1. Winning Together Teamwork INSPIRING TRANSFORMATIONAL LEADERSHIP
UWS Aspire Program 2008
INSPIRING TRANSFORMATIONAL LEADERSHIP
Avril Henry Managing Director
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2. Contents Teamwork Why Teams are Good Why Teams Don’t Work
Teamwork and Trust
Conclusion
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3. People Doing Something
Teamwork
What is a team?
People Doing Something
TOGETHER
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4. 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
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5. 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!!!!
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6. 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!!!!
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7. 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
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8. 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
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9. 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
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10. 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
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11. 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
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12. 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
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13. 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
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14. If I can help you win, then I win If the team wins, everyone wins 10
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15. T
ogether E
veryone A
chieves M
ore
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16. Acknowledgements
H Robbins & M Finley (1997), Why Teams Don’t Work, Orion Business Books, London
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17. INSPIRING TRANSFORMATIONAL LEADERSHIP
Avril Henry
Managing Director
PO Box 1771
Rozelle NSW 2039
Phone:
Fax:
Web:
INSPIRING TRANSFORMATIONAL LEADERSHIP
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