Teamsmith Crafting High Performance Virtual Teams since 2012 Virtual Toolbelt.

Slides:



Advertisements
Similar presentations
Chapter 5 Transfer of Training
Advertisements

March 2007 Overview. International Network on School Bullying and Violence The aim of the Network is to stimulate and support more effective measures.
Enhance Your Leadership Experience From the article by Shelia Spencer, DTM (The Toastmaster, March 2003, p. 8-13)
Teams: Bettering the Workplace T ogether E veryone A chieves M ore.
1 Monitor Coordinator Innovator Facilitator Mentor Broker Producer Director Leadership Roles Competing Values Framework Quinn, Robert, E. et al (2003)
CoP : Getting Started 4. Engaging the “Right” Stakeholders: Building the “community” 2.
Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz1 Leadership Roles and Issues in Partially Distributed Teams Linda Plotnick Rosalie Ocker Starr.
Academic Leadership (2): Competing Values Framework Leo Goedegebuure, Oslo March 17, 2010.
Software Engineering Process - II
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
Project Team Building “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational.
Working with Teams. Teams v. Groups A group is a collection of two or more persons to interact with one another in such a way that each person influences.
Let’s Jump Together.
By Saurabh Sardesai October 2014.
© LearningBridge Inc., All rights reserved Team Effectiveness: Principles & Guidelines.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
INTRODUCTION TO LEADERSHIP DEVELOPMENT APAMSA Leadership Development Module.
Team Leadership AGED 3153.
HANCOCK CENTRAL SCHOOL INSTRUCTIONAL LEADERSHIP TEAM SEPTEMBER 14, 2012.
Concept and Necessity.  A successful organization has one major attribute that sets it apart from unsuccessful organizations, viz., DYNAMIC AND EFFECTIVE.
Teamwork Dr.Ihab Nada, DOE. MSKMC.
Project Human Resource Management
Human Resources in the Baldrige Award Criteria
How Are You Managing Your Committees? Are your Committees Contributing to the Success of the Agrability Program?
Team Building.
Working in Groups Acknowledgements to Coover V, Deacon E, Esser C, et al. Resource manual for a living revolution: a handbook of skills and tools for social.
Certificate IV in Project Management Introduction to Project Management Course Number Qualification Code BSB41507.
1 Executive Information System Chapter 4 Gaining Executive Commitment.
© 2009 CIS 1 Team Dynamics  Tuckman Team Development Model  Practical Considerations  Hints for Working in Teams.
TEAM BUILDING.
Module 4 :Session 4 Working with others Developed by Dr J Moorman.
BUILD AN EFFECTIVE TEAM BY DEVELOPING YOUR PEOPLE LeadingAge Missouri Conference September 2 nd, Tools and Strategies for Success.
Building Blocks of Effective Teamwork
Quality Program Roles Quality Council AVC/AVPs Quality Advisor
Leading Today, Transforming Tomorrow: Cultivating the Leader Within Nikki Russell Volunteer Initiatives Manager United Way of King County.
Teambuilding For Supervisors. © Business & Legal Reports, Inc Session Objectives You will be able to: Recognize the value of team efforts Identify.
Teamwork Goal 4.01: Demonstrate characteristics of effective leadership.
Leadership is the ability to influence a group towards the achievement of goals.
Learning outcomes:  Define that nature of management and organizations  State management’s importance, history, environment.  Underline management’s.
Team Building Presentation. How does a Team Work Best? A Teams succeeds when its members have: a commitment to common objectives defined roles and responsibilities.
The Manager’s Role. What are Managers Managing?   Finance   People   Physical resources   Information   Energy.
2008 Emerging Leaders Midwinter Program January 11, 2008 Philadelphia.
The Art of Leadership Irma Molinares School Relations Director, ECMC.
Project Organization Chart Roles & Responsibilities Matrix Add Project Name.
Introduction to Management
BUILDING BETTER ZONTA LEADERS District 6 Fall Conference 2015.
© BLR ® —Business & Legal Resources 1408 Teambuilding for All Employees.
RESPONSIBILITIES OF TOP MANAGEMENT 1 - FULFILLS KEY ROLES (MINTZBERG, 73) INTERPERSONAL ROLES –FIGUREHEAD –LEADER –:LIAISON INFORMATIONAL ROLES –MONITOR.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
Group Communication. Small Group Communication  What Is A Group? A collection of people with a common goal, or, a common thread of interest  Can also.
RESEARCH CLUSTERS IN PRIMARY CARE What? Why?. What are they? Networks of practices Clinical leadership Peer support and mentoring Collaborations Opportunity.
Step up to Action. Levels of Partnership Level 4 - Assimilation Level 3 - Adapting Level 2 - Joint Projects Level - 1 Networking.
I II III IV L EADERS R OLES Roles & Responsibilities.
© LearningBridge Inc., All rights reserved Team Effectiveness: Principles & Guidelines Capstone ® & Foundation ™ Teams.
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
Organizational Behavior (MGT-502) Lecture-18. Summary of Lecture-17.
 You are responsible & accountable  Check in regularly with staff  Monitor what gets done and how  Teach what you know  Be open to learning from.
The Principle of Management
Responsibilities & Tasks Week 2
INTRODUCTION TO MANAGEMENT
Developing Teams of Leaders
Where do managers work? An Organization Defined
Teamsmith Virtual Team Olympics
Panther Prep North Central High School
Organizational Competence
Study Question 1: How do teams contribute to organizations?
Mastering leadership, interpersonal, and team skills
Introduction to Leadership Development
Step up to Action.
Technology Maintenance
Presentation transcript:

Teamsmith Crafting High Performance Virtual Teams since 2012 Virtual Toolbelt

Teamsmith Virtual Toolbelt Smith (v) to forge on an anvil; form by heating and pounding: to smith armor. Looking at this definition metaphorically, Teamsmith has forged a number of tools for a high-performing virtual teams out of obstacles and challenges, by utilizing key leadership characteristics. We have created a handy toolbelt that illustrates the tools you will need to become a high performing virtual team: Innovators, brokers, producers, directors, coordinators, monitors, facilitators, mentors and CXOs (chief experience officers) all contribute to high performing teams. Each role represents a different, yet complementary, tool that when used properly leads to higher goal attainment and more effective team functioning. Of all these tools (the eight taken from *Carte, Chidambaram & Becker, 2006, Leaderplex model, and the CXO added by Teamsmith), two are most valuable: shared monitoring and concentrated producing. For groups to operate at an optimal level, all team members must be committed to monitoring the group’s progress and each individual member must take responsibility for their contribution to the overall product.

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Teamsmith Back to Teamsmith Brochure

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Innovator Envisions, encourages, and facilitates change. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Broker Acquires resources and maintains a network of external contacts. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Producer Seeks task completion and motivates others to do the same. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Director Engages in goal setting and role clarification. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Coordinator Maintains structure through scheduling, coordinating, and problem solving. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Monitor Collects and distributes information to provide a sense of continuity. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Facilitator Encourages the expression of opinions, seeks consensus, and negotiates compromise. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 Mentor Listens actively, supports legitimate requests, and attempts to facilitate development. Teamsmith

FacilitatorDirector Coordinator Mentor Broker Innovator Producer Monitor VT TOOLSTOOLS TOOLSTOOLS CXO 6 CXO Oversees and improves the overall experience of team members and outside constituents. Teamsmith *Back to Teamsmithtools.com