team building
TRANSCRIPT
Team Building for HR Professionals
By Dr Rick Goodman
What Makes an Effective Leader
Qualities of success
Strong communication skills
Develop followers
Focuses on the important issues
Connects with others and builds the team
Personal and professional balance
Seven Blocks to Team Success
1. Detached Leadership
2. No Goals
3. Lack of Communication
4. Waiting for Self-Starters
5. No Mutual Commitment
6. Avoid Conflict
7. Lack Patience
Building the Team-Types of Teams
Natural Work Teams
Cross Functional Teams
Corrective Action Teams
Hybrid Teams
Structure of Teams
1. Traditional/Functional Workgroup
2. Participative Team
3. Shared Leadership
4. Self-Directed Team
Stages of Team Development
1. Structuring
2. Forming
3. Storming
4. Norming
5. Performing
Keys to Success in Forming Successful Teams
1. Clear Mission
2. Modeling of Core Values
3. Clear Purpose
4. High Level of Participation
5. Ability To Resolve Conflict
Keys continued.
6. Ability to Reach Consensus
7. Strong and Frequent Communication
8. Shared Responsibility
9. Shared Leadership
10. Appreciation of Diversity
Getting Others to “Buy” Your Plan
Ask for Input
Ask for and give quality feedback
Involve them in the process
Boost Credibility and Gain Commitment with Your Team
12 actions you can take:
1. Be fair and consistent
2. Be an effective communicator
3. Involve team members in decisions
4. Do unpleasant duties right away-don't procrastinate
Boost Credibility and Gain Commitment with Your Team
5. Have a good understanding of department procedures
6. Have a positive, enthusiastic attitude
7. Confront and correct poor performance
8. Give associates recognition for a job well done
Boost Credibility and Gain Commitment with Your Team
9. Be Proactive
10. Accept responsibility for mistakes
11. Be respectful toward associates
12. Enjoy your job (don’t allow your job to make you or your people miserable)
Five Keys to Your Personal Success
Your attitude and self image is formed M.F.T.P.
The Power of Daily Affirmations
Focus on your strengths
Give yourself permission to fail
Understand the meaning of F.E.A.R.
Building a Positive, Skilled and Enthusiastic Staff
Team Meetings:
All meetings must have established ground rules in order to be successful.
Ground Rules
• All Meetings Must Start and End on Time
• All Meetings Must Have an Agenda
• Three Minute Rule
• No Discounting
• No Voting
Team Meetings
Consensus Decision Making
Team Celebrations
What Factors Determine Success?
Success Factors:
1. Help from above
2. Track Record of Achievements
3. Desire to Succeed
4. Ability to Manage Employees
Success Factors continued.
5. Willingness to Take Career Risks
6. Ability to be Tough, Decisive, Demanding
7. Belief in Yourself
Failure Factors
1. Inability to adapt
2. Wanting too much
3. Performance problems
4. Fear of success itself
5. Fear of failure itself
6. Fear of risk
Managing the “Big 3”
1. Projects
2. People
3. Proficiency
Core Team Values
Honesty -being truthful with team members and customers
Quality - continually moving towards best results
Thoroughness –in completing old jobs or projects
Beliefs
Working together, ordinary people offer extraordinary resources of information.
Working together, teams can create their own future.
People want and need to engage their heads and hearts as well as their hands. The interaction opportunity of every team builds creative potential.
Beliefs
Everyone is equal within the team structure
People are much more likely to cooperate than fight. The team process must create opportunity to cooperate.
Every team meeting should empower people, making them feel more knowledgeable and in control the future.
Every team meeting should empower people, making them feel more knowledgeable and in control the future.
The Four F’s
Fast
Flexible
Feasible
Focused
Check Back Your Key to Delegation Success
Step One: ___________________________________
Step Two: ___________________________________
Step Three: __________________________________
The Three F’s
Feel: _________________________________
Felt: _________________________________
Found:_______________________________
The Seven Fundamental Assumptions
1. All needs are legitimate.
2. There are enough resources to meet all needs.
3. Everyone has untapped power and capacity to deal with conflict.
4. Process is as important as content in creating a plan of action.
The Seven Fundamental Assumptions
5. Improving situations is different from solving problems.
6. Everyone is correct from his or her point of view.
7. Solutions and resolutions are temporary states of balance.
Understanding Your Communication
Listening and Establishing Rapport
Three types of listening are:
____________ listening
____________ listening
____________ listening
Eight Ways to Active Listening
1. Use open and relaxed body language
2. Establish good eye contact
3. Use appropriate facial expressions and head nods
4. Use appropriate "sub vocals" such as mmm and uhuh.
Eight Ways to Active Listening
1. Filter out distractions
2. Don't create distractions
3. Take notes if appropriate
4. When giving feedback-respond with open ended questions.
Establishing Rapport
"People do business with people who they like who are like them."- Dr. Rick Goodman
Present Time Consciousness
People must always think they are appreciated, listened to and understood!
