1. Essentials For Building A High Performance Team Team Building Series

2. After Today Ready to evaluate your teams strengths, weaknesses, and areas to focus on. Today’s Objectives Discover the essential ingredients required for a “High Performance Team” to thrive.

3. –Challenges facing organizations today –Essential high performance team ingredients –How to mix in each ingredient –A leaders/managers role on the team –Benefits and value produced –A team building exercise What You Will Learn

4. Organization Challenges Increase Business Efficiency Improve Customer Satisfaction Control Costs Leverage Intellectual Assets Create Competitive Advantage

5. –Ingredients –Preparation –Building Process Building A High Performance Team

6. High Performance Team Essentials Ingredients 1.Trust Set behavior guidelines Set decision guidelines Freedom to make decisions Take risks Speak your mind Learn from mistakes Accountable for actions Speak the truth Work with others

7. High Performance Team Essentials Ingredients 1. Trust 2. Vision Real, clear, defined, concrete Defines future state Inspirational & motivating Team focused on vision Justifies the hard work

8. High Performance Team Essentials Ingredients 1. Trust 2. Vision 3. Optimism Achievement fueled by hope Balance realism & optimism Thrive to persevere Focus on the end goal

9. High Performance Team Essentials Ingredients 1. Trust 2. Vision 3. Optimism 4. Enjoyment Team performs at their peak Leaders set the tone Focus on the people Focus on winning, not failing

10. High Performance Team Essentials Ingredients 1. Trust 2. Vision 3. Optimism 4. Enjoyment 5. Empowerment Leaders focus on “What” Teams focus on “How” Team members self directed Ownership of responsibilities

11. High Performance Team Essentials Ingredients 1. Trust 2. Vision 3. Optimism 4. Enjoyment 5. Empowerment 6. Opportunity Develop & use new skills Experience different roles Cross train specialties Work with diverse teams

12. –Increased productivity –Improved customer service –Ability to do more with less –Increased innovation –Ability to quickly adapt to change –Ability to solve difficult, critical problems The Value Of High Performance Teams

13. Objective: Business process improvement Rules: –We must dramatically reduce the process time –Ball starts and ends with same person –Everyone must touch ball –Order you touch the ball must remain the same Team Building Exercise

14. Core Values & Skills Leadership & Vision Business Leadership (Customer Focus) Planning & Budgeting Strategic Results Process Results Team Building & Staffing Process Management Business Leadership Communication Systems Systems Mgmt. Education & Training Policies What it Takes: The Essential Skills Information & Analysis Strategic Operational

15. Leadership: Is It In You?

16. Leadership – Determining the Course to Take

17. Organizational Leadership AuthorityAuthority Strategy DevelopmentStrategy Development Competent staff to execute the plans.Competent staff to execute the plans. Leadership: The opportunity to determine the what, the how and the who.Leadership: The opportunity to determine the what, the how and the who.

18. Authority – How it is derived Acceptance theory – those who are led must accept the fact the leader has been placed in charge and is being held responsible for the unit.Acceptance theory – those who are led must accept the fact the leader has been placed in charge and is being held responsible for the unit. Institutional theory – power is bestowed by the position. (Organizational Chart).Institutional theory – power is bestowed by the position. (Organizational Chart). Competence theory – the individual with the experience and expertise or who knows the answers must, by definition, be the leader.Competence theory – the individual with the experience and expertise or who knows the answers must, by definition, be the leader. Charismatic theory – individual who by force of personality is placed in a leadership position.Charismatic theory – individual who by force of personality is placed in a leadership position.

19. Use of Authority Traditional ThinkingTraditional Thinking –Authority / Power is a zero sum game. –The less power subordinates have, the more you can get them to do what you want. Empowering ConceptEmpowering Concept –Authority / power is an expandable pie. –Keeping people powerless fosters dependence and discourages initiative. –The more authority people have to act, the greater their performance and satisfaction.

20. Leadership in the Organization Leadership Culture Performance Behavior

21. Who Has the Most Information? Top Management Middle Management Staff

22. Basic Elements of Leadership Honesty and Integrity.Honesty and Integrity. Consistency.Consistency. Good listening skills.Good listening skills. Effective communication skills including the ability to influence others actions.Effective communication skills including the ability to influence others actions. Practical ideas.Practical ideas. A willingness to take responsibility and to make difficult decisions.A willingness to take responsibility and to make difficult decisions. A completion factor.A completion factor. Peer respect.Peer respect.

