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It Takes aTeam

A Learning Exchange

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It Takes a Team

Outline

Definition of team building

Attitude (our own and toward others)

Trustbuilding and maintaining

Team Member Styles & Learning Preferences

Team Development Stages

Team Challenges

Team Norms

Teambuilding New Team Members

Influence skills

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Team Building

Define teambuilding.

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Teamwork Starts With You

Its all about

ATTITUDE

Attitude defined: a mental position with regard to a fact or state; a

feeling or emotion toward a fact or state. Can attitudes be

changed? _______ If so, how? ________________________

My

Attitude

Level

If I am the team leader and my attitude level ishere, where is my teams attitude level?

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Attitudes Toward Others

The person

(personality)

Secondary

Dimensions

Primary

Dimensions

Primary Dimension: Things you can determine about a person through the 5 senses.

Secondary Dimension: Things you may come to learn about a person.

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Trust

High Perform ing Teams Are Bui l t o n Trust and Therefore Respect

Trust Self-Assessment Low High

1. Accessible to people to give advice, direction, 1 2 3 4 5assistance or just to listen.

2. Listens openly to ideas and feedback. 1 2 3 4 5

3. Provides communication openly and accurately 1 2 3 4 5without hidden agendas.

4. One team - talks about others only in ways one 1 2 3 4 5would in their presence.

5. Sincerely tries to meet all commitments. 1 2 3 4 5Keeps all promises & appointments.

6. Integrity - does not compromise quality or personal 1 2 3 4 5value system.

7. Team champion - role model, stands up for the team 1 2 3 4 5and tout team accomplishments with management.

Trust Destroyers:

________________________________________________________________________________________

____________________________________________

____________________________________________

____________________________________________

It takes time to build trust and a split second to destroy it! Oncetrust is lost, it is very hard to regain if you can. Ways to rebuild it

are:

____________________________________________

____________________________________________

____________________________________________

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PreferencesWhat are yours?

1. I tend to make more statements, speak more.

2. I tend to ask more questions, speak less.

3. I tend to speak about tasks, what has to be done.

4. I tend to speak about people, their thoughts on

doing the job.

5. I tend to talk faster.

6. I tend to talk slower.

7. I tend to use facts and data to describe what Im

talking about.

8. I tend to use stories and opinions to describe what

Im talking about.

9.I tend to speak louder.

10. I tend to speak quieter or more softly.

11. I tend to speak with little emotion.

12. I tend to speak with a lot of emotion.

13. I tend to use strong hand and arm gestures.

14. I tend to use relaxed hand and arm gestures.

15. I tend to use few gestures.

16. I tend to use a lot of gestures.

17. I tend to lean forward when interacting with others.18. I tend to lean back when interacting with others.

19. I tend to have a more formal, straight posture.20. I tend to have a more casual, relaxed posture.

21. I tend to look people straight in the eye.

22. I tend to look around more.

23. I tend to have less animated facial expression or a

good poker players face.

24. I tend to have a more animated facial expression

or a poor poker players face.

Circle the best answer that represents you from each set of questions below.

Transpose your circled numbered answers to the grid below. The quadrant with the most

answers along the sides is your preference. If there is a tie, choose only one answer from the

two statements requiring a tie breaker. Example, if a tie between the analytical and driver

quadrants, circle either statement 25 or 26.

25. I tend to take over to get work done when Im under stress.

26. I tend to avoid or get bogged down in details when Im under stress.

27. I tend to attack, become sarcastic, or seem to change my mind a lot when under stress.

28. I tend to give in to keep the peace when Im under stress.

3

7

11

1519

23

4

8

12

16

20

24

2 6 10 14 18 22 1 5 9 13 17 21

2728

2625

Analytical

Amiable

Driver

Expressive

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AnalyticalLogical, careful, systematic, detail focused

Asks more to find out facts

Less emotional; fact oriented

Need: be right/get info

Strengths: good at sorting out facts; typically will

come up with a well thought out answer; good at

working with numbers

Weaknesses: may take a long time to get results,

may not seem decisive, may ignore peoples

feelings; may be overly cautious

Back-up mode: withdraw

Development Action: be decisive without allinformation

DriverPractical, focused on results, efficient, to the

pointTells more because they want results

Less emotional; poker-faced

Need: get things done

Strengths: gets things done; their people know what

to do; good under pressure

Weaknesses: may bowl over people to get things

done; may be quick to answer without analyzing all

of the facts; may not listen well; may appear

impatient

Back-up mode: take overDevelopment Action: listen

AmiableSupportive, focused on relationships, concerned

with the impact of decisions on others

Asks more so everyone will get along

More emotional; interpersonal issues get them

going

Need: everyone to get along

Strengths: sense interpersonal problems;understanding people; enjoy building relationships

