DelVal

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Teamwork Skills for the Lead Worker
Paris Boehm Doug D. Whittle Whittle Consul
ting Group, LLC
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words or phrases that define team
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5
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A team is a small number of people with comple
mentary skills who are committed to a common purp
ose, performance goals, and approach for which t
hey hold themselves mutually accountable.
The Wisdom of Teams 1999 Harper Business Books
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Todays objectives
Examine evaluate attributes of teamwork
Examine models and processes to increase team
effectiveness
Apply models and approaches to your enviro
nment
through practice
Effective Teamwork
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T
ruths

• There is no silver bullet
• One size does not fit all
• Working effectively as a member
• of a team is both a skill and an art
• Practice makes perfect

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You must agree

• You can not control others
• You can control yourself
• You accept responsibility for your actions,
  reactions, decisions, and emotions
  
• You share responsibility for the success
• of your team

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If you always dowhat youve always done,you
will always getwhat youve always got.
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Barriersto successful integration

• 11 Lack of leadership commitment
• 21 Cultural barriers
• 23 Obstruction of middle management
• 37 Failure to achieve employee commitment

After the Merger Seven Rules for Successful
Post-Merger Integration (Habeck, Kroger, Tram, c2
000)
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• Using working styles to build more effective teams

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Attitude Expressing Energies
EXTRAVERSION Flamboyant Outspoken Talkative In
volved Bold Action Breadth Gregarious Outward
Focus
INTROVERSION Thoughtful Observant Intimate Qui
et Depth Cautious Reserved Reflective Inward
Focus
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Sensing Intuition Viewing the world
SENSING Persistent Practical Specific Prec
ise Factual Security Focus on the realism
here and now
INTUITION Inspiration Abstract Global Indirect
General Concepts Focus on the imagination fu
ture potential
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Rational Function How we make decisions
Impersonal Objective Correct
Competitive Detached Formal
THINKING Focus on the task
Focus on the relationship FEELING
Caring Informal Considerate
Involved Personal Accommodating
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• Understanding yourself
• Understanding others
• Connecting

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calm quiet detailed
challenging bold big
safe thoughtful value-based
fantastic passionate high energy
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Demonstrated Behaviors
questioning deliberate cautious precise formal
strong-willed competitive demanding determined
purposeful
caring patient sharing relaxed encouraging
sociable dynamic persuasive enthusiastic demon
strative
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Lets do it RIGHT
Lets do it NOW
Lets do it in a CARING way
Lets do it TOGETHER
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Who are YOU?
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You are not one COLOR!
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What are your G i f t s
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Gifts

• Sets clear targets for themselves
• Is honest and direct with the team
• Presents ideas and facts with absolute
  certainty
  
• Provides a fast response to the teams needs
• Brings energy and momentum to the project

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Challenges

• May be in a hurry to present a solution without
  always listening thoroughly to the business
  needs
  
• May appear intimidating
• May sometimes move on to the next big
  opportunity before finalizing the details of the
  last one
  
• May be so single-minded that they fail to
  anticipate problems or explore alternative
  approaches

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Gifts

• Brings great energy and enthusiasm to the role
• Socializes well with the team and makes meetings
  positive and upbeat
  
• Takes a creative approach to solving problems
• Believes that anything is possible and talks in
  a compelling way about future possibilities
  
• Brings optimism to the team, inspiring others to
  embrace new ideas and concepts

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Challenges

• May make promises they cannot keep
• May lose track of time, show up late, or run
  over
  
• May forget the finer details by focusing too
  much on the big picture
  
• May lose interest in the project and fail to
  follow through completely

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Gifts

• Excels at maintaining long-term relationships
  with team members
  
• Listens well and takes time to establish needs
• Takes a collaborative, partnership approach to
  implementation
  
• Brings a voice of reason to the team, ensuring
  new ideas are really in the best interest of
  the business

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Challenges

• May be seen as hesitant and lack a sense of
  certainty in proposing solutions
  
• May avoid confrontation or delivering a
  difficult message by sometimes taking the path
  of least resistance
  
• May appear to lack passion and/or excitement
  about their area of responsibility
  
• May be seen as slow to respond

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Gifts

• Asks excellent fact-finding questions
• Allows the team time to reflect and consider
  options
  
• Demonstrates care by attention to detail
• Provides accurate and timely data to support the
  project
  
• Plays a questioning role within the team,
  ensuring decisions made will have a viable
  benefit to the business

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Challenges

• May appear cold, dispassionate and severe
• May present so much information that the team
  loses interest
  
• May ask too many questions and take too long to
  suggest a solution
  
• May show discomfort with an unstructured
  meeting
  
• May become irritated with team mates who appear
  disorganized and unplanned

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T
2
eams
What works for me
What doesnt work for me
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3
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• The team has a set of common objectives
• on which to focus
• Objectives are SMART (Specific,
• Measurable, Achievable, Realistic,
• Timebound)
• Team objectives are understood
• committed to by all

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• Appropriate people involved consulted
• Differences of opinions used to improve
• quality of decisions
• Consensus reached on most issues

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A
C
ccountability
ommitment

• Individuals committed to team success
• Individuals accept self-responsibility
• Team takes collective ownership of issues

