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WELCOME Leading and managing effective teams and work groups. “No one can whistle a symphony. It takes a whole orchestra to play it .” Harlford E. Luccock. PUZZLED. Think about your work environment and the people with whom you work most closely.

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WELCOMELeading and managing effective teams and work groups

“No one can whistle a symphony.

It takes a whole orchestra to play it.”

HarlfordE. Luccock



In a work group or on a team

Think about your work environment and the people with whom you work most closely.

IN A WORK GROUP OR ON A TEAM



Teamthink

“We Trained Hard…

but every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”

Written in 210 B.C.

Petronius Arbiter

TEAMTHINK


Team performance curve

TEAM PERFORMANCE CURVE

(Katzenbach & Smith, 2006)


High performing teams

HIGH-PERFORMING TEAMS

Purpose and Values

Empowerment

Relationships and Communication

Flexibility

Optimal Performance

Recognition and Appreciation

Morale

(Blanchard, Carew, & Parisi-Carew, 2009)


Team charter model

TEAM CHARTER MODEL

(Blanchard, Carew, & Parisi-Carew, 2000)




Leaders model empowered behavior

LEADERS MODEL EMPOWERED BEHAVIOR


Max and max

If we keep doing what we’re doing, we’re going to keep getting what we are getting.

Stephen Covey

MAX AND MAX


Vital friends

“Vital Friend” n. 1.someone who measurably improves your life. 2. a personat work or in your personal life whom you can’t afford to live without.

VITAL FRIENDS


Eight vital roles

EIGHT VITAL ROLES

Builder

Champion

Collaborator

Companion

Connector

Energizer

Mind Opener

Navigator



Your role as team leader

YOUR ROLE AS TEAM LEADER

Table Group Activity

What is your role as a team leader?

What are your responsibilities?


Principles of team development

PRINCIPLES OF TEAM DEVELOPMENT

(MacMillan, 2001)

Teams and team development are about results.

Know what you are trying to build.

Team development is a process, not an event.

“Just in time” is the best time for training.

Development must be a felt need of the team.

Team development demands a safe environment.

Use the work of the team to build the team.

There are no shortcuts to team effectiveness.

Willingness precedes skills.

Team leaders need a head start.

TEAM DEVELOPMENT



How teams become dysfunctional

HOW TEAMS BECOME DYSFUNCTIONAL

(Lencioni, 2002)

Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

Patrick Lencioni


Team assessment

Use the scale to indicate how each statement applies to your team. Evaluate the statements honestly and without over-thinking your answers.

3 = Usually 2 = Sometimes 1 = Rarely

TEAM ASSESSMENT


Scoring your team assessment

SCORING YOUR TEAM ASSESSMENT team.

A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team.

A score of 6 or 7 indicates that the dysfunction could be a problem.

A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.

(Lencioni, 2002)





Dysfunctional team member roles and behaviors

DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS team.

Stage Hog

Cynic

Joker

Condescending

Bullying

Blocking

Avoiding

Withdrawing

Dominating

Self-Seeking


Team communication

Make sure you have someone in your life team. from whom you can get reflective feedback.

Warren Bennis

TEAM COMMUNICATION

FEEDBACK

Benefits

Giving to others

Receiving from others


Ask questions listen and take advice

The quality of a question is not judged by its complexity team. but by the complexity of thinking it provokes.

Joseph O’Conner

ASK QUESTIONS, LISTEN, AND TAKE ADVICE


Twelve angry men

“Leadership is always dependent on the context, but the context is established by the relationships we value. We cannot hope to influence any situation without respect for the complex network of people who contribute to our organization.”

Margaret Wheatley, 2001

TWELVE ANGRY MEN


Consensus

CONSENSUS context is

How to reach consensus:

Describe and clarify the decision to be made.

Brainstorm options for consideration.

Determine criteria for the decision.

Essential vs. Desirable

Need vs. Want

Lead an evaluation of the options based on criteria.

Help the team agree on a decision.

Confirm each team member’s commitment to the decision.

Plan action steps.


Effective meetings

EFFECTIVE MEETINGS context is


Check in activities

CHECK-IN ACTIVITIES context is

Check-ins are brief and non-threatening. They are a fun way of sharing information by each team member. The purpose is to bring group attention at the beginning of a meeting.




Sense of a goose

SENSE OF A GOOSE context is



WRITING AND REFLECTION context is

Record two to three ideas or issues that came out of the discussion that were most meaningful to you.


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