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Teams that make the difference October 2011
Teams that make the difference discusses effective teamwork and how to build and motivate teams. It covers the benefits of teamwork, principles for effective team processes and contexts, stages of team development, challenges of virtual teams, and tips for teambuilding. The document provides an overview of key factors for successful teams and strategies for addressing issues that can undermine team performance.
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Teams that make the difference October 2011
- 1. Teams that makethe differenceby Toronto Training and HR October 2011
- 2. 3-4 Introduction toToronto Training and HR5-7 Benefits of teamworking8-16 Effective teamworking17-18 Securing the team’s intelligence19-22 Individual behavioural preferences21-22 Physical or mental disability23-24 Ways to motivate the team25-28 Team development27-28 Marital and family status29-30 Reinvigorating the team31-32 Making a good team great33-34 Dysfunctional teams 35-41 Virtual teams42-45 Tips for teambuilding46-47 Drill48-49 Case study50-51 Conclusion and questionsContentsPage 2
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- 4. Page 4Introduction toToronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design
- 5. Training course delivery- Reducing costsSaving time
- 6. Improving employee engagement& morale
- 7. Services for jobseekersPage 5Benefits of teamworking
- 8. Page 6Benefits ofteamworking 1 of 2Productivity, as teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high qualityEfficiency, as time is saved if activities, formerly performed sequentially by individuals, can be performed concurrently by people working in teamsLearning, as teams enable organizations tolearn (and retain learning) more effectivelyInnovation, as the cross-fertilization of ideas among members can aid creativity
- 9. Page 7Benefits ofteamworking 2 of 2Information, as teams can integrate and linkinformation in ways that individuals cannotSafety, as co-ordination and communication in teams reduces the occurrence and impact of errorsEmployee well-being and satisfaction, associal support of teams promotes wellbeing,increased job satisfaction and commitment, and lower stress in the organization
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- 11. Page 9Effective teamworking1 of 8BARRIERS TO EFFECTIVE TEAMWORKINGSocial loafing, whereby people make less effort or ‘free ride’ precisely because they are working in a team. Under teamworking, an individual’s work is less identifiable, and the efforts of others can be perceived as enough to achieve the desired outcome, making their own contribution seem lessimportant
- 12. Page 10Effective teamworking2of 8BARRIERS TO EFFECTIVE TEAMWORKINGDomination, as this may mean that those with dominant personalities or perceived superior status exert excessive influence over decision-making, with other members feeling pressure to conform and deferring to authority, even when a decision is incorrect or sub-optimal
- 13. Page 11Effective teamworking3of 8PRINCIPLES FOR TEAM PROCESSESBoth teams and individuals should haveintrinsically interesting and challengingtasks to perform.Individuals should feel they are important tothe fate of the team, a state which can beachieved by the team members exploringand clarifying jointly each other’s roles.
- 14. Page 12Effective teamworking4of 8PRINCIPLES FOR TEAM PROCESSESIndividual contributions should be indispensable, unique and evaluated against a standard that will help to make contributions visible and through providing a benchmark for monitoring performance over time will increase organizational learning.Decision-making processes should be managed, a state which may include setting rules to ensure that all members contribute and participate.
- 15. Page 13Effective teamworking5of 8PRINCIPLES FOR TEAM PROCESSESTeams should have goals with in-built performance feedback that monitors outcomes and processes over time. These goals must be clear and realizable; valued, shared and negotiated by members; and reviewed and modified in the light of changes in the organization or itsenvironment.
- 16. Page 14Effective teamworking6of 8PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTA clear organizational vision that informsthe processes by which team goals aredetermined and teams relate to each other.An organizational culture which is supportive of teamworking and not based on competitive individualism.
- 17. Page 15Effective teamworking7of 8PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTTraining for teamwork that is aimed at improving interpersonal skills (e.g. in communication, problem solving, group dynamics and perspective taking) andfacilitating self-management (e.g. in taskco-ordination and goal setting).Managers and leaders should be trained in how to facilitate teamworking and delegate responsibility and autonomy to the team.
- 18. Page 16Effective teamworking8of 8PRINCIPLES FOR THE ORGANIZATIONAL CONTEXTFeedback that provides regular, clear and accurate information on the team’s functioning and performance over time.Organizational rewards should be orientatedtowards teamworking or at least include anelement that is the encouragement of supportive rather than competitive relations through liaison and communication devices (e.g. through cross team membership, methods for conflict resolution).
