‘Creating Synergy: The Power of We’

Sikander Abbasi

NOBODY DID ITThere is a story about four people named Everybody,

Somebody, Anybody and Nobody.There was an important job to be done and Everybody was

asked to do.Anybody could have done it. Nobody did it.

Somebody got angry about that because it was Everybody’s job.Everybody thought Anybody could do it but Nobody realized that

Everybodywouldn’t do it.

Consequently, it wound up that Nobody told Anybody,so Everybody blamed Somebody.

But still NOBODY DID IT !!!

None of us is as smart as all of us

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WHAT IS A TEAM?

A team is defined as a group of people, who bring to the table a set of complementary and appropriate skills, and who hold themselves mutually accountable for achieving a clear and identifiable set of goals.

Simply stated: A team is a group of people working together towards a common goal.

It takes more than ONE person to make a team

There must be collaborative work toward common

Talent wins games, but teamwork and intelligence wins championships.

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EFFECTIVE TEAMS

There are several key characteristics that areprevalent in EFFECTIVE teams.

• CLEAR AND ACHIEVABLE GOALSEFFECTIVETEAMS

• COMMITMENT TO THE GOALS

• CLEARLY DEFINED ROLES/ RESPONSIBILITIES

• REGARD FOR TEAM MEMBERS

• SUCCESSFULLY DEALS WITH CONFLICT

In teamwork, silence isn’t golden, it’s deadly.

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T.E.A.M = Together everyone achieves more.

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Stages in Team BuildingForming

StormingNorming

PerformingAdjourning

Individually, we are one drop. Together, we are an ocean

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FORMINGTeam Development has been categorized into 5 Stages

STAGE 1

• High dependence on leader for guidance and direction.• Little agreement on team.• Individual roles and responsibilities are unclear.• Leader must be prepared to answer lots of questions about the team'spurpose, objectives and external relationships.

• Members test tolerance of system.

Leader Directs

Teamwork divides the task and doubles the success.

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STORMING

STAGE 2

• Decisions don't come easily within group.• Team members vie for position• Clarity of purpose increases but plenty of uncertainties persist• Compromises may be required to enable progress

LEADERS COACH

A successful team beats with one heart.

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NORMINGSTAGE 3

• Agreement and consensus forms among team• Roles and responsibilities are clear and accepted• Big decisions are made by group agreement• Commitment and unity is strong• The team discusses and develops its processes and working style• There is general respect for the leader and some of leadership issharedLEADER FACILITATES AND ENABLES

The ratio of We’s to I’s is the best indicator of development of a Team

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PERFORMINGSTAGE 4

• The team clearly knows why it is doing what it is doing• The team has a shared vision• There is a focus on over-achieving goals• Disagreements occur but now they are resolved within the team positively• The team is able to work towards achieving the goal• Team members look after each other• The team does not need to be instructed or assisted

LEADER DELEGATES AND OVERSEES

Alone we can do so little; together we do can so much.

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ADJOURNINGSTAGE 5

• Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose fulfilled; everyone can move on to new things, feeling good about what's been achieved.

• From an organizational perspective, recognition of and sensitivity to people'svulnerabilities during this fifth stage is helpful

• Feelings of insecurity would be natural

LEADER REASSURES, COMMUNICATE

Nothing great was never achieved without enthusiasm.

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When it just doesn’t work the way you planned—The failure of teams…

• 6 out of 10 work teams fail• It may take a year or more for new teams

to reach pre-team performance levels• SDWT’s work least well during downsizing

(when most needed)• 58% of executives express frustration in

developing and sustaining team motivation

• >50% of teams fail due to unclear or changing objectives, lack of accountability or management support

• Managers report limiting effort on 56% of their teams

A journey of a thousand miles begins with a single step.