Weaknesses: may avoid conflict; may not initiate;

may not take a stand or voice their opinion; may be

reluctant to change

Back-up mode: backs off

Development Action: initiate; take a stand

ExpressiveFocused on generalities, innovating, motivating,

enthusiastic, goes with gut feelings, more

focused on ideas

Tell more to be in the spotlight

More emotional; passionate

Need: attention/approval

Strengths: get people excited; spontaneous;creative; good in front of people

Weaknesses: may not check in on how others feel;

may not plan well; may not follow up well; may be

impractical or impulsive

Back-up mode: attack

Development Action: check in with others

The Preference Characteristics

Note: There is no best or worse style. The key learning is that we are all different.

The combination of styles is what

makes teams successful. It takes

effective leadership to leverage these

styles. The goal is not to expect

others to flex to your style, but to flex

to others styles.

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Learning Preferences

Determine your learning style preference. Complete each

sentence by checking A, B, or C. No answer is correct or better

han another. Check the one you prefer.

I learn best when I

I like

For pleasure and relaxation, I like to

I tend to be

To remember a number, I like to

In a classroom, I learn best when

I have

I plan the upcoming week by

I often remember

When giving directions, I may say,

___A. see information.

___B. hear information.

___C. have hands-on experience.

___A. pictures and illustrations.

___B. tapes and listening to stories.

___C. working with people and going on trips.

___A. read.

___B. listen to music and tapes.___C. garden or play sports.

___A. contemplative.

___B. talkative.

___C. a doer.

___A. write it down several times.

___B. say it out loud several times.

___C. doodle and draw it.

___A. when I have a textbook and written info.

___B. the instructor is interesting and clear.___C. I am involved in doing activities.

___A. strong fashion sense and detail focused.

___B. fun telling stories and jokes.

___C. a great time building things.

___A. making a list and keeping a calendar.

___B. talking it through with someone.

___C. creating a computer calendar or project board.

___A. faces, but not names.

___B. names, but not faces.___C. events, but not names or faces.

___A. Turn right at the blue housedo you see what I mean?

___B. Turn right at the blue housedo you hear what Im saying?

___C. Follow me, after giving directions using gestures.

Total A choices ___

Total B choices ___

Total C choices ___

The highest score represents your predominant

learning preference.

A: Visual

B: Auditory

C: Kinesthetic

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Visual

Seeing

Reading

Procedures

Presentations

Videos

Auditory

Listening

Audio tapes

Keen to sound

Kinesthetic

Doing

Hands-on

Practice

Learning Styles

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Carrot, Egg, or Coffee

Are you a Carrot, an Eggor Coffee Bean?

A young man went to his father and told him about his life, and how hard things were. He

did not know how he was going to make it. He was tired of fighting and struggling. It

seemed as one problem was solved a new one arose.

His father took him to the kitchen. He filled three pots with water. In the first pot, he placed

carrots, in the second he placed eggs and the last he placed ground coffee beans. He letthem sit and boil without saying a word. In about twenty minutes he turned off the burners.

He fished the carrots out and placed them in a bowl. He pulled the eggs out and placed

them in a bowl. Then he ladled the coffee out and placed it in a bowl. Turning to his son, he

asked, "Tell me what do you see?"

Carrots,eggs, and coffee," he replied. He brought him closer and asked him to feel the

carrots. He did and noted that they got soft.He then asked him to take the egg and break it.

After pulling off the shell, he observed the hard-boiled egg. Finally, he asked him to smell

and sip the coffee. The son smiled, as he smelled and tasted its rich aroma. The son then

asked, "What's the point, Dad?"

His father explained that each of these objects had faced the same adversity - boiling water

- but each reacted differently. The carrot went in strong, hard and unrelenting. However,

after being subjected to the boiling water, it softened and became weak. The egg had been

fragile. Its thin outer shell had protected its liquid interior. But after sitting through the boiling

water, its inside became hardened. The ground coffee beans were unique, however. After

they were in the boiling water they had changed the water.

