Developing Highly Effective Teams Strategies for team

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Developing Highly Effective Teams

• Strategies for team building

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NELD Team Leadership

• Nathan Crane
• Becky Nesbitt
• Daniel Perkins
• Kim Reaman
• Matt Shane
• Teresa Witkoske

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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.

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Information contained in this presentation was
pulled from a workshop entitled High-Performing
Self-Directed Teams Some Concepts and Ideas
presented by Dr. Ray Vlasin and Dr. Arlen Leholm
for Ohio State University Extension on August 28,
2006.

• Based on their book
• Increasing the Odds for High Performance Teams

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Real Teams

• A real team is a small number of people with
  complementary skills who are equally committed to
  a common purpose, goals and working approach, for
  which they hold themselves mutually accountable.

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Single-Leader Unit

• The single-leader unit is based on the classic
  managerial approach where one person is in
  charge, makes the key decisions, assigns
  individual tasks and delegates responsibility.
  The single-leader is accountable and chooses when
  and how to modify working 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 and should be used.

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Wisdom from the authors.

• Clarity of purpose is the
• glue that keeps an
• effective team functioning.

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The Five Dysfunctions of Teams

• Absence of Trust
• Fear of Conflict
• Lack of Commitment
• Avoidance of Accountability
• Inattention to Results

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Wisdom from the authors.

• Trust is the grease that
• makes a team function.

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When to use a Real Team versus a Single-Leader
Unit
Real Team
SLU

• Issue area is broad and complex
• Involves joint products / services for best
  outcomes
• Need several years to benefit from creativity and
  innovations

• Issue area is specific and defined
• Individual contributions can be combined to
  achieve efficient outcomes
• Issue / task is short-lived or periodic in nature

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When to use a Real Team versus a Single-Leader
Unit
Real Team
SLU

• Requires substantial active involvement of
  customers
• Requires both mutual (team) and individual
  accountability
• When synergy of team members and citizens will
  grow in performance over time

• Requires less involvement and/or short-term
  involvement of customers
• Can be achieved with individual accountability
• When synergy of group members and citizens is not
  necessary

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When to use a Real Team versus a Single-Leader
Unit
Real Team
SLU

• When client is specific, product or service
  responses are specific, budgets and resources are
  assigned
• Can accommodate a command and control
  organizational environment
• Can be used for short term projects or committee
  work inside a real team

• Involves varied client needs, variety of product
  or service responses, budget and resource
  entrepreneurship
• Flourishes in organizational context of shared
  leadership and empowerment
• Leadership is treated as a function and team
  members rotate leadership based on need

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Some Key Lessons Learned
Inhibiting Team Performance
Facilitating Team Performance

• Ignoring team basics
• Treating organizational support on an ad hoc
  basis
• Practicing command and control, top-down
  leadership and accountability

• Understanding of team basics for real teams and
  their operation
• Understanding organizational basics and
  empowerment
• Commitment to and practice of shared leadership
  and mutual accountability

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Some Key Lessons Learned
Inhibiting Team Performance
Facilitating Team Performance

• 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

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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 of complex conditions and
  relationships.