23. Advanced Elements of Leadership Leadership in the Past (experience).Leadership in the Past (experience). The capacity to create or catch a vision.The capacity to create or catch a vision. A Message - communication that is understandable, convincing and persuasive (accepted).A Message - communication that is understandable, convincing and persuasive (accepted). A constructive spirit of discontent.A constructive spirit of discontent. Empowerment of others.Empowerment of others. Mental toughness – the ability to make difficult decisions, handle criticism or face discouragement.Mental toughness – the ability to make difficult decisions, handle criticism or face discouragement. Ability to select a good team.Ability to select a good team.

24. Leadership Types Visionary LeaderVisionary Leader Re-engineering LeaderRe-engineering Leader Directional LeaderDirectional Leader Strategic LeaderStrategic Leader Managing LeaderManaging Leader Bridge-building LeaderBridge-building Leader Motivational LeaderMotivational Leader Shepherding LeaderShepherding Leader Team Building LeaderTeam Building Leader Entrepreneurial LeaderEntrepreneurial Leader

25. Visionary Leader EnthusiasmEnthusiasm Crystal clear picture of what they want to happen.Crystal clear picture of what they want to happen. Communicate the vision clearly and continually.Communicate the vision clearly and continually. Idealistic and not easily discouraged.Idealistic and not easily discouraged. Full of faith. They believe… and they appeal to others to get on board.Full of faith. They believe… and they appeal to others to get on board.

26. Re-engineering Leader Strength is in re-engineering (design).Strength is in re-engineering (design). Love the challenge of overhauling a situation or an entire organization.Love the challenge of overhauling a situation or an entire organization. Thrive in finding the cure for lost vision / focus or finding the staff inappropriate for the team.Thrive in finding the cure for lost vision / focus or finding the staff inappropriate for the team. Uninterested in leading over the long haul. Once the situation is cured, they look for the next challenge.Uninterested in leading over the long haul. Once the situation is cured, they look for the next challenge.

27. Directional Leader Strength is in the ability to identify and sort through the options.Strength is in the ability to identify and sort through the options. Ability to assess the values, mission, strengths, weaknesses, resources, personnel and openness to change of an organization.Ability to assess the values, mission, strengths, weaknesses, resources, personnel and openness to change of an organization. Possesses the uncanny, god-given ability to choose the right path at critical intersections.Possesses the uncanny, god-given ability to choose the right path at critical intersections.

28. Strategic Leader Strength is in planning.Strength is in planning. Forms the game plan for achieving a vision.Forms the game plan for achieving a vision. Game plan is understandable and inclusive.Game plan is understandable and inclusive. Ability to plan coordinated efforts of various departments.Ability to plan coordinated efforts of various departments. Keeps the organization correctly positioned – financially, politically, etc.Keeps the organization correctly positioned – financially, politically, etc.

29. Managing Leader Strength is in execution.Strength is in execution. Ability to manage people, processes, systems and resources for mission achievement.Ability to manage people, processes, systems and resources for mission achievement. Ability to monitor progress and make adjustments.Ability to monitor progress and make adjustments. Delivers results.Delivers results.

30. Bridge Building Leader Strength is in diplomacy.Strength is in diplomacy. Becomes the best friend and advocate for all constituent groups.Becomes the best friend and advocate for all constituent groups. Ability to compromise, negotiate, listen, understand and empathize.Ability to compromise, negotiate, listen, understand and empathize. Ability to bring together a wide variety of constituencies under one umbrella of leadership.Ability to bring together a wide variety of constituencies under one umbrella of leadership.

31. Motivational Leader Strength is in understanding people.Strength is in understanding people. Possess unique insight into what people need.Possess unique insight into what people need. –Training, recognition, day off, pay raise, office change, etc. Ability to inspire both individuals and teams. Recognize that team members get tired, lose focus and experience mission drift.Ability to inspire both individuals and teams. Recognize that team members get tired, lose focus and experience mission drift.

