointments, another provide technical sales support, and another make the sale But they are all accountable for the sales and are not judged solely on individual objectives But they are all accountable for the sales and are not judged solely on individual objectives 7/3/20164

5. Objectives Individuals are usually committed to their own objectives Individuals are usually committed to their own objectives The foundation of all team building is to help individuals become committed to a shared goal The foundation of all team building is to help individuals become committed to a shared goal Collective objectives and goals must be seen as important as their own goals Collective objectives and goals must be seen as important as their own goals 7/3/20165

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7. Building Team Methodology Establishing ownership of shared goals Establishing ownership of shared goals Removing inhibitors/blockages to the achievement of those goals Removing inhibitors/blockages to the achievement of those goals Introducing enablers (awareness, resources, information, processes, etc.) to help achieve those goals Introducing enablers (awareness, resources, information, processes, etc.) to help achieve those goals Using team building processes (e.g.: health checks, performance management, 360° feedback) in the correct sequence to gradually raise performance, akin to climbing a ladder one rung at a time Using team building processes (e.g.: health checks, performance management, 360° feedback) in the correct sequence to gradually raise performance, akin to climbing a ladder one rung at a time 7/3/20167

8. Strategies for Team Building Individual - e.g. build individual skills; become familiar with shared processes Individual - e.g. build individual skills; become familiar with shared processes Relational - e.g.: improve unconscious dynamics; build a sense of common purpose and commitment Relational - e.g.: improve unconscious dynamics; build a sense of common purpose and commitment In/Out Groups - tackle the barriers between different organisational units In/Out Groups - tackle the barriers between different organisational units Cultural - build a teamwork ethos or philosophy in larger organisations Cultural - build a teamwork ethos or philosophy in larger organisations 7/3/20168

9. WORK TEAM ENABLERS Cooperative relationships help work teams to develop efficient workplace practices. The five work team enablers: Cooperative relationships help work teams to develop efficient workplace practices. The five work team enablers:  POWER  ACCOUNTABILITY  CAPABILITY  DIRECTION  TRANSPARENCY 7/3/20169

10. POWER Three sources of Team Power: - Personal power. - Positional power - Situational power. 7/3/201610

11. Accountability It describes the team’s responsibilities. A team’s effectiveness in meeting its accountabilities depends on the quality of the team leader. 7/3/201611

12. Capability A team’s potential depends greatly on the capability of its members- that is, their qualification, knowledge, skills & attitudes. It also depends on the team’s operating structure. 7/3/201612

13. Direction Direction is the line the team works along to reach its goals. A team with a clear direction is more likely to achieve its intended outcomes. 7/3/201613

14. Transparency Means that it is easy for all members of a team to understand easily what is happening in the team. 7/3/201614

15. STAGES OF TEAM DEVELOPMENT 7/3/201615

16. Tuckman Model of Team Development Management experts have identified five stages that a work team goes through Management experts have identified five stages that a work team goes through Understanding these stages and what to expect during them helps to choose appropriate techniques to lead employees to greater productivity and job satisfaction Understanding these stages and what to expect during them helps to choose appropriate techniques to lead employees to greater productivity and job satisfaction The Tuckman Model names these stages: Forming, Storming, Norming, Performing, and Adjourning (sometimes called Transforming if the team is an ongoing one) The Tuckman Model names these stages: Forming, Storming, Norming, Performing, and Adjourning (sometimes called Transforming if the team is an ongoing one) 7/3/201616

17. Stage 1: Forming Forming stage may occur twice: When the team is new or when a new member joins the team When the team is new or when a new member joins the team Members may decide whether they should join, and how well they may fit Members may decide whether they should join, and how well they may fit Managers should create a relaxed and friendly atmosphere for the first team meeting Managers should create a relaxed and friendly atmosphere for the first team meeting 7/3/201617

18. Forming When a new person joins the team, he or she may ask: How can I benefit from this group? How can I benefit from this group? What can I contribute to be accepted? What can I contribute to be accepted? What are their expectations? What are their expectations? What are my expectations What are my expectations What are their goals? Are they compatible with my own goals? What are their goals? Are they compatible with my own goals? 7/3/201618

19. Forming Existing members may also have questions: Can I trust this person? Can I trust this person? How will this person change the dynamics of the group? How will this person change the dynamics of the group? Can I work effectively with this person? Can I work effectively with this person? Will this person become a cooperative team member? Will this person become a cooperative team member? 7/3/201619

20. Building a Team Things a manager can do to build a new team or help a new employee Tell employees the goals of the team Tell employees the goals of the team Tell them about each other’s strengths Tell them about each other’s strengths Have a solid orientation and training program in place Have a solid orientation and training program in place Communicate clearly and be available to answer questions Communicate clearly and be available to answer questions 7/3/201620

