Day 3 Excellence Through People
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Day 3
Excellence Through People
You & Your Team
About Team
• Teamwork is the foundation of all successful modern management.
• If you think of technological achievements in 21st century, team work and sharing is the main reason behind the progress.
• The secret of Industrial revolution in Japan was team work
• Microsoft, Google, IBM, Yahoo –the success behind the all leading brands is team working.
Team in hierarchical Org
• Team culture is more dominant in multinational/ corporate houses. Practice of team work in government organization is week.
• LGED has some reputation to work with ‘informal teams’.
• We can learn to make our teams more effective
What is team ?
Lets think some form Of collection of People: Working Groups
Committees Colleagues in Office
Staff in officeFamily Friends
What is team ?
When a
Collection of people
Turns
Into a
Team ?
What makes a team a team ?
What is team ?
What is team ?
• They have a common purpose
• The members of the team cooperate and support each other
What is team ?
• In a team, everybody wins or everybody loses
• In a football team, player who hardly touches a ball, still part of the winning team.
• If the team losses, they console each other and look forward to get better result next time.
Teambuilding and leadership style
Sociocratic(Related)
Democratic(Integrated)
Bureaucratic(Separated)
Autocratic(Dedicated)
Low Task / output High
L
ow
R
elat
ion
s
H
igh
Managerial Role & Leadership style
Benefits of team
What are the edges of a team over individuals?
• Share of knowledge and skills
• Ideas tend to flow ; A creative exchange of ideas flow
• Verbal Communication, not always followed by office orders
• Decisions tend to be better
Benefits of team
What are the edges of a team over individuals?
• The Emotional strength of Unity Makes the big difference !
• People start to support and encourage each other, understand each other better and communicate more effectively
• People even share their personal problems and solve them
• Finally, the Output is outstanding.
Benefits of team members/Individuals
• Greater involvement and empowerment
• The chance to play a real part in decision-making and implementation
• Enhanced motivation and greater job satisfaction.
• More interesting work• The social and emotional
support of the group.
High Lacks common purposedoes not share responsibility
recognizes common purposeone-way sharing of responsibility
uses common purpose to focus energyresponsibility is shared by all membersthe whole is greater than the sum of the parts
Good
Medium
Low
Group & TeamGroup & TeamPerformance
LevelPerformance
Level
Collection of IndividualsCollection of Individuals GroupGroup TeamTeam
Team Categories
Purposeproduct developmentproblem solvingreengineeringany other organizationalpurpose
DurationPermanentTemporary
MembershipFunctionalCross-functional
StructureSupervised
Self-managed
Exercise :
Think of Your Working Group, do you think it a team ? Assess Your team based on the questionnaire .
Developing Your Team
Developing Your Team
Factors of developing a good team• Goals and Objectives : Goals and objectives are
clear. Everyone of the team understands and shares the same goal and objectives. They always discuss among them.
• The right sort of leadership: The leader sets the tone. The effective team leader is part of the team, not someone who stands outside, laying down rules or acting as an autocrat. His style is participatory, not autocratic. He is the captain, who plays with the team, not the coach.
Developing Your Team
• Skills and roles in the team : The team needs a mix of specific skills.
• An atmosphere of honesty and openness: Environment to say what they think or feel, without putting other people down or being put down themselves
• Working methods that flourish in this atmosphere : Flow of information in all directions. Trust in each other.
• Taking stock of how well individuals and how the team are doing : Progress review, Monitoring. Feedback about personal feelings about the progress.
The Team Leader
Who is the more effective team leader?
Scenario A :
Someone who is totally in control and who
• Releases just enough information to get things done
• Tell everyone exactly what they need to do and how to do it
The Team Leader
Who is the more effective team leader?
Scenario B :
Someone who is totally in control and who• Shares all available information • Encourages participation and team decision
making • Allows people to work out the details between
themselves• Avoids trying to control everything
The Team Leader
The Sense of Direction: • The team leader must make a
team plan to achieve the goal and objectives.
• The team plan is the clear picture about who will do what, how, when and it will devise the strategies to achieve the goal.
• Without a clear team plan, people will go off in their own direction and the objective will never be achieved.
Exercise 2: Assess Yourself as the Team leader
The sum of the parts
The sum of the parts
• A team is a like a machine operating as a complete entity, using a range of components and parts. In the team, these components are people.
• Assign jobs to people according to their skill and liking.
• The one secret to success is to put the right people in the right place.
The hidden grammar/ The communication trap
A Simple Math:
Think of a team of ten members of equal importance. Eight members of the team think alike and others two stand against their view. What might be the team performance?
