Ensuring Successful Work Teams

1. 1 Ensuring Successful Work Teams Nancy Franz, Ph.D. Associate Director UNHCE Vanessa Druskat, Ph.D. UNH Whittemore School of Business and Economics

2. 2 Session Objectives Understand why teams are important Explore elements of successful teams Review elements of effective team leadership and followership Explore the link between emotional intelligence and successful teams Discuss implications for Extension teams

3. 3 Agenda Welcome and Introduction Best Team/Worst Team Exercise Team Effectiveness 101 Building Emotional Intelligence in Teams Q&A/Discussion

4. 4 BEST TEAM & WORST TEAM EXERCISE What was the mood in the team?What was the mood in the team?

5. 5 What makes the difference? At your tables, discuss the differences you find between your two teams. 2. What similarities, themes or patterns emerge from the comparisons across all your lists? 3. Be prepared to report the most important themes, patterns, or similarities.

6. 6 Team Effectiveness 101

7. 7 Why Teams? Democracy at work Embrace and enhance change Human development Effective decision making Network development/connectivity

8. 8 Successful Team Elements Clear purpose Team member attributes Unified commitment Strong relationships Communication

9. 9 Successful Team Elements (cont) Trust and confidence Accountability Leadership Clear, enticing roles & responsibilities Physical factors

10. 10 Effective Team Leadership A move from manager of tasks to facilitator of process A move from leader as individual to leadership as a team skill

11. 11 Team Leadership Goal Increase group development and performance Build trust, autonomy and authority of team members Construct an environment that fosters collaborative learning

12. 12 Team Leader Roles Co-learner Resource Model Problem solver Trouble shooter Advocate of collaborative learning

13. 13 Team Facilitation Skills Manage the communication process Serve as a neutral person in directing discussion Work for good use of time Stimulate creative and critical thinking Promote teamwork and cooperation

14. 14 Team Leadership Tips Know yourself Be a situational leader Know what aspects of leadership are not situational Work with others different than you 80% of value comes in the first 50% of time

15. 15 Team Leadership Tips (cont) Share power with others Suspicion and rumors can lead to reality Motivate others through shared beliefs and values Actively manage conflict Build trust

16. 16 Team Follower Tips Take responsibility Follow through Contribute Listen Communicate clearly Give helpful and positive feedback Accept and use feedback

17. 17 The Educator�s Role Architect of a safe and fertile environment for successful teamwork

18. 18 Building Emotional Intelligence in Teams

19. 19 What is Emotional Intelligence? A Review . . . What is EI? Name a competency from our model & give an example of how someone has displayed this competency this week What is group EI? What is EI? Name a competency from our model & give an example of how someone has displayed this competency this week What is group EI?

20. 20 What is Emotional Intelligence? The capacity for recognizing our own emotions and those of others, for motivating ourselves and others, and for managing emotions well in ourselves and in our relationships In sum: Understanding Yourself Managing Yourself Understanding Others Managing Others

21. 21 Recent findings in Neuroscience � during the decade of the brain 1992: We feel before we think � at best we feel and think simultaneously 1998: � Neurogenesis in humans-- we can develop new neural tissue as adults, but stress inhibits the process through secretion of cortisol. Emotion & Evolution (Dickman & Stanford-Blair, 2002) A lot of research on the brain lately. Looking at people who can�t feel feelings. They come from brain stem. One of first area that developed. Higher level thinking came later. Fight/flight. One thing discovered is that we feel before we think. Acquiring emotional acuity was pivotal in the evolution of primates. Skill in the interpretation of communication cues became an important means for establishing relationships, hierarchies, and enhanced cooperative efforts at surveillance, food gathering & survival. The name of the game was and still is -- That those of us who could best discern from verbal and non-verbal information what others were doing or were likely to do, had a survival edge. Recent findings in Neuroscience � during the decade of the brain 1992: We feel before we think � at best we feel and think simultaneously 1998: � Neurogenesis in humans-- we can develop new neural tissue as adults, but stress inhibits the process through secretion of cortisol. Emotion & Evolution (Dickman & Stanford-Blair, 2002) A lot of research on the brain lately. Looking at people who can�t feel feelings. They come from brain stem. One of first area that developed. Higher level thinking came later. Fight/flight. One thing discovered is that we feel before we think. Acquiring emotional acuity was pivotal in the evolution of primates. Skill in the interpretation of communication cues became an important means for establishing relationships, hierarchies, and enhanced cooperative efforts at surveillance, food gathering & survival. The name of the game was and still is -- That those of us who could best discern from verbal and non-verbal information what others were doing or were likely to do, had a survival edge.

