Winning Together Teamwork INSPIRING TRANSFORMATIONAL LEADERSHIP UWS Aspire Program 2008 INSPIRING TRANSFORMATIONAL LEADERSHIP Avril Henry Managing Director Page 1

Contents Teamwork Why Teams are Good Why Teams Don’t Work Teamwork and Trust Conclusion Page 2 Page 1

People Doing Something Teamwork What is a team? People Doing Something TOGETHER Page 3 Page 1

Why Teams are Good Teams increase productivity Teams improve communication Teams do work that ordinary groups can’t do Teams are more creative & efficient at problem solving Teams mean better quality decisions, services and processes Teams differentiate while they integrate Source: Why Teams Don’t Work H. Robbins & M. Finley Page 4 Page 1

Characteristics of Highly Effective Teams Credibility Attend to the human side Common goals Honesty Trust and respect each other Effective communication – the job’s getting done Understanding the sum of the parts Are happy – TGIM!!!! Page 5 Page 1

Characteristics of Highly Effective Teams Trust and respect each other Effective communication – the job’s getting done Understanding the sum of the parts Are happy – TGIM!!!! Page 6 Page 1

Motivated to achieve common goals Want to work on improving weaknesses Ideal Teams – How They Behave, Interact, Function High levels of energy People want to be there Have fun Motivated to achieve common goals Want to work on improving weaknesses Can see the light at the end of the tunnel Page 7 Page 1

Humour – can see the funny side of things Ideal Teams – How They Behave, Interact, Function Humour – can see the funny side of things Want to win, but win together Personal ambition is never at the expense of others on the team Celebrate successes together Learn from experiences, and don’t cast blame Love the roller coaster Page 8 Page 1

Why Teams Don’t Work Mismatched Needs/Private Agendas Confused goals Unresolved Roles Bad Decision Making Stupid Procedures Personality Conflicts Win at all costs Source: Why Teams Don’t Work H. Robbins & M. Finley Page 9 Page 1

Why Teams Don’t Work Bad Leadership Anti-Team Culture Insufficient Feedback & Information Lack of Team Trust Unwillingness to Change The Wrong Tools Source: Why Teams Don’t Work H. Robbins & M. Finley Page 10 Page 1

Undermining integrity of team members Disrespectful to each other Sabotage Strategies Within Dysfunctional Teams Backstabbing Undermining integrity of team members Disrespectful to each other Passing on inaccurate information Lack of accountability Take credit for a job you haven’t done Negative or no communication Page 11 Page 1

Unrealistic Deadlines “Don’t give a damn” attitude Sabotage Strategies Within Dysfunctional Teams Unrealistic Deadlines “Don’t give a damn” attitude Operate as an individual Failure to deliver Critical of each other Give only negative feedback Page 12 Page 1

Nine Strategies for Creating Trust in Teams Have clear, consistent goals Be open, fair and willing to listen Be decisive Support all other team members Take responsibility for team actions Give credit to team members Be sensitive to the needs of team members Respect the opinions of others Empower team members to act Source: Why Teams Don’t Work H. Robbins & M. Finley Page 13 Page 1

If I can help you win, then I win If the team wins, everyone wins 10 Page 14 Page 1

T ogether E veryone A chieves M ore Page 15 Page 1

Acknowledgements H Robbins & M Finley (1997), Why Teams Don’t Work, Orion Business Books, London Page 16 Page 1

INSPIRING TRANSFORMATIONAL LEADERSHIP Avril Henry Managing Director PO Box 1771 Rozelle NSW 2039 Phone: 0414 862 527 Fax: 02 9660 2411 Email: avril@ahrevelations.com Web: www.avrilhenry.com.au INSPIRING TRANSFORMATIONAL LEADERSHIP Page 17 Page 1