1. Playing your Role(s), the Feedback Process, Stress management & Motivating your team Presented by Autumn Garrison for the CLEAR Program Chemical Engineering 4903 Fall 2008

2. Overview  Managing your team  The Roles you play  Improving your process  The role of self monitoring & perception checking  Feedback, Stress, & Motivation  Giving constructive feedback  The importance of rituals, rewards, and recognition  Wrap up & Team time

3. Discussion question: When you hear the word “delegation” what does it make you think of ?

4. True or False? The leader of the group usually delegates

5. Two different ways you can manage your teams  Traditional Team:  One leader  Sets agenda  Directs problem solution  Establishes rules/norms  Controls process & disruptive behaviors  Self-directed team:  Everyone shares leadership  Members set success guidelines  Members own meetings & process  Members accountable to each other

6. Research study  Study of administrators, engineers and scientists at Goddard Space Flight Center  Those who had more stake in decision making about assigned tasks  Experienced less: time, situational, encounter, and anticipatory stress  Others had higher stress French & Caplan (1972) Organizational Stress and individual Strain.

7. There are lots of roles you can play & should discuss  Task roles  Relational Maintenance roles  Selfish/anti-team roles Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

8. You may perform task roles  The initiator/opinion giver  The elaborator/clarifier  Evaluator  Devil’s advocate  Coordinator/Recorder  Information seeker/giver  Consensus tester Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

9. You may perform relational maintenance roles  Encourager  Supporter  Harmonizer/Tension reliever  Gatekeeper  Process Observer  Standards setter Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

10. Observe, Self-Monitor & Manage Selfish/anti-team roles:  The Blocker  The Aggressor  The Withdrawer  The Dominator  The Slacker  Status or Recognition seeker Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

11. Roles happen lots of different ways  Emergent  Determined by group  Assigned by someone  Can change day-to-day & group-to-group & group-to-group

12. Discussion Question: Thinking back on your experience, what roles have you had a chance to perform in your teams? Talk about it.

13. It’s all a part of the process!  Define the problem(s)  Generate possible solution(s)  Evaluate solution(s)  Create an action plan  Assign specific tasks & roles  Set time frames for goals  Repeat & confirm  Figure out a follow-up method & system of accountability

14. During this process remember to:  Ask Questions  Actively listen  Paraphrase  Use your nonverbals  Say “Yes” when you can and “No” when you can’t

15. These processes also improve your feedback skills

16. When you’re giving feedback be sure to:  Be honest  Take group needs into account  Decide appropriate time  Don’t sand bag  Use descriptive statements without judgment or exaggeration: “It seems to me... “ “It seems to me... “  Provide positive and negative feedback

17. When you’re receiving feedback be sure to:  Take a deep breath  Be aware of how your body is feeling  Don’t interrupt  Don’t listen defensively  Paraphrase to indicate understanding  Acknowledge person’s point of view  Agree with what you see as true  Take enough time to sort things out

18. Recognize & Praise each other (whenever, wherever)!  Verbal praise in front of others  Verbal praise one-on-one  Praise via email, text, phone  High fives  Milestone celebrations  Established rituals & processes

19. Done effectively, these things will also help you deal with stress:  Time stressors  Work overload  Lack of control  Encounter Stressors  Role conflicts  Issue conflicts  Action conflicts  Anticipatory stressors  Unpleasant expectations  Fear

20. TYPE OF STRESSOR ELIMINATION STRATEGY  Time Effective time management; delegating  Encounter Openness; Empathy; Collaboration; Interpersonal competence  Situational Verbal coping; Work redesign  Anticipatory Goal setting; small wins; self disclosure Adapted from: Whetten, D. & Cameron, K. (1998). Developing Management Skills 4th Ed.

21. Wrap-up / To Do List  Discuss & understand:  How your team is managing itself  Your roles & expectations  How can you improve your process?  Talk about your system for rituals, rewards, & recognition  Other ways to reduce team & individual stress

22. References  French, J. & Caplan, R. (1972). Organizational stress and individual strain. In The failure of Success, edited by A.J. Marrow. AMACOM.  Harris, T. & Sherblom, J. (2005) Small Group and Team Communication 3 rd Ed. Pearson Education, Inc.  Verderber, R. F. & Verdeber, K.S. (2003). The Challenge of Effective Public Speaking 12 Ed. Belmont, CA: Thompson Learning  Whetten, D. & Cameron, K. (1998). Developing Management Skills 4 th Ed. Addison-Wesley Educational Publishers.  Wolvin, A. & Coakley, C.G. (1996). Listening 5 th Ed. Times Mirror Higher Education Group, Inc.

23. Questions, Consultation, and Team time

25. Ensure Group Cohesiveness  Clarify group goals  Clarify member roles  Encourage everyone’s involvement in decision making  Recognize member contributions