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TEAM - DEFINITION

Team is a small number of people withComplimentary skillsWho are committed toA common purpose , Performance goals andApproach for which theyHold themselves mutually accountable

WE SHOULD NOT ONLY USE ALL THE BRAINS WE HAVEBUT ALL THAT WE CAN BORROW – WOODROW WILSON

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THE GOAL IS MORE IMPORTANT THAN THE ROLE THE GOAL IS MORE IMPORTANT THAN THE ROLE

IF YOU THINK YOU ARE THE ENTIRE PICTURE,YOU WILL NEVER SEETHE BIG PICTURE …..

NO ONE OF US ISMORE IMPORTANTTHAN THE REST OF US .

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GOAL AND ROLE IN TEAM WORK

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The world is teeming with Teams .Work teams , Project teams , Customer Support teams , Supplier teams , DesignTeams , Planning teams , Quality teams ,Functional teams , Cross functional teams , Committees , task forces , steering groups ,Advisory teams Action teams , Sports teams , Leader led teams , Leaderless teams etc.,

THE WORLD OF TEAMS

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THE TASTE OF TEAM WORK

You may be good – but you are not that Good. One is too small a number to achieve greatness.That is the Law of significance.

We should not only use all the brains we have , but all that we can borrow.

Teamwork is birthed when you concentrate on “we” instead of “me”

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WHAT TEAMS DO …….

• Teams develop MISSIONS• Teams set GOALS • Teams organize ROLES • Teams STRUCTURE their activities

to get things done.• Teams BUILD strong relationships

by promoting open communication, sharing resources and coordinating and fostering active participation while they are making decisions , solving problems , conducting meetings or managing conflicts.

• The TWO team dimensions are :

• 1. Getting things done• 2. Building strong

relationships

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FUNCTIONS AND TEAM PERFORMANCE

IF I HAD TO NAME A SINGLE ALL PURPOSE INSTRUMENT OF LEADERSHIP , ITWOULD BE “COMMUNICATION.” – JOHN .W.GARDNER

BEHIND AN ABLE MAN THERE ARE ALWAYS OTHER ABLE MEN AS TEAM WORK IS THE HEART OF GREAT ACHIEVEMENT.

ONE IS TOO SMALL A NUMBER TOACHIEVE GREATNESS.

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“TEAM WORK IS BIRTHED WHEN YOU CONCENTRATE ON“WE”INSTEAD OF“ME”

“IT IS BETTER TO HAVE A GREAT TEAM WITH A WEAK DREAM THAN A GREAT DREAM WITH A WEAK TEAM.”

TEAM DREAM

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DREAM TEAM – YOUR TEAM MUST BE THE

SIZE OF YOUR DREAM

DEVELOP TEAM MEMBERS

Enthusiastic beginner – Needs Direction

Disillusioned Learner – Needs Coaching

Cautious Completer – Needs Support

Self reliant achiever – Needs responsibility

The challenge of the moment often determines the leader for that Challenge….

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THE NEED FOR THE RIGHT PEOPLE IN THE RIGHT PLACE

• The Right person in the right place is PROGRESSION.

• The right people in the right places is MULTIPLICATION.

• The right person in the wrong place is CONFUSION.

• The wrong person in the wrong place is REGRESSION.

• The wrong person in the right place is

FRUSTRATION.

THE SIGN OF GREAT TEAM LEADER IS THE PROPER PLACEMENT OF PEOPLE

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INVESTING IN A TEAM

COMING TOGETHER IS A BEGINNING KEEPING TOGETHER IS PROGRESSWORKING TOGETHER IS SUCCESS

WHERE THERE IS A WILL THERE IS A WAY.WHERE THERE IS A TEAM THERE IS MORE THAN ONE WAY.