32. Shepherding Leader Strength is in developing loyalty.Strength is in developing loyalty. Listens to, supports and nurtures team members.Listens to, supports and nurtures team members. The mission gets accomplished due to the goodwill in the hearts of those cared for by the shepherd.The mission gets accomplished due to the goodwill in the hearts of those cared for by the shepherd. Examples: Family owned business or a small business.Examples: Family owned business or a small business.

33. Team Building Leader Strength – empowers people.Strength – empowers people. Leadership philosophy – if you put the right people in the right slots doing the right things for the right reasons, they will get the work done without the leader looking over their shoulder.Leadership philosophy – if you put the right people in the right slots doing the right things for the right reasons, they will get the work done without the leader looking over their shoulder. Ability to select the right people for the team and put them in a position to be successful.Ability to select the right people for the team and put them in a position to be successful.

34. Entrepreneurial Leader Strength is leading a start-up operation.Strength is leading a start-up operation. Possess vision, boundless energy and a risk taking spirit.Possess vision, boundless energy and a risk taking spirit. Not suited to providing on-going leadership. Lose energy and focus with complex discussions about policies, systems, controls and databases.Not suited to providing on-going leadership. Lose energy and focus with complex discussions about policies, systems, controls and databases.

35. Leadership Types Visionary LeaderVisionary Leader Re-engineering LeaderRe-engineering Leader Directional LeaderDirectional Leader Strategic LeaderStrategic Leader Managing LeaderManaging Leader Bridge-building LeaderBridge-building Leader Motivational LeaderMotivational Leader Shepherding LeaderShepherding Leader Team Building LeaderTeam Building Leader Entrepreneurial LeaderEntrepreneurial Leader

36. Ineffective Leadership Types Godfather – demands absolute loyalty and punishes perceived disloyalty. This style relies heavily on coercive power.Godfather – demands absolute loyalty and punishes perceived disloyalty. This style relies heavily on coercive power. Ostrich – avoids problems. Eventually processes and decisions go around this person.Ostrich – avoids problems. Eventually processes and decisions go around this person. Detailer – wants all information before they will make a decision. Over cautious.Detailer – wants all information before they will make a decision. Over cautious. Non – Delegater – do everything themselves, don’t communicate well and staff feel out of the loop.Non – Delegater – do everything themselves, don’t communicate well and staff feel out of the loop.

37. Signs that a Leader should move on Incompatibility (boss, situation or organizational culture)Incompatibility (boss, situation or organizational culture) Authority has been compromised.Authority has been compromised. Immobility – lack of autonomyImmobility – lack of autonomy Organizational TransitionOrganizational Transition StagnancyStagnancy FatigueFatigue FamilyFamily Closings and OpeningsClosings and Openings The Age FactorThe Age Factor

38. “ Somebody has to do something… and it is just incredibly pathetic that it has to be us.”“ Somebody has to do something… and it is just incredibly pathetic that it has to be us.” »Jerry Garcia

39. Questions?

40. The Team Building Game Where teams compete to build an effective team building game.

41. Objectives Teams compete to build a great team building game. Each team presents their game to the group giving rational, rules and objectives. Games are evaluated against how effective they are as a team builder. The best game is played by the entire group.

42. Rules Break the group into smaller groups no larger than 5 people in a group. Using a Flip Chart or a computer with PowerPoint, the group creates and presents a “Team Building” Game. Facilitator will set time limits and any other rules.

43. Rules When the time expires, each team presents their team builder to the entire group giving –Rationalization –Concept –Rules –Objectives The facilitators or group vote on which Team Builder is the most effective.

44. The entire group now plays the winning Team Building Game with the group that created it acting as the facilitators. Playing Your Team Building Game

45. Team Building Basics Everyone is different. To build a solid team, everyone must know their teammates. Know your team members. Define the team mission or goals. All team members must accept and agree on the team goals. Define the team organization, structure and responsibilities. Define tasks and titles within the group that matches their skills and responsibilities. Make a game plan and ensure all members know everyone’s job. Use group language to develop team ownership of the goals. Share information freely within the group. Establish strong lines of communication. Have fun activities to enhance the team interaction. Brainstorm and freely share and listen to ideas.

46. Tools for Collaboration, Learning, and Creativity

47. Developing High Performing Teams 1. Wish your group were more engaged in meetings? 2.Want to build group rapport and trust quickly? 3.Wonder why teams can’t agree on goals and direction?

