Team Building MARZIO ZANATO

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1 Team Building 1

2 What is Teamwork & Team Building Teamwork Concept of people working together as a team Team player A team player is someone who is able to get along with their colleagues and work together in a cohesive group Team Building Process of establishing and developing a greater sense of collaboration and trust between members 2

3 Teamwork Create A Story 3

4 When staff use their skills and knowledge together, the result is a stronger agency that can fulfill its mission To provide accurate information that would assist individuals in achieving a better quality of life. People working together can sustain the enthusiasm and lend support needed to complete the work of each program. Why Should We Be a Team? 4

5 A Teams succeeds when its members have: a commitment to common objectives defined roles and responsibilities effective decision systems, communication and work procedures good personal relationships How does a Team Work Best? 5

6 Support Resources Communication Personalities Team Morale Depends On 6

7 Listen Question Persuade Respect Help Share Participate Teamwork Skills 7

8 Forming Storming Norming Performing Stages in Team Building 8

9 The Team T.E.A.M : TOGETHER EVERYONE ACHIEVE - MORE defines the problem agrees on goals and formulates strategies for tackling the tasks determines the challenges and identifies information needed Individuals take on certain roles develops trust and communication Stage 1: FORMING 9

10 Encourages and maintains open communication Leads by setting a good example Motivates and inspires team members Helps the team focus on the task Facilitates problem solving and collaboration Maintains healthy group dynamics Encourages creativity and risk-taking Recognizes and celebrates team member contributions Team Roles - Leader 10

11 Other Team Roles Members Can Formally or Informally Take on These Roles Initiator - Someone who suggests new ideas. One or more people can have this role at a time. Recorder - This person records whatever ideas a team member may have. It is important that this person quote a team member accurately and not "edit" or evaluate them. Devil's Advocate/Skeptic - This is someone whose responsibility is to look for potential flaws in an idea. Optimist - This is someone who tries to maintain a positive frame of mind and facilitates the search for solutions. Timekeeper - Someone who tracks time spent on each portion of the meeting. Gate Keeper - This person works to ensure that each member gives input on an issue. One strategy to do this is to ask everyone to voice their opinion one at a time. Another is to cast votes. Summarizer - Someone who summarizes a list of options. 11

12 Help members understand each other Myers-Briggs Type Indicator (MBTI) Extraverts Introverts Sensors intuitive Thinker Feelers Judger Perceiver By selecting one from each category, we define our personality type, ESTJ, ENTJ INFP From Individuals A Group Forms 12

13 Extraverts Need to think aloud Great explainers May overwhelm others Introverts Need time to process Great concentration May not be heard Relevance to Teams (E/I) 13

14 intuitive Great at big picture See connections May make mistakes in carrying out plans Sensor Great executors May miss big picture, relative importance Relevance to Teams (N/S) 14

15 Thinker Skillful at understanding how anything works Feeler Knows why something matters Relevance to Teams (T/F) 15

16 Judger Good at schedules, plans, completion Makes decisions easily (quickly) May overlook vital issues Perceiver Always curious, wants more knowledge May not get around to acting Relevance to Teams (J/P) 16

17 Online Personality Tests T.E.A.M : TOGETHER EVERYONE ACHIEVE - MORE PERSONALITY TYPES ENTJ TEST Executives and Chiefs You love to interact with people and to be part of an intellectual lively conversation. You respect others who can stand up to you and who can persuasively argue your point of view, but because of your self-confidence and excellent verbal skills, others may loose confidence when debating with you. You don t live in the world of feelings, but can be quite sentimental, even if it is not shown to others. One risk lies with making judgements based on ill-founded emotions and sentiments whick can lead to problems. f your thinking and intuitive nature is less developed you can be prone to making hasty decisions which may not always the best, and another risk is that you can be giving orders and directions without sound reasoning, or consideration for the people involved. Having said that, you likely have many gifts which give you a great deal of personal power, as long as you remain balanced in your life. Your ability to be assertive with long range thinking, combined with organisational skills allows you to create plans from theories, and have the personal tools to accomplish whatever goals you strive to attain. You are especially well-suited to be a leader or organisation builder. You contain the ability to clearly identify problems and innovative solutions for short and long term goals. Having a strong desire to lead, you are usually not happy just to follow. Being an ENTJ means you like to be in control, and need to take charge to use the advantage of your special capabilities. You focus strongly on your career and naturally fit into the corporate enviroment. You are constantly scanning your world for Potential problems which you can turn into solutions. As an ENTJ you are usually successful in the business world, because you are so driven to leadership. You are a hard and dedicated worker, and driven to recognize where an organisation is headhed. For this reason you are a natural corporate leader. Career relevant traits : Natural Leader Driven to turn ideas into plans No patience with incompetence and inefficiency Want order and structure Highly developed verbal communication skills Do not like routine, detailed jobs What Type are You? Decisive and self-confident 17

18 During the Storming stage team members: realize that the task is more difficult than they imagined have fluctuations in attitude about chances of success may be resistant to the task have poor collaboration Stage 2: STORMING 18

19 Do we have common goals and objectives? Do we agree on roles and responsibilities? Do our task, communication, and decision systems work? Do we have adequate interpersonal skills? Storming Diagnosis 19

20 Separate problem issues from people issues. Be soft on people, hard on problem. Look for underlying needs, goals of each party rather than specific solutions. Negotiating Conflict 20

21 State your views in clear non-judgmental language. Clarify the core issues. Listen carefully to each person s point of view. Check understanding by restating the core issues. Addressing the Problem 21

22 During this stage members accept: their team team rules and procedures their roles in the team the individuality of fellow members Team members realize that they are not going to crash-and-burn and start helping each other. Stage 3: NORMING 22

23 Competitive relationships become more cooperative. There is a willingness to confront issues and solve problems. Teams develop the ability to express criticism constructively. There is a sense of team spirit. Behaviors 23

24 Be descriptive Don't use labels Don t exaggerate Don t be judgmental Speak for yourself Giving Constructive Feedback 24

25 Use I messages. Restrict your feedback to things you know for certain. Help people hear and accept your compliments when giving positive feedback. Giving Constructive Feedback 25

26 Listen carefully. Ask questions for clarity. Acknowledge the feedback. Acknowledge the valid points. Take time to sort out what you heard. Receiving Feedback 26

27 Team members have: gained insight into personal and team processes a better understanding of each other s strengths and weaknesses gained the ability to prevent or work through group conflict and resolve differences developed a close attachment to the team Stage 4: PERFORMING 27

28 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 28

29 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 29

30 The Results of Team Work 30

31 Every Team Member Can Help! 31

32 Enjoy your Game! 32

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