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SETTING SOUND GOALS Management by

Objectives works if youKnow the objectives.Ninety percent Of the time you don’t.- Peter Drucker

If you do notKnow whereAre you goingEvery road Will get youno where.- HenryKissingerUSA

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TEAM WORK PATTERNS – DIMENSIONAL MODEL

BUILDING STRONG TEAM WORK RELATIONSHIPS

GETTING

THINGS

DONE

FORMING NORMING

STORMING PERFORMING

Cautious & GuardedNot acting unless forced to do so

Emphasis on Team Relationships even at theexpense of productivity

Getting things doneNo matter whose Toes are stepped on,

Getting things done By working collaborativelyWith others

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TEAM WORK PATTERN

DIMENSIONAL MODEL

FORMING NORMING

STORMING PERFORMING

TEAM WORK PATTERNS – TEAM BEHAVIOR CLASSIFICATION

LOW

HIGH

HIGHBUILDING STRONG TEAM WORK RELATIONSHIPS

GETTING

THINGS

DONE

Pride in being chosen , Anticipationabout what lies ahead, impersonalWatchful , guarded , tentativeAttachment to team , Loners, fear ,Anxiety , Less communication

Sense of team cohesion , close attachment , norms and procedures for working together ,Open communication , Feelings of mutual trust , Team focus on building harmony and managing conflict, Cooperative relationships

Impatience with lack of Progress, domination by one or several members , overly competitive and confrontational , self serving , one way communication , infighting

Clear mission , Goals , Roles and performance Expectation, Involvement of all team members In achieving important tasks , open , relevant Business like communication , understanding of others strengths and weaknesses , insights In to group processes , productive team climate

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TEAM WORK PATTERN

DIMENSIONAL MODEL

FORMING NORMING

STORMING PERFORMING

TEAM WORK PATTERNS – TEAM LEADER BEHAVIOR CLASSIFICATION

LOW

HIGH

HIGHBUILDING STRONG TEAM WORK RELATIONSHIPS

GETTING

THINGS

DONE

Puts off making decisions and taking action , resists change , Gives little information

Establishes Rules and BoundariesTries to build morale and team supportVery positive and upbeat

Pushes own agenda ,Punishes mistakes , Does not ask for opinions Squelches disagreement

Helps the team decide what it will achieve Keeps people involved and informed Lets people know how they are doing

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TEAM PLANNING PATTERNS – BEHAVIOUR MODEL

LOW

HIGH

HIGH

CLARITY

INVOLVEMENT & COMMITTMENT

FORMING

STORMING PERFORMING

NORMING

We don’t have a plan orIt’s so general and vagueIt does not provide muchDirection for the team.

Our plan is specific, relevant & clear, but it wasmandated – handed to us With little input. SoCommitment to execute is LOW.

There is lot of commitment to Our strategic plan , which presents specific &challengingObjectives & courses of action for the future.

We were all actively involved indeveloping our strategic plan, but it is so general & broad,almost everything we do, seems Consistent with it.

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Characteristics of Meeting Patterns among Teams

No Pattern Organization Participation Commitment

1 FORMING •Little or

No Planning.•Unclear purpose•No Structure

•Not encouraged or discouraged•Leader is passive

•Low•No action plans

2 STORMING •Clear, but imposed purpose / agenda•Dominated by Leader

•Squelched and discouraged•Leader orders

•Low•Imposed action plans

3 NORMING •Little or No Planning•Unclear or No purpose•Haphazard agenda

•Encouraged •Unfocussed

Irrelevant•Rambling

•High , but uncertain•Action plans unclear

4 PERFORMING •Well planned •Clear purpose and agenda

•Encouraged•Full and balanced•relevant

•High •Clear conclusions, action steps

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BEST & WORST TEAM EXPERIENCE

WORST

People arrive fully Prepared.Mission and Goals are clearPeople talk openlyAll members freely Share resources. People work out theirDisagreements. Members remain openMinded to new ideas.Meeting end with Decisions and actions.

B EST

WORST

People arrive to meeting UNPREPAREDGoals are UNCLEAR.People do more talking than listening.Some do their “own thing”.There will be lot of Arguments & fighting.People are close minded to new ideas.Meetings end withoutDecisions and actions.

BEST

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TEAM DEVELOPMENT IS AN ON GOING PROCESS ..When Teams are left to their own devices that is Trial and Error experimentation , do tend to mirror the sequential 4 stage processForming – Storming- Norming – Performing .However Teams DO NOT follow a consistent developmental pattern like of a genetically programmed CATER PILLAR TO BUTTER FLY sequence.Hence at any given time Teams are likely to demonstrate a mixture of Characteristics with in the above Four stages On most teams Direction , Structure , Organization skills ,and relationship Building skills are apt to be unevenly applied in any given team activity. For example , A Team with clear team direction and purpose may lack Definition of roles and responsibilities or vice versa . One shot training is NOT the answer. Hence Team development is an ongoing process.

