EFFECTIVE TEAM
BUILDING
MBONU HELEN
WRITE ALL THE THREE LETTER
WORDS IN A HUMAN BODY
INTRODUCTION
NOBODY DID IT
• There is a story about four people named
Everybody, Somebody, Anybody, and Nobody.
There was an important job to be done and
Everybody was asked to do. Anybody could
have done it. Nobody did it. Somebody got
angry about that because it was Everybody’s
job. Everybody thought Anybody could do it but
Nobody realized that Everybody wouldn’t do it.
Consequently, it wound up that Nobody told
Anybody, so Everybody blamed Somebody. But
still NOBODY DID IT. Anonymous
WHAT IS A TEAM?
• A team is defined as a group of people, who
bring to the table a set of complementary and
appropriate skills, and who hold themselves
mutually accountable for achieving a clear
and identifiable set of goals.
• Simply stated: A team is a group of people
working together towards a common goal.
• It takes more than ONE person to make a
team
• There must be collaborative work toward
common goals
A ROSE IS NOT A ROSE
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.
Teams do not just happen. They are developed through a
deliberate, planned process.
BUILDING BLOCKS OF TEAM BUILDING
Describe the Benefits
and Rewards -- Let
group members know
how they will benefit from
Communicate the Team Purpose -- Let
their participation in the
participants know explicitly what the purpose of the
team. Identify both
team is and its significance. Communicate
individual and group
expected results and how these results will make a
rewards.
difference.
Discuss the Process -- Collect ideas for Define Teamwork -- Develop
the group about how to create teamwork. a shared definition of what a
Identify the initial strengths of the group team really is. Discuss what
and potential barriers to effective types of teamwork members
teamwork. want and expect.
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.
FACTORS IN TEAM DEVELOPMENT
Goals
What 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.
Roles Procedures
What work needs to be done and How will the work of the team get
who is the best choice to carry- done? What processes and
out each function or the team? methods should be chosen? The
The leader makes sure that roles TEAM team leader remembers to assess
are identified and filled. The how will processes work and
leader maintains a process by moves the team to refine or
which the team holds members replace them when necessary.
accountable for filling their roles.
Relationships
How 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 DEVELOPMENT LIFE CYCLE - 5 Stages
• STAGE 1 FORMING
• STAGE 2 STORMING
• STAGE 3 NORMING
• STAGE 4 PERFORMING
• STAGE 5 ADJOURNING
STAGES OF TEAM DEVELOPMENT
Performing --
The team puts the
Norming -- full force of its
Members of the
resources into
group begin to
Storming -- learn from each getting results.
As participants other and Goals, roles,
Forming --
become more familiar establish procedures, and
The participants lack a
with each other,
clear understanding of guidelines for relationships
different viewpoints
their purpose, the working together. support the team
and disagreements
group's capabilities These "rules" process. All is not
surface. Alliances and
and of each other. may vary widely
Because they often do
conflicts occur; the perfect, but success
leader may be from team to
not know each other, is maintained by TEAM
challenged. While team, but in a
members tend to be
some groups suppress well-formed team rapid identification
polite or to withhold they meet the of problems and
this stage, effective
thoughts or reactions.
teams need to work needs and styles barriers as they
They often look to the
through it to learn how of the members. occur. Regular and
leader for direction and
to deal with differences Leadership is
structure.
and to achieve their
honest team
shared among
highest quality results. assessment is used
participants more
evenly and to keep the team on
mutual trust course and to avoid
develops. complacency.
FORMING
• Team Development has been categorized into 5
Stages
• STAGE 1
• High dependence on leader for guidance and
direction.
• Little agreement on team.
• Individual roles and responsibilities are unclear.
• Leader must be prepared to answer lots of
questions about the team's purpose, objectives and
external relationships.
• Members test tolerance of system and leader.
LEADERS DIRECT
STORMING
• STAGE 2
• Decisions don't come easily within group.
• Team members vie for position
• Clarity of purpose increases but plenty of
uncertainties persist
• Compromises may be required to enable
progress
• LEADERS COACH
NORMING
STAGE 3
• Agreement and consensus forms among team
• Roles and responsibilities are clear and
accepted
• Big decisions are made by group agreement
• Commitment and unity is strong
• The team discusses and develops its
processes and working style
• There is general respect for the leader and
some of leadership is shared
• LEADER FACILITATES AND ENABLES
PERFORMING
STAGE 4
• The team clearly knows why it is doing what it is
doing
• The team has a shared vision
• There is a focus on over-achieving goals
• Disagreements occur but now they are resolved
within the team positively
• The team is able to work towards achieving the goal
• Team members look after each other
• The team does not need to be instructed or assisted
• LEADER DELEGATES AND OVERSEES
ADJOURNING
STAGE 5
• Adjourning, is the break-up of the group,
hopefully when their task is completed
successfully, their purpose fulfilled; everyone
can move on to new things, feeling good
about what's been achieved.
• From an organizational perspective,
recognition of and sensitivity to people's
vulnerabilities during this fifth stage is helpful
• Feelings of insecurity would be natural
• LEADER REASSURE, COMMUNICATE
There are several key characteristics
that are prevalent in EFFECTIVE teams.
• CLEAR AND ACHIEVABLE GOALS
• COMMITMENT TO THE GOALS
• CLEARLY DEFINED ROLES/
RESPONSIBILITIES
• REGARD FOR TEAM MEMBERS
• SUCCESSFULLY DEALS WITH
CONFLICT
CLEAR GOALS
• Characteristics found in
effective teams
• CLEAR AND ACHIEVABLE GOALS
CONFLICT RESOLUTION
Characteristics found in effective
teams
• SUCCESSFULLY DEALS WITH
CONFLICT
• CONFLICT IS INEVITABLE!!!
DIFFICULT BEHAVIOR
HOSTILE AGGRESSIVES
• People who try hard to bully and
overwhelm by bombarding others
with cutting remarks.
• Stand up for yourself
• Give them time to run down
• Look directly at them and wait
DIFFICULT BEHAVIOR
• COMPLAINERS
• People who gripe without ceasing, but never try
to do anything about what they complain about.
• Listen attentively to them, but don’t let them
dwell on complaints
• Acknowledge by paraphrasing their concerns
• Keep things optimistic
• Ask, “What are you willing to do to remedy the
• situation?”
DIFFICULT BEHAVIOR
• People who answer, when they
answer at all, with grunts or a yes/no
response
• Don’t interrupt silence; give them
some time to open up
• Ask open-ended questions
• Listen attentively if they open up, but
do not gush
DIFFICULT BEHAVIOR
• SUPER AGREEABLES
• Very personable, funny people who
never act the way they say they will or
how you thought they would
• Let them know you value them as a
person
• Ask them to be honest with you
• Carefully point out the inconsistencies
in their behavior
DIFFICULT BEHAVIOR
• KNOW-IT-ALL EXPERTS
• Condescending, pompous people who
claim to know all about everyone and
everything
• Never Ignore them
• Know what you are talking about when
you converse with them
• Question firmly about inaccurate facts or
inconsistencies, but do not confront them
in a group situation
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.
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
SUMMARY
Not all groups become teams. Some groups function
poorly throughout their lifespan, never reaching the
climate. 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.
Michael O'Bannon, Ph.D.
WHAT HAVE WE LEARNT?
QUESTIONS ? ? ?
THANK U FOR YOUR
ATTENTION