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. Qualities of a Good Team Member
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

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
Together
Everyone
Achieves
More

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