Or “How to create trust, good communication, clear goals, defined roles, solidarity of purpose, commitment and loyalty among your staff when the grant.

or

“How to create trust, good communication, clear goals, defined roles, solidarity of purpose, commitment and loyalty among your staff when the grant is due, the state conference needs a speaker on ROSC tomorrow, the GPRA numbers are down, a staff member is on maternity leave, and the National Office has just sent out two COB requests”

Jan Wrolstad, M.Div.Associate DirectorMid-America ATTC2010 ATTC Network MeetingLong, Beach, CA

You Tube video: more funny moments from the office You Tube video: Innovation, Comedy & Balance – Rob Peck

– Juggling Speaker

Not found in the dictionary

Useful in a discussion about building effective teams

For this purpose it means: A state or level of effective and meaningful productivity among a group of persons engaged in a common goal

Complete the two sentences:

I would feel more part of a team in our office if . . . .

I believe the three most important elements

in building effective teams are . . . .

If you are a manager, indicate so by checking the box in the top right corner of the sheet.

Put the half sheet of paper in the box at the front of the room.

Current1)2)3)4)5)6)7)

Ideal1)2)3)4)5)6)7)

Reality1)2)3)4)5)6)7)

Effective Team Interpersonal Relationships

Openness

Participation

Collaboration

FlexibilityFacilitation

SensitivityCommitment

Risk taking

From Medley Consulting handout

Clear Goals Defined Roles Open and Clear

Communication Effective Decision

Making Balanced Participation

Valued Diversity Managed Conflict Positive Atmosphere Cooperative

Relationships Participative

LeadershipFrom The Pfeiffer Book of Successful Team-Building Tools, Second Edition, 2008, p.13.

From The Pfeiffer Book of Successful Team-Building Tools, Second Edition, 2008, p.13.

Clear GoalsDefined Roles

Open & Clear Communicati

on

Effective Decision Making

Managed Conflict

Valued Diversity

Balanced Participati

on

Cooperative

Relationship

Positive Atmospher

e

Participative

Leadership

Clear communication*Managed conflict*Building of trust*Defined rolesPositive atmosphereSolidarity of purpose

Clear communicationManaged conflictBuilding of trustDefined rolesPositive atmosphereSolidarity of purpose

from http://finance.yahoo.com/career-work/article/102425/Body_Language:_A_Key_to_Success_in_the_Workplace

time fliesyou can’tthey move too fast

Acknowledge the need for feedback

Give both positive and negative feedback

Understand the context

Know when to give feedback

Know how to give beedbackFrom Medley Consulting handout

Be descriptive

Don’t use labels

Don’t exaggerate

Don’t be judgmental

Speak for yourself

Restrict your feedback to things you know for certain/have observed

From Medley Consulting handout

“When you . . . .” “I feel . . . .” “Because I . . . .” “I would like . . . .” “Because . . . .” “What do you think?”

Remember Stephen Covey’s 5th Habit of Highly Successful People:“Seek first to understand, then to be understood.”

Clear communicationManaged conflictBuilding of trustDefined rolesPositive atmosphereSolidarity of purpose

Conflict is inevitable Conflict is not all bad Depending on the focus, conflict needs to

be addressed, dealt with, embraced . . . . even welcomed

People-focused Rooted in anger, personal friction,

personality clashes, ego and tension Detrimental to healthy team functioning

because it interferes with completion of tasks

Task-focused Consists of argumentation about the

merits of plans, ideas and projects Benefits team because it can imrpove

decision-making outcomes and decision quality through devil’s advocacy roles, constructive criticism, and stimulation of discussion of options

Avoid Compete Accommodate Compromise Collaborate

There are a number of conflict style assessments that could be useful for your staff to go through and then share outcomes.

Clear communicationManaged conflictBuilding of trustDefined rolesPositive atmosphereSolidarity of purpose

One of the most important team competencies Fundamental emotion in a team is not “liking”

but “trusting” Each team member must be both trustworthy

and trusting of others Key to trust is making agreements and then

following through on those agreements

From Team Building: Proven Strategies for Improving Team Performance, Fourth Edition, 2007, pp. 57-59

Trust typically takes a long time to build, but can be lost quickly.