"Which are you?" he asked his son. "When trials and adversity knock on your door, how do

you respond? Are you a carrot, an egg, or a coffee bean? Are you the egg that starts with apassive heart, but changes with the heat? Do you have a fluid spirit, but after a hardship or

some other trial, you become hard to the world? Does your shell look the same, but on the

inside, bitter and tough with a stiff spirit and a hardened heart?

Or,are you like the coffee bean? The bean that actually changes the hot water, the very

circumstance that brings the pain. When the water gets hot, it releases the fragrance and

flavor. Are you like the bean, when things are at their worst, you become better and change

the situation around you?

How do you handle adversity? Like the CARROT, the EGG, or the COFFEE BEANS?

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As a supervisor, you must be able to recognize and respond

accordingly toward helping the team move toward norming

and high performing, and staying there.

NORMING Independent

Acceptance of each other

Express constructive criticism

Team is optimistic

FORMING Dependent

Excitement with reservations

Initial anxiety and confusion

HIGH PERFORMING Interdependent and self-directed

Ability to work through issues Team loyalty

STORMING Counter-dependent

Resistance

Challenge for position

Forming of subgroups

Team Stages

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Moving Through The Stages

NORMING Independent

Acceptance of each other

Express constructive criticism

Team is optimistic

FORMING Dependent

Excitement with reservations

Initial anxiety and confusion

HIGH PERFORMINGInterdependent and self-directed

Ability to work through issues

Team loyalty

STORMING Counter-dependent

Resistance

Challenge for position

Forming of subgroups

In this stage the team should consider:

Guarded yet excited.

Bring clarity to the mission, the structure,

the process, roles and responsibilities.

Help the team develop team norms

(ground rules) that include structure,

process and behaviors.

Encourage open discussion of questions

and concerns. Bring the team together more often.

Based on power and conflictreiteration

of the goals and roles is needed.

Establish team norms or teamwork

standards of professional conduct.

Engage the team in group problem solving.

Acknowledge conflict and work to resolve it

Encourage open discussions using active

listening and feedback skills.

Support and recognize consensus decision

making among the group.

Team begins to take on the identity of a

team. Continue to provide feedback and

encouragement.

Create opportunities to work together.

Have regular team meetings.

Support open discussions and idea

sharing.

Reinforce the team norms established.

True team synergy is happening. Continue to provide feedback/praise.

Reinforce and promote the teams

success.

Continue to keep the team challenged.

Continue to let the team self-govern.

Be visible but not intrusive.

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Teamwork Challenges

Challenge Possible Causes Solutions

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Team Norms

If you were a the leader of a team, how would you establish teamnorms? Team norms are individual behaviors that everyone

agrees to as standards or norms.

What are examples of team norms?

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New Team Members

Welcoming and Acclimating New Team Members

Studies show that the first three months of an employees employment

influences an employees satisfaction and tenure. A positive experience in thefirst few months usually results in high levels of satisfaction and therefore

greater tenure with the team. Whereas, a negative experience often results in

low satisfaction and resignation within 12-18 months.

How can we make it a positive and productive experience for our new team

members?

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InfluenceAnother Team Skill

Do you have influence?

___When you speak, do people look and listen?

___People know you before you know them?

___People always coming to you?

___Invited to participate in various activities?

___In meetings, people seek your input?

___Find that your work, methods, and style is being mimicked by others?

___People perk up, speak up, and smile when youre around?

The Influence Continuum - From least to most effective.

___ Raw emotion- blow my top; make people cringe; intimidation

___ Mental torture- pester until they give in

___ Pressure- get tough, demand action, use threats, coerce them

___ Manipulation- pretend to involve them; make promises you cant/dont keep

___ Position- use title, authority, or rules to mandate action

___ Sulk- pretend to be hurt or offended until you get your way

___ Coalition- get my friends on my side and gang up on them; get political

___ Inflation- oversell the truth and benefits; exaggerate the upside___ Butter- flattery; pay compliments, butter them up

___ Take advantage- draw on friendships

___ Rational persuasion- present logic and facts; telling and selling

___ Involving others- the best approach!Ask the team for their ideas and input; listen,

acknowledge, praise, act!

How do you influence?

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Levels of Influence

Five Levels of Influence (1 is the first level, 5 the hig hest level)

1. Position- People follow you because they have to - youre the

boss.

2. Permission- People know and like you. You have their

permission to lead them. They follow you because they want to.

Leading is more enjoyable at this level. Dont stop here - go to thenext levels.

3. Production- When people see the accomplishments you and

your team have done, they begin to follow you because you are a

successful doer, a person who helps the team achieve, win, and reap

organizational recognition.

