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Team BuildingYouthBuild
24 August 2012
Gabrielle K. Gabrielli, Ph.D.
Ground Rules
1. Turn any cell phones or pagers to the off orvibrate position.
2. Be on time including from breaks.3. Listen actively.4. Participate to the fullest of your ability.5. Keep an open mind.6. Be respectful to everyone; don’t interrupt.7. Create and abide by the Fair Value Contract.8. If you break any rules, you sing.
Purpose
The purpose of this training is to provide:Strategies to improve communication, trust,
problem solving, and team success on theproject
Introductions
• Name• Job role (title) and which organization
• How long in your current job• Something unique about you
• The one accomplishment that you aremost proud of in project year one
• Your biggest dream for the year ahead
Icebreaker
Agenda0830 Icebreaker, Ground Rules, Learning Objectives, Introductions0845 Teambuilding Overview, Benefits, Obstacles0830 Importance of Trust and Respect to Team Performance0900 Risk Taking in Decision Making
Activity1000 Teambuilding Process
Assessment1130 Lunch1230 Communication and Creating High Performing Teams1245 Team Problem Solving
Activity1300 Team Climate and Motivation
Assessment1330 Applying Strategies and Setting Intentions in YouthBuild1400 Course Wrap-Up
Learning ObjectivesBy the end of this course, participants should be able to:
Discuss the importance of trust, responsibility,and accountability to team effectiveness.
Describe how accurate problem solving anddecision making can improve leadership andefficiency in an organization.
Explain the importance of communication toteam success.
Determine what success looks like for theupcoming year at YouthBuild.
• “Not finance. Not strategy. Not technology.It is teamwork that remains the ultimatecompetitive advantage, both because it isso powerful and so rare.”
Patrick Lencioni, The Five Dysfunctions of a Team, 2002, p. vii
Teambuilding Activity
• Let’s go outside.
Leadership
• “A great leader's courage to fulfillhis vision comes from passion,not position.”
- John C. Maxwell
Trust Self-Assessment
Score Interpretation
• Add the number of checkmarks you placed in the “NO”column. If you answered “no” to 3 or less of the questions,then the team you selected is probably functioning well andachieving a fairly high level of results. However, there arestill areas where it could use some development.
• If you answered “no” to between 4 and 6 of the questions,your team is likely achieving its potential performance butneeds more work in trust building. Further assessment isneeded to specifically identify areas in need ofimprovement.
• If you answered “no” to more that 7 of the questions, yourteam may be in need of help. This type of low trust levelleft unchecked will lead to frustration, decreased levels ofperformance, and wasted resources.
Trust
• A confident dependence on the character,ability, strength, or truth, of someone orsomething
• The belief that deeds will follow words andthat the other person will take yourinterests into account
• Positive expectations one person has ofanother person in situations involving risk
Team Effectiveness Defined
• Fulfills satisfaction and wellbeing of teammembers
• Maintains team’s survival
• Achieves goals assigned to the team
Team Effectiveness Model
McShane and Glinow (2003). Organizational behavior: emerging realities for the workplace revolution.
Team Effectiveness Model
•Task characteristics
•Team size
•Team composition
Team Design
• Achieve organizational goals
• Satisfy member needs
• Maintain team survival
TeamEffectiveness
•Team development•Team norms•Team roles•Team cohesiveness
Team Processes
Organizational andTeam Environment
• Reward systems
• Communication systems
• Physical space
• Organizational environment
• Organizational structure
• Organizational leadership
Tuckman's Team DevelopmentStages Model - 1965
forming
stormingnorming
performing
1
23
4
Question
• At what stage do you think conflict is mostlikely to occur?– Forming– Storming– Norming– Performing– Adjourning
Storming
Hersey and Blanchard'sSituational Leadership Model
telling
sellingparticipating
delegating
1
23
4
Complete the Assessment
Total Score and Group’s Stage
• 100+ = Performing (Stage 4)• 80-99 = Norming (Stage 3)• <80 Forming* or Storming** (Stage 1 or 2)
– *The group is in Forming Stage if membersare tentative, polite and somewhat passive.
– **The group is in Storming Stage if membersare disagreeing with each other or the leader.
Lunch Break
Communication
Communication Model
Shannon-Weaver (1949)
Communication Model
Connecting Principles #1INFLUENCEPrinciple #1 - Connecting increases your influence in every situation.
