Effective Teambuilding Presented by Shenita Hicks August 2009

2 What does a successful team look like? “It is amazing what can be accomplished when nobody cares about who gets the credit.” - Robert Yates

3 Critical Elements of a Successful Team  Shared Vision Alignment on purpose Understanding of goals Task focused  Commitment Participative leadership

4 Critical Elements of a Successful Team  Trust Shared responsibility Understanding of roles  Communication Information sharing Responsiveness

5 THE ELEMENT  Communication Why? "One man can be a crucial ingredient on a team, but one man cannot make a team.“ -- Kareem Abdul-Jabbar

6 Good vs. Bad

7 Beginnings of Conflict  Seeking power  Dissatisfaction with management style  Weak leadership  Lack of openness  Change in leadership

8 Causes of Workplace Conflict  Alignment of amount of resources is insufficient  Leadership Problems  Personal Chemistry Cultural Generational

9 Generational Differences  Important aspect of diversity  For the first time in American History, there are four generations working side-by-side.

10 The Four Generations  Traditionalists (born )  Baby Boomers (born )  Generation X (born )  Nexters/Generation Y/Millenials (born )

11 Generational Facts  They all view the world differently.  Their differences can cause strife in the workplace.  They all have something to add to the workplace.

12 Generational Commonality  Employees of all generations have one thing in common. They need one good reason they should put their full faith in any one organization.  Trust is common, no matter the age. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

13 Events and Experiences Traditionalists:  Great Depression  New Deal  World War II  Korean War  Industrialization  Social Security Mandatory Boomers:  Civil Rights Movement  Sexual Revolution  Cold War  Space travel  Assassinations  Television

14 Events and Experiences Xers:  Latchkey Upbringing  Women’s Liberation  Desert Storm  Energy Crisis  AIDS  Video Game  Personal Computers Nexters:  School shootings  Internet  Child focused world  September 11 th Tragedy

15 Values Traditionalists:  Hard work  Dedication & sacrifice  Respect for rules  Duty before pleasure  Honor Boomers:  Optimism  Team orientation  Personal gratification  Involvement  Personal growth

16 Values Xers:  Diversity  Techno literacy  Fun and informality  Self-reliance  Pragmatism Nexters:  Optimistic  Techno Savvy  Feel civic duty  Confident  Achievement oriented  Respect for diversity

17 When Generations Fail To Communicate  May impact turnover rates  May impact tangible costs (i.e. recruitment, hiring, training, retention)  May impact intangible costs (i.e. morale)  May impact grievances and complaints  May impact perceptions of fairness & equity

18 Generational Feedback Feedback style and form can be impacted by generational differences.

19 Generational Feedback  Traditionalists – “No news is good news.”  Boomers – “Feedback once a year and lots of documentation.”  Xers – “Sorry to interrupt but how am I doing?”  Millenials – “Feedback whenever I want it at the push of a button.”

20 Feedback Style and Impact  Feedback styles that may appear informative and helpful to one generation might seem formal and “preachy” to another.  Feedback an Xer thinks is immediate and honest can seem hasty or even inappropriate to other generations.  Some older generations have been told that there is a time and place for feedback. Younger generations haven’t necessarily been taught this “rule.”

21 Generational Meaning of Feedback  Xers need positive feedback to let them know they’re on the right track.  Nexters are use to praise and may mistake silence for disapproval. They need to know what they’re doing right and what they’re doing wrong.

22 When You are interacting across age difference…  Find out not only about the seminal events that occurred as they were growing up, but also about the ways in which this event impacted the person with whom you are interacting  Avoid assuming that because people are a certain age they will act a certain way. There are some people that don’t fit  Instead of treating others as you like to be treated, find out how they like to be treated and respect them by honoring that

23 Conflict Indicators  Body language  Surprises  Conflicts in value system  Lack of respect  Lack of clear goals  Disagreements, regardless of issue  Withholding information

24 Conflict: Good or Bad?  Depends  If managed well, it can: Help raise and address problems. Focuses team on the most immediate issues. Motivates people to participate. Helps people recognize and benefit from differences.

25 Conflict: Good or Bad?  Conflict is a problem when it: Hampers productivity Lowers Morale Causes more and continued conflict Causes inappropriate behaviors

26 Conflict Management  Conflict Management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non productive escalation.

27 Common Conflict Management Strategies  Avoid it.  Accommodate it.  Compromise.  Compete.  Collaborate.

28 Avoiding  When a person does not pursue his/her own concerns or those of the other person. Avoiding Skills Ability to withdraw Ability to leave things unresolved Ability to sidestep issues Sense of timing

29 Accommodating  An individual neglects his/her own concerns to satisfy the concerns of the other person. Accommodating Skills Forgetting your desires Ability to yield selflessness

30 Compromising  To find some expedient mutually acceptable solution which partially satisfies both parties. Compromising Skills Negotiating Assessing value Finding a middle ground Making concessions

31 Competing  Pursuing your own concerns at the others expense. Competing Skills Arguing or debating Standing your ground Using rank or influence Stating your position clearly Asserting your opinions and feelings

32 Collaboration  Involves an attempt to work with the other person to find some solution which fully satisfies the concerns of both parties. Collaboration Skills Active Listening Identifying concerns Non threatening confrontation Analyzing input

33 Techniques for Resolution  Meet conflict head on  Set goals  Plan for and communicate regularly  Be honest about concerns  Agree to disagree  Remove individual ego

34 Techniques for Resolution  Discuss differences in values openly  Communicate honestly  Focus on interests vs. positions  Think outside the box to develop optional solutions

35 Valuing Differences Information flows in all directions. Successful leaders find a way to let every generation be heard. They recognize that no one has all the answers. This appreciation of diversity allows each group to contribute and be a part of the growth of a division or organization.

36 Thanks for Your Attention!