Teamwork 101

1. Teamwork 101 By Tracy L. Chenoweth

2. How would you define teamwork?

3. What Exactly is Teamwork? • Teamwork is defined in Webster's New World Dictionary as "a joint action by a group of people, in which each person subordinates his or her individual interests and opinions to the unity and efficiency of the group." • This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. • The most effective teamwork is produced when all the individuals involved harmonize their contributions and work towards a common goal.

4. Characteristics of Effective Teams • The following are eight characteristics of effective teams the were identified by Larson and LaFasto in their book titled Teamwork: What Must Go Right/What Can Go Wrong (Sage Publications 1989).

5. #1 • The team must have a clear goal. • Avoid fuzzy, motherhood statements. Team goals should call for a specific performance objective, expressed so concisely that everyone knows when the objective has been met.

6. #2 • The team must have a results-driven structure. • The team should be allowed to operate in a manner that produces results. It is often best to allow the team to develop the structure.

7. #3 • The team must have competent team members. • This can be take to mean that the problem given to the team should be one that the members can tackle given their level of knowledge.

8. #4 • The team must have unified commitment. • This doesn't mean that team members must agree on everything. It means that all individuals must be directing their efforts towards the goal. If an individual's efforts is going purely towards personal goals, then the team will confront this and resolve the problem.

9. #5 • The team must have a collaborative climate. • It is a climate of trust produced by honest, open, consistent and respectful behavior. With this climate teams perform well...without it, they

10. #6 • The team must have high standards that are understood by all. • Team members must know what is expected of them individually and collectively. Vague statements such as "positive attitude" and "demonstrated effort" are not good enough.

11. #7 • The team must receive external support and encouragement. • Encouragement and praise works just as well in motivating teams as it does with individuals.

12. #8 • The team must have principled leadership. • Teams usually need someone to lead the effort. Team members must know that the team leader has the position because they have good leadership skills and are working for the good of the team. The team members will be less supportive if they feel that the team leader is putting him/herself above the team, achieving personal recognition or otherwise benefiting from the position.

13. Question to Ponder • Is there a difference between working as a group and working as a team?

15. Did you know that Teams Actually, Grow? • What do I mean by this term, Grow? • How many stages of growth would you predict? • Can you name a few?

16. Stages of Team Growth. • It is important for the team members to know that teams don't just form • and immediately start working together to accomplish great things. • There are actually stages of team growth and teams must be given time to work through the stages and become effective. • Team growth can be separated into four stages.

17. Stage #1- Forming • When a team is forming, members cautiously explore the boundaries of acceptable group behavior. • They search for their position within the group and test the leader's guidance. It is normal for little team progress to occur during this stage.

18. Stage #2- Storming • Storming is probably the most difficult stage for the group. Members often become impatient about the lack of progress, but are still inexperienced with working as a team. • Members may argue about the actions they should take because they faced with ideas that are unfamiliar to them and put them outside their comfort zones. • Much of their energy is focused on each other instead of achieving the goal.

19. Stage #3- Norming • During this stage team members accept the team and begin to reconcile differences. • Emotional conflict is reduced as relationships become more cooperative. • The team is able to concentrate more on their work and start to make significant progress.

20. Stage #4- Performing • By this stage the team members have discovered and accepted each other's strengths and weaknesses, and learned what their roles are. • Members are open and trusting and many good ideas are produced because they are not afraid to offer ideas and suggestions. • They are comfortable using decision making tools to evaluate the ideas, prioritize tasks and solve problems. Much is accomplished and team satisfaction and loyalty is high.

21. Do We Need Stage #5 • What about when a group dissolves or transforms into another team or group dynamic? • We could call that Dissolving or Transforming.

22. Let’s Watch this Clip

23. Lets Play Ball • Divide the participants up into small groups of about 5-8 people. • Each group is in competition with the other groups in the room. The group who can complete the most "circuits" in a given time will be the winner. • A completed circuit occurs when every person in the group has touched the tennis ball. • Only one person in the group can touch the tennis ball at one time (therefore the ball must be tossed rather than passed.) • If the ball ever touches the floor, then production must stop for 30 seconds.

24. We will need • Consensus on how the balls will be tossed (direction, etc.) • Who is going to note the 30 second rule • Who is going to count the circuits

25. Situations that will occur • Someone is on vacation • Someone is sick/injured but working • Someone is late • Someone is mad/angry/upset/emotional • Production has been increased/busy • Someone is a semi-non-participant

26. What did you learn? • What did you see? • What did you hear? • What did you expect? • What did you learn?

27. Okay, Now What? • We have defined what teamwork is • We have listed the characteristics of effective teams • We know the difference between groups and team • We know that teams and teamwork forms over time • So now what?

28. NOW, lets get personal!! • On a scale of 1 – 5 (one being the least) rate yourself on the following skill sets. • 1. Listening 6. Sharing • 2. Questioning 7. Participating • 3. Persuading • 4. Respecting • 5. Helping Be as honest as you can!

29. Listening • Listening is a skill. • Listening and hearing are not the same • You are not born with listening skills • Listening incorporates more than your ears • It includes your body language • Your eyes • Your brain • Your facial expressions

30. Listening Example • One of you is going to talk to me about something and I am going to show you what really is going on. • Let’s have some fun • Sample • Talk and what is going on in my head • Talk and doing too much • Talk and on the phone • Talk and upset or emotional • What others have you noticed?

31. Top 10 List • Most people spend roughly 70% of their waking hours in some form of verbal communication. • Yet, how many of us have ever had any formal training in the art of listening? • Here are ten things you can do to improve your listening skills.