4. People development- You move from inspiring people to

developing them and helping them reach their full potential. As a

result, they follow you because of what you have done for them

personally.

5. Personhood - Some leaders spend much time and energy

pouring their lives into others over a sustained period of time. People

follow them for their values, accomplishments and what they

represent. This is the highest level.

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Gaining and Maintaining Influence

Strategies and behaviors for gaining and maintaining influence:

o Listen, and people will listen to you.o Have integrityalways and consistently.

o Do what you say, no matter how trivial.

o Know your stuff. Be prepared with knowledge and facts.

o Stand up and greet people with sincerity.

o Let others influence you.

o Have faith in people; let go; empower others.o Know your audience and their needs; state how they benefit.

o State the why and value, not just the what.

o Tie it to the business goals.

o Tie it to the persons goals and aspirations.

o When talking, use direct eye contact.

o Be passionate in your position - it rubs off!

o Speak well of people, not badmouth them.

o Observe and learn from those good at it.

o Stay steady and calm - stick to facts.

o When at an impasse, agree to meet later.

o Articulate with less, not ramble on.

o Let others win - know when to let it drop.

o Admit mistakes - accept blame, give credit.

o Build a deep and wide informal network.

o Always act with professional maturity!!

o Practice by leading groups and activities.

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Addendum

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Five Lessons From Geese

GEESE FACT 1:As each goose flaps its wings it creates an "uplift" for the birds that follow. By flying in a

V" formation, the whole flock adds 71% greater flying range than if each bird flew alone.

LESSON: People who share a common direction and sense of community can get wherethey are going quicker and easier because they are traveling on the thrust of one another.

GEESE FACT 2:When a goose falls out of formation, it suddenly feels the drag and resistance of flyingalone. It quickly moves back into formation to take advantage of the lifting power of thebird immediately in front of it.

LESSON: If we have as much sense as a goose we stay in formation with those headedwhere we want to go. We are willing to accept their help and give our help to others.

GEESE FACT 3:When the lead goose tires, it rotates back into formation and another goose flies to thepoint position.

LESSON: It pays to take turns doing the hard tasks and sharing leadership. As withgeese, people are interdependent on each other's skills, capabilities and uniquearrangements of gifts, talents or resources.

GEESE FACT 4:The geese flying in formation honk to encourage those up front to keep up their speed.

LESSON: We need to make sure our honking is encouraging. In groups where there isencouragement, the production is much greater. The power of encouragement (to stand by

one's heart or core values and encourage the heart and core of others) is the quality ofhonking we seek.

GEESE FACT 5:When a goose gets sick, wounded or shot down, two geese drop out of formation andfollow it to help and protect it. They stay with it until it dies or is able to fly again. Then,they launch out with another formation or catch up with the flock.

LESSON: If we have as much sense as geese, we will stand by each other in difficult

times as well as when we are strong.

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Wake Up Call

e Mindful of theWake you Make

We travel through life and do our

job just as a boat travels through

water. In our destination, we tend

to be focused forward and often

fail to look back upon our wake

and its affects. The waves weleave behind are the interactions

we have with others and our

actual work output.

What kind of wake do you leave?

Is your wake destructive and

rough or respectful and calm?

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Who Moved My Cheese?A cliff notes version by John Beta

n this maze, we have 2 mice, named Sniff and Scurry, and 2 little people, named Hem and Haw. They

ive in this maze, searching for cheese. The cheese represents all that is good in life. The maze is a

abyrinth of corridors and dark corners. Some places have fine cheese, and many do not.

Sniff had a knack for sniffing out where the cheese may be. You can say Sniff was your direction

setter, strategic mouse. Scurry would then race ahead to look for the cheese, kind of like someone you

can count on to get the job done. Sometimes they got lost, but they kept working together and often

ound some cheese.

Hem and Haw were these little people, about the same size as the mice. They had complex brains,

along with the powerful human emotions and beliefs that could cloud their judgment. Life was more

complicated for them in the maze.

One day they all came upon a huge cheese stockpile. They called it Cheese Station C. Every

morning, Sniff and Scurry went to Cheese Station C to have their cheese. They no longer needed theirunning shoes so they took them off, but tied them together and hung them around their necks in case

hey will need them again. Hem and Haw also woke every morning and went to Cheese Station C.

They took off their shoes and hung them somewhere. They also moved closer to Cheese Station C so

t was more convenient.

