Team BuildingPhilip L. Carpentier

Carpentierp@asme.org

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• Team building is considered an essential skill for leaders and managers within organizations.

• During this session, participants will learn and practice the techniques for building effective teams and engage in some simple but effective team building activities.

• Advanced team building concepts for building highly effective teams and managing performance will be included.

Session Objectives

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Activity 1• What is a “team”?

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Definition of TEAM• team noun \ˈtēm\1 a : two or more draft animals harnessed to the same vehicle or

implement; also : these with their harness and attached vehicle

b : a draft animal often with harness and vehicle

2 obsolete : LINEAGE, RACE

3 : a group of animals: as

a : a brood especially of young pigs or ducks

b : a matched group of animals for exhibition

4 : a number of persons associated together in work or activity: as

a : a group on one side (as in football or a debate)

b : CREW, GANG

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Examples of TEAM1. a doubles team in tennis

2. He is the best player on his team.

3. They are the worst team in baseball.

4. To get the job done more quickly, we split up into teams.

5. We worked as a team to put out the fire.

6. The company hired a team of lawyers to advise them.

7. a search and rescue team

8. A dog team pulled the sled

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Origin of TEAMMiddle English teme, from Old English tēam offspring,

lineage, group of draft animals; akin to Old High German zoum rein, Old English tēon to draw, pull — more at TOW

First Known Use: before 12th century

Related to TEAMSynonyms: ARMY, BAND, BRIGADE, COMPANY, CREW,

OUTFIT, PARTY, PLATOON, SQUAD, GANG

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Activity 2• What is “team building”?• Why is it important?

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Definition of TEAM BUILDINGBarron’s Dictionary of Business Terms

Team building –

organization development technique for improving a work group’s performance and attitudes by clarifying its goals and its members’ expectations of each other.

BusinessDictionary.com

Team building –

1. Philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.

2. Ability to identify and motivate individual employees to form a team that stays together, works together, and achieves together.

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Reasons for TEAM BUILDINGReasons for team building include

1. Getting to know each other

2. Boosting morale

3. Improving communication and relationships

4. Making the workplace more enjoyable

5. Motivating a team

6. Getting everyone "onto the same page", including goal setting

7. Teaching the team self-regulation strategies

8. Helping participants to learn more about themselves (strengths and weaknesses)

9. Identifying and utilizing the strengths of team members

10.Improving team productivity

11.Identifying and developing leadership skills

12.Practicing effective collaboration with team members

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Activity 3 – Getting to know you!

Instructions:

1.Pair up with another member of your team.

2.Taking turns, ask each other about family, hobbies, and work. 5 minutes each.

3.Be prepared to introduce your teammate to the group, sharing what you have learned.

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TEAM BUILDING 101• A team is a group of people working towards a

common goal

• 'Team Building' is the process of enabling that group of people to reach their goal.

• The stages involved in team building are:1. Clarify the team goals

2. Identify those issues and obstacles that are barriers that inhibit the team from reaching their goals

3. Address those issues, remove the barriers and enable the goals to be achieved

Source: Team Technology, http://www.teamtechnology.co.uk/

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Activity 4 – Understanding the obstacles

Instructions:

1.Within your team, identify common obstacles and barriers that keep teams from accomplishing their goals. Total time 8 minutes.

2.Be prepared to share your list of obstacles with the rest of the group.

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Understanding the obstacles• Lack of Money or funding• Skills, knowledge, expertise• Poor communications• Unwillingness to share knowledge,

collaborate• Poorly defined or misunderstood roles

and responsibilities• Lack of direction• Absence of trust

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Framework for Teams• Teams will perform most effectively if

they have the framework in place.– a vision for your future, – a mission that defines what you are doing, – values that shape your actions, – strategies that zero in on your key success

approaches, and – goals and action plans to guide your daily, weekly and

monthly actions.

• Positive Work Relationships Contribute to Effective Teams

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Twelve Cs for Team Building1. Clear Expectations

2. Context

3. Commitment

4. Competence

5. Charter

6. Control

7. Collaboration

8. Communication

9. Creative Innovation

10. Consequences

11. Coordination

12. Cultural Change

Source: Susan M. Heathfield, About.com Guide

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Activity 5 – Personal Secrets

Instructions:

1.Write down three secrets about yourself that you are willing to share with the group – things that are true but that most people do not know about you. Total time 5 minutes.