32. 1-6 • Approach the listening experience from a state of calmness. No agendas, no predispositions, no expected outcomes, no guessing what is next • Never rule out any topic of discussion as uninteresting. • Accept the speaker's message • Listen for the whole message. • Don't get hung up on the speaker's delivery. • Avoid structured listening.

33. 7-10 7. Tune out distractions. 8. Be alert to your own prejudices. 9. Resist the temptation to rebut. 10. Take notes sparingly.

34. Also Important • Eye contact — Always direct your visual attention to the person with whom you are conversing or listening. • Body language — Always keep your body in attention. If your body is slouched, your attention span may slack and your listening skills may weaken. • Responses — When asked, answer questions in complete sentences. • Repetition — Repeat specific comments said by the person with whom you are conversing or listening. • Gentility — Be kind. People appear to be good listeners when they want to listen to others. If you look like you're listening "just because," then your listening skills will appear less than perfect.

35. Communication is Key • Pencil and Paper Challenge • In groups of two • Need a pencil or pen • Need two pieces of paper

36. What did you learn? • What did you see? • What did you hear? • What did you expect? • What did you learn?

37. Review of Key Points • On a scale of 1 – 5 (one being the least) rate yourself on the following skill sets. • 1. Listening 6. Sharing • 2. Questioning 7. Participating • 3. Persuading • 4. Respecting • 5. Helping Be as honest as you can!

38. R.E.S.P.E.C.T • Find out what it means to me?

39. Respect and Behavioral Styles • Behavioral research suggests that about three quarters of the people you work with have a significantly different approach to interpersonal interactions.

40. Do you ever wonder why... • You get the reaction or response from others that you do? • You have friction with someone though you're both working for the same goals? • Some people get bogged down in detail and can't see the big picture!? • Some people can only see the big picture and have no patience for detail!? • Some people can't keep up with the pace of change? • Others seem to thrive on creating change?

41. Did you know? • Successful personal relationships often depend on "getting off on the right foot". • Being able to quickly recognize a person's behavioral style and interact appropriately are critical to this process.

42. Hippocrates • The Greek physician and philosopher Hippocrates first recognized behavior • styles in 400 BC. He identified four basic types of temperaments and linked • them with liquids in the body. Today, we know that there is no link with bodily • fluids, but Hypocrites’ original concept of four styles or temperaments has • remained. He called them Choleric, Sanguine, Melancholy, and Phlegmatic.

43. Choleric, Directive, Assertive, Dominant, Controller • Directive people have high expectations of themselves and others. They make quick decisions, are self-reliant, are usually comfortable taking risks, and are results oriented. However, these individuals can also be competitive, determined, have lower active listening skills and can crave power. Choleric people are often seen as demanding and driven. This is the person that rushes in with a big idea that he/she thinks should be implemented right away. • Getting along with these folks requires that you: ask specific questions; be as direct as you can; use goals and ends to get them on board; don’t interrupt; and always deal with the fact, not the person.

44. Melancholy, Analytic, Logical, Compliant • Analytical people are those that examine the data and prefer process and order. They are accurate, conscientious, precise and deliberate. They may want additional time to make decisions, are considered to have their emotions under control, and may be hesitant to take risks. Logical people are often seen as being obsessed with data, unable to make a decision, and slow moving. This is the person who has to have the chart “just so” before it is published, or that corrects all your spelling and grammar mistakes. They would probably have a map of where they are going before leaving home for a new destination. • Getting along with these folks requires that you: be prepared and know your facts; use specific data in an analytical form; use examples; and allow time for processing and decision making.

45. Sanguine, Creative, Persuader, Expressive, Influential • The creative person is that motivating, energizing, outgoing person who inspires us all. Other characteristics include generous, influential, and socially confident. This individual may be seen as dramatic, emotional, and impulsive. Sanguine people are often seen as being eccentric and overly dramatic. These folks consider the environment around them and how things “feel”. Often, this is the person who suggests that everyone wear a funny hat to work for April Fool’s day. • Getting along with these folks requires that you: spend time on the relationship, use ideas that elicit an emotional response, use incentives, and request their opinion.

46. Phlegmatic, Empathetic, Stabilizer, Amiable, Steady • Empathetic people care about including everyone, they are patient, supportive and considerate. These folks are easy going and dependable and would just like everyone to get along. They are often seen as deliberate, questioning, and too concerned with other’s feelings. Phlegmatic people are often seen as the “softies” of the office; caring about others and considering how others might feel. These folks care for the team and will ask for input from everyone. They are often accused of caring too much and being too “touchy-feely”. • Getting along with these folks requires that you: show concern; create a supportive environment; request input and suggestions; and ask a lot of questions

47. F.A.C.T.S • We each have a combination of styles, some stronger in one area than others. • The key to effective communication is being aware of your own style and accommodating others’ styles. • This accommodation can be uncomfortable and • take a lot of energy, but it is worth it when improved communication is the result.

48. Which One are You? • Choleric, Directive, Assertive, Dominant, Controller • Melancholy, Analytic, Logical, Compliant • Sanguine, Creative, Persuader, Expressive, Influential • Phlegmatic, Empathetic, Stabilizer, Amiable, Steady

49. Combination • Do you see yourself being a combination of these 4 at times? • Can you be any one of these at any given time? • Do situations/circumstances make a difference? • Can you explain?

50. Question to Ponder • Do you or have you worked with any of these people? • Don’t call out any names – to keep from embarrassing others Office People