Successful US Presidents exhibit 5 qualities:
1.Vision2.Pragmatism3.Consensus Building4.Charisma5.Trustworthiness
4 of the 5 skills tobeing a successfulleader have to do withconnecting.
Most people who disconnect aren’t aware.
Connecting Signals
Connecting Principles #1INFLUENCE
ExtraEffort:
peoplegotheextramile
UnsolicitedApprecia4on:
peoplesayposi0vethings
UnguardedOpenness:
peopledemonstratetrust
IncreasedCommunica4on:
peopleexpressthemselvesmore
readily
EnjoyableExperiences:
peoplefeelgoodaboutwhattheyaredoing
Emo4onalBondedness:
peopledisplayaconnec0ononanemo0onallevel
Uncondi4onalLove:
peopleareaccep0ngwithoutreserva0on
GrowingSynergy:
people’seffec0venessisgreaterthanthe
sumofthecontribu0ons
Posi4veEnergy:
people’semo0onal“ba<eries”arechargedbybeing
together
Connecting Principles #1INFLUENCE
Jay Hall, Ph.D., Teleometrics,conducted a study on the performanceof 16,000 executives.
CONCLUSION: direct correlationbetween achievement and the ability tocare for and connect with people.
Connecting Principles #1INFLUENCE
HIGHACHIEVERS LOWACHIEVERSAVERAGEACHIEVERS
CareaboutPeopleaswellasProfits
ViewsubordinatesOp0mis0cally
Seekadvicefromthoseunderthem
Ac0velylisten
ConcentrateonProduc0on
FocusmoreontheirownStatus
Reluctanttoseekadvicefromthose
underthem
Listenonlytosuperiors
PreoccupiedwiththeirownSecurity
ShowabasicDistrustofsubordinates
Donotseekadvice
Avoidcommunica0onandrelyonpolicy
manuals
Principle #2 - Connecting is all about OTHERS and not ourselves.
Why do we focus on ourselves and not others?1. ImmaturityMaturity is the ability to see and act on behalf of others2. Ego3. Failure to value everyone
3 Connecting Questions:
1. Do you CARE for me?2. Can you HELP me?3. Can I TRUST you?
Connecting Principles #2 OTHERS
Principle #3 – Connecting goes beyond words
3 Components to Face-to-Face communication
How others believe what we say when we communicate:
> 90% of the impression that we often conveyhas nothing to do with what we actually say!
Connecting Principles #3COMMUNICATION
WORDS TONEOFVOICE BODYLANGUAGE
3 Components to Communication
Connecting Principles #3COMMUNICATION
Communication Breakdowns
Connecting Principles #3COMMUNICATION
Breakdown Thought–knowing Emo4on–feeling Ac4on‐doing
Dispassionate Iknowthis Idonotfeelthis
Theore0cal Iknowthis Idonotdothis
Unfounded Idonotknowthis Ifeelthis
Hypocri0cal Ifeelthis Idonotdothis
Presumptuous Idonotknowthis Idothis
Mechanical Idonotfeelthis Idothis
Action – something we do; connecting visually;what people see
Thought – something we know; connectingintellectually; what people understand
Emotion – something we feel; connectingemotionally; what people feel
Connecting Principles #3COMMUNICATION
Principle #4 – Connecting always requires ENERGY
4 Unpardonable sins of a communicator:
3 of the 4 require a lot of effort and energy
Connecting requires:1. Initiative – go first!2. Clarity – prepare3. Patience – slow down4. Selflessness – give5. Stamina – recharge
Connecting Principles #4 ENERGY
Unprepared Uncommi<ed Uninteres0ng Uncomfortable
Principle #5 – Connecting is more SKILL than naturaltalent
Connecting Principles #5 SKILL
Practice #1 – Connectors connect on common ground
Barriers to finding common ground:
Connecting Practices #1 COMMONGROUND
Assump0on Arrogance
IndifferenceControl
Choices to finding common ground:
Connecting Practices #1 COMMONGROUND
Availability Listening
Ques0ons ThoughVulness
Openness Likeability
Humility Adaptability
Practice #2 – Connectors do the difficult work of keeping itSIMPLE
4 components to connect through communication
Connecting Practices #2 Simplicity
Humor Heart Hope Help
Three S’sArt of Simplicity
1.Talk to people, not above them2.Get to the point3.Say it over and over and over again4.Say it clearly5.Say less
Practice #3 – Create an EXPERIENCE everyone enjoys
How to be interesting:1. Take responsibility for your listeners2. Communicate in their world3. Capture people’s attention from the start4. Say it so it sticks
Connecting Practices #3EXPERIENCE
Practice #4 – Connectors INSPIRE people
Inspiration Equation
Connecting Practices #4 INSPIRE
Practice #5 – CREDIBILITY is the currency that connectors have
Credibility Checklist1. Have I connected with myself?2. Have I made right my wrongs?3. Am I accountable?4. Do I lead like I live?5. Do I tell the truth?6. Am I vulnerable?7. Am I following the Golden Rule?8. Do I deliver results?
