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Building Effective Teams The Essential Pyramid By Brenda Olesuk, Firm Administrator – Meyers Brothers Kalicka, PC.

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Presentation on theme: "Building Effective Teams The Essential Pyramid By Brenda Olesuk, Firm Administrator – Meyers Brothers Kalicka, PC."— Presentation transcript:

1 Building Effective Teams The Essential Pyramid By Brenda Olesuk, Firm Administrator – Meyers Brothers Kalicka, PC

2 Definition of a Team: A group of interacting individuals sharing a common goal and the responsibility of achieving it. -- The Quality Assurance Project’s definition of team 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 Wisdom of Team, J.R. Katzenbach and D.K. Smith

3 Qualities of a Good Team Member

4 Honest and Open Dependable Trustworthy Flexible Respectful Sharing Competencies – Has something to offer Will Sacrifice Supportive Surrenders Own Ego Offers Feedback No “Back Door” Attitude

5 Model for Effective Team Building Results Accountability Commitment Conflict – Open Exchange of Ideas Development of Trust

6 Trust – Lubricant & Glue Trust as a lubricant: The substance that reduces friction Trust as glue: The substance that keeps us together Trust is the most essential element of healthy, productive teams Trusted/trusting members: Get to know one another Exhibit supportive behavior Say what they mean, mean what they say – aren’t mean when they say it Aren’t afraid to admit their mistakes or weaknesses Are willing to listen without judgment or predisposition

7 Conflict – Open Exchange of Ideas Unmanaged Conflict is the Ultimate Productivity Robber! Good conflict is the unfiltered and passionate debate of ideas. The focus is on the idea, problem or challenge, not the individual. Conflict occurs when the concerns or ideas of two or more people appear to be incompatible. When this happens, there are five specific methods of dealing with the situation:

8 Competing Power-oriented behavior Winning one’s own position Psychological drive for success Gain status, pride, respect and acceptance of others

9 Collaboration Often called “team work” Collective rather than individual Effort to reach goals and solve common problems Attempts to work with others to find a solution which satisfies the concerns of all parties

10 Compromise Key element for good relationships Middle ground between assertiveness and cooperation Characterized by integration of ideas, opinions and feelings Mutually acceptable settlement in which each side gives up some demands or makes some concessions

11 Avoidance Fails to address conflict Degree of procrastination or reluctance to challenge or confront uncomfortable situations

12 Accommodation Opposite of competing Using this behavior often means neglecting own concerns to satisfy needs of others Self-sacrificial Ability to say “I’m sorry” or offer some conciliatory gesture

13 Conflict Management Modalities All of these methods are necessary and useful in working through conflict within the team Key is knowing how and when to use each modality to promote healthy, passionate debate, maintain trust, and support dignity of each team member

14 Commitment: Buy-In In order to be effective, a successful team must have the explicit “buy in” of all team members. Trust and ability to manage conflict are essential to developing true commitment within a team. Once all viewpoints have been aired, a decision must be made. If Agreement cannot be reached in all cases, then it is necessary for all members to be in Alignment. This is commitment to the team.

15 Accountability – Peer Pressure Trust, candor and commitment create a motivation to not “let down” other team mates Goals that are collaboratively created and clearly stated by the team become the benchmark for the team’s success. Every team member will be “self-monitoring” for success Teams need to periodically review their progress toward their stated goals and communicate formally about accountability within the team Accountability within the team reduces the need for excessive bureaucracy around performance management and corrective actions

16 Results – How to Ensure Them Public Declaration of Results – Teams that are willing to commit publicly to specific results are more likely to work with a passionate desire to achieve those results Reward only those behaviors and actions that contribute to desired results A team that focuses on collective results: Retains achievement-oriented employees Minimizes individualistic behavior Enjoys success and suffers failure acutely Benefits from individuals who subjugate their own goals/interests for the good of the team Avoids distractions

17 Developing a Winning Team – The Stages Forming Storming Norming Performing

18 Forming High dependence on leader for guidance and direction Little agreement on team goals other than those received from the leader Individual roles and responsibilities are unclear Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships Processes are often ignored Members test tolerance of system and leader Leader is more directive

19 Storming Decisions don’t come easily within the group Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members Clarity of purpose increases but plenty of uncertainties persist Cliques and factions form and there may be power struggles The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues Compromises may be required to enable progress

20 Norming Agreement and consensus forms among the team, who responds well to facilitation by leader Roles and responsibilities are clear and accepted. Big decisions are made by group agreement Smaller decisions may by delegated to individuals or small teams within the group Commitment and unity is strong The team may engage in fun and social activities The team discusses and develops its processes and working style There is general respect for the leader, and some leadership is shared by the team Leader plays a facilitating and enabling role

21 Performing The team is more strategically aware, and knows clearly why it is doing what it is doing The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader There is a focus on over-achieving goals, and the team makes most decisions with regard to criteria agreed with the leader The team has a high degree of autonomy Disagreements occur, but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team The team is able to work toward achieving the goal, and also to attend to relationship, style and process issues along the way

22 Performing - continued Team members look after each other The team requires delegated tasks and projects from the leader The team does not need to be instructed or assisted Team members might ask for assistance from the leader with personal and interpersonal development Leader assumes a far more hands-off, delegation role to allow team members to perform in their team role

23 Expanding Team Awareness Team Mission Statement (why are we here?) Core Values (what do we stand for?) Behavioral Norms (how do we live our values?) Objectives (what measurable results are we seeking?)

24 Important Skills for Teams to Develop Communication – Listening and Influencing Communication – Conflict Management Creativity and Problem Solving Coping with Change Appreciating Diversity/Appreciating Supporting Others

25 Leadership and Teambuilding Exercises T ogether E veryone A chieves M ore

26 Resources The Five Dysfunctions of a Team, Patrick Lencioni 6 Habits of Highly Effective Teams, Stephen E. Kohn and Vincent D. O’Connell Quick Team-Building Activities for Busy Managers, Brian Cole Miller Leadership Development Program, by Giombetti Associates


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