Effective Team Building

A Tampa Bay WorkForce Alliance E-Course

WHAT IS A TEAM?
A team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals. Okay, but what does interdependently and cooperatively mean? Interdependence is dependence on each other or one another; mutual dependence or need. Cooperative or to Cooperate is to act or work with another or others : to associate with another or others for mutual or equal benefit. So, a TEAM is a group of people who need each other and work together to complete a specific task or solve a problem.

WHAT IS A TEAM?
Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself. It has a lot to do with your understanding of the mission or objectives of your organization. Teams are created for both long term and short term. Some long term teams may be a product development team, an executive leadership team, or a departmental team. These are teams that are involved in long-lasting planning and operational groups. Short term teams might include a team to develop an employee orientation process, a team to plan a company function like an annual picnic or party, or a team to address a specific problem. These are teams that are together until the task at hand is done.

WHAT IS A TEAM?
There are three common types of teams:
Functional or departmental teams Cross-functional teams Self-managing teams

Groups of people from the same work or department who meet on a regular basis to analyze customer needs, solve problems, provide members with support, promote continuous improvement, and share information.

Groups of people who are pulled together from across departments or job functions to deal with a specific product, issue, customer, problem or to improve a particular process.

Groups of people who gradually assume responsibility for selfdirection in all aspects of work.

TIPS FOR TEAM BUILDING

How to build successful work teams

According to How to Make Teams Effective by Susan Heathfield, people in every workplace talk about making the culture team- oriented. In order to achieve this goal, there must be an understanding of the two main objectives to working as a team the Task and the Process. The Task is the problem or issue at hand that needs to be worked on by the team. The Process is the way in which the team effectively works together in synergy to solve or address the task at hand. The process is the most difficult part because it requires the members of the team to work together in-light of their differences whether it is their work style, their ideals, their ability to execute or delegate - everyone has to bring their individual talents to the table and allow the group to examine and accept what will be needed to contribute to the whole team.

TIPS FOR TEAM BUILDING

How to build successful work teams

Regardless of why a team is brought together or what the team is called, the main idea behind creating a team is to have a group effort in order to improve something. A successful team building effort can create an effective, focused work team that will have the following twelve cs - 12 Characteristics:

1. 2. 3. 4. 5. 6.

Clear Expectations Context Commitment Competence Charter Control

7. 8. 9. 10. 11. 12.

Collaboration Communication Creative Innovation Consequences Coordination Cultural Change

The 12 Cs of Team Building

COMMUNICATION OF CLEAR PERFORMANCE EXPECTATIONS The first C of Team Building is having clear expectations. Communication of clear performance expectations starts with the supervisors plan. The communication of these plans and goals to the organization is critical to create an organization in which all components are connected and pulling in the same direction. Executive leadership must clearly communicate its expectations for the teams performance and expected outcomes to support each area of the organization with the overall mission and vision. A vision is a statement about what your organization wants to become. All members of the organization should feel proud, excited, and part of something much bigger than themselves. A vision should stretch the organizations capabilities and image of itself. It gives shape and direction to the organizations future.

The 12 Cs of Team Building

COMMUNICATION OF CLEAR PERFORMANCE EXPECTATIONS How do you know if Clear Communication of Expectations has been achieved? You can ask these questions to ensure that everyone involved is on the same page: Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention, and interest directed its way by executive leaders?

The 12 Cs of Team Building

COMMUNICATION OF CLEAR PERFORMANCE EXPECTATIONS
You will also know if there has been clear communication of expectations because the organization demonstrates support for the teams success in three key ways: 1. There is a constancy of purpose in supporting individuals and teams with the resources of people, time and money that will enable them to accomplish their goals. When the resources the team needed are provided, it ensures the development of teamwork and the team's best chance for success.

2.

The work of the team gets enough emphasis as a priority in terms of the time, discussion, attention and interest directed by their supervisors. Employees are watching and need to know that the organization really cares. Finally, the third part of organizational support is the reward and recognition system. When the performance expected is accomplished both public recognition and private compensation are deserved. Publically cheering and celebrating team accomplishments enhances the team's feeling of success. The recognition clearly communicates the behaviors and actions the company expects from its employees.

3.

