View
218
Download
0
Category
Preview:
Citation preview
8/7/2019 team and leadership w-objectives-neld
1/15
Developing Highly
Effective Teams
Strategies for team building
8/7/2019 team and leadership w-objectives-neld
2/15
NELD Team & Leadership
Nathan Crane
BeckyN
esbitt Daniel Perkins
Kim Reaman
Matt Shane Teresa Witkoske
8/7/2019 team and leadership w-objectives-neld
3/15
Objectives
Participants will gain an awareness of:
the differences between real teams and single-leader
units factors which facilitate team performance
factors which inhibit team performance.
Participants will be introduced to an instrument
used to assess team development. Participants will reflect on their own philosophy of
team development as it applies to leadership.
8/7/2019 team and leadership w-objectives-neld
4/15
Information contained in this presentationwas pulled from a workshop entitled High-Performing Self-Directed Teams Some
Concepts and Ideas presented by Dr. RayVlasin and Dr. Arlen Leholm forOhio State
University Extension on August 28, 2006.
Based on their book
Increasing the Odds for High
Performance Teams
8/7/2019 team and leadership w-objectives-neld
5/15
Real Teams
A real team is a smallnumber of people with
complementary skills whoare equally committed to acommon purpose, goals
and working approach, forwhich they hold
themselves mutuallyaccountable.
8/7/2019 team and leadership w-objectives-neld
6/15
Single-Leader Unit
The single-leader unitis based on the classicmanagerial approach where one person is in charge,makes the key decisions, assigns individual tasks and
delegates responsibility. The single-leader isaccountable and chooses when and how to modifyworking approaches.
If the sum of the individual contributions to a task can
best meet the performance challenge, then a single-leader working group will make the most sense andshould be used.
8/7/2019 team and leadership w-objectives-neld
7/15
Wisdom from the authors.
Clarity of purpose is theglue that keeps an
effective team functioning.
8/7/2019 team and leadership w-objectives-neld
8/15
The Five Dysfunctions of Teams
Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance ofAccountability
Inattention to Results
8/7/2019 team and leadership w-objectives-neld
9/15
8/7/2019 team and leadership w-objectives-neld
10/15
When to use a Real Team versus
a Single-Leader Unit
Issue area is broad and
complex Involves joint products /
services for bestoutcomes
Need several years tobenefit from creativityand innovations
Issue area is specific and
defined Individual contributions
can be combined toachieve efficient outcomes
Issue / task is short-livedor periodic in nature
Real Team SLU
8/7/2019 team and leadership w-objectives-neld
11/15
When to use a Real Team versus
a Single-Leader Unit
Requires substantial
active involvement ofcustomers
Requires both mutual(team) and individualaccountability
When synergy of teammembers and citizenswill grow in performanceover time
Requires less involvement
and/or short-terminvolvement of customers
Can be achieved withindividual accountability
When synergy of groupmembers and citizens isnot necessary
Real Team SLU
8/7/2019 team and leadership w-objectives-neld
12/15
When to use a Real Team versus
a Single-Leader Unit
Involves varied client needs,variety of product or serviceresponses, budget andresource entrepreneurship
Flourishes in organizationalcontext of shared leadershipand empowerment
Leadership is treated as afunction and team membersrotate leadership based onneed
When client is specific, product
or service responses arespecific, budgets and resourcesare assigned
Can accommodate a commandand control organizationalenvironment
Can be used for short termprojects or committee workinside a real team
Real Team SLU
8/7/2019 team and leadership w-objectives-neld
13/15
Some Key Lessons Learned
Ignoring team basics
Treating organizationalsupport on an ad hoc basis
Practicing command andcontrol, top-downleadership andaccountability
Understanding of teambasics for real teams andtheir operation
Understandingorganizational basics and
empowerment Commitment to and practice
of shared leadership andmutual accountability
Inhibiting Team
Performance
Facilitating Team
Performance
8/7/2019 team and leadership w-objectives-neld
14/15
Some Key Lessons Learned
Viewing customers as
only recipients of
products / services
Rewards focused on
individual performance
Direct and continuous
involvement of
customers
Rewards and recognition
of team performance
Inhibiting Team
Performance
Facilitating Team
Performance
8/7/2019 team and leadership w-objectives-neld
15/15
Wisdom from the authors.the single-most important
insight is to approach each team
and its organizational context with
a truly open mind, recognizing
that it is a special case ofcomplex conditions and
relationships.
Recommended