you've chosen your team august 1997 how do you make it work? berling associates c 1997 r....
TRANSCRIPT
YOU'VE CHOSEN YOUR TEAM
August 1997
HOW DO YOU MAKE IT WORK?
BERLING ASSOCIATESC 1997 R. Michael O'Bannon and Berling Associates
Capabilities and skills of people are core assets of the organization
More effort is expended on people than on other core assets
Finding the "right" people is costly
Once people are on board, they begin to learn about the job and the environment
People join teams, formal or informal
Now you need to make it work
Company Everywhere
Core Assets Capabilities Skills Facility Systems Capital
BERLING ASSOCIATES
A LOOK AT CORE ASSETS
C 1997 R. Michael O'Bannon and Berling Associates
A ROSE IS NOT A ROSE
BERLING ASSOCIATES
Teams do not just happen. They are developed through a deliberate, planned process.
A Group Is Not A Team
Committee -- a group of people who take minutes to waste hours.
Team -- a group of people who are committed to the attainment of a common objective, who work well together and enjoy doing so, and who produce high quality results.
Source: James P. Lewis
C 1997 R. Michael O'Bannon and Berling Associates
EXPECTATIONS FOR TEAM OUTCOMES
BERLING ASSOCIATES
A Survey Of 51 Major Companies That Utilize Teams Found These Benefits
More effective use of resources
Better problem solving
Better quality products and services
Creativity and innovation
Higher quality decisions
To get these results it takes work.
C 1997 R. Michael O'Bannon and Berling Associates
BUILDING BLOCKS OF TEAM BUILDING
BERLING ASSOCIATES
Discuss the Process -- Collect ideas for the group about how to create teamwork. Indentify the initial strengths of the group and potential barriers to effective teamwork.
Describe the Benefits and Rewards -- Let group members know how they will benefit from their participation in the team. Identify both individual and group rewards.
Communicate the Team Purpose -- Let participants know explicitly what the purpose of the team is and its significance. Communicate expected results and how these results will make a difference.
Define Teamwork -- Develop a shared definition of what a team really is. Discuss what types of teamwork members want and expect.
C 1997 R. Michael O'Bannon and Berling Associates
KEYS TO LEADING A TEAM
BERLING ASSOCIATES
Continually refocus the team on its purpose. Teams can drift from their fundamental charge; the leader must keep them on task. Encourage frequent team self-assessment. The more the team critiques its own process, the more finely-tuned that process becomes. Encourage questions and differences of perspective. The best decisions come from comparing and contrasting different views of a problem. Watch for opportunities to promote participation and involvement. Make everyone feel a part by giving everyone a role. Don't hog the limelight; spread credit among team members. Reward and celebrate successes -- even the minor ones. Know the members of your team; find out their needs, their strengths, and their weaknesses.
C 1997 R. Michael O'Bannon and Berling Associates
FACTORS IN TEAM DEVELOPMENT
BERLING ASSOCIATES
RolesWhat work needs to be done and who is the best choice to carry-out each function or the team? The leader makes sure that roles are identified and filled. The leader maintains a process by which the team holds members accountable for filling their roles.
GoalsWhat is the current purpose, mission, goal, objective and action plan? The leader keeps the team on track and monitors how relevant the team activity is to the current goals.
ProceduresHow will the work of the team get done? What processes and methods should be chosen? The team leader remembers to assess how will processes work and moves the team to refine or replace them when necessary.
RelationshipsHow are team members expected to interact and relate? The leader provides a climate in which constructive working relationships can evolve. The leader helps "debug" problems and destructive conflicts before they damage the team.
TEAM
C 1997 R. Michael O'Bannon and Berling Associates
BERLING ASSOCIATES
TEAM
Forming --The participants lack a clear understanding of their purpose, the group's capabilities and of each other. Because they often do not know each other, members tend to be polite or to withhold thoughts or reactions. They often look to the leader for direction and structure.
Storming --As participants become more familiar with each other, different viewpoints and disagreements surface. Alliances and conflicts occur; the leader may be challenged. While some groups suppress this stage, effective teams need to work through it to learn how to deal with differences and to achieve their highest quality results.
Norming --Members of the group begin to learn from each other and establish guidelines for working together. These "rules" may vary widely from team to team, but in a well-formed team they meet the needs and styles of the members. Leadership is shared among participants more evenly and mutual trust develops.
STAGES OF TEAM DEVELOPMENT
Performing --The team puts the full force of its resources into getting results. Goals, roles, procedures, and relationships support the team process. All is not perfect, but success is maintained by rapid identification of problems and barriers as they occur. Regular and honest team assessment is used to keep the team on course and to avoid complacency.
C 1997 R. Michael O'Bannon and Berling Associates
BERLING ASSOCIATES
HELPING WITH TEAM DEVELOPMENT
Give The Organizational Message That Teamwork Is Good Publicly acknowledge effective teams and their applications Address teamworking skills on performance appraisals and in developmental feedback
Reward Effective Team Players Give desirable assignments to those who have shown teamwork ability Consider team skills in determining promotions Reward all the members of particularly productive teams
Demonstrate And Teach Team Behavior Be a model of good teamwork in the top executive suite Provide training in team skills for group participants Teach employees how to lead and facilitate teams
C 1997 R. Michael O'Bannon and Berling Associates
SUMMARY
Michael O'Bannon, Ph.D.
BERLING ASSOCIATES
Not all groups become teams. Some groups function poorly throughout their lifespan, never reaching the climate, camaraderie and productivity of a team. Generating a team is a planned process that take time, energy, knowledge and insight. Leaders and team members who understand the factors involved can increase the chances of success by making sure that the important factors are dealt with openly and regularly. Groups who take the time to build their working relationships and who actively monitor their own group processes will become the most productive and effective teams.
C 1997 R. Michael O'Bannon and Berling Associates
BERLING ASSOCIATESC 1997 R. Michael O'Bannon and Berling Associates
CONTACT INFORMATION
Rob Berling
Berling Associates
550 Pharr Road
Suite 212
Atlanta, GA 30305
Tel. 404.365.9836
Fax. 404.365.9837
Email: [email protected]
www.ba.flatbridge.com