The 12 Cs of Team Building

CONTEXT In an effective team, the concept of context is addressed. Team members understand why they are on the team and how the team fits within their organization. In an effective team, team members understand where the work of their team fits in the total picture of their organizations plans and goals. Team members understand why using teams will help their organization attain its business goals. In fact, they understand the context of a team culture so well, they are convinced that teams are the only way their organization will excel.

The 12 Cs of Team Building

CONTEXT How do you know if Culture and Context has been achieved?

You can ask these questions to ensure that everyone involved is on the same page:
Do team members understand why they are on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their teams importance to the accomplishment of goals? Does the team understand where its work fits in the total context of the organizations goals, principles, vision and values?
INDIVIDUAL TEAM

TASK

The 12 Cs of Team Building

COMMITMENT The depth of the commitment of team members to work together effectively to accomplish the goals of the team is a critical factor in team success. The relationships team members develop out of this commitment are key in team building and team success.

The 12 Cs of Team Building

COMMITMENT You need to answer a series of questions to assess the commitment level of team members to work on a team. Team Choice: Do team members want to participate on the team? Do they perceive that they had a choice about working on a particular team? Tapping into an employee's commitment is much easier if they are participating by choice. When possible, it is recommended to request voluntary team participation. On all teams that are extra to an employee's core job, employees should choose to participate. Even participation on a mandatory team garners more commitment when the employees on the team are empowered to set direction, establish goals, and make choices.

The 12 Cs of Team Building

COMMITMENT Work Is Mission Critical: Do team members believe the team mission is important? Are members committed to accomplishing the team mission and expected outcomes?

Team members want to feel as if they are part of something bigger than themselves. They need to understand where their team mission falls in the bigger organizational scheme, the overall leadership vision.
Team commitment comes from team members knowing the expected outcomes and where the outcomes fit in the whole organization's strategic plan.

The 12 Cs of Team Building

COMMITMENT Team Members Feel Valued: Do team members perceive their service as valuable to the organization and to their own careers? A double win is achieved if team members find themselves valued by the organization and also receiving additional benefits. These can include growing and developing their skills and career by participating on the team, making new contacts and perhaps, finding new mentors who are committed to their growth is a plus, too. Recognition: Does an organization have a track record of providing recognition for successful teams and their projects? Almost everyone likes and needs some form of recognition. Challenge, Excitement and Opportunity: Are team members excited and challenged by the team opportunity? If so, the chances of their commitment to the process and the outcomes is magnified.

The 12 Cs of Team Building

COMPETENCE
Competence: a. The state or quality of being adequately or well qualified; ability. b. A specific range of skill, knowledge, or ability.
Does the team feel that it has the appropriate people participating? Each person needs to feel that everyone they are working with are the right people to do the task at hand. It would be appropriate to have someone from Program Development, Education and Training Development and an Instructor or two if the issue the team had been tasked with related to a programming issue.

Does the team feel that its members have the knowledge, skills and capabilities to address the issues for which the team was formed? If not, does the team have access to the help it needs? It is important to make sure that the people involved on the team are on the same level with their knowledge and skills to address the issue or task. If it is agreed upon by everyone on the team that they do not have the skills necessary, then they should be able to contact or bring in another source to find a solution.
Does the team feel it has the resources, strategies, and support needed to accomplish its mission? Even if everyone on the team agrees that they all have the qualifications to address the task, it is essential that the team has resources to complete the task. For example, if the team was planning a company party, do they have the ability or funds to rent a location or provide food, drink and decorations? Do they have support from management to make reservations, order and go where they need to in order to get supplies?

The 12 Cs of Team Building

CHARTER
The word charter can have different meanings however, in this case, it is best defined as a document outlining the principles, functions, and organization.

Has the team has taken on its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission? Like the organization, the team needs to have a mission and vision so that they can create a strategy to achieve the goal. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Just as it is important that management clearly communicate the goals of the task, the team has to determine what to do, how it will be done and when it will be done so that they can be supported in their efforts by management.
Does the leadership team or other coordinating group support what the team has designed? If the team has decided a mission, vision, and strategies to accomplish their goals, the leadership team can approve and support the team better.

The 12 Cs of Team Building

CONTROL Control in the sense of team building refers to