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.
WELCOMELeading and managing effective teams and work groups
“No one can whistle a symphony.
It takes a whole orchestra to play it.”
Think about your work environment and the people with whom you work most closely.
“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.
(Katzenbach & Smith, 2006)
Purpose and Values
Relationships and Communication
Recognition and Appreciation
(Blanchard, Carew, & Parisi-Carew, 2009)
(Blanchard, Carew, & Parisi-Carew, 2000)
If we keep doing what we’re doing, we’re going to keep getting what we are getting.
“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.
Table Group Activity
What is your role as a team leader?
What are your responsibilities?
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.
Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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
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.
Make sure you have someone in your life team. from whom you can get reflective feedback.
Giving to others
Receiving from others
The quality of a question is not judged by its complexity team. but by the complexity of thinking it provokes.
“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
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.
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.
WRITING AND REFLECTION context is
Record two to three ideas or issues that came out of the discussion that were most meaningful to you.