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In a study of 569 managers, they reported that they limited their efforts or input in over 56% of the teams in which they participated. The major causes for giving up were cited as:

• Presence of someone with expertise (73%)--I wasn't needed • Presentation of compelling argument (62%)--I didn't have other

information for an argument • Lack of confidence in ability to contribute (61%)--I wasn't prepared or

there were other "high power" people. • Unimportant or meaningless decision (52%)--why waste my time? • Pressures to conform to team decision (46%) --groupthink at its best! • Dysfunctional decision making climate (39%)--you want me to risk

what?!

When Team Members Give Up

Success is never final and failure never fatal. It is courage that counts.

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The Dimensions of Style(Jungian Model)

Introversion/Extraversion—What energizes you?

Sensing/Intuiting—What is the focus of your attention? Thinking/Feeling

—How do you make

decisions? Judging/Perceiving—How do you structure

your behavior?

Wearing the same shirts doesn't make a team.

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What energizes you?Introversion-Extraversion

Introversion• quiet concentration• like details & dislike

generalizations• not remember names and faces• work one project for long

periods• interest in idea behind task• think before acting• work well alone• less communicative

Extraversion• variety & action• like fast, uncomplicated

procedures• good at greeting people• impatient with long slow tasks• results oriented• don’t mind interruptions• act first, think later• like people around• communicate freely

Teams share the burden and divide the grief.

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What is the focus of your attention?Sensing-Intuiting

Sensing• Dislike new problems• Use established methods• Like using old skills more• Work steady and paced• Step by step conclusion• Patient with routine details• Don’t trust inspiration• Rare errors of fact• Good at precise work

Intuiting• Like new problems• Dislike repetition• Enjoy learning new skills• Bursts of energy• Reach conclusions quickly• Impatient with routine details• Patient with complexity• Follow inspirations• Errors of fact• Dislike time for precision

No man is wise enough by himself.

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How do you make decisions?Thinking-Feeling

Thinking• Not show or uncomfortable

with emotions• Hurt feelings without knowing• Analysis & logical order• Conflict is OK• Decide impersonally• Fairness & justice important• Can reprimand & discipline• Responds to ideas• Firm-minded

Feeling• Aware of people & feelings• Pleasing people• Like harmony; dislike conflict• Decisions influence by likes &

wishes• Need occasional praise• Dislike discipline and control• Respond to values & feelings• Sympathetic

Light is the task where many share the toil.

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How do you structure your behavior?Judging (structure)-Perceiving (change)

Judging• Make plans and follow them• Things settled and finished• Decide too quickly• Dislike changing priorities• Not notice new things• Just the essentials• Satisfied with decision

Perceiving• Adapt to changing situations• Leave things open• Open-ended decisions• Too many unfinished projects• Postpone unpleasant jobs• Want to know everything• Curious and open to ideas

It's easy to get good players. Getting them to play together, that's the hard part.

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Commitment to shared goals and objectives

Clearly define roles and responsibilities◦Use best skills of each◦Allows each to develop in all areas

Recipe for Successful Team

A boat doesn't go forward if each one is rowing their own way.

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Effective systems and processes◦Clear communication◦Beneficial team behaviors; well-defined

decision procedures and ground rules◦Balanced participation◦Awareness of the group process◦Good personal relationships

Recipe for Successful Team

Your own resolution to succeed is more important than any other thing.

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Teams succeed when members have:

commitment to common objectives; defined roles and responsibilities; effective decision systems,

communication and work procedures; and,

good personal relationships.

How do Teams Work Best?

Coming together is a beginning. Keeping together is progress. Working together is success.

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Encourage and maintain open communication.Help the team develop and follow team norms.Help the team focus on the task.Deal constructively with conflict.

Team Roles - Leader

Overcoming barriers to performance is how groups become teams.

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NMC Financial (Pvt.) Ltd.1st Floor, PIDC HouseM. T. Khan RoadKarachi, PakistanPhone:  +92-21-3563-3801               +92-21-3566-2005               +92-21-3566-2009Fax:       +92-21-3521-7725