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Team Building and Assessment
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Why the Emphasis on Teams?
Role as the Business Advisor to Acquisition Team Declining Program Budgets and Workforce Maximize Human Resources Information Technology Revolution (working in virtual teams) Global Business Environment Personal Perspective This is the environment you work in to be successful
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What is a Team? A group of people in a collaborative relationship working toward a mutual goal—a goal that dominates all other individual and sub-group goals—a goal for which every team member is mutually accountable.
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A Team Is…. A small number of people With complementary skills
Having a common purpose With clear goals And shared accountability Who are committed to accomplishing something
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Building the Team Teams don’t just happen—They are built!
Teambuilding is the process of deliberately creating a team from a newly-formed or existing group of people. Teams go through stages of forming, storming, norming, performing and transforming
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Top Ten Reasons Teams Fail From Ken Blanchard’s Leading at a Higher Level
Lack of a sufficient charter that defines the team’s purpose and how it will work together to achieve that purpose Inability to decide what constitutes the work for which they are inter- dependent and mutually accountable Lack of mutual accountability Lack of effective leadership and lack of shared leadership Lack of norms that foster creativity and excellence Lack of planning Lack of management support Inability to deal with conflict Lack of training on all levels on group skills Lack of resources to do the job, including time
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Focus on the Five “C”s Commitment Communication Cooperation
Contribution Caring From “In Search of Effective Teams” – See Appendix A
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Team Ground Rules Agreed-upon guidelines (or norms) for individual and team behavior. Define expectations members have of themselves and for each other regarding how they will work together. Aid achievement of team objectives and make the experience meaningful and enjoyable.
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Areas Appropriate for Team Ground Rules:
Team member attendance and promptness How decisions are made Dealing with conflicts Team member participation / contributions Team member roles/assignments Team communications
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Team Ground Rules—Some Examples
Start on time/end on time Don’t shoot the messenger One speaker at a time Everyone is encouraged to participate Come prepared No long-winded speeches Collaborate—strive for win-win Have fun!
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CON 360 TEAM Materials & Feedback
On-Line Article “In Search of Effective Teams” In-Class team projects and presentations Use of “feedback loop” to assess both individual and team performance Week One (Friday) individual feedback (using note cards) Week Two (Thursday) team feedback (brief to the class)
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The Importance of Feedback
What is feedback? The process of giving someone accurate information about the impact of their behavior on you, others, and completion of a task. Why give feedback? To motivate someone to continue a behavior that increases their effectiveness To motivate someone to stop using a behavior that makes them less effective What are the benefits? — change behavior — enrich relationships — improve performance — reduce stress 6
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Johari Window Luft and Ingham called their Johari Window model 'Johari' after combining their first names, Joe and Harry.
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Do’s and Don’ts of Giving & Receiving Feedback
Giving Feedback: Be specific Focus on what the speaker can change Use “I” statements (speak for yourself) Speak to the person, not to the teacher or others Receiving Feedback: Listen to all feedback before commenting Seek to understand (not necessarily to agree) Ask for clarification, if needed Do not defend or justify or explain Treat as a gift… Say “Thank-You” 6
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“I like the way you…” “I wish you would have…”
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SBI Feedback Model Situation is: Behavior is: Impact is:
The specific event or circumstance Behavior is: Observable Action Verbal Comments Nonverbal behaviors and signals Mannerisms Impact is: What I think, feel or do as a result I saw … I heard … I felt … I thought … It is not an interpretation of judgment on motivation or intent Feedback that Works – Sloan R. Weitzel (Center for Creative Leadership) 6
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Giving & Receiving Feedback
Instead of, “Chris, you were really effective in the team meeting today – thanks!” … “Chris, at the end of the team meeting this morning [situation], I liked the way you gave a summary of the key action steps we had discussed [behavior]. I was really glad you did that [impact on me]. Instead of, “Pat, you were really rude yesterday.” … “Pat, during our conference call yesterday afternoon [situation], I noticed that you interrupted others and me on several occasions [behavior]. I felt frustrated at times [impact on me], Center for Creative Leadership 6
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CON 360 Individual Feedback
Hand out blank note cards first Monday During the week, use note cards to record feedback for each of your team members Feedback session at end of week one Team members read and provide cards to each other
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CON 360 TEAM Assessment Teams discuss “Characteristics of Effective Teams” Teams identify and report out Top two team strengths Two actions which would improve future team performance
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