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1 BERLING ASSOCIATES YOU'VE CHOSEN YOUR TEAM HOW DO YOU MAKE IT WORK?

YOU'VE CHOSEN YOUR TEAM

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YOU'VE CHOSEN YOUR TEAM. HOW DO YOU MAKE IT WORK?. A Look At Core Assets. Capabilities and skills of people are core assets of the organization More effort is expended on people than on other core assets Finding the "right" people is costly - PowerPoint PPT Presentation

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Page 1: YOU'VE CHOSEN YOUR TEAM

1BERLING ASSOCIATES

YOU'VE CHOSEN YOUR TEAM

HOW DO YOU MAKE IT WORK?

Page 2: YOU'VE CHOSEN YOUR TEAM

2BERLING ASSOCIATES

Capabilities and skills of people are core assets of the organization

More effort is expended on people than on other core assets

Finding the "right" people is costly

Once people are on board, they begin to learn about the job and the environment

People join teams, formal or informal

Now you need to make it work

Company Everywhere

Core Assets Capabilities Skills Facility Systems Capital

A Look At Core Assets

Page 3: YOU'VE CHOSEN YOUR TEAM

3BERLING ASSOCIATES

A Rose Is Not A Rose

Teams do not just happen. They are developed through a deliberate, planned process.

A Group Is Not A Team

Committee -- a group of people who take minutes to waste hours.

Team -- a group of people who are committed to the attainment of a common objective, who work well together and enjoy doing so, and who produce high quality results.

Source: James P. Lewis

Page 4: YOU'VE CHOSEN YOUR TEAM

4BERLING ASSOCIATES

Expectations For Team Outcomes

A Survey Of 51 Major Companies That Utilize Teams Found These Benefits

More effective use of resources

Better problem solving

Better quality products and services

Creativity and innovation

Higher quality decisions

To get these results it takes work.

Page 5: YOU'VE CHOSEN YOUR TEAM

5BERLING ASSOCIATES

Building Blocks Of Team Building

Discuss the Process -- Collect ideas for the group about how to create teamwork. Indentify the initial strengths of the group and potential barriers to effective teamwork.

Describe the Benefits and Rewards -- Let group members know how they will benefit from their participation in the team. Identify both individual and group rewards.

Communicate the Team Purpose -- Let participants know explicitly what the purpose of the team is and its significance. Communicate expected results and how these results will make a difference.

Define Teamwork -- Develop a shared definition of what a team really is. Discuss what types of teamwork members want and expect.

Page 6: YOU'VE CHOSEN YOUR TEAM

6BERLING ASSOCIATES

Keys To Leading A Team

Continually refocus the team on its purpose. Teams can drift from their fundamental charge; the leader must keep them on task. Encourage frequent team self-assessment. The more the team critiques its own process, the more finely-tuned that process becomes. Encourage questions and differences of perspective. The best decisions come from comparing and contrasting different views of a problem. Watch for opportunities to promote participation and involvement. Make everyone feel a part by giving everyone a role. Don't hog the limelight; spread credit among team members. Reward and celebrate successes -- even the minor ones. Know the members of your team; find out their needs, their strengths, and their weaknesses.

Page 7: YOU'VE CHOSEN YOUR TEAM

7BERLING ASSOCIATES

Factors In Team Development

RolesWhat work needs to be done and who is the best choice to carry-out each function or the team? The leader makes sure that roles are identified and filled. The leader maintains a process by which the team holds members accountable for filling their roles.

GoalsWhat is the current purpose, mission, goal, objective and action plan? The leader keeps the team on track and monitors how relevant the team activity is to the current goals.

ProceduresHow will the work of the team get done? What processes and methods should be chosen? The team leader remembers to assess how will processes work and moves the team to refine or replace them when necessary.

RelationshipsHow are team members expected to interact and relate? The leader provides a climate in which constructive working relationships can evolve. The leader helps "debug" problems and destructive conflicts before they damage the team.

TEAM

Page 8: YOU'VE CHOSEN YOUR TEAM

8BERLING ASSOCIATES

TEAM

Forming --The participants lack a clear understanding of their purpose, the group's capabilities and of each other. Because they often do not know each other, members tend to be polite or to withhold thoughts or reactions. They often look to the leader for direction and structure.

Storming --As participants become more familiar with each other, different viewpoints and disagreements surface. Alliances and conflicts occur; the leader may be challenged. While some groups suppress this stage, effective teams need to work through it to learn how to deal with differences and to achieve their highest quality results.

Norming --

Members of the

group begin to

learn from each

other and establish

guidelines for

working together.

These "rules" may

vary widely from

team to team, but

in a well-formed

team they meet the

needs and styles of

the members.

Leadership is

shared among

participants more

evenly and mutual

trust develops.

Stages Of Team Development

Performing --

The team puts the full

force of its resources into

getting results. Goals,

roles, procedures, and

relationships support the

team process. All is not

perfect, but success is

maintained by rapid

identification of problems

and barriers as they

occur. Regular and

honest team assessment

is used to keep the team

on course and to avoid

complacency.

Page 9: YOU'VE CHOSEN YOUR TEAM

9BERLING ASSOCIATES

Helping With Team Development

Give The Organizational Message That Teamwork Is Good Publicly acknowledge effective teams and their applications Address teamworking skills on performance appraisals and in developmental feedback

Reward Effective Team Players Give desirable assignments to those who have shown teamwork ability Consider team skills in determining promotions Reward all the members of particularly productive teams

Demonstrate And Teach Team Behavior Be a model of good teamwork in the top executive suite Provide training in team skills for group participants Teach employees how to lead and facilitate teams

Page 10: YOU'VE CHOSEN YOUR TEAM

10BERLING ASSOCIATES

Summary

Not all groups become teams. Some groups function poorly throughout their lifespan, never reaching the climate, camaraderie and productivity of a team. Generating a team is a planned process that take time, energy, knowledge and insight. Leaders and team members who understand the factors involved can increase the chances of success by making sure that the important factors are dealt with openly and regularly. Groups who take the time to build their working relationships and who actively monitor their own group processes will become the most productive and effective teams.

Page 11: YOU'VE CHOSEN YOUR TEAM

11BERLING ASSOCIATES

Rob Berling

Berling Associates

550 Pharr Road

Suite 212

Atlanta, GA 30305

Tel. 404.365.9836

Fax. 404.365.9837

[email protected]

www.berlingassociates.com

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