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Managerial Skills Creating High Performing Teams.

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Presentation on theme: "Managerial Skills Creating High Performing Teams."— Presentation transcript:

1 Managerial Skills Creating High Performing Teams

2 Learning Objectives Identify the Characteristics of Effective Teams.
Recognize the Stages of Team Development. Adapt Leadership Style to Different Stages of Team Development. Facilitate Team Processes. Conduct Effective Meetings

3 Exhibit: Ways Your Organization Can Benefit from Teams
Team output usually exceeds individual output. Complex problems can be solved more effectively. Creative ideas usually are stimulated in the presence of other individuals who have the same focus, passion, and excitement. Teams both appreciate and take advantage of diversity. Support arises among team members.

4 The Importance of Creating High Performance Teams
Characteristics of High Performing Teams Small Size Complimentary Skills Common Purpose Specific Goals Mutual Accountability

5 The Five Stages of Team Development
Forming Storming Norming Performing Adjourning

6 Exhibit : Variations in Productivity and Morale during Team Development

7 Adapting Leadership Style to Facilitate Team Development
Provide Direction – focus is on the task; getting the job done Identifying purpose, setting rules, identifying goals and performance standards Provide Support - focus is on inter-relationships; how the team works together Developing harmony, cohesion, participation and listening, praising

8 Adapting Leadership Style to Facilitate Team Development
Structuring Resolving Collaborating Validating

9 Exhibit : Leadership Style

10 Exhibit : Leadership Style and Team Development

11 Some hints to get through these stages
Forming: Be clear on your purpose and problem Agree on ground rules for meetings and behaviours Set goals and timetables, assign tasks Storming: Encourage different points of view about the project Break down the project into small parts and seek small successes

12 Some hints to get through these stages
Norming: Move from being directive to being supportive Challenge the group to analyze and resolve personal disagreements Stick to your goals and timetables Performing: Encourage everyone in the team to be equal members Have lots of regular communication

13 Transforming Existing Work Groups into High Performing Teams
Assessing and Solving Problems to Team Effectiveness Lateness and absenteeism at meetings, negative gossip, not helping others Problem Awareness: Determining Symptoms of Ineffective Teams Over Dependency on the Leader Unrealized Decisions Hidden Conflicts Fighting without Resolution Subgroups

14 Transforming Existing Work Groups into High Performing Teams (continued)
Problem Identification Weak Sense of Direction Infighting Shirking of Responsibilities Lack of Trust Critical Skills Gaps Lack of External Support

15 Team Discussion Using previous information and other personal sources (i.e. your brain), create a specific strategy you might use to overcome the following group problem: One member of the team is not putting in their share of the work and is missing meetings

16 Lost at Sea Exercise Do individual ranking of item importance (10 minutes) Do a team ranking of item importance (30 minutes) I will let you know the order that the experts have chosen Discussion of group processes

17 Meetings True or False? A meeting is a gathering where people speak up, say nothing, then all disagree A meeting is indispensable when you don’t want to accomplish anything The length of a meeting increases with the square of the number of people present

18 Conducting Effective Meetings
Preparing for the Meeting Set Objectives – problems to solve, issues to address, decisions to be made Select Participants Set a Time and Place Plan the Agenda Distribute the Agenda and Relevant Materials in Advance Consult with Participants Before the Meeting

19 Conducting Effective Meetings (continued)
Conducting the Meeting Begin the Meeting with the Agenda Establish Specific Time Parameters Control the Discussion Use Problem Solving Techniques Encourage and Support Participation by All Members

20 Conducting Effective Meetings (continued)
Conducting the Meeting Encourage the Clash of Ideas, but Discourage the Clash of Personalities Exhibit Effective Listening Skills Reach a Consensus End the Meeting by Clarifying What Happens Next

21 Conducting Effective Meetings (continued)
Follow Up after the Meeting Spend the Last Five Minutes Debriefing the Meeting Process. The Best Time to Share Your Reactions to the Meeting Is Right After It Has Ended Brief Memo Summarizing Discussions, Decisions, and Commitments (minutes)

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