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V

• Clear sense of purposes
• direction
• Team knows where they are
• headed why
• Vision perceived by team
• as challenging exciting

ision
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• Environment provides for open safe
• discussion
• Members comfortable giving receiving
• feedback
• Communication timely, honest, relevant

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• Participation actively encouraged
• Individuals engaged and active in
• team affairs
• All team members involved in
• achieving results

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C
reativity

• Innovation fresh ideas
• encouraged
• Change is welcomed
• rewarded
• Team receptive to new
• ideas suggestions
• from team members

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• Working environment positive,
• comfortable
• A sense that this is a good
• place to be
• Visible spirit energy

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• Feelings expressed without fear
• Empathy understanding prevail
• Individuals sensitive to others needs
• concerns

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• Feelings opinions exchanged
• without fear
• Individuals have confidence in
• integrity of others on team
• Members feel safe with one
• another

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• All team members treated as equals
• Different styles personalities valued
• Diversity of opinions used to improve
• quality of decisions

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• Meetings well-planned prepared
• Meetings produce outcomes actions
• Meetings are participative

M
eetings
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• Team continuously seeks to improve
• processes
• Team regularly reviews its performance
• against objectives
• All individuals involved in reviewing
• performance of self, others, team

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• Individual roles responsibilities clearly
• defined and understood by team
• Individuals aware of their specific roles
• within team
• All team members know how where
• they add value

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• Causes of problems clearly identified
• before solutions are implemented
• Alternative solutions considered before
• decisions made
• Problem-solving tools techniques used

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• Team adopts disciplined
• approach to work
• All team members involved in
• achieving results
• Individuals accept responsibility
• for team success

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3-4

• Activity Plop your dots
• Rate your team
• Identify the 5 MOST CRITICAL
• team attributes
• Identify your teams TOP 2 needs
• for development

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The Power of team
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Approach to task objectives Determination Perfor
mance
Discipline
Decision making Results Decisive Assertive Acc
ountability
Commitment
Problem solving Standards Process Analysis Rol
es
Vision Drive Enthusiasm Positive thinking Comm
unication
Meeting Planning Organization Time Mgmt Proces
s
Value Trust Listens Loyal Team
Creativity Persuasive People Skills Involvement
Impact Atmosphere Feelings Assisting Flexible
Shares Ideas
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What are the challenges?
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• Do unto others as you
• would be done unto.

THEY
X
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• be bright, brief and be gone
• be direct to the point
• focus on results
• try to take over
• hesitate or waffle
• focus on feelings

Do
Do not
Approaching and Communicating
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• be entertaining stimulating
• be friendly sociable
• be open flexible
• bore me with details
• ask me to work alone
• tie me down with routine

Do
Do not
Approaching and Communicating
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• be patient supportive
• give me time to answer
• work at my pace
• ask my opinion
• spring last minute surprises
• push me to make quick decisions
• take advantage of my good nature

Do
Do not
Approaching and Communicating
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• be well prepared thorough
• let me consider the details
• put things in writing
• get too close or hug me
• be flippant on important issues
• change my routine without notice

Do
Do not
Approaching and Communicating
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A
ccountable
R
esponsible
C
onsult
I
nform
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Stakeholder Impact Engagement
Involve
Involve
Hands-on
High
Seek Advice
Seek Advice
Involve
Impact
Medium
Inform
Seek Advice
Involve
Low
High
Medium
Low
Commitment
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The building blocks of a team
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Do you really need a team?

• Start with the worknot the team
• Range of expertise experience?
• Shared workloads?
• Brain power of many?
• Buy-in of stakeholders?

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What are your objectives? What skills do you need
?

• Broad project outcome?
• Technical skills?
• Team skills?
• Whats the best mix?

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Plan your operating framework

• What teamwork attributes are most needed?
• Whats current measures?
• Where are the critical gaps?

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Assemble the team

• Discuss agree on outcomes to be achieved
• Clarify common purposes
• Identify each individuals personal contribution
  to overall team success

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Explore establish operating ground rules

• Limit to 5
• Solicit team input and vote
• Say what you mean mean
• what you say

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Identify utilize individual working styles,
strengths

• Audit individuals strengths
• Recognize individuals blind spots
• Adapt and connect

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Include leader as member

• Be a member, not just boss
• Emphasize importance of all roles
• Act as role model
• Maintain effective communication
• Listen
• Be prepared to share leadership

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Continually monitor objectives

• Are objectives still correct?
• Do members still have clear focus?
• Individually
• As a team
• Think continuous improvement

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Manage meetings

• Review progress on tasks
• Reflect on how team is working
• Consider corrective actions
• Have a purpose a process

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Know when how to close

• Acknowledge completion
• Conduct post-mortem
• Include all stakeholders
• Capture lessons learned
• Evaluate teams performance
• Formally close celebrate

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SAMPLE

• Be one team, one voice
• Understand accept that our agreement will not
  be unanimous at all times
  
• We will speak with one voice
• We will support the team decisions when apart

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What are the challenges?
V
T
irtual
eams
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WHITTLE CONSULTING GROUP
www.WhittleConsultingGroup.com
Paris Boehm, Associate 515.720.1098 Paris_at_Whit
tleConsultingGroup.com

THANK YOU!!!