48. AGENDA Experience the value of interactive learning Ice breaker Partner Activity Principles of Team Building -> Trust -> Engagement -> Learning EZ TeamToolZ Cards -> Applications Close & Debrief

49. Goals for Tonight… #1 To encourage you to use interactive, experiential learning activities to build community and cohesive teams. And #2 To use one card per week for your staff meetings, training, and retreats.

50. Definition of Team Building Team Building is… A series of processes or activities designed to improve a work team’s performance. The focus may be task oriented or interpersonal. Team building strives to: - Set common goals - Analyze roles and responsibilities - Examine processes and systems - Improve working relationships

51. WHY Team Building? Brings the “whole system” into the room Increases group cohesion and camaraderie Supports positive change Increases retention Increases productivity- individual and group Raises morale Decreases absenteeism Eliminates counter-productive behavior Decreases mistakes due to miscommunication, unclear roles and responsibilities, and unspecified accountability.

52. Time at meetings must be spent in valuable ways and be engaging, that is, interactive both verbally and nonverbally. People are more creative and engaged when they’re in “the zone” and accomplishing tasks together and meeting their goals.

53. Why Emphasize Interactive Activities? Creates learning climate of openness and playfulness. Increases retention to 90%! Builds relationships Stimulates right/left brain: senses awakened! Encourages collaboration - wiser way to work together.

54. EZ Team Activity Cards OverviewInstructions PurposeVariations TimeDebrief Questions Materials/Preparation

55. Results from Interactive Learning 90% more retention- see Share resources and talent Increase innovation Great place to work Decrease conflict and counter-productive behavior Increase individual and group productivity

56. Retention Triangle READ Hear Photos, Videos Demonstration Site Visit Dramatic Presentation, Simulation Doing the Real Thing 10% 20% 30% 50% 70% 90% VERBAL VISUAL Hearing, Seeing, Doing, Sensing

57. Collaboration Planning Executing

58. Playfulness Rejuvenates Teamwork

59. Keys to Team Success – Balance Results Relationships Processes

60. Team Consulting Process Contract Assess & Diagnose Feedback ImplementEvaluation Planning Surveys, Interviews, Meeting Observations, Offsite Planning Meeting

61. Team Activities – Engage Your Group!

62. Collaboration Through Team Building

63. Session Objectives: Identify and understand teams and how they function. Identify and understand teams and how they function. Demonstrate the skills necessary for the development of anDemonstrate the skills necessary for the development of an effective team. effective team.

64. Collaboration Through Team Building Survival Run Video Exercise – while watching the video write down the “team” behaviors and characteristics that you observe. Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.

65. The Most Effective Teams: Collaboration Through Team Building Share information openly Share information openly Participate in the team’s task Participate in the team’s task Encourage each other Encourage each other Use all of the team’s resources Use all of the team’s resources

66. Activity: Complete the Self-Awareness Assessment. Decide whether each of the statements is true (T) or false (F) or if you are uncertain (?). Place your check in the appropriate column to the right of each statement. Collaboration Through Team Building

67. When groups are formed into teams: Roles and interactions are not established. Roles and interactions are not established. Some members may observe as they attempt to determine Some members may observe as they attempt to determine what’s expected of them. what’s expected of them. Others engage the team process immediately. Others engage the team process immediately. As members learn their roles they find ways to work As members learn their roles they find ways to work together and learn about team issues. together and learn about team issues. These processes occur in 4 stages. These processes occur in 4 stages.

68. Collaboration Through Team Building Stage One - Forming Stage One - Forming Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members. This is also the period in which members form opinions of their teammates. During this stage, productivity is low.

69. Collaboration Through Team Building Forming – Enhance Team Development by: Share responsibility Share responsibility Encourage open dialogue Encourage open dialogue Provide structure Provide structure Direct team issues Direct team issues Develop a climate of trust and respect. Develop a climate of trust and respect.

70. Collaboration Through Team Building Stage two - Storming Stage two - Storming Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making. This is the most critical stage for the team.

71. Collaboration Through Team Building Storming - Enhance Team Development by: Joint problem solving. Joint problem solving. Norms for different points of view. Norms for different points of view. Decision-making procedures. Decision-making procedures. Encourage two-way communication. Encourage two-way communication. Support collaborative team efforts. Support collaborative team efforts.

