1. Foundations of Team Leadership 3b-1 1 Foundations of Team Leadership Managing the Development Stages of Teams Tuckman Norm Storm Form Perform

2. Foundations of Team Leadership 3b-2 2 Tasks People Results TEAM SYNERGY FORMULA Managing * Goals Tasks & People Simultaneously

3. TEAM SYNERGY FORMULA Tasks People * Results Goals Foundations of Team Leadership

4. 3b-4 TEAM STAGES Forming Setting Up the Team Storming Exploring Differences Norming Working the Task Performing Delivering on the Task Closure Celebration & Closure Tuckman Norm Storm Form Perform Foundations of Team Leadership

5. Team Productivity Model Closure & Celebration Time Source: Reddy Intervention Skills FormingStorming & Norming Performing Frequency of Interventions Task Focus Interventions People Focus Interventions Productivity Curve Task Focus: Focus on the work at hand People Focus: Getting organized to do the work Status Quo Future Stretch Vision Foundations of Team Leadership

6. Situational Leadership Spectrum Requires Flexibility & Tolerance for Ambiguity Team Leader: First Among Equals - Decision Reached with Group Team Leader: Decision with Input from Group Team Leader: Sole Responsibility for Decision Team Leader: Supporting Group’s Decision-Leading from Behind

7. Foundations of Team Leadership 3c-7 Paradox of Team Building GO SLOW TO GO FAST Task Processes Interpersonal Processes PERFORMANCEPERFORMANCE T I M E

8. Foundations of Team Leadership 3b-8 The Stages of Team Development RationalInterpersonal ContractInclusion Roles & ContributionsFeeling about Being Here Proceduresand Working On This Task Objectives & ScopeNorms Decision-MakingParticipation Problem-Solving SequenceClimate Task Tracking Stage I: FORMING Time Storming Norming Performing Closure, Termination, and Celebration Frequency of Interventions Rational Process Interventions Interpersonal Process Interventions

9. Foundations of Team Leadership 3b-9 Team Leader Strategies – Forming Be directive: Identify purpose, performance goal, approach, procedures, work products, why a team, why each individual is here Identify resources and boundaries Break the ice, meet and greet everyone, get everyone to talk Provide format to establish ground rules and share expectations Provide format to get to know each other better to establish trust

10. Foundations of Team Leadership 3b-10 The Stages of Team Development RationalInterpersonal Following ProceduresParticipation & Commitment Following Decision-MakingConfidence & Satisfaction Use of ResourcesConflict Task TrackingMaintenance Tracking Offering CreativeLeadership Problem-Solving TechniquesCompetition & Collaboration ContributionsIndividual vs. Group Needs Control,Power,Influence Sub grouping Stage II: STORMING AND NORMING Time Forming Performing Closure, Termination, and Celebration Frequency of Interventions Rational Process Interventions Interpersonal Process Interventions

11. Foundations of Team Leadership 3b-11 Acknowledge differences Model active listening and sharing of feelings Model that accepting and addressing conflict is ok Re-define leadership, decision-making, roles, etc. Don ’ t take it personal Coach and counsel Keep the ground rules visible - amend them if necessary Delegate and empower others Structure team-building events Structure team-building events & facilitate discussions about the group ’ s process and individuals ’ satisfaction Solicit/model openness to receiving feedback Team Leader Strategies Storming & Norming

12. Foundations of Team Leadership 3b-12 The Stages of Team Development RationalInterpersonalSituation Politics Presentation DetailsWho Will Do What When Project CompletionPremature Closure Meeting DeadlinesGroup Closure Involving Ancillary ResourcesGroup/Individual Confidence Competition Within/Without Stage III: PERFORMING Time Storming Norming Closure, Termination, and Celebration Frequency of Interventions Forming Performing Frequency of Interventions Rational Process Interventions Interpersonal Process Interventions

