Understanding Team Roles

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Understanding Team Roles

• By Team 3

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The Team

• Brad Aytes
• Jeremy Dailey
• Zack Dunn
• Barry Fleming
• Jacob Tinsley
• Dylan Williams

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Agenda

• Building a team
• Working as a whole
• Team Success Table
• Responsibilities, roles, goals of
• Clients and Sponsors
• Project manager
• Subject manager expert
• Creative Mind
• Secretary
• Quality Control
• Subordinate
• Multi-Tasking
• Some reference sites
• Reasons Team Roles are Important
• Where do I fit in

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Agenda (cont.)

• The Players
• Belbin Model
• Tuckman Model
• Ways to optimize performance
• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting
• Maintaining
• Linking
• Questions, comments, and contact

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Building A Team

• The people
• The Groups
• The Suppliers
• Knowledge
• Skill
• Attitude
• Management

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Working As A Whole

• Providing line of sight
• Amplify the energy
• Create tracks, make footprints

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Team Success Table
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Client or Sponsor

• Responsibility
• Role
• Goals

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Creative Mind

• Responsibility
• Role
• Goals

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Project Manager

• Responsibility
• Role
• Goals

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Subject Matter Expert

• Responsibility
• Role
• Goals

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Secretary

• Responsibility
• Role
• Goals

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Quality Control

• Responsibility
• Role
• Goals

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Subordinate

• Responsibility
• Role
• Goals

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Multi Tasking

• Be Prepared!

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Some Reference Sites

• www.personalitypathways.com
• www.keirsey.com
• www.uwsp.edu/education/lwilson/links/learningstyle
  s.htm

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Reasons Team Roles are Important

• To ensure each team player knows what there
  expected to do.
• To have some sort of order while working on
  your project

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The players

• Explorers
• Caretakers
• Peacekeeper
• Manager
• Investigator

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Belbin Model

• Team Selection
• Team Development
• Problem Solving
• Understanding Team Work as a Work Style
• Self and Team Awareness

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Tuckman Model

• Five Stages of Group Development
• Forming
• Storming
• Norming
• Performing
• Adjourning

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Stage 1 Forming

• Individual behavior
• Serious issues and feeling avoided
• Focus
• Comfortable Stage

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Stage 2 Storming

• Group
• Rules of engagement
• Important Issues Addressed
• Work itself
• Team Roles
• Conflict

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Stage 3 Norming

• Understand each other
• Appreciate skills
• Listen
• Work hard to keep this stage

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Stage 4 Performing

• Not all groups reach this stage
• Interdependence
• Flexibility
• Knows each other
• Trusts each other
• Knows where everyone stands
• Group identity, morale, loyalty, all on high

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Stage 5 Adjourning

• Completion
• Disengagement
• Proud, Achieved much
• Glad to be a part of a group
• Recognize what theyve done

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Ways to OptimizePerformance

• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting

• Maintaining
• Linking

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Advising

• Gathering and giving information

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Innovating

• Creating new ideas
• Thinking up new ways to tackle old problems

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Promoting

• All jobs have an element of promoting in them
• Some people shy away from, while others are very
  good at it.

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Developing

• Creativity is often required in the developing
  process.

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Organizing

• Some people dislike the hard decisions one has to
  make in the organizing process, while others
  thrive off of them.

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Producing

• Heart and soul of most organizations
• All teams will have some element of the work they
  do in the producing process.

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Inspecting

• High quality needs to be maintained.
• Procedures must comply with safety, security, and
  other regulatory areas.

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Maintaining

• Ensuring that the infrastructure is in place so
  that the team, division or organization can work
  with maximum efficiency.

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Linking

• Central to success of all teams
• Someone has to coordinate all the team members to
  ensure that there is maximum cooperation and
  interchange of ideas, reports and experiences.

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Summary

• Building a team
• Working as a whole
• Team Success Table
• Responsibilities, roles, goals of
• Clients and Sponsors
• Project manager
• Subject manager expert
• Creative Mind
• Secretary
• Quality Control
• Subordinate
• Multi-Tasking
• Some reference sites
• Reasons Team Roles are Important
• Where do I fit in

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Summary (cont.)

• The Players
• Belbin Model
• Tuckman Model
• Ways to optimize performance
• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting
• Maintaining
• Linking
• Questions, comments, and contact

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Questions Comments

• Feel free to ask any questions.
• Comments?

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Contact Information

• Team3_at_fountainheadcollege.com
• Fountainhead College of Technology
• Knoxville, TN 37921