H

High

Forming

Storming

Norming

Performing

LOW

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TEAM APPRAISAL – PURPOSE

• If done effectively ,can increase productivity , develop bench strength for future growth and

decrease organizational costs.• This helps to reflect how well the

team expectations are being met and

what to do to improve the performance .• This clarifies misunderstanding regarding

performance expectations.• This identifies

TRAINING and DEVELOPMENTAL NEEDS of the Team and individuals.

• This is a CONFIDENCE BUILDING TOOL.• It is the most powerful and least expensive tool

For directing, managing , motivating and developing

the performance and potential of teams and individuals

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APPRAISING THE TEAM by“WHAT” and “HOW”

Total Performance of the Team = “What” is accomplished + “How” is it accomplished

“What” relates to Goals and Job Job results each team member must achieve if the team

as a whole is to succeed.“How “relates to the important behaviors that , if

Performed effectively , will lead to the desiredGoals and stronger team work. Together the

“What” and the “How” define total performance.

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THEME

The important elements of TEAM definition are Complimentary skills ,

Common purpose and Mutual accountability

PEOPLE HAVE BEEN KNOWN TO ACHIEVE MORE AS A RESULT OF WORKINGWITH OTHERS THAN AGAINST THEM

YOU LOSE THE RESPECT OF THE BEST WHEN YOU DON’T DEAL PROPERLY WITH THE WORST

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TEAM THEME

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TEAM PLANNING

•

PLANNING IS AN ORGANIZATION’S BEST ERROR – PREVENTION WEAPON.PLANNING IS AN INVESTMENT IN THE ORGANIZATION’S FUTURE .SPEND MORE ON PLANNING ; SAVE MUCH MORE ON IMPLEMENTATIONMORE BATTLES ARE LOST TO POOR PLANNING THAN TO POOR SOLDIERING

1.0 Set up the COMMUNICATION & REPORTING system

2.0 Identify the activities to be improved.

3.0 Install TEMPORARY PROTECTION if needed

To FOCUS freely

4.0 Identify measures or tasks to be improved after brain storming.

5.0 Find BEST VALUE SOLUTIONS thro’ collective wisdom

6.0 IMPLEMENT EFFECTIVE SOLUTIONS .

7.0 Remove temporary protection if installed

8.0Prevent problem from RECURRING

EIGHT STEPS OF PERFORMANCE IMPROVEMENT IN ANY TEAM:

Planning

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Without complimentary skills , mutual accountability, common purpose , a team may be little more than a loose collection of Individuals with nothing more in common than employment by the sameCompany and a few identical appointments on their calendars.

The belief that one person can do something great Is a myth.

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WHICH IS NOT A TEAM?

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LONG RANGE VISION

YOU MUST HAVE A LONG – RANGEVISION TO KEEP YOU FROM BEING FRUSTRATED BY SHORT RANGEFAILURES . GOOD ATTITUDES AMONG PLAYERS DO NOT GUARANTEE A TEAM’S SUCCESS. BUT BAD ATTITUDE GUARANTEES ITS FAILURE .

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YOU CAN DO WHAT I CANNOT DO . I CAN DO WHAT YOU CANNOT DO .TOGETHER WE CAN DO GREAT THINGS - MOTHER TERESA.

There are no problems we cannot solve together and very few that we can solve by ourselves - Lyndon Johnson

TEAM UP OR STEAM UP !!

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CHARACTERISTICS OF HIGH- PERFORMING TEAMS

TEAMPROFILE

STRATEGY

EFFECTIVELEADERSHIP

RAPID RESPONSEOPEN COMMUNICATION

CLEAR ROLES &RESPONSIBILITIES

People have been known to achieve more as a result of working with others than Against them . – Dr. Allan Fromme

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TEAM LEADERSHIP

The Difference between the two equally talented Teams is LEADERSHIP .

PERSONNEL determine the potential of the Team.

VISION determines the direction of theTeam

WORK ETHICS determines the Preparation of the Team.