22. The Emotional Process and Emotional Intelligence  Neo-Cortex = nuances in complex thought and emotion Let�s talk about what happened in the cavemen days. Become aware of situation. Assume you are a caveman and come across wooly mammoth. Might have spear or not. We are labeling the emotion. Two important things one to recognize and two to control behavior. Emotion developed because it helped us survive for fight or flight. Gave us information. Didn�t have ability to do higher cognitive thinking. Ironically we have tried to get rid of emotion and go to higher cognitive thinking. Emotion provides us information. Imagine you are Thor or Thora and something happens in situation, you see an elephant. Situation could be you have spear, emotion could be hurray dinner. If don�t have spear, you say run (fight or flight). Later on we can think more strategically.Neo-Cortex = nuances in complex thought and emotion Let�s talk about what happened in the cavemen days. Become aware of situation. Assume you are a caveman and come across wooly mammoth. Might have spear or not. We are labeling the emotion. Two important things one to recognize and two to control behavior. Emotion developed because it helped us survive for fight or flight. Gave us information. Didn�t have ability to do higher cognitive thinking. Ironically we have tried to get rid of emotion and go to higher cognitive thinking. Emotion provides us information. Imagine you are Thor or Thora and something happens in situation, you see an elephant. Situation could be you have spear, emotion could be hurray dinner. If don�t have spear, you say run (fight or flight). Later on we can think more strategically.

23. 23 Emotional Intelligence (EI) Model

24. 24  What do you see here. Self awareness is the bedrock.What do you see here. Self awareness is the bedrock.

25. 25

27. A Study of the Financial Impact of Competencies Demonstrated By Experienced Partners of a Multi-National Consulting Firm (Boyatzis,1999) On the basis of nominations from top Managing Partners, Peers, and New Partners, 22 �Superior� Experienced Partners 21 �Average� Experienced Partners. These Experienced Partners averaged 19 years with the firm, and 10 years in management. The �break point� appears to be 9 out of 20 competencies! Experienced Partners showing 9 or more competencies at or above the median delivered $1,118,000 more profit from their accounts to the firm than others per year, a 139% incremental gain! From their Individual Contribution, it was only a 14% incremental gain! A Study of the Financial Impact of Competencies Demonstrated By Experienced Partners of a Multi-National Consulting Firm (Boyatzis,1999) On the basis of nominations from top Managing Partners, Peers, and New Partners, 22 �Superior� Experienced Partners 21 �Average� Experienced Partners. These Experienced Partners averaged 19 years with the firm, and 10 years in management. The �break point� appears to be 9 out of 20 competencies! Experienced Partners showing 9 or more competencies at or above the median delivered $1,118,000 more profit from their accounts to the firm than others per year, a 139% incremental gain! From their Individual Contribution, it was only a 14% incremental gain!

28. 28 The Case for EIWhy Do Smart People Fail? Intellectual Abilities Intellectual capability (IQ), knowledge, and technical expertise are threshold Emotional Intelligence Emotional Intelligence (EI) is the differentiating factor in success

29. 29 Group Emotional Intelligence Model

30. 30 Social Complexity in Groups

31. 31 What is Group Emotional Intelligence? The ability of a team to generate operating norms that increase awareness of emotion and management of behavior in ways that have positive emotional consequences Skip this slide � but keep it in for now so I don�t forget the information.Skip this slide � but keep it in for now so I don�t forget the information.

32. 32 How Group EI Affects the Bottom Line This model is based on our research and summarizes how emotional intelligence leads to more effective teams. Here you see that there are two levels of emergent properties GEI leads to social capital (the value added by the structure and quality of social relationships) Social capital in turn facilitates effective task processes where people are engaged, are participating, cooperate, etc. This then leads to team effectivenessThis model is based on our research and summarizes how emotional intelligence leads to more effective teams. Here you see that there are two levels of emergent properties GEI leads to social capital (the value added by the structure and quality of social relationships) Social capital in turn facilitates effective task processes where people are engaged, are participating, cooperate, etc. This then leads to team effectiveness

33. 33 Defining Group EI Leaders, on average, contribute 20% to the success of an organization. While so-called followers are responsible for the remaining 80%� -- Robert Kelley, Carnegie Mellon �How do the �best companies to work for� maintain an edge? One word: Culture!� -- Fortune, January 8, 2001 Norms can influence the groups movement towards rather than away from challenging emotion � I.e. discomfort, anxiety. Group culture � Interpretation: interpreting xxx as a challenge and thus mobilize effort vs. a threat and thus mobilize fear Response to emotion: Joanne Martin �Bureaucratic organizations = hide emotions, they don�t belong in the workplace. Feminist organizations = emotion is acceptable to a point. Leaders, on average, contribute 20% to the success of an organization. While so-called followers are responsible for the remaining 80%� -- Robert Kelley, Carnegie Mellon �How do the �best companies to work for� maintain an edge? One word: Culture!� -- Fortune, January 8, 2001 Norms can influence the groups movement towards rather than away from challenging emotion � I.e. discomfort, anxiety. Group culture � Interpretation: interpreting xxx as a challenge and thus mobilize effort vs. a threat and thus mobilize fear Response to emotion: Joanne Martin �Bureaucratic organizations = hide emotions, they don�t belong in the workplace. Feminist organizations = emotion is acceptable to a point.