Hem and Haw started to become arrogant and say things like we deserve this cheese, we worked long

and hard to find it. Sometimes they shared it with their friends, sometimes they didnt. They would

point to their cheese, saying, pretty nice cheese, huh?

They lived for what seemed like years, happily enjoying their cheese in Cheese Station C. Hem and

Haw were so confident and comfortable that they became blind to what was happening. Sniff andScurry on the other hand arrived each morning and sniffed, scratched, and inspected to keep tabs on

what was happening.

One morning Sniff and Scurry arrived at Cheese Station C and found no more cheese. They werent

surprised. They put on their running shoes and headed back out into the maze to find more cheese.

Later, Hem and Haw arrived. They were unprepared for what they found. Hem started yelling, What,

no cheese? No cheese?! No cheese?! Hem screamed, Its not fair!! Hem kept yelling and Haw

didnt want to hear it. Hem just stood there in disbelief. To Haw, cheese meant feeling safe and

secure. To Hem, cheese represented becoming a Big Cheese with status.

While Sniff and Scurry was out and about, looking for new cheese, Hem and Haw just continued to hem

and haw. They went home that night hungry and discouraged. They went back the next morning,

expecting their cheese to reappear, but it didnt. Hem continued to yell and Haw just stood there like a

statue, not believing this could happen to them. Why did they do this to us? This isnt fair?

Haw finally asked about Sniff and Scurry. Hem scoffed, What would they know? They are simple

mice. Were smarter than them. Haw told Hem that maybe we should do things differently. Hem

esponded with Were little people - were special. Hem said, Were entitled. Haw said, We should

stop analyzing the situation and start finding new cheese. Hem simply said, No, were going to get to

he bottom of this.

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Continued

Meanwhile, Sniff and Scurry went farther into the maze and came upon Cheese Station N, a stock of

cheese like they have never seen!

Haw started to visualize and imagine finding new cheese. Haw told Hem, Lets go find new cheese.

Hem said No, I like it here, its what I know. Beside, its dangerous out there. Haw said, Weve donet before so we can do it again. Hem just screamed No!

Hem and Haw went home every night hungry and angry. Haw finally started laughing at them selves.

t was ridiculous coming back looking around Cheese Station C, expecting to find the cheese. Although

Haw didnt like the idea of going out into the maze, he decided he must. He tried talking sense into

Hem but Hem was stubborn and still felt owed. Haw found his running shoes, put them on and said,

Its MAZE time! and took off into the unknown parts of the maze.

As Haw explored deeper into the maze, he became anxious and uncomfortable. But after a short time,

he started to feel exhilarated. The old feelings of excitement came to him. This was new again, a nice

change. His comfort zone started to grow and he gained more confidence in exploring the deeper,darker corridors.

As Haw explored, he contemplated Cheese Station C. In thinking back, he did start realizing that things

were changing, but his comfort blinded him. He started to admit to himself that not only was the cheese

diminishing, but also started tasting bad. The cheese was growing old.

Haw continued to explore, at times becoming disappointed to discover no cheese. Sometimes, he

would find little morsels of cheese that gave him strength and encouragement to move on.

Haw came upon a particularly dark corridor and was afraid to enter. He realized at that moment that he

was being held captive by his own fear. When he headed down the dark corridor in a new direction, heelt freed from that fear. As he went on, he started to again imagine sitting on a big pile of his favorite

cheeses. The more he imagined, the more real and believable it became.

Haw came upon a small stockpile of cheese, and told himself if he would had acted sooner, perhaps

more cheese would have been there. Haw decided to go back to Cheese Station C to see if he can

convince Hem to join him. Haw offered a few pieces of cheese to Hem but he refused, still angry and

eeling owed. Haw headed out again in search of more cheese. Hem stayed behind.

Haw began to realize that it was natural for change to occur, whether you expect it or not. Haw realized

he changed his beliefs and wrote on the maze wall, Old beliefs do not lead you to new cheese. Haw

became even more energized and moved quicker through the maze, when all of a sudden he cameupon Cheese Station N. He found his mice friends there, Sniff and Scurry, with their fat little bellies.

Haw reflected on his journey and wrote these things on the maze wall:

Change Happens- they keep moving the cheese.

f you do not change, you become extinct.

Anticipate Change- get ready for the cheese to move.

Monitor Change- smell the cheese often so you know when it is getting old.

Adapt to Change- the quicker you let go of old cheese, the sooner you can enjoy new cheese.

Change - move with the cheese.