21. Adding New Team Members Tell new employees information about their co-workers that will make the new employees want to be part of the team. Tell new employees information about their co-workers that will make the new employees want to be part of the team. Tell experienced employees a little bit about the new person Tell experienced employees a little bit about the new person 7/3/201621

22. Stage 2: Storming Members may ask: Who has the most power to influence people on this team? Who are the strong formal and informal leaders? Who has the most power to influence people on this team? Who are the strong formal and informal leaders? How are others in the group influencing me? Who am I learning from? How are others in the group influencing me? Who am I learning from? How are others in the work group influencing each other? Is there really a team effort? How are others in the work group influencing each other? Is there really a team effort? 7/3/201622

23. Storming Is also when teams begin to see conflict or experience tension – issues to resolve e.g. company politics, lack of commitment, miscommunication, hidden agendas, missed deadlines, competing priorities Is also when teams begin to see conflict or experience tension – issues to resolve e.g. company politics, lack of commitment, miscommunication, hidden agendas, missed deadlines, competing priorities The team must learn how to appreciate their differences and move beyond self interest The team must learn how to appreciate their differences and move beyond self interest Do not ignore the conflict, but bring it into the open and coach the team on how to resolve it Do not ignore the conflict, but bring it into the open and coach the team on how to resolve it Focus members on how to solve problems and move forward Focus members on how to solve problems and move forward 7/3/201623

24. Stage:3 Norming Occurs when the team identity begins to crystallise. Team members are growing comfortable with each other and the feelings of their co-workers become more important Team members may have the following concerns: Occurs when the team identity begins to crystallise. Team members are growing comfortable with each other and the feelings of their co-workers become more important Team members may have the following concerns: Can I freely express my feelings in this team? Will other members accept constructive criticism? Is the work atmosphere open and honest? Can I freely express my feelings in this team? Will other members accept constructive criticism? Is the work atmosphere open and honest? When I’m under stress, frustrated, or angry, can I work things out with the team? When I’m under stress, frustrated, or angry, can I work things out with the team? 7/3/201624

25. Norming When members agree with others or express positive feelings, do others see it as honest feedback or do they see it as insincere praise? When members agree with others or express positive feelings, do others see it as honest feedback or do they see it as insincere praise? When members criticise ideas or express negative feelings, do others see it as honest feedback or do they see it as a clash of personalities When members criticise ideas or express negative feelings, do others see it as honest feedback or do they see it as a clash of personalities 7/3/201625

26. Norming Patterns for teamwork develop and they successfully build consensus. The leader should focus on the issues the team was formed to address. Other things the leader should do include: Patterns for teamwork develop and they successfully build consensus. The leader should focus on the issues the team was formed to address. Other things the leader should do include: Provide time for team members to share their experiences and attitudes Provide time for team members to share their experiences and attitudes Appreciate in public their opinions and comments Appreciate in public their opinions and comments 7/3/201626

27. Norming Use the feedback provided by group members whenever possible Use the feedback provided by group members whenever possible Compliment employees for their contributions to the team Compliment employees for their contributions to the team Recognise when the team has gone beyond expectations Recognise when the team has gone beyond expectations 7/3/201627

28. Stage 4: Performing During this stage, the team values the individual differences among its members and produces results at its highest level During this stage, the team values the individual differences among its members and produces results at its highest level Members trust each other, enjoy working together, are highly committed to the team and have high energy levels Members trust each other, enjoy working together, are highly committed to the team and have high energy levels At this stage the team leader needs to participate the least At this stage the team leader needs to participate the least 7/3/201628

29. Performing Team members are more likely to: Spend time discovering the causes of problems and analyse them Spend time discovering the causes of problems and analyse them Seek ideas on the best way to resolve problems Seek ideas on the best way to resolve problems Decide if the new way is working or if different procedures are still necessary Decide if the new way is working or if different procedures are still necessary 7/3/201629

30. Stage 5: Adjourning If the team was meeting for the performance of a single task e.g. an ad hoc team, or a project team, then the final stage is called adjourning If the team was meeting for the performance of a single task e.g. an ad hoc team, or a project team, then the final stage is called adjourning Here, the team’s work is brought to a close and the members can celebrate what they have accomplished Here, the team’s work is brought to a close and the members can celebrate what they have accomplished It is a time to evaluate what was done and how it was done - a good time to determine what mistakes can be avoided and what things should be repeated It is a time to evaluate what was done and how it was done - a good time to determine what mistakes can be avoided and what things should be repeated 7/3/201630

31. Moving Through Stages Note that teams will not necessarily progress in a straight line through these stages. They may stagnate at one stage for a while before moving on Note that teams will not necessarily progress in a straight line through these stages. They may stagnate at one stage for a while before moving on As long as the leader recognises the stages, they are able to respond appropriately to keep the team focused on its goals and moving toward the performing stage As long as the leader recognises the stages, they are able to respond appropriately to keep the team focused on its goals and moving toward the performing stage 7/3/201631

32. END 7/3/201632