34. 34 The Foundation for Group Emotional Intelligence Cross-Boundary= other key groups with whom the group interacts At the group level we have three levels of relationship The group to its members The group to itself The group to others outside the group These three levels correspond to three levels of GEICross-Boundary= other key groups with whom the group interacts At the group level we have three levels of relationship The group to its members The group to itself The group to others outside the group These three levels correspond to three levels of GEI

35. Definitions of Norms Interpersonal understanding (understanding feelings, interests, concerns, strengths and weaknesses of members) (IU) Confronting members who break norms (having rules of conduct, speaking up when a member does something out of line) (CN) Caring behavior (communicating affection, appreciation, and respect for other members) (CB) Team self-evaluation (evaluating self, including emotional states, strengths & weaknesses in interaction and operation) (TE) Creating resources for working with emotion (accept emotions as part of group and encourage expression and examination of feelings) (WE) Creating an affirmative environment (positive group affect, optimistic outlook)(CA) Proactive problem solving (taking initiative to anticipate problems before they occur or to immediately or actively take ownership and control of a problem ) (PS) Organizational understanding (understanding the socio-political system of which group is a part, including the concerns and needs of other groups) (OA) Building external relationships (help other teams, builds positive contact with external constituents, obtains external support and secures resources) (BR) Definitions of Norms Interpersonal understanding (understanding feelings, interests, concerns, strengths and weaknesses of members) (IU) Confronting members who break norms (having rules of conduct, speaking up when a member does something out of line) (CN) Caring behavior (communicating affection, appreciation, and respect for other members) (CB) Team self-evaluation (evaluating self, including emotional states, strengths & weaknesses in interaction and operation) (TE) Creating resources for working with emotion (accept emotions as part of group and encourage expression and examination of feelings) (WE) Creating an affirmative environment (positive group affect, optimistic outlook)(CA) Proactive problem solving (taking initiative to anticipate problems before they occur or to immediately or actively take ownership and control of a problem ) (PS) Organizational understanding (understanding the socio-political system of which group is a part, including the concerns and needs of other groups) (OA) Building external relationships (help other teams, builds positive contact with external constituents, obtains external support and secures resources) (BR)

36. 36 What is Group EI? It is about . . . bringing emotions to the surface and proactively understanding their meaning and impact on the team and its performance It is not about� catching and suppressing emotions as they bubble up It is not about� being nice

37. 37 SUMMARY Our Studies Show:  EI and Group EI have significant financial impact EI and Group EI can be developed Small changes in EI and Group EI can have a big impact � you do not have to show all competencies/ norms all the time

38. 38 APPENDIX

39. 39 EI Competencies (Goleman, 2001) Self-Awareness Emotional awareness Accurate self-assessment Self-confidence Self-Management Adaptability Self-control Conscientiousness Initiative Achievement Orientation Trustworthiness The Self-Awareness Cluster: Emotional Self-Awareness: recognizing our emotions and their effects Accurate Self-Assessment: knowing one�s strengths and limits Self-Confidence: a strong sense of one�s self worth and capabilities The Self-Management Cluster: Adaptability: flexibility in dealing with changing situations or obstacles Self-Control: inhibiting emotions in service of group or organizational norms Conscientiousness: reliability, attention to detail Initiative: proactive, bias toward action Achievement Orientation: striving to do better Trustworthiness: integrity or consistency with one�s values, emotions, and behavior Social Awareness Cluster: Empathy: understanding others and taking active interest in their concern Service Orientation: recognizing and meeting customer�s needs Organizational Awareness: perceives political relationships within the organization Social skills / Relationship Management Cluster: Leadership: inspiring and guiding groups and people Developing Others: helping others improve performance Change Catalyst: initiating or managing change Conflict Management: resolving disagreements Influence: getting others to agree with you Building bonds: building relationships Communication: sending clear and convincing messages Teamwork: creating a shared vision and synergy in team work The Self-Awareness Cluster: Emotional Self-Awareness: recognizing our emotions and their effects Accurate Self-Assessment: knowing one�s strengths and limits Self-Confidence: a strong sense of one�s self worth and capabilities The Self-Management Cluster: Adaptability: flexibility in dealing with changing situations or obstacles Self-Control: inhibiting emotions in service of group or organizational norms Conscientiousness: reliability, attention to detail Initiative: proactive, bias toward action Achievement Orientation: striving to do better Trustworthiness: integrity or consistency with one�s values, emotions, and behavior Social Awareness Cluster: Empathy: understanding others and taking active interest in their concern Service Orientation: recognizing and meeting customer�s needs Organizational Awareness: perceives political relationships within the organization Social skills / Relationship Management Cluster: Leadership: inspiring and guiding groups and people Developing Others: helping others improve performance Change Catalyst: initiating or managing change Conflict Management: resolving disagreements Influence: getting others to agree with you Building bonds: building relationships Communication: sending clear and convincing messages Teamwork: creating a shared vision and synergy in team work