McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved. Building and Leading High-Performing Teams Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D.

Leadership Communication by Deborah J. Barrett Chapter Discussion Topics  Building an effective team  Establishing team work processes  Managing the people side of teams  Handling team issues and conflict  Helping virtual teams succeed

Leadership Communication by Deborah J. Barrett Chapter Katzenbach and Smith’s Team Basics Source: Katzenbach, J. R. and Smith, D. K., (1993). The Wisdom of Teams, Boston: Harvard Business School Press. Performance Results Personal Growth Collective Work Products Skills Commitment Accountability Interpersonal Technical function Problem solving Mutual Small number of people Individual Specific goals Common approach Meaningful purpose

Leadership Communication by Deborah J. Barrett Chapter Establishing Team Work Processes  Create a team charter  Establish a team communication protocol  Create action and work plans  Conduct effective meetings  Use common team problem-solving methods

Leadership Communication by Deborah J. Barrett Chapter Creating a Team Charter A charter should include the following:  Project purpose/objectives  Guiding principles (ground rules)  Major tasks or action items  Team members with role definitions  Communication protocol

Leadership Communication by Deborah J. Barrett Chapter Developing a Team Communication Protocol To whom? What? How? When Who? Why?

Leadership Communication by Deborah J. Barrett Chapter Establishing Team Action Plans 1.Establish your overall project goal. 2.Break the project down into phases. 3.Specify your team action steps for each phase. 4.Determine timing for each phase. 5. Create work plan actions linked to each phase. Research Current Image Determine Value Proposition Develop Marketing Plan

Leadership Communication by Deborah J. Barrett Chapter Creating Work Plans Action itemResponsibilityEnd productDue Date Insert very specific action items, steps to be included in each high- level action plan phase. Assign to specific person(s), not the entire team. Describe as a tangible, completed product. Determine the target date for completion.

Leadership Communication by Deborah J. Barrett Chapter Managing the People Side of Teams  Position and responsibilities  Team experiences  Expectations  Personality  Cultural differences

Leadership Communication by Deborah J. Barrett Chapter Types of Team Conflict 1. Analytical – usually constructive disagreement over issue or problem 2. Task – goal, work process, deliverables 3. Interpersonal – personality, culture, communication styles 4. Roles – leadership, responsibilities, power struggles

Leadership Communication by Deborah J. Barrett Chapter Approaches to Handling Team Conflict 1. One-on-one – individuals work it out between themselves 2. Facilitation – individuals work with a facilitator 3. Team – Individuals discuss it with the entire team

Leadership Communication by Deborah J. Barrett Chapter Keeping Teams out of Trouble 1. Have an official team launch 2. Obtain any needed training in team management 3. Develop and post team ground rules and expectations in team behavior 4. Educate team members on what to expect in team development Source: Adapted from Bens, I (1999). “Keeping Your Teams Out of Trouble.” Journal of Quality and Participation, 22 (4):

Leadership Communication by Deborah J. Barrett Chapter Keeping Teams out of Trouble (continued) 5. Anticipate the roadblocks to team performance early and deal with them 6. Use feedback among team members properly and regularly 7. Provide feedback to the team leader on what is working and what isn’t 8. Build in team process checks to monitor the effectiveness of the team Source: Adapted from Bens, I (1999). “Keeping Your Teams Out of Trouble.” Journal of Quality and Participation, 22 (4):

Leadership Communication by Deborah J. Barrett Chapter A Traditional Team Vs. A Virtual Team Traditional team Face-to-face Communication primarily in person Limited by time and distance Virtual team Geographically dispersed Communicating through technology Unrestrained by distance and time

Leadership Communication by Deborah J. Barrett Chapter Virtual Team Needs  An in-person meeting to launch the team  More structure than a co-located team  More time allowed for team processes  Frequent communication and electronic meetings  More attention to the people issues and a high- sensitivity to cultural differences

Leadership Communication by Deborah J. Barrett Chapter Discussion Summary Building and leading a high-performing team requires the following:  Skills, commitment, and accountability  Common team work processes  Understanding of the people side of teams  Ability to handle team issues and conflict