LEADERSHIP determines the success of the team.

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COMPLIMENT YOUT TEAM MATES . TALK UP THEIR ACCOMPLISHMENTSIF YOU ARE THE LEADER TAKE THE BLAME , BUT NEVER THE CREDITDO THAT AND YOUR TEAM WILL ALWAYS FIGHT FOR YOU .

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WHY TEAMS DON’T WORK?

Mismatched needs ,Confused Goals , Cluttered objectives , Unresolved roles , Bad Decision making , Bad policies , Stupid procedures , Personality conflicts , Bad Leadership, Bleary vision ,Anti team culture , insufficient feedback & information ,Ill conceived reward system , Lack of team trust , Unwillingness to change , The wrong tools …………….

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PEOPLE ARE BORN – TEAMS ARE MADE –

LEADERSHIP SPECTRUM AND LEADERSHIP PROBLEMS

Leadership problems:1. Bone head (Stupid) Leaders 2. Leaders are who are ignorant

3. Over trained Leaders4. Leaders who are too talented

5. Leaders who are too kind6. Leaders who are closed to new ideas

7. Leaders with appropriate styles8. Leaders who pt themselves ahead of the team.

9. Leaders who don’t really know the team.10.Inconsistent Leaders

11. Leaders who cannot be Followers12. Leaders who refuse to acknowledge

Team members 13. Leadership that plays Favorites

14. Leaders who do not allow Failures 15. Leaders who protect and blame

16. Unethical Leaders17. Leaders who are remote.

18. Leaders who fail to model Team behavior19. Leaders who are oblivious to members career20. Leaders who are unwilling to fight for the team

21. Leaders who are unwilling to take risks .22. Leaders who cannot permit conflicts.23. Leaders who do not value diversity.

24. Leaders who are passive .

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MIS PLACED GOALS in TEAM WORKING

When unrealistic expectations / Goals / Objectives / Targets are set it means One of the following:

• They DO NOT believe in the outcome .• They DO NOT believe the outcome is reachable • They CANNOT figure out what the boss really wants as an outcome .

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BEST TEAM

BEST TEAM

NEW CHALLENGE – CREATIVE TEAM CONTROVERSIAL CHALLENGE – UNITED TEAM CHANGING CHALLENGE – FAST AND FLEXIBLE TEAMUNPLEASANT CHALLENGE – MOTIVATED TEAM DIVERSIFIED CHALLENGE – COMPLIMETARY TEAM LONG TERM CHALLENGE – DETERMINED TEAM EVEREST SIZED CHALLENGE – EXPERIENCED TEAM

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Abilities+Attitudes = Result

• Great Talent + Rotten Attitudes = Bad TeamGreat Talent + Bad Attitudes = Average Team

Great Talent + Average Attitudes = Good TeamGreat Talent + Good Attitudes = Great Team

The following FIVE TRUTHS about attitudes clarify how the affect a team and team work :

1. Attitudes have the power to lift up or tear down a Team

2.An attitude compounds when exposed to others.3.Bad attitude compound faster than good ones.

4.Attitudes are subjective , so identifying a wrong one can be difficult.

5.Rotten attitudes left alone , ruin everything.

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GIVE UP OR GROW UP YOUR TEAM

WHEN THE TEAM YOU HAVE, DOES NOT MATCH UP TO THE TEAM OF YOUR DREAMSTHEN YOU HAVE ONLYTWO CHOICES………GIVE UP YOUR DREAMS ORGROW UP YOUR TEAM

INDIVIDUALS PLAY THE GAME , BUT TEAMS WIN CHAMPIONSHIPS.

Winning teams have players who make things happen

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Learning to Listen in Teams

• When we think of communicating , we tend topicture ourselves TALKING . If only we said that we Have to say more clearly , or more

slowly or Simply Louder – well the world would understand better and we would get our way

more often. Of course , that is not what Communication is at all about, at all .

Good communication is a series of checks we run , first on ourselves . and then on the other person.LISTENING IS THREE QUARTERS OF HIGH

QUALITY COMMUNICATION. When communication is really Good , these

Four elements should be at work :

Talking

Listening toOurselves

Talking

Listening toOurselvesListening

Listening

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How to raise your team’s SCORE?