- 100%- 80%- 50%- It depends. Might be near 50%
The hidden grammar / The communication trap
Exercise: Think about a meeting you
have been at, where someone either sneered at an idea you put forward or simply ignored you. May be you tried to put your point across and someone else just talked across you. How did that make you feel about yourself, the rest of the team and your future role ?
The Communication Trap
Without a climate of trust and respect, individuals can fall into the communication trap and stop communicating effectively as they
• Hold back from making contributions-so they feel frustrated and left out and the whole team misses out on their ideas and views
• Sit on emotions leading to mutual dislike and mistrust that shows up in deliberate action and negative body languages
• Go their own way and plan secret approaches
Avoiding the Communication trap
• Listen to other people’s contributions. If someone speaks irrevalent, just remind him to focus on activities concerned.
• Accept that you are not the one with feelings, who gets hurt-everyone does, so put yourself in their shoes.
• Recognize the importance of all the other team members and the roles they play
• Deal with the facts, not the individual-if you disagree, say ‘ I disagree with the point of view’ not ‘ I disagree with him’ or ‘ that’s stupid’
• Respond, don’t react-think for a couple of seconds before you launch in with a personal counter attack.
Better and Better
• Always evaluate your team after accomplishment of an activity. Hold a meeting to discuss the performance
• Try to close the gaps• Learn to put the theories
to practice and also develop your own theories from your experience
• Put your experience-to do better next time.
Role Exercise based on Questionnaire : Team Personality
Exercise
Team leadershipcoordinatorsshapersOther team membersteam worker / supportermonitor evaluatorcompleter-finisherspecialist
Exercise
Know
Your Own
Personality Type; Find your strength & Weaknesses.
What do you lag to work as
the Coordinator ?
Thank YOU.
Sociocratic(Related)
Democratic(Integrated)
Bureaucratic(Separated)
Autocratic(Dedicated)
Low Task / output High
L
ow
R
elat
ion
s
H
igh
Managerial Role & Leadership style
Benefits / significance
team is natural phenomena in organization
team as options to organization structure / redesign organization
delegation of complex decisions to team
strategic thinking and planning
workforce diversity
quality and productivity improvement
Benefits / significance
cross training and learning
realizes personal strengths and weaknesses / personality development
internal control and discipline Creates esprit de corps Increase flexibility Grievance handling Team collaboration and reward
High Lacks common purposedoes not share responsibility
recognizes common purposeone-way sharing of responsibility
uses common purpose to focus energyresponsibility is shared by all membersthe whole is greater than the sum of the parts
Good
Medium
Low
Group & TeamGroup & TeamPerformance
LevelPerformance
Level
Collection of IndividualsCollection of Individuals GroupGroup TeamTeam
Group & TeamIndicators Group Team
Leadership Traditional /autocratic
Democratic
Negotiation skills Not mandatory Core issue
Interpersonal relations
Compliance Commitment & partnership
Influence style Push Pull
Communication Transmitting Multiple & flexible
Conflict Discouraged Stimulated
Decision making May be imposed Logical / diagnostic
Climate / atmosphere
Not always healthy
Supportive, comfortable & tension free
Group & Team
Indicators Group Team
Collection of individuals
Yes Yes
Common goals Yes Yes
Clarity of goals Ambiguous Clear, shared & agreed
Interaction / participation
Lower Higher
Commitment Lower Higher
Trust / cohesion & ownership
Weaker Mutual / integrated / team spirit
Roles & skills Not necessarily relevant & negotiated
Negotiated & competence-based personality-job fit
Team Categories
Purposeproduct developmentproblem solvingreengineeringany other organizationalpurpose
DurationPermanentTemporary
MembershipFunctionalCross-functional
StructureSupervised
Self-managed
Degree of team autonomy
Traditional work groups
Cross-functional teams
Special purpose teams
Impromptu short-term teams
Self-managed teamsN
eed
fo
r “t
eam
wo
rk”
and
In
terp
ers
on
al s
kill
s
Team Role
Team leadershipcoordinatorsshapersOther team membersteam worker / supportermonitor evaluatorcompleter-finisherspecialist
Apollo SyndromeTeam Personality Implementers Creative TeamPlan / InnovatorsResource Investigator
Action-Oriented
Shaper
Implementer
Completer Finisher
People-Oriented CoordinatorTeam worker Resource Investigator
CerebralPlant Monitor Evaluator Specialist
Clustering of Team Role
Characteristics of Effective Team
Objectivescommitmentroles & skillsnegotiation skillsparticipationtrustleadershipinterpersonal relations
influence stylecommunicationconflictdecision makingclimate / atmosphereinternal & external
supportmonitoring &
feedbacklearning
Team Process
Participationinfluencedecision making procedures /stylesgroup atmosphere Feelings Membership Norms (ground rules) Creativity / experimentationtasks functionmaintenance Evaluation (both task and maintenance)
Coordinator
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