Conflict Is Inevitable
Being able to constructively handle disagreements is central to personal satisfaction and getting along in an organization.
It is considered one of the more difficult communication skills to master, because most people find it extremely stressful.
Conflict Is Good
Commitment to organizational goals is desirable and two different opinions can often lead to a better, more clearly defined purpose when people are willing to work through conflict.
It can be challenging and stimulating to work to improve the quality of decisions products processes and overall understanding.
Conflict Is Good
Conflict that is not addressed on the other hand is destructive. It can lead to lower productivity and poor relationships.
The better we develop skills to manage conflict, the better we contribute to the overall health of the organization.
Five-Step Model for Managing Conflict
Analyze the Conflict
Determine the Management Strategy
Pre-Negotiation
Negotiation
Post-Negotiation
Step One: Analyze the Conflict
The first step in managing conflict is to analyze the nature and type of conflict.
This is achieved by the technique of asking open-ended questions.
Step Two: Determine Management Strategy
When you have a general understanding of the conflict. The groups involved will need to analyze and select the most appropriate approach.
In some cases it may be necessary to have a neutral facilitator to help move the group towards consensus.
Conflict Management Styles
Collaboration:
This results from a high concern for the group’s own interests, matched with a high concern for the interests of other partners.
The outcome is win-win.
This strategy is generally used when the concern for others is important.
Collaboration
It is also the best strategy when society’s interest is at stake.
This approach helps build commitment and reduce bad feelings.
The drawbacks are that it takes time and energy.
Is regarded as the best approach.
Compromise
This results from a high concern for the group’s own interests, along with a moderate concern for the interests of other partners.
The outcome is some win and some lose.
This strategy is generally used to achieve temporary solutions, to avoid destructive power struggles or when time is limited.
Compromise
One drawback is that partners can lose sight of important values and long-term objectives.
This approach could also distract the partners from the merits of the issue and create a cynical climate.
Competition
This strategy results from a high concern for the group’s own interests with less concern for others.
The outcome is win/ lose.
The strategy includes most attempts at bargaining.
Competition
It is generally used when basic rights are at stake or to set a precedent.
However, it can cause the conflict to escalate and losers may want to retaliate.
Accommodation
This results from a low concern for the group’s own interests, combined with a high concern for the interest of others.
The outcome is a lose/win.
This strategy is generally used when the issues are more important to others than to oneself.
Accommodation
It is a gesture of goodwill.
It is also appropriate when you recognize that you are wrong.
The drawbacks are that one’s own ideas and concerns don’t get attention.
You may also lose credibility and future influence.
Avoidance
This results from a low concern for the group’s own interests coupled with a low concern for the interests of others.
The outcome is lose/lose.
The strategy is generally used when the issue is trivial or other issues are more pressing.
Avoidance
It is also used when confrontation has a high potential for damage or more information is needed.
One of the drawbacks is that important decisions may be made by default.
TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are competing:
Let go of your position for a moment. Think about what the other person needs and wants.
Work with others to identify underlying concerns and issues.
Consider all the options, and how all the parties stand to benefit from each one.
TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are accommodating or avoiding:
Focus on your own concerns. What are your needs and goals?
Give yourself time to gather data that support your case—your goals and the reasons they matter.
If you sense that a confrontation is brewing, don’t just give up. Objectively present your point of view while providing data to support it.
TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are compromising :
Slow down. Don’t always choose the fastest solution. Take your time to find alternatives that really work for everyone.
TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are collaborating:
Make your thinking explicit when you’re at the table. Help your colleagues understand how you work with others to find solutions that benefit everyone.
Conflict Solving Formula
Take time to listen.
Make certain you understand.
Think about the other person's point of view.
Concentrate on the problem and not the person.
Allow the other person to express their anger, it’s theirs not yours.
Conflict Solving Formula
Realize you can disagree agreeably.
Your own resistance has an impact on the resistance of others.
Think in terms of helping each other get what you want.
Feel your feelings and express them honestly.
Positive Aspects of Conflict
Conflict provides an opportunity for releasing tension which otherwise would remain suppressed.
The thinking process followed by the conflict may lead to innovation and policies, procedures and behavior.
Conflict compels the individuals of a group to think again and again before adopting a course of action.
Positive Aspects of Conflict
Conflict brings about group cohesiveness among its members.
Conflict helps identifying the weakness in the system.
Conflict is a test of capacities of the individual and the group.
Dr. Rick Goodman7247 NW 22nd Drive
Pembroke Pines, FL 33024
P 888 267 6098 | F 954 404 6402
www.RickGoodman.com