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Winning Together Teamwork

Winning Together Teamwork. UWS Aspire Program 2008. INSPIRING TRANSFORMATIONAL LEADERSHIP. Avril Henry Managing Director. Contents. Teamwork. Why Teams are Good. Why Teams Don’t Work. Teamwork and Trust. Conclusion. Page 2. Teamwork. What is a team? People Doing Something TOGETHER.

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Winning Together Teamwork

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  1. Winning Together Teamwork UWS Aspire Program 2008 INSPIRING TRANSFORMATIONAL LEADERSHIP Avril HenryManaging Director

  2. Contents • Teamwork • Why Teams are Good • Why Teams Don’t Work • Teamwork and Trust • Conclusion Page 2

  3. Teamwork What is a team? People Doing Something TOGETHER Page 3

  4. Why Teams are Good • Teams increase productivity • Teams improve communication • Teams do work that ordinary groups can’t do • Teams are more creative & efficient at problem solving • Teams mean better quality decisions, services and processes • Teams differentiate while they integrate Source: Why Teams Don’t Work H. Robbins & M. Finley Page 4

  5. Characteristics of Highly Effective Teams • Credibility • Attend to the human side • Common goals • Honesty • Trust and respect each other • Effective communication – the job’s getting done • Understanding the sum of the parts • Are happy – TGIM!!!! Page 5

  6. Characteristics of Highly Effective Teams • Trust and respect each other • Effective communication – the job’s getting done • Understanding the sum of the parts • Are happy – TGIM!!!! Page 6

  7. Ideal Teams – How They Behave, Interact, Function • High levels of energy • People want to be there • Have fun • Motivated to achieve common goals • Want to work on improving weaknesses • Can see the light at the end of the tunnel Page 7

  8. Ideal Teams – How They Behave, Interact, Function • Humour – can see the funny side of things • Want to win, but win together • Personal ambition is never at the expense of others on the team • Celebrate successes together • Learn from experiences, and don’t cast blame • Love the roller coaster Page 8

  9. Why Teams Don’t Work • Mismatched Needs/Private Agendas • Confused goals • Unresolved Roles • Bad Decision Making • Stupid Procedures • Personality Conflicts • Win at all costs Source: Why Teams Don’t Work H. Robbins & M. Finley Page 9

  10. Why Teams Don’t Work • Bad Leadership • Anti-Team Culture • Insufficient Feedback & Information • Lack of Team Trust • Unwillingness to Change • The Wrong Tools Source: Why Teams Don’t Work H. Robbins & M. Finley Page 10

  11. Sabotage Strategies Within Dysfunctional Teams • Backstabbing • Undermining integrity of team members • Disrespectful to each other • Passing on inaccurate information • Lack of accountability • Take credit for a job you haven’t done • Negative or no communication Page 11

  12. Sabotage Strategies Within Dysfunctional Teams • Unrealistic Deadlines • “Don’t give a damn” attitude • Operate as an individual • Failure to deliver • Critical of each other • Give only negative feedback Page 12

  13. Nine Strategies for Creating Trust in Teams • Have clear, consistent goals • Be open, fair and willing to listen • Be decisive • Support all other team members • Take responsibility for team actions • Give credit to team members • Be sensitive to the needs of team members • Respect the opinions of others • Empower team members to act Source: Why Teams Don’t Work H. Robbins & M. Finley Page 13

  14. 10 If I can help you win, then I win If the team wins, everyone wins Page 14

  15. T ogether E veryone A chieves M ore Page 15

  16. Acknowledgements H Robbins & M Finley (1997), Why Teams Don’t Work, Orion Business Books, London Page 16

  17. Avril Henry Managing Director PO Box 1771 Rozelle NSW 2039 Phone: 0414 862 527 Fax: 02 9660 2411 Email: avril@ahrevelations.com Web: www.avrilhenry.com.au INSPIRING TRANSFORMATIONAL LEADERSHIP Page 17

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