B u i l d i n

g o f

t r u s t Loss of trust

From Team Building: Proven Strategies for Improving Team Performance, Fourth Edition, 2007, pp. 57-59

What is the current level of trust in the team? What specific actions and commitments need

to be made to increase trust? How will the team hold team members

accountable for their commitments? What should we do when someone on the

team fails to keep a commitment and trust is undermined?

What should our process for regaining trust in the team and team members?

From Team Building: Proven Strategies for Improving Team Performance, Fourth Edition, 2007, pp. 57-59

What causes lack of trust among staff members?

What helps build trust among staff members?

What managers said . . . . .

What other employees said . . . . .

Leadership Institute The Training Point Recovery-Oriented Systems of Care (ROSC)

Training of Facilitators (TOF) manual Motivational Incentives—Promoting

Awareness of Motivational Incentives

Competency: Team Building

Behavior #75: Inspires pride and team spirit among team members

Competency: Team Building

Behavior #76: Promotes an environment that encourages collective problem-solving and participative decision-making

Competency: Team Building

Behavior #77: Seeks consensus among diverse viewpoints to build commitment

Dialogue is a process of openly exchanging ideas and opinions about a subject. To promote respective, honest dialogue, we ask that you use only “I” statements and that you practice active listening.

From page 16 of the “Trainer Manual” of The Training Point

“I” statements mean that you only refer to yourself, and don’t make generalizations. For example, don’t say “We believe that this is the best way, when you really mean that you believe it.

From page 16 of the “Trainer Manual” of The Training Point

Active listening means that you really take time to listen to what another person is saying when he/she is talking. Don’t jump to conclusions, make snap judgments, monopolize or interrupt. Listen fully, pay attention and try to understand.

From page 16 of the “Trainer Manual” of The Training Point

Is there anything the program could have done differently so that you would have continued attending?

Yes33%

No67%

Laudet, Stanick, & Sands, JSAT 2009

What could have been done differently so that you wouldhave continued attending (among ‘yes’)?

Practical assistance

11% Help with other areas of

functioning18%

Better, more caring staff

25%

Better individualized

services23%

Greater flexibility in scheduling

23%

Laudet, Stanick, & Sands, JSAT 2009

Motivational Incentives is a term synonymous with Contingency Management. It is based on behavioral research indicating that when a behavior is reinforced, it increases in frequency.

Positive reinforcement involves the presentation of a positive stimuli after a desired behavior occurs.

from PAMI, Slide #10, presenter notes

What a few members of each team have learned here today cannot effective entire teams

We may not have much influence on how our colleagues back at the office work more effectively on teams

The only person I can change is myself What is needed is personal reflection

Will step back and analyze his or her emotions when under pressure

Able to put him or herself in someone else’s place to understand reactions

Thinks before responding impulsively

Counts the cost of not being honest and forthright in responses

Knows which battles to pick

Thinks ahead; is proactive rather than reactive

Does not personalize a task-focused conflict

Does not make something mean something; in the absence of data we tend to make it up!

Others?

Completes tasks on time or explains well in advance why there will be a delay

Is quick to apologize for a mistake, a misspoken word or a missed detail

Will communicate honestly and directly

Is not hooked by argumentative reactions

Others?

Be the change you want to see in the world.

Be the team member we want others to be in our office.

Share everything Play fair Don’t hit people Put things back where you found them Clean up your own mess Don’t take things that aren’t yours Say you’re sorry when you hurt somebody Wash your hands before you eat Flush Warm cookies and cold milk are good for you Live a balanced life—learn some and think some and dray and

paint and sing and dance and play and work every day some Take a nap every afternoon

From All I Really Need to Know I Learned in Kindergarten: Uncommon Thoughts on Common Things, 1986, pp.4-6

At your tables chose among the following:◦ a saying,◦ an acronym,◦ a picture, or◦ a poem, etc.

to create a reminder of the main elements your group believes are at the core of Building Effective Teams

Summaries will be posted on the wall Select a person to report on your creation

“Teamness” Assessment From The Five Dysfunctions of A Team: A

Leadership Fable by Patrick Lencioni, 2002: Jossey-Bass, pp. 191-194

Includes scoring form

Working Together Effectively Worksheet

Clear communicationManaged conflictBuilding of trustDefined rolesPositive atmosphereSolidarity of purpose