TEAM Building

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TEAM Building
Managerial Skills 53135501
Instructor Daria S. Torres

• Rutgers School of Business Camden

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Agenda

• Opening Thoughts on Teamwork
• Teamwork in Action
• Discussion The Discipline of Teams
• Activities Group Draw, Consensus Selection
• Discussion The Team That Wasnt
• Discussion Creating a Functioning Team
• Activity Rebuilding the Book
• Recap and Reflection
• Before Next Session

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Opening Thoughts on Teamwork

• Famous Words

• Famous Athletes

1. If a team is to reach its potential, each player
   must be willing to subordinate his personal goals
   to the good of the team
2. I am a member of a team, and I rely on the team,
   I defer to it and sacrifice for it, because the
   team, not the individual, is the ultimate
   champion. 
3. Individual commitment to a group effort - that is
   what makes a team work, a company work, a society
   work, a civilization work
4. The way a team plays as a whole determines its
   success. You may have the greatest bunch of
   individual stars in the world, but if they don't
   play together, the club won't be worth a dime.
5. Talent wins games, but teamwork and intelligence
   wins championships.

1. Mia Hamm
2. Babe Ruth
3. Michael Jordan
4. Vince Lombardi
5. Bud Wilkinson

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Teamwork in Action - Take 1!
Source http//www.youtube.com/watch?vO8nrrVVMbBM
featurerelated
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Teamwork in Action - Take 2!
Source http//www.youtube.com/watch?viFxNFeNqlVc
featurerelated
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(No Transcript)
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Sanergy Fast Facts from MIT YouPitch

• 2.5B people lack access to adequate sanitation in
  the developing world (8M in Kenya, target market)
• 1.6M children die from this each year
• 177M market
• 500K people served in 5 years
• 5000 sanitation facilities
• 7.5M KW-hours of electricity
• 11K tons of fertilizer

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Email from David Auerbach
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HOW TEAMS FUNCTION IN THE WORKPLACE
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The Discipline of Teams

• Key Points
• A team is a small number of people with
  complementary skills who are committed to a
  common purpose, set of performance goals, and
  approach for which they hold themselves mutually
  accountable
• Smaller teams work better than larger teams
• Specific and measurable performance goals shape a
  meaningful purpose for its members
• Teams must have complementary skills necessary
  for the teams job
• Technical or functional expertise
• Problem-solving and decision-making skills
• Interpersonal Skills
• Discussion Questions
• Why do smaller teams generally work better than
  larger teams?
• How would you persuade a manager to set
  performance goals for your team?
• Would you rather be on a team that is
  recommending things, making things or running
  things? Why?

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Group Draw!

• Each team has a sheet of paper
• Every 15 seconds, the paper will be passed from
  one person to the next (for 90 seconds)
• Something must be added to the drawing each time
  the paper is passed (6x)
• No discussion is permitted during the drawing,
  nor any agreement before the drawing of what the
  team will draw
• Part 2
• Take 1 minute to select a theme
• Repeat the exercise over the next 90 seconds
• Your end product will be voted upon

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The Impact of Direction

• The mind moves in the direction of our currently
  dominant thoughts
• Earl Nightingale
• (Motivational speaker / author)

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Activity Consensus Selection

• Round 1
• Individually and quietly select the one picture
  that best reflects your learning team experience
• Share with your team and explain your choice
• Now, you have one minute to select the one
  picture (from among the images already chosen)
  that best reflects the teams consensus
• Round 2
• Individually and quietly think of a word to
  describe your experience as a Rutgers MBA student
  thus far
• Pair with another learning team
• Build consensus on the one word you all agree
  best reflects your experience so far. You have
  90 seconds

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MANGAING TEAM DYNAMICS IS ESSENTIAL TO TEAM
SUCCESS
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The Team That Wasnt

• Case Summary
• FireArt is a family-owned glass novelty company
  whose earnings have flattened in the last 18
  months due to technology advancements in the
  industry
• Eric is appointed as the new director of strategy
  and creates a strategic planning team of the top
  people -- Ray (manufacturing), Maureen (design),
  Randy (advertising), Carl (distribution), and
  Eric (strategy)
• The meetings have not been productive and Randy
  has proven to be a difficult force within the
  group
• For Discussion (Why the team doesnt work)
• Real teams have to get things accomplished, not
  get along
• Every organization has some members who work best
  as solo performers
• Teamwork is a business expedient, not a
  philosophy, and rules may be bent when necessary
• One person can not destroy a team unless the
  other members enable it
• Its best to turn difficult people into better
  team members, but that shouldnt be a leaders
  primary focus
• A traditional, hierarchical management structure
  does not support teamwork

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BUILDING A HIGH PERFORMING TEAM
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Creating a Functioning Team

• Key Points
• Establish urgency
• Set performance standards and clear direction
• Select members for skill and skill potential, not
  personality
• Pay particular attention to first meetings and
  actions. Initial impressions always mean a great
  deal
• Set clear rules of behavior
• Set and seize upon a few immediate
  performance-oriented tasks and goals
• Challenge the group regularly with fresh facts
  and information
• Spend lots of time together, formally and
  informally through various methods
• Exploit the power of positive feedback,
  recognition, and reward

Source Jon R. Katzenbach, Douglas K. Smith, The
Discipline of Teams, Harvard Business Review,
March-April 1993
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Activity Rebuilding the Book

• You will each receive 1 or more pictures from the
  same book
• As quickly as you can, sort the pictures into the
  order that you think is the correct sequence
• You will be timed and the clock will not stop
  until you have no errors in your sequence
• There will be a prize if you finish in under 5
  minutes

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Recap and Reflection

• Today we examined
• The critical components for a successful team
• How to repair a dysfunctional team
• Reflection
• What was the most eye-opening thing you saw or
  heard today?
• How will you adjust your approach to teamwork as
  a result of todays conversations?

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Team Building Gone Wrong
Source http//www.youtube.com/watch?vFhZCLGM8v4g
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Before Next Session

• Read
• Serrat, Wearing Six Thinking Hats
• Surowiecki, The Wisdom of Crowds
• Complete
• Six Thinking Hats poll (link available on Sakai
  under Resources ? Assignments)

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UNUSED SLIDES
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Comparing Working Groups to Teams

• Working Group

• Team

• Shared leadership roles
• Individual and mutual accountability
• Specific team purpose that the team itself
  delivers
• Collective work products
• Encourages open-ended discussion and active
  problem-solving meetings
• Measures performance directly by assessing
  collective work products
• Discusses, decides and does real work together

• Strong, clearly focused leader
• Individual accountability
• The groups purpose is the same as the broader
  organizational mission
• Individual work products
• Runs efficient meetings
• Measures its effectiveness indirectly by its
  influence on others (e.g. financial performance
  of the business
• Discusses, decides, and delegates

Adapted from McKinsey Companys Interpersonal
and Interactive Skills