- 19. Page 17Securing theteam’s intelligence
- 20. Page 18Securing theteam’s intelligenceStart with desired resultsLet someone else take responsibility Design parametersDefine the problem, not the solutionTurn over decisions to the people with the dataInvent rules of playAsk for initiativeLook to the peripheryAgree on accountabilityBe clear on the consequences
- 21. Page 19Individual behaviouralpreferences
- 22. Page 20Individual behaviouralpreferences 1 of 3Extroversion – Introversionhow we prefer to give/receive energy or focus ourattentionSensing – Intuitionhow we prefer to gather informationThinking feeling how we prefer to make decisionsJudging – Perceivinghow we prefer to handle the outer world
- 23. Page 21Individual behaviouralpreferences 2 of 3The Extrovertprefers action and the outer worldThe Introvertprefers ideas and the inner worldSensing-Thinkingtypes are interested in facts, analysing them impersonally and using a step-by-step process to reach a conclusionThe Sensing-Feelingtypes are also interested in facts, but analyse them personally and are concerned about how things matter to themselves and othersIntuition-Thinkingtypes are interested in patterns and possibilities, making decisions based on impersonal, logical analysis
- 24. Page 22Individual behaviouralpreferences 3 of 3Intuition-Feelingtypes are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individualsJudgingtypes are seen by others as preferring to live in an orderly, planned fashion and liking toregulate and controlPerceiving types are seen by others as being flexible, spontaneous, and showing a willingness tounderstand and adapt readily
- 25. Page 23Ways tomotivate the team
- 26. Page 24Ways tomotivate the teamLet people chooseMake it a pleasant place to workAllow staff to work flexiblyConsider an internal awards schemeShow an interestAvoid cash incentivesCreate clear goals......and track progressLead from the frontSay thank you
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- 28. Page 26Team development1 of 3FormingStormingNormingPerforming
- 29. Page 27Team development2 of 3TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGEClear objectives and agreed performance goalsOpenness and confrontationSupport and trustCo-operation and conflictGood decision makingAppropriate leadershipReview of the team process
- 30. Page 28Team development3 of 3TEAMS SHOULD DISPLAY THE FOLLOWING AT THE PERFORMING STAGESound inter-group relationshipsIndividual development opportunities
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- 32. Page 30Reinvigorating theteamListen to themBe honest and transparentTell good-news storiesEngage staff in decision-makingSet ambitious targets but make sure they're achievableGive rewards for a job well done and hold poor performers to accountTake the team to the barThink glass half-full
- 33. Page 31Making agood team great
- 34. Page 32Making agood team greatMake time for team members to appreciate each other’s skillsSurface and manage emotional issues that can help or hinder the team’s progressCelebrate success
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- 36. Page 34Dysfunctional teamsDIAGNOSING AND FIXINGTrustCohesiveness-conflict and commitmentAccountabilityClearly defined purposePulling it all together
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- 38. Page 36Virtual teams1 of 6BENEFITS FOR THE ORGANIZATIONAbility to locate, recruit, and retain top-notchemployees anywhere in the worldAccess to global and cross-cultural viewpointsAbility to build a global presence with a geographically distributed workforceA more horizontal organizational structure with a geographically distributed workforce
- 39. Page 37Virtual teams2 of 6BENEFITS FOR THE ORGANIZATIONSignificant cost savings in travel, lodging, relocation, office space, equipment and parkingA 24-hour global workday instead of the traditional 8 hoursA continuing shift from a production to a service/knowledge workplaceGreater flexibility for a stronger competitiveadvantage
- 40. Page 38Virtual teams3 of 6BENEFITS FOR THE EMPLOYEELess commuting timeLower commuting costsAbility to work from homeFlexible schedulingEnhanced productivity and motivation
- 41. Page 39Virtual teams4 of 6DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMSFinding quality technology everyone can work withDifficulty in creating foundation expectationsDifferences in time zones creating different working daysManaging the team’s performanceSensitivity to interpersonal communicationand cultural differences
- 42. Page 40Virtual teams5 of 6DIFFICULTIES FACED BY ORGANIZATIONS AND VIRTUAL TEAMSCommunication misunderstanding due to language and cultural bordersLack of human contact and body language cuesFinding ways to support team spirit and productivityAccountability among team members
- 43. Page 41Virtual teams6 of 6BUILDING STRONG VIRTUAL TEAMSDevelop ways to support team spirit, trust, productivity, and communicationCreate a team agreement that guides members’ interactionsDevelop a set of formal or informal behaviouralnormsDevelop strategies for coping with geographicaland cultural differencesEstablish a skills inventory that allows members to allocate resources to compensate for each others’ weaknesses
- 44. Page 42Tips forteambuilding
- 45. Page 43Tips forteambuilding 1 of 3Form teams to solve real work issues and to improve real work processesHold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processesBuild fun and shared occasions into the organization’s agendaUse ice breakers and teamwork exercises at meetingsCelebrate team successes publicly
- 46. Page 44Tips forteambuilding 2 of 3TWELVE CsClear expectationsContextCommitmentCompetenceCharterControlCollaborationCommunication
- 47. Page 45Tips forteambuilding 3 of 3TWELVE CsCreativityConsequencesCo-ordinationCultural change
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- 52. Page 50Conclusion &Questions
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