Connecting Practices #5CREDIBILITY
Constructive Feedback
• Behavior-based• Specific• Immediate
Positive Feedback
Four components of reinforcement or praise:1. Specific2. Immediate3. Earned4. Individualized
Corrective Feedback
Four components of corrective feedback:1. Behavior2. Effect3. Expectation4. Result
Corrective Feedback
Remember with corrective feedback:• Avoid “never” or “always.”• Give feedback in private.• Follow up to either provide positive feedback
if the performance has changed or morecorrective feedback if it has not changed.
Effective Feedback Characteristics• Feedback is specific.• Feedback is focused on behavior rather than on
the person.• Feedback takes into account the needs of the
receiver of the feedback. Feedback is delivered asimmediate as possible.
• Feedback is intended to benefit the receiver.• Feedback concerns what is said or done, or how it
is said or done, not why.• Feedback allows time for the receiver to ask
questions or get better clarification.
DECIDE
• Determine all possible choices presented by the situation.
• Evaluate and brainstorm all possible solutions.
• Choose a solution that makes sense to you.
• Identify and visualize the outcome.
• Develop a plan and a schedule to follow.
• Examine the outcomes, and celebrate success!
Decision Making
GROW a DecisionG = Establish the GOALDefine desired outcomes.
R = Identify the REALITIESList resources, what is happening now.
O = List all the OPTIONSExplore benefits and constraints of each.
W = Decide the WAY (and the who, what, when)Establish the “will” by gaining commitment.
Leading Resources Incorporated (LRI), Retrieved 22 August 2012
10 Steps for Great Decisions
1. Enlist everyone.2. Discover shared hopes.3. Uncover the real issues.4. Identify all options.5. Gather the right information.6. Get everything on the table.7. Write down choices that support shared hopes.8. Map the solutions.9. Look ahead.10.Stay charged up.
Don Maruska (2004). How Great Decisions Get Made: 10 Easy Steps ForReaching Agreement On Even The Toughest Issues
Problem Solving
What is Accountability?
Accountability
• Accountability means having theresponsibility and authority to act and fullyaccept the consequences for the results ofthose actions.
Motivating Your Team1. Lead by example.2. Share information on projects and business openly
with the team.3. When possible, let team work through their
conflicts, but be ready to resolve situations beforeteam morale is damaged.
4. Give feedback for improvement when necessary ina positive and thoughtful way.
5. Show appreciation for the work team does usingdifferent methods for rewarding team and members.
Motivating Your Team6. Actively listen to team complaints, ideas, and
suggestions.7. If a team request or member idea is not understood, ask
for clarification or examples.8. Show confidence in the team by supporting their work
and needs.9. Allow the team to evaluate its leader and suggest
improvement ideas to help the team with respect, trust,and confidence in their leader.
10. Do periodic assessments on how the team is doing as away to identify opportunities for improvement.
Group Activity
Goal
• As a team, what message do you want theyouth to have?
• What are the most important things forthem to know?
Seven Steps to Success
1. Make a commitment to grow daily.2. Value the process more than events.3. Don't wait for inspiration.4. Be willing to sacrifice pleasure for
opportunity.5. Dream big.6. Plan your priorities.7. Give up to go up.
John C. Maxwell
Reduce Stress
Remember the positive things in your life.Exercise, or just take a walk.Don’t sweat the small stuff.Understand that goals must be reasonable.Create an atmosphere of joy.Eradicate the negative and learn to forgive.
Smell the roses, and remember to breathe.Talk through your issues.Reflect on your emotions and life.Eat healthy foods and get enough sleep.Show gratitude.Save time for YOU and have fun!
Reduce Stress
Conclusions
• gabrielle@gabrielleconsulting.com• Presentation, handouts, resources:http://gabrielleconsulting.com/youthbuildteam
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