13. Foundations of Team Leadership 3b-13 Team Leader Strategies – Performing Delegate, coach, give feedback, acknowledge, reward Be open to being influenced by others, listen to ideas Get out of the way if the team is performing well – don ’ t attend a meeting Slow the group down periodically for stock-taking Help maintain the energy and motivation of the team

14. Foundations of Team Leadership 3b-14 The Stages of Team Development RationalInterpersonal Final TasksFeelings about Accomplishments Who Should Be InformedLessons Learned About WhatCohesion PublicitySadness/Anger/Feelings of Loss ReportsFriendship/Intimacy Evaluation of PerformanceGood-byes Celebration Stage IV: CLOSURE, CELEBRATION, TERMINATION Time Forming Storming Norming P erforming Frequency of Interventions Rational Process Interventions Interpersonal Process Interventions

15. Foundations of Team Leadership 3b-15 Team Leader Strategies – Closure Celebrate Share stories Provide format for capturing what has been learnt Acknowledge team and individuals Provide format to be emotional Invite clients/decision-makers to acknowledge team Market success

16. Task Focus Low High L H PEOPLE Orientation H TASK/Goal Orientation High Low HP/HT Situational Leadership FORMING PERFORMING Degree of Competence - READINESS- Commitment-Willingness High (D3-4) Follower Development Scale Low (D1-2) Adapted: S Otis TEAMS STAGES People Focus STORMING/ NORMING NORMING / STORMING CLOSURE Foundations of Team Leadership

17. Task Focus Low High L H PEOPLE Orientation H TASK/Goal Orientation High Low HP/HT S1 S2S3 S4 Situational Leadership COACHING Defines tasks & process- presents decisions & opportunity for some discussion and some flexibility FORMING Instructs on tasks and process, informs of decisions and supervises closely Participates in decisions- but gives up control over process & tasks. Maintains accountability for results SUPPORTING Leader invited to participate in some decisions- Relinquishes control over process & tasks- Will hold others accountable for results DELEGATING Degree of Competence - READINESS- Commitment-Willingness High (D3-4) Follower Development Scale Low (D1-2) Adapted: Blanchard & Hersey Second: Look at Staff/Team Capability People Focus Foundations of Team Leadership

18. A Model for Project Preparation Time Frequency of Interventions Closure & Celebration IdentificationPreparation & Appraisal Negotiations & Board Task Focus Interventions People Focus Interventions Task Focus: Focus on the work at hand People Focus: Getting organized to do the work Proposed: C Frischmuth Foundations of Team Leadership

19. Task Focus: Focus on the work at hand People Focus: Getting organized to do the work Time Frequency of Interventions Closure & Celebration Project Launch Implementation & Supervision Evaluation Task Focus Interventions People Focus Interventions A Model for Project Implementation Proposed: C Frischmuth Foundations of Team Leadership

20. oIndividuals do not always experience all the Team Stages due to the varying lifespan of teams. oAn individual experience might look more like this: oTransitioning into the Team oNew Team oExisting Team oContracting to Perform oPerforming Together oTransitioning Out of the Team o… and preparing to join another Individual Experience of Team Stages Foundations of Team Leadership Proposed: C Frischmuth

21. Transitioning into a Team oWhy are you joining the team? oI bring Particular Expertise. (Function as a technical expert or specialist, who will make a specific contribution to the team’s work.) oI was sent by my manager with a Specific Mandate (Oversee quality efforts, mentor junior members of staff, manage the relationship with the client) oThis is a Developmental Assignment (A shorter term opportunity to get specific experience) oThis is for my Career Development (A longer term perspective of gaining a broad portfolio of experience). What do you Bring? What will you contribute to the team to help it be more effective and successful? What benefits do you want to gain from being part of this team? (experience, skills, knowledge) Foundations of Team Leadership

22. Teaming Ripple - Individual Task oWhat influence did I want to have on the team and client? oWhat influence do I think I actually had with them? oWhat have I learnt that I will contribute to my next team? Transitioning out of a Team Foundations of Team Leadership