72. Stage three -Norming Stage three -Norming Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences. Functional relationships are developed resulting in the evolution of trust among members. Collaboration Through Team Building

73. Norming - Enhance Team Development by: Communicate frequently and openly about concerns. Communicate frequently and openly about concerns. Encourage members to manage the team process. Encourage members to manage the team process. Give positive and constructive feedback. Give positive and constructive feedback. Support consensus decision-making efforts. Support consensus decision-making efforts. Delegate to team members as much as possible. Delegate to team members as much as possible.

74. Stage four -Performing The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves. Communication is open and supportive. Members interact with without fear of rejection. Leadership is participative and shared. Different viewpoints and information is shared openly. Conflict is now viewed as a catalyst that generates creativity in the problem-solving process. Conflict is now viewed as a catalyst that generates creativity in the problem-solving process. Collaboration Through Team Building

75. Performing - Enhance Team Development by: Offer feedback when requested. Offer feedback when requested. Support new ideas and ways for achieving outcomes. Support new ideas and ways for achieving outcomes. Encourage ongoing self-assessment. Encourage ongoing self-assessment. Develop team members to their fullest potential. Develop team members to their fullest potential. Look for ways to increase the team’s capacity. Look for ways to increase the team’s capacity.

76. Collaboration Through Team Building REMEMBER!!! Any change in the composition of the team or its leadership will return the team to the forming stage.

77. Collaboration Through Team Building The most effective teams arrive at decisions through consensus by following a rational process that includes: Identifying the issue. Setting a specific objective. Setting a specific objective. Gathering and analyzing the facts. Gathering and analyzing the facts. Developing alternatives. Developing alternatives. Evaluating the alternatives. Evaluating the alternatives. Deciding and acting. Deciding and acting.

78. Collaboration Through Team Building In addition to the problem solving process, teams must also engage in interpersonal interaction. Decisions are made and objectives are achieved not only by effectively following the problem solving process, but also to the extent that team members share information in an open, candid, honest, and trustful manner.

79. Collaboration Through Team Building Activity: “Hurricane Disaster” - problem solving and team building exercise.

80. Identifying the issue. Setting a specific objective. Setting a specific objective. Gathering and analyzing the facts. Gathering and analyzing the facts. Developing alternatives. Developing alternatives. Evaluating the alternatives. Evaluating the alternatives. Deciding and acting. Deciding and acting. Collaboration Through Team Building Problem Solving Process

81. Collaboration Through Team Building “Hurricane Disaster” Activity - Five essential strategies: 1. Issue an evacuation order and ensure it is communicated throughout the entire community using all available resources. throughout the entire community using all available resources. 2. Order that all designated emergency shelters be opened and manned. manned. 3. Instruct all public safety units to aid in an orderly evacuation and in assisting those who cannot be evacuated to be transported and in assisting those who cannot be evacuated to be transported to the designated emergency shelters. to the designated emergency shelters.

82. “Hurricane Disaster Activity” - Five essential strategies: 4. Arrange for controlled access to evacuated areas and prepare to prevent looting. to prevent looting. 5. Plan for the return of the evacuees after the hurricane danger is over: including shelter and relocation, damage assessment, is over: including shelter and relocation, damage assessment, and recovery operations. and recovery operations. Collaboration Through Team Building

83. In Review: Differences between groups and teams. Differences between groups and teams. 4 Stages of team development and ways to enhance team development. 4 Stages of team development and ways to enhance team development. Team problem solving process. Team problem solving process. Experienced the team building and problem solving processes. Experienced the team building and problem solving processes.

84. Collaboration Through Team Building

85. Teams A leadership training lesson from The Pennsylvania State University.

86. Teams: Overview Introduction Lesson Objectives Lesson Content Reflection Questions

87. Introduction Teamwork is essential –Individuals are becoming less autonomous –Top ten Fortune 500 Companies are globally diverse –Universities have international study programs –4-H’s experiential learning method involves teamwork College students #1 dislike about any leadership class: Group work –Because the process takes longer than we like, but team development process is essential to success

88. Lesson Objectives At the end of the lesson, you will be able to: –Define a team –Discuss stages of team development

89. What is a team? A team is a group of people working together to achieve a common purpose for which they hold themselves accountable This team will: –Share a work product –Have interdependent tasks –Share responsibility of results –Have a commitment to work together –Manage relationships across boundaries

