1. Teamwork Presentation
Pat Eglinton

2. Agenda Team Work: benefits/weaknesses Groups and Teams Articles
The Discipline of Teams
Team Performance in Retail Banking
Leading and Managing Teams
Exercises and Practice Routines
Ropes Exercise
Johari Window

3. Teamwork: Articles The Discipline of Teams
Team Performance in Retail Banking
Leading and Managing Teams

4. The Discipline of Teams
“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”  
Teams differ from a work group
Measure of performance: both individual and mutual accountability
Translate their common purpose into specific goals

5. The Discipline of Teams Cont’d
Five elements to the discipline:
A common purpose that the team has helped shape – no top-down: team must “own” purpose
Specific performance goals that flow from the common purpose – compelling goals inspire and challenge
A mix of complementary skills
A strong commitment to how the work gets done – Agreed upon work/equal contribution
Mutual accountability – goal agreement helps establish trust/accountability

6. The Discipline of Teams Cont’d

7. Team Performance in Retail Banking
Transformational leadership approach in banking operations to positively influence employee’s behaviors/increase bank performance
Cultivate the image of competence and vision
Motivate subordinates to respond with enthusiasm and commitment
New focus: providing a service to internal and external customers to emphasize cost/efficiency
Banking operations managers must focus on strategies that positively influence employees’ behaviors
Intellectual stimulation and team competence are critical factors to service quality

8. Leading and Managing Teams
“…a team is a finely-tuned group. For it to be a successful team, the leadership and management of it has to be fine-tuned too.”
Three strategies for improving the efficiency and effectiveness of teams:
Managing – objectives, roles, and performance monitoring
Coaching – managing day-to-day interactions and processes
Leading – the long-term strategic view

9. Leading and Managing Teams
Five trip wires to avoid when developing intuition:
Individual performance appraisal – can be divisive
Falling off the authority balance beam
As team size increases, effectiveness decreases
Stating challenging objectives without sufficient organization support
Assuming team members are equipped as team players

10. Exercises and Practice Routines
Johari Window
Ropes Exercise

11. Team Activity: Ropes Exercise
Divide into teams: 2-3 people
Makes a square out of the rope
Now, make a equilateral triangle
Give each team a rope, normally about 3-5 feet in length for each person on the team - Blindfold them
Note — this is where it gets a little more difficult as they not only have to all agree upon what an equilateral or isosceles triangle is, but since it is more difficult, they also need to communicate with each other much more than the previous activity.

12. Team Activity: Ropes Exercise
Which of the two activities was harder to perform? Why?
A lot of our daily communication is done somewhat blindly, such as . What does that mean when we are trying to communicate a complex subject?
How does “trust” come into play during the activities?
How does the activity relate to teamwork?
Of course the real purpose of the activity is not being able to create a square or triangle out of a rope while blindfolded, but rather the analogy that the activity provides in comparison to teamwork. Thus after they have completed the two activities you have to help them build an analogy that bridges the rope activity to teamwork.
People normally learn easier and retain the knowledge and skills when provided with a good working example (Straus, Shanley, Burns, Waite, Crowley, 2009), and in this case, the analogy can be thought of as the working example. This means you have to have good follow-up questions in order to get them to reflect deeply

13. Team Activity: Johari Window
Joseph Luft and Harrington Ingram created a quadrant to reveal what we know or don't know about something and what others know or don't know about something.
They theorized that the communications process occurs at two levels:
The overt level — what was actually said
The convert or hidden level — what is actually meant
When the two levels of the communication process are viewed from the perspectives of the communicator and the listener, it provides four panes into the window on how we give and receive information about ourselves and others
of the two activities was harder to perform? Why?
A lot of our daily communication is done somewhat blindly, such as . What does that mean when we are trying to communicate a complex subject?
How does “trust” come into play during the activities?
How does the activity relate to teamwork?
Of course the real purpose of the activity is not being able to create a square or triangle out of a rope while blindfolded, but rather the analogy that the activity provides in comparison to teamwork. Thus after they have completed the two activities you have to help them build an analogy that bridges the rope activity to teamwork.
People normally learn easier and retain the knowledge and skills when provided with a good working example (Straus, Shanley, Burns, Waite, Crowley, 2009), and in this case, the analogy can be thought of as the working example. This means you have to have good follow-up questions in order to get them to reflect deeply

14. Team Activity: Johari Window
Of course the real purpose of the activity is not being able to create a square or triangle out of a rope while blindfolded, but rather the analogy that the activity provides in comparison to teamwork. Thus after they have completed the two activities you have to help them build an analogy that bridges the rope activity to teamwork.
People normally learn easier and retain the knowledge and skills when provided with a good working example (Straus, Shanley, Burns, Waite, Crowley, 2009), and in this case, the analogy can be thought of as the working example. This means you have to have good follow-up questions in order to get them to reflect deeply

15. Team Activity: Johari Window
What pane can lead to confusion? Why?
What pane is not really troublesome, however it can lead to the most opportunities for improvement? Why?
What are some other reasons that people might hold back (Facade)?
Break into groups and answer the following questions…
AInstructor Answer Guide
Question 1: Facade, as it may convey double meanings to others (confusion). i.e., you tell your team to make decisions while you are gone, but you usually turn the decisions around when you get back.
Question 2: The Unknown, as these can be thought of as windows of opportunity — better communication processes, brainstorming sessions, learning to trust others, etc. This is where we turn the unknown into the known.
Question 3: Lack of trust, we may have feelings we do not feel comfortable discussing with others until we get to know them real well, we do not want to hurt someone, etcnswers: