Team Building Workshop Please Note: As you review this presentation, please be sure to view the notes which accompany each slide because they contain important explanatory information. CLC Ottawa – Instructor Seminar Winter 2014 – January 17, 2015 Presenter: Andrew MacDonald

Topics Importance of teaming Definition of “Team” Discuss the four stages of team development Actions to Progress through Stages of Team Development Five methods for team decision making Creative Thinking using the 6 Hats Approach Emotional Intelligence Questions / Discussion

Importance of Teaming Why do I need to learn this? CLC Instructing is designed as a team experience. CLC teams – comprised of individuals with complementary skill sets – need to build strong teams to leverage the talents and perspectives of all team members to achieve success in CLC Instructs and Group Activities CLC Teams - challenge of everyone wanting to lead – Lots of “Type A Personalities” need to work together Cultural differences – understand that some cultures focus more on individual identities others more on group identities There are several reasons to focus on the team aspect of Corporate Service Corps. CSC is designed with teams made up of people from around the world who bring different perspectives and talents. It is key to the success of the CSC projects that the CSC teams are able to understand and work collaboratively to apply the talents of people on the team to successfully complete their clients projects. In addition to focusing on the talents of CSC team members, the Corporate Service Corps is designed to leverage the cultural difference each team member brings to the initiative. Depending on people’s individual preferences and the culture of their country of origin, individual CSC team participants may be more or less likely to focus on team work. Through the CSC experience, all participants are given a unique opportunity to apply their individual talents and perspectives while working collaboratively with others. The Corporate Service Corps is a leadership development initiative. As a result, the individuals selected for the program have excelled in their career and have distinguished themselves for their leadership capabilities. One challenge for some participants is how to participate in a team when everyone is conditioned to be the leader. This dynamic of everyone wanting to lead can create challenges as the program is based on a team model. According to CSC participant surveys, one of the most enriching aspects of the CSC experience is how much they learn from the other team members.

Definition: Team “A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” You can see how the design of the Corporate Service Corps overlaps this definition of teams. Katzenbach and Smith’s definition of team contains key attributes: Teams are made up of a small number of individuals - CSC teams typically have between 12-15 members CSC teams reflect the great diversity of the company: Teams have people with complementary skills - this may include: Different technical or functional skills Different problem solving and decision-making skills Different interpersonal skills Different perspectives, personalities, cultural backgrounds CSC participants have committed themselves to participate in this rigorous program designed to challenge them, and promote leadership development and personal growth. Teams are made up of individuals who have committed themselves to the success of the team Teams work together with a common purpose, performance goals and common approach – the team members agree on what they want to accomplish and how they will work together. Mutual accountability – everyone on the team is committed to contributing to the overall team’s success. (Katzenbach, J. R. & Smith, D. K., 1993)

IBM Corporate Service Corps One of the most important frameworks for understanding how teams develop was created by Bruce Tuckman. After researching many different types of teams, Tuckman developed a framework describing what happens when people come together to form teams. In this presentation we will provide some suggestions for how to move through these stages to achieve the performing level. Although many teams typically move through these four stages sequentially, changes and challenges can move teams backward, and some teams never actually make it to the performing stage. 1. Forming As you can see, the Forming stage consists of people on the team getting to know each other, building up trust and establishing expectations and goals. For Corporate Service Corps, this process starts as CSC teams are formed and people begin to work together during the pre-work period. 2. The Storming stage is where some conflict among team members is typical and some differences emerge based on different opinions, issues of leadership and control and ideas about the best way for the team to work together. Given the composition of the CSC teams, where many program participants are used to being in a leadership role, there can be some competition as participants begin to understand what they can contribute and how they can operate in this new team based project where everyone selected for CSC is a highly talented leader. 3. The Norming stage reflects a team’s development as it has established expectations with other team members and can now make progress on accomplishing project tasks. Ideally, CSC Teams will have made it through the Forming stage and are moving through the Storming stage into the Norming stage by the time they are deploying to their destination country. To aid them in this process CSC Team members will have established a Code of Conduct on how they want to work together, understand the talents and perspectives of others on their team, and have clarified expectations for what work they will be doing for their client. 4. In some ways, the Performing stage reflects an ideal whereby teams have achieved a high level of trust and collaboration among team members, and are able to respond to challenges that may arise on a project. Many CSC Teams achieve the Performing stage during their deployments, where individuals on the team work beyond their own specific project boundaries contribute their skills and assist others in completing their projects. The CSC Teams who accomplish the most in their destination country are those who form the strongest bonds of trust and collective responsibility among team members. (Tuckman, 1965) IBM Corporate Service Corps

Actions to Progress through Stages of Team Development Action Steps: “Forming” to “Storming” “Storming” to “Norming” “Norming” to “Performing” Establish a team Code of Conduct. Set a mission. Set goals. Establish roles. Recognize need to move out of “forming” stage. Identify ways to build trust. Define a reward structure. Take risks. Bring group together periodically to work on common tasks. Agree on individuals’ roles and responsibilities. Buy into objectives and activities. Listen to each other. Set and take team time together. Everyone works actively to set a supportive environment. Have the vision: “We can succeed!” Request, accept and act on feedback. Build trust by honoring commitments. Maintain traditions. Praise and recognize each other’s contributions. Self-evaluate without a fuss. Share leadership role in team based on who does what the best. Share rewards and successes. Communicate all the time. Share responsibility. Delegate freely within the team. Commit time to the team. Keep raising the bar – new, higher goals. There are several things that team members can do individually and collectively to help move the team forward through the stages of team development toward the performing stage. Key actions for progressing through the stages are communication, setting clear expectations, building trust, and taking the time to work together.

Five methods for making team decisions Individual Decisions – one person decides, person with right knowledge and/or expertise Advantage: Promotes fast decision making Disadvantage: Low level of team involvement may decrease support for decisions Minority Decisions –small group with the right knowledge and expertise decides Majority Decisions – decision made when more than half of the people agree to it Advantage: Decision making speed, high level of team involvement Disadvantage: Potentially large number of those who disagree Consensus Decisions – group considers issue in depth, each person expresses their views, together they select an option and everyone agrees to support it, even though it may not be the first choice of some Advantage: Very high level of team involvement. Disadvantage: Time consuming, might not be possible to accomplish Unanimous Decisions – after group considers issue in depth, everyone completely agrees that the option selected by the group is the best one and fully supports it Advantage: Highest level of team involvement Decision making A key aspect to how teams work effectively together relates to how they make decisions as a group. It’s helpful to clarify expectations and choose the style that is most effective depending on the situation. Each of these five methods for making team decisions are slightly different, and each comes with advantages and disadvantages. Note that different decision making styles promote different levels of team member involvement from the team, but also require different amounts of time. While it might be faster for one person or a small group to decide something, it is important to consider whether that might undermine whether those who were not directly involved with the decision will still support it, so some of these decision making styles may cause resentment among other team members. On the other hand, for a minor decision it might make more sense to make a majority decision such as by taking a vote, and go with what the majority wants. As we move into the next activity, one key element for teams to consider is the style of decision making the team would generally like to use. As team members get to know each other better and as teams move through the different stages to become higher performing, they become better at adapting their style of decision making to the situation so that the team makes decisions efficiently while being respectful in considering and incorporating the different viewpoints of people on the team into the final decision.

CREATIVE THINKING

Different perspectives lead to different things…

Plans will be sounder and more resilient for your students - View problems from new and unusual perspectives - Very structured / logical approach to dealing with a problem - Encourages think outside your comfort zone - Go beyond the obvious to discover effective alternate solutions - Allow you to say things without risk - Improves communication / decision making - Focus the thinking Plans will be sounder and more resilient for your students

“Parallel Thinking” Exploring different perspectives towards a complex situation or challenge.

How to use the 6 Thinking Hats Step 1 – What are the objectives ? Step 2– Present the facts Step 3 - Generate Ideas /Options/Alternatives Step 4– Evaluate the merit of ideas – list the benefits Step 5 - List drawbacks / Risks /What could go wrong ? Step 6 – Get everyone’s gut feeling about the alternatives Step 7 – Summarise / what’s next / identify work streams You must identify the hat you have on when you provide input into the meeting

Emotional Intelligence Emotional Intelligence is "a type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them, and to use the information to guide one’s thinking and actions." -John Mayer Anyone who has ever led others (or been led) recognizes that leadership effectiveness is guided by much more than simply the leader's intellect (IQ). There are six facets of emotional intelligence according to two primary dimensions: Self and Social

Model of Emotional Intelligence

Emotional Intelligence (Conclusion) Why is emotional intelligence important? Being an effective leader requires more than just intellect. Good instructors can adjust their leadership style to the needs of the student & the situation at hand. Can I change my emotional intelligence? Yes! Whereas IQ is generally fixed for life, EI is not. Emotional intelligence is learned and can be developed through greater understanding and awareness of the factors, observation of others and practice. Techniques to use to improve emotional intelligence Reflect daily on ways to improve, and ways you can collaborate more with others to improve (self awareness and social competency) Challenge yourself to really listen more to others’ feelings and ideas, instead of being so focused on yourself to improve (empathy) Consider aspects of your current role that are especially difficult for you, and develop some strategies (perhaps with the help of others) to address these things more directly to improve (self-confidence, social competency, motivation) When you feel yourself getting upset, step back from the situation and think through a constructive response given how you want your others to move forward, rather than losing your temper to improve (self-control) Ask someone you trust at work to be fully candid with you to share things about you that you probably don’t know about yourself; ways that you could explore new capabilities or improve to be more effective.

Questions / Discussion