STRATEGY

E

S

C

OR

CLEAR ROLES &RESPONSIBILITIES

OPEN COMMUNICATIONRAPID RESPONSE

EFFECTIVE LEADERSHIP

S C O R E

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•STRATEGY :Shared Purpose

•Clearly articulatedValues and Ground

Rules.•Understanding of risks and

Opportunities facing theTeam

•Clear categorization of the overall

responsibilities

RAPID RESPONSE :•Rapid response to the team’s problems and

Customer’s needs.•Effective management of

and response toChange in the internal

and external Environment.

OPEN COMMUNICATION:•Respect for individual

Differences•Open and non

JudgmentalCommunication

EnvironmentAmong members.

CLEAR ROLES Responsibilities:

Clear definition of roles Responsibilities.

• Responsibility shared by all members

• Specific objectives to measure

individual results

EFFECTIVE LEADERSHIP•Team leader who is able to help members achieve theObjectives and build the

Team •Team Leader who can draw

out and free up the skillsOf all team members, Develop individuals

ACCESS YOUR TEAM SCORE

S

C O

R

E

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What is Team work from the Inside out ?

TEAMASSESS YOUR TEAM SCORE

PROFILE INDIVIDUAL TEAM MEMBER’S PERSONALITIES

CREATE A TEAM PROFILE

CREATE A PLAN OF ATTACK TO RAISE YOUR TEAM SCOREBASED ON YOUR TEAM PROFILE

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BEST TEAM – WORST TEAM EXPERIENCE – ARTISAN

TEMPERAMENT

BEST

WORST

Fun and exciting - Tons of variety – Immediate concrete result – Challenging-Room for breaking the rules – instant feedback –

gratification-Sense of urgency -Lots of concrete , tangible actions – in control

Boring – Dead end – Pointless details or theories – Repetitious – Lots of useless rules and policies – No Challenge – No ability to

make an impact or Difference – No one cared about the result – Drawn out , unproductive meetings .

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BEST / WORST TEAM EXPERIENCE – GUARDIAN TEMPERAMENT

BEST

WORST

Part of a Group – Saw a Tangible end result – Clear step by step approach – Defined roles and responsibilities – Recognition for completed tasks – Minimal Changes in direction – Same people consistent over time – every team member

Fulfilled his or her responsibilities

No ownership – Constant changes in Direction and people – Change for Change’s sake - People not living up to their responsibilities – or not meeting

Deadlines – No Social interaction – Poor or No Communication – Isolated or Left out of Group- No clear Team spirit

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BEST / WORST TEAM EXPERIENCE – RATIONAL TEMPERAMENT

BEST

WORST

Able to learn new conceptsIntellectually challenging

Working with experts Opportunity to analyze the

abstract data Being the “expert”

Ability to solve problemsStrong future focus

Clear strategic directionAbility to control own destiny

Dealing with minute detailsWorking in an area of little

CompetenceNo ability to influence

directionRepetitive, mindless and

Mundane work Bureaucratic overload No vision of strategy

Surrounded by incompetence

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BEST / WORST TEAM EXPERIENCE – IDEALIST TEMPERAMENT

Meaningful work with

a sense of purpose Personal connection with

others in the teamWorking in an area where

learning and growth were possible

Helped others learn and growServed as Diplomat and catalyst to

group unityOpportunity for creativity

Lots of positive feedback

No positive feedback.Pointless work

Drawn out , unproductive MeetingsIsolated

Stressful , interpersonal Interactions and conflicts

Poor communicationRepetitive , detailed

practical workIndividual contributions

Un recognisedEthics compromised

BEST

WORST

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According to Paul Hersey and Kenneth Blanchard’s“Management of Organizational Behavior “ there are Four distinct

styles of Leading : Directing – Clarifying – Collaborating and Delegating .The styles are distinguished by the amount of task focus (direction) and relationship focus (support) exhibited by the leader. The style should be Influenced by the stage of team development and the readiness of the team members.

Directing: If one is highly task focused with little relationship emphasisHe or she is using DIRECTING style of leadership.

Clarifying: If one is highly task and relationship focused , he or she is using the clarifying style of Leadership.

Collaborating : If one is highly relationship focused , but not very task focused , his or her style is Collaborative .

