1. Focus On Teams - Part 2 Building Teams Team Instruments Team Myths

2. Stages of Team Formation Forming Who we are, what are we supposed to do Storming Anarchy to compromise to consensus Norming Unanimity and focus, informal organization matures Performing Cooperation means success

3. The Team Formation Checklist Mission and Expectations Schedule and Milestones Resources Activities Methodologies Member Roles and Authority Budget Kickoff Meeting Usage

4. Checklist of Team Member Skills Team Values and Agreements Promote Team Development Help Make Team Decisions Coordinate Team Tasks Handle Difficult Issues Use During Norming

5. Team Competency Tool Project Background Commonality Communication Confirmation Diversity Coordination Renewal Use During Performing

6. Team Realignment Tool Culture and Direction Goal Clarity Leadership Roles and Norms Membership and Participation Meetings and Performance of Tasks Interpersonal Skills and Communication Problem and Conflict Solving Inter-team Management Use After First Major Milestone

7. Maintaining Long Term Team Health Continuous Refocusing - Monitor environment and technology - Adjust goals, leadership and communication Continuous Diagnosis - Monitor productivity and quality - Is leadership still leading Continuous Learning - Build a shared vision - Clarify the big picture - Grow the team members

8. Leadership in Action Maintain/Grow Focus - Doing only what needs to be done (80/20 rule) Maintain/Grow integration of project and team goals - Foster organization/Team/Individual linkages Support Creativity and Initiative - Solving perceived fences/problems Stretch - Continuous improvement

9. Leadership Styles Tough vs. Considerate - On edge of comfortable, always learning Empowering vs. Autocratic - Adjust to situation and staff maturity Accepting Credit and Blame - Acknowledge/Publicize Team Member Contributions Close or Distant from Team - Role model - Togetherness but Difference Achieving Authority - Style vs. Expertise vs. Enabling

10. Positive Teamwork Karma Unproductive Competition There is no such thing as friendly competition, especially on teams. Teams for Everything Do teams work for operations? Team or Mob - Core team members - Resource team members - Functional support persons Consultants - Part-Time Advise - Innovation, Quality Assurance Roles

11. Your Communication Skills Talking Listening to ourselves listening (no instant analysis) Listening to ourselves talking (relevant, respectful) Listening

12. Rewards and Recognition Rewards and Goals Compatibility Teams/Individuals will not carry out business objectives, if they create negative results for them Are the rewards worth the effort Who decides who gets rewarded What behaviors are rewarded Are the Rewards and Team Culture Compatible

13. Creating Trust Why Should I Trust You? Assuming the Worst - Knowing is critical (same culture, school, etc.) Creating Trust - Open, Fair and Willing to Listen - Take responsibility (finger pointing destroys trust) - Give Credit, Take Blame - NOTICE people, actions, opinions, environment, etc. Trust Given; Trust, Support and Loyalty Received

14. Change Issues Stakeholder Agreement to plans, positives, negatives and risks Assure Adequate: resources, support/influence networks Maintain Communication/Momentum with Team and Stakeholders (action forums) Keep the First Phase Simple (pilots and 80/20 rule) No Surprises (communicate, communicate,...) Expect and Accept Mistakes/Failures Lead the Way

15. Team Myths Training Games, Adventures Relevance of Personality Type People Like to Work Together Teams are More Productive than Individuals “the more the merrier” on Teams Teams are Great for Everything Are Teams the Latest Fad?