2.Be prepared to share your personal secrets with the rest of the group.

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Ten Commitments for Building High Performance Teams1. Commit to Getting the Right People “on the Bus”

2. Commit to Getting Everyone “on the Same Page”

3. Commit to Creating a Learning Environment

4. Commit to Sharing the Profits and Losses

5. Commit to Turning Around Poor Performance

6. Commit to Dancing With “Those Who Brought You”

7. Commit to Playing to Win

8. Commit to Growing Through Adversity

9. Commit to Having Fun

10. Commit to Playing Large

Source: “Ten Commitments for Building High Performance Teams” by Tom Massey, Robert D. Reed Publishers, Copyright © 2005

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Activity 6 – Similarities & Differences

Instructions:

1. On a sheet of paper, make three columns headed by “Name”, “Similar”, and “Different”.

2. Fill your paper with as many names as possible.

3. For each name, find something you have in common with the other person and one way they are different.

4. Do not duplicate any answers on your paper. Example: Use “love chocolate” only once.

5. Total time = 8 minutes

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Performance Management• Individuals will do what they are rewarded or

recognized for.• Positive feedback, positive reinforcement is

effective in obtaining desired results.• “Can’t do” versus “won’t do” – plan for skills

development as an essential part of team building.• High performers often are not as motivated by

money as they are by responsibility and recognition. They need to feel that they are part of your organization’s success.

• Individuals want to participate in setting their work goals.

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Team Building – Final Thoughts• Team Building Activities can be quick

and fun.• Consider having team building activities

tied to holidays. (Chinese New Year, Thanksgiving, etc.)

• Consider recognizing birthdays and other personal milestones.

• Choose activities so that all or most will be willing to participate.

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Summary

• Teams and Team Building are critical for success– A team is a group of people working towards a common goal – Team building is a process of enabling the team to achieve

that goal – The stages involved in team building include (1) clarify the

team goals, (2) identify those issues and obstacles that are barriers that inhibit the team from reaching their goals, and (3) address those issues, remove the barriers and enable the goals to be achieved

• Effective Team Building Activities can be short, simple, and fun

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Team Building

• Questions?

• Comments?

• Examples to Share?

• Are you ready to apply what you have learned today?

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For more information . . .

• “Building Better Teams”

– Harvard Business Review Press, (Paperback - May 10, 2011).

• “Ten Commitments for Building High Performance Teams”– by Tom Massey, Robert D. Reed Publishers,

(Paperback – Jan. 1, 2010).

• “Quick Team-Building Activities for Busy Managers”– by Brian Cole Miller, AMACOM, (Paperback –

Nov. 7, 2003).

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Team Building

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Twelve C’s of Team Building1. Clear Expectations: Has executive leadership clearly communicated its expectations for the team’s performance and

expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?

2. Context: Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their team’s importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values?

3. Commitment: Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?

4. Competence: Does the team feel that it has the appropriate people participating? (As an example, in a process improvement, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?

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Twelve C’s of Team Building5. Charter: Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to

accomplish the mission. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?

6. Control: Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework? Is the team’s reporting relationship and accountability understood by all members of the organization? Has the organization defined the team’s authority? To make recommendations? To implement its plan? Is there a defined review process so both the team and the organization are consistently aligned in direction and purpose? Do team members hold each other accountable for project timelines, commitments and results? Does the organization have a plan to increase opportunities for self-management among organization members?

7. Collaboration: Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making and meeting management? Is the team using an appropriate strategy to accomplish its action plan?

8. Communication: Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly? Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?

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Twelve C’s of Team Building9. Creative Innovation: Is the organization really interested in change? Does it value creative thinking, unique solutions,

and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?

10. Consequences: Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance? Is the organization planning to share gains and increased profitability with team and individual contributors? Can contributors see their impact on increased organization success?

11. Coordination: Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?

12. Cultural Change: Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs? Does the organization plan to use failures for learning and support reasonable risk? Does the organization recognize that the more it can change its climate to support teams, the more it will receive in pay back from the work of the teams?