Delegating :If one is NOT very task or relationship focused , he or she is using a delegating style of leadership.

Directing Clarifying Collaborating Delegating

STYLES OF LEADERSHIP

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COMMUNICATION PYRAMID

RITUALS AND CLICHES

FACTS AND GOSSIP

IDEAS&JUDGEMENTS

FEELINGS

OPENCOMMUNICATION

RISKTRUST

How are you ? How was Yr weekend?

Did you hear that we may be buying-----company!!?

Anger , Concern , Frustration in a

Non threatening way

On Ways of doing things Differently, asset different

perspectives

All team members communicate their opinions , feelings , ideas , concerns.

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Communicating with ARTISANS

Use brief and direct communicationRemember , less is more .Talk about concrete realitiesGet to the point quickly and keep moving

Give feedback on their tactical competence.

Tell them the required end result and turn them Loose.Expect Cynicism and stories

Adapt to their colloquial Language .Use Tools and Hands on experiences when

explaining approaches.Talk about impact , end results , and variety

Remember , they read Body Language very accurately , so

Watch your body language cues.

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Communicating with Guardians

Talk about what was done in the past .

Use a concrete , practical implementation

Approach

Be Specific about who is responsible for what

In terms roles and responsibilities .

Explain steps sequentially , starting at the

Beginning and using numbering .

Be Specific about the expected results .

Expect questions about rules , what can be done ,

and what cannot be done .

Use conservative body Language

Talk about your prior experience.

Focus on efficiencies and process

improvements.

Provide lots of data and background information.

Give practical examples.

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GREAT VISION PRECEDES GREAT ACHIEVEMENT

CHECK YOUR COMPASSAND MEASURE YOUR VISION

Vision must resonateDeep within the

Leader of the Team.

Then it must resonateWithin the team .

• A Moral Compass• An intuitive

Compass• A Historical

Compass• A Directional

Compass• A Strategic

Compass• A Visionary compass

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BECOMING A BETTER TEAM LEADER

Every VISION MESSAGE of every Leader should show the following team’s compassClearly , creatively and continually ……………….

Clarity brings understanding to the vision ; connectedness brings Past , Present and future together.; Purpose brings direction to the vision ; Goals bring targets to the vision ; Honesty brings integrity to the vision and credibility to the vision caster ; Stories bring relationships to the vision ; Challenge brings Stretching to the vision ; Passion brings fuel to the vision ; Modeling brings accountability to the vision ; Strategy brings process to the vision .

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Creating Team profile- Understanding Temperament

• Knowing others is wisdom –Knowing oneself is Enlightenment

IDEALIST

GUARDIAN

ARTISAN

RATIONAL

TacticiansTrouble shootersFire FightersNegotiators---------------------

Coaches ,CollaboratorsAdvocatesMentors_____________….

Process ManagerStabilizers , BuilderTraditionalists

Engineers,InnovatorsInventorsStrategists

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DEFINING TEMPERAMENT We all view the world through a unique set of lenses , distorting reality to match our own

mental picture . But four BASIC PATTERNS have been consistently and cross culturally recognized in the human personality .

ARTISANS: They live one day

at a time , sizing all the freedom they can get.

Alert to opportunities , they respond to the needs

of the situation and want to make an impact on their

environment

RATIONALS :They seek Knowledge and

competence in all they take on. They try to

Understand the operatingPrinciples of all around themand create their own destiny.

GUARDIANS: They are driven by

responsibility & duty,Wishing to serve & Protect

those they Care about. They are Pillars of society , stable

And supportive yet they also need membership & a sense of

belonging.

IDEALISTS:They are soul searchers who constantly quest for meaningand significance in their lives.

They want to make a differenceand are on a life long journey to find themselves and help

Others , do the same.

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NET WORKING & INTERACTIONS - NET WORKING & INTERACTIONS -

COMMUNICATION CULTURECOMMUNICATION CULTURE EFFECTIVE TEAMS HAVE TEAM MATESWHO ARE CONSTANTLYTALKING TO ONE ANOTHER.

THE BEST COMMUNICATION POLICY FOR A TEAM SHALL BE :“Unless it is dangerous or illegal for us to Share it We share it .”

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