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1 BUILDING, GUIDING, AND COACHING YOUR TEAM Bradford W. Schwarz Dawn Morton-Rias TEAM OBJECTIVES Characteristics of effective teams Stages of team development Personality styles TEAM ASSIGNMENT Definition of a teamwork? Work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole Webster Copyright PAEA

2 TEAM ASSIGNMENT Things we like about being on a team? Things that take getting used to being part of a team? LIKE DISLIKE WHAT MAKES A TEAM SUCCESSFUL? List the teams you would identify as successful? What characteristics helped them achieve success? SUCCESSFUL TEAMS WHO ARE THEY? Copyright PAEA

3 CHARACTERISTICS OF A TEAM 1. Objective 1. Share a clearly stated team objective. 1. Sports team objective is to win the game. 2. Work team may be to have all graduates employed within 6 months of completion. 2. Commitment 1. Develop guidelines that all members commit to. All may not agree with the guidelines; however, they must be followed 3. Time 1. Create a supportive and responsive structure for allowing the team to operate. They need time to create procedures and strategies that will allow them to work efficiently. 4. Members CHARACTERISTICS OF A TEAM 1. Need to be active participants. Take responsibility. Make recommendations, offer suggestions and voice opinions. Support decisions in meetings. Offer to assist others when help is needed. 5. Skills 1. Skills and talents of each member must be clearly and accurately identified. Need to know who is best equipped to deal with situations as they arise. 6. Advocacy 1. Teams need s designated leader (PD) serving as an advocate, advisor, and supporter. This signals value of the team to the organization. Support of senior management and other teams help in recognition efforts CHARACTERISTICS OF A TEAM 7. Trust 1. Foundation of teamwork. Takes time to develop and is never complete. Ongoing process. Members must feel comfortable to let others see strengths, weaknesses, etc. 8. Respect 7. Listen to each others point of view. Express feelings with tact. Use persuasion instead of criticism. Copyright PAEA

4 C S OF TEAM BUILDING C S OF TEAM BUILDING Clear Expectations Context Commitment Competence Control Collaboration Communication Creative Consequences Customers TUCKERMAN S TEAM DEVELOPMENTAL THEORY Forming Storming Norming Performing Adjourning Informing Copyright PAEA

5 HOW PERSONALITY STYLES CAN IMPACT A TEAM S DYNAMICS YOUR PA FACULTY WILL DESIGN A SWING AS PART OF THE DEPARTMENT S NEW REST AND RELAXATION PROGRAM. DIRECTNESS VS. EXPRESSIVENESS Copyright PAEA

6 IT S TIME T GET TO KNOW YOU! Do you act differently at work than you do at home or in your social life? Score questions based on your WORK life REMEMBER: There are no Right or Wrong answers or styles RECOGNIZING THE DOMINANT Ambitious Independent Direct Competitive Action & Results Facts Risk Power & Control Fast paced Winning isn t everything, it s the ONLY thing. Inner Motivator: Get It Done Copyright PAEA

7 RECOGNIZING THE INFLUENCER Sociable & Talkative Persuasive Friendly Ideas & Dreams Creative Enthusiastic Expressive Spontaneous Intuitive Trusting Praise in public and rebuke in private. Inner Motivator: Get Feedback RECOGNIZING THE STEADY Friendly Listener Relationships Avoid Change Stability Practical Cooperative Calm Patient If it s working, why mess with it Inner Motivator: Get Along! RECOGNIZING THE COMPLIER Precise & Exact Skeptical Careful & Quiet Systematic & Logical Lists & Spreadsheets Follows Rules Perfectionist Research By the book Inner Motivator: Get It Right! Copyright PAEA

8 PERSONALITY STATISTICS Dealing with problems / challenges Demanding Forceful Aggressive Pioneering Dominant Conduct more research before making decision Conservative Low Keyed Cautious - Peaceful Challenge the rules Want independence Self Willed Stubborn Opinionated Unconcerned with Details Complier Follow Rules & Structure Quality work Do it right the first time! Careful Neat - Accurate Influence via talking & Activity Emotional Convincing Warm Optimistic Influencer Influence with data & facts NOT feelings Reflective Factual Skeptical Suspicious - Critical Like Change & Variety Restless Impatient Eager Impulsive Steady Want a steady pace. Security. Don t like change Calm Relaxed Possessive Stable Poker Faced FLEXING Identify Plan Implement Evaluate Copyright PAEA

9 TIPS ON FLEXING Dominant Acknowledge need to get things done Keep communication brief Provide details Be specific Information in order Influencer Recognize with words of appreciation Give deadlines Ask for their opinion TIPS ON FLEXING Steady Getting along is important Social pleasantries Take time to chat Team approach Complier Get things right Acknowledge the priority Research and ask questions See the trees but not the forest Value to the Team Self Starter Forward thinking Places high value on time Challenge Oriented Competitive Initiates activity Challenges the status quo Innovative Tenacious What they Want Freedom from controls Evaluation based on results Nonroutine work with challenge Forum to express their ideas DOMINANT Managing a Dominant Clearly explain expected results. Negotiate commitments one on one Define rules Confront face to face in all disagreements. Provide challenging assignments Assist them in learning to pace self and relax. Train on understanding teamwork and participation. Train on listening skills. Plan advancement and career path. Copyright PAEA

10 Value to the Team Optimism and enthusiasm Creative problem solving Motivates others Sense of humor Team player Negotiates conflict What they Want Free from controls Popularity and social recognition Favorable working conditions Group activities outside of job Monetary rewards INFLUENCER Managing an Influencer Assist in setting realistic goals Work with on time management Make time for daily interactions Open door policy to allow for discussions Station them in people area where they can interact and get job done Allow freedom of movement without control Look for opportunities to utilize verbal skills. Value to the Team Dependable Work hard for a leader and a cause Great listener Patient Logical Will finish tasks started Loyal, long term relationships What they Want Logical reasons for change Harmony Proven procedures Road map to follow Time to adjust to change To know you care Recognition for loyalty STEADY Managing a Steady Clearly explain the changes in order to help them prepare. Make an effort to get to know them. Allow opportunity to finish tasks started. Assign fewer, larger projects. Encourage contribution in meetings. Involve them in long term planning Work to stretch to new heights. Do not switch them from team to team Assign them to work with a small group of people. COMPLIER Value to the Team Objective thinker Maintains high standards Task Oriented Asks the right questions Diplomatic Pays attention to small detail Gets information, criticizes and tests What they Want Written procedures Quality oriented team No sudden changes Time to think Manager who follows policy Information and data Managing a Complier Involve them in defining standards Involve them in implementation of standards Define requirements of the job Set goals that have reach in them. Encourage their contribution in meetings Respect their personal nature Involve them in long term planning Copyright PAEA

11 QUESTIONS? RESOURCES Bellman, G. & Ryan, K. (2009). Extraordinary Groups: How Ordinary Teams Achieve Amazing Results. San Francisco, CA: Jossey-Boss Publishers Bland, C. J.,Taylor, A. L., Shollen, L.,Weber-Main, A, Mulachy, P.A., (2009). Faculty Success Through Mentoring. Littlefield Education Doke, D. D., Bourne, M., Bourne, P., Hunsaker, P.L., & Hunsaker, J.S., (2011). Building a Team. NY. NY: DK Publishers Lencioni. P., (2002). The Five Dysfunctions of a Team. San Fransciso, CA Jossey-Bass Publishers Miller, B.C., (2004). Quick Team-Building Activities for Busy Managers. NY. NY: American Management Association Copyright PAEA