90. Why teams? Complex tasks Creativity is Path/direction unclear Efficient use of resources needed High commitment is desired Members have a stake in the outcome No one individual has sufficient knowledge to solve the problem

91. Types of Teams Problem resolution team –Resolve problems on an on-going basis Creative teams –Explore possibilities and alternatives Tactical team –Execute a well-defined plan

92. Information & Teams: Handling the Load Define your information needs –What do you need to know? –Who has the info? –How will you get it? –When do you need it? Share important news in team meetings –Especially if it is news that affects the whole team or the team product

93. Information & Teams: Handling the Load Take and distribute minutes for each team meeting –This will help to keep all members on the same page Develop routine reports like weekly team schedules –This will make all members aware of deadlines, responsibilities, etc.

94. Information & Teams: Handling the Load Post important and needed data –If you discover something that will be relevant to another team member, posting it will help everyone Keep team info reports simple –Bullets –Headings

95. Stages of Team Development Kipp and Kipp (2000) say: –Dysfunctional teams/groups often prevent themselves from being effective and productive –Handle conflict badly –Follow unwritten rules that limit effectiveness and waste time Research has provided steps to aid in successful development of teams

96. Stages of Team Development Tuckman and Jenson (CITE) list different stages of development for a team –Team must go through the stages to maximize their potential and become a successful unit –Not necessarily universal or sequential in nature, but knowing these stages is helpful in Recognizing where a team is in their development Knowing what is happening to a team and why Knowing what to do next

97. Stages of Team Development Tuckman and Jenson model has 5 steps, but team development is a continual process –An event could move a team from stage four back to stage one or two –A team may be at stage three for one task, but stage for for another –Some teams pass easily between stages –Some teams reach a level and become stagnant –Each stage has it own characteristics

98. Stages of Team Development 1.Forming 2.Storming 3.Norming 4.Performing 5.Reforming/Adjourning

99. Stages of Team Development 1. Forming Team Activities/Characteristics –Get acquainted –Test boundaries –Task define –Initial goal setting –Rules established

100. Stages of Team Development 2. Storming Team Activities/Characteristics –Differences emerge –Conflict –Task related interactions

101. Stages of Team Development 3. Norming Team Activities/Characteristics –Issues are Conflicted and Resolved –Spirit of cooperation –Communication –Group Unity and Culture Established

102. Stages of Team Development 4. Performing Team Activities/Characteristics –Group self management –Autonomy –Team unity –Problem solving

103. Stages of Team Development 5. Reforming/Adjourning Team Activities/Characteristics –Evaluate the project –Evaluate the process

104. Checklist for development Kipp and Kipp (2000) authored a checklist to aid in successful development of a team –Being authentic is key to team development Know your strengths and challenges, as well as the strengths and challenges of your followers Honesty will help you go authentically through the process –Willingness to bring a “whole person” is also key Develop the capacity to be vulnerable with each other

105. Checklist for development 6 additional elements/questions to ask about your team: –Goals: What constitutes success for us in a particular situation and overall? –Roles: What are our expectations and what do we expect from each other? –Rules: What are our agreements on decision making, work ethic, and follow-through? –Relationships: How do we handle conflict, ambiguity, rumor, secrecy, trust, etc? –Results: How do we determine performance day to day? What are our dials? –Rewards: What is in it for us individually and collectively? Are we ok with that?

106. Team Building Four reasons and strategies for each 1. New group formation and improved relationships –Self disclosure exercises –Team challenges –Temperament or styles profiles 2. Problems in group dynamics –Conflict management –Reflective listening –Communication –Community building

107. Team Building Four reasons and strategies for each 3. Barriers to goal attainment –Role definition –Decision protocols –Systems thinking 4. Resolution of goals and game plan –Business strategy –Management philosophy –Team charter development

108. Team Building Four reasons and strategies for each 3. Barriers to goal attainment –Role definition –Decision protocols –Systems thinking 4. Resolution of goals and game plan –Business strategy –Management philosophy –Team charter development

109. Reflection Questions What is a team and when should we use teams? Describe an example in your own experiences where you have been involved in an effective team.

110. Thanks !