Playing your Role(s), the Feedback Process, Stress management & Motivating your team

1. Playing your Role(s), the Feedback Process, Stress management & Motivating your team Presented by Autumn Garrison for the CLEAR Program Chemical Engineering 4903 Fall 2008

2. Overview • Managing your team • The Roles you play • Improving your process • The role of self monitoring & perception checking • Feedback, Stress, & Motivation • Giving constructive feedback • The importance of rituals, rewards, and recognition • Wrap up & Team time

3. Discussion question:When you hear the word “delegation” what does it make you think of ?

4. True or False?The leader of the group usually delegates

5. Traditional Team: One leader Sets agenda Directs problem solution Establishes rules/norms Controls process & disruptive behaviors Self-directed team: Everyone shares leadership Members set success guidelines Members own meetings & process Members accountable to each other Two different ways you can manage your teams

6. Research study • Study of administrators, engineers and scientists at Goddard Space Flight Center • Those who had more stake in decision making about assigned tasks • Experienced less: time, situational, encounter, and anticipatory stress • Others had higher stress French & Caplan (1972) Organizational Stress and individual Strain.

7. There are lots of roles you can play & should discuss  Task roles  Relational Maintenance roles  Selfish/anti-team roles Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

8. You may perform task roles • The initiator/opinion giver • The elaborator/clarifier • Evaluator • Devil’s advocate • Coordinator/Recorder • Information seeker/giver • Consensus tester Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

9. You may perform relational maintenance roles • Encourager • Supporter • Harmonizer/Tension reliever • Gatekeeper • Process Observer • Standards setter Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

10. Observe, Self-Monitor & Manage Selfish/anti-team roles: • The Blocker • The Aggressor • The Withdrawer • The Dominator • The Slacker • Status or Recognition seeker Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

11. Roles happen lots of different ways • Emergent • Determined by group • Assigned by someone • Can change day-to-day & group-to-group

12. Discussion Question: Thinking back on your experience, what roles have you had a chance to perform in your teams? Talk about it.

13. It’s all a part of the process! • Define the problem(s) • Generate possible solution(s) • Evaluate solution(s) • Create an action plan • Assign specific tasks & roles • Set time frames for goals • Repeat & confirm • Figure out a follow-up method & system of accountability

14. During this process remember to: • Ask Questions • Actively listen • Paraphrase • Use your nonverbals • Say “Yes” when you can and “No” when you can’t

15. These processes also improve your feedback skills

16. When you’re giving feedback be sure to: • Be honest • Take group needs into account • Decide appropriate time • Don’t sand bag • Use descriptive statements without judgment or exaggeration: “It seems to me . . . “ • Provide positive and negative feedback

17. When you’re receiving feedback be sure to: • Take a deep breath • Be aware of how your body is feeling • Don’t interrupt • Don’t listen defensively • Paraphrase to indicate understanding • Acknowledge person’s point of view • Agree with what you see as true • Take enough time to sort things out

18. Recognize & Praise each other (whenever, wherever)! • Verbal praise in front of others • Verbal praise one-on-one • Praise via email, text, phone • High fives • Milestone celebrations • Established rituals & processes

19. Time stressors Work overload Lack of control Encounter Stressors Role conflicts Issue conflicts Action conflicts Done effectively, these things will also help you deal with stress: • Anticipatory stressors • Unpleasant expectations • Fear

20. Adapted from: Whetten, D. & Cameron, K. (1998). Developing Management Skills 4th Ed.

21. Wrap-up / To Do List • Discuss & understand: • How your team is managing itself • Your roles & expectations • How can you improve your process? • Talk about your system for rituals, rewards, & recognition • Other ways to reduce team & individual stress

22. References • French, J. & Caplan, R. (1972). Organizational stress and individual strain. In The failure of Success, edited by A.J. Marrow. AMACOM. • Harris, T. & Sherblom, J. (2005) Small Group and Team Communication 3rd Ed. Pearson Education, Inc. • Verderber, R. F. & Verdeber, K.S. (2003). The Challenge of Effective Public Speaking 12 Ed. Belmont, CA: Thompson Learning • Whetten, D. & Cameron, K. (1998). Developing Management Skills 4th Ed. Addison-Wesley Educational Publishers. • Wolvin, A. & Coakley, C.G. (1996). Listening 5th Ed. Times Mirror Higher Education Group, Inc.

23. Questions, Consultation, and Team time

25. Ensure Group Cohesiveness • Clarify group goals • Clarify member roles • Encourage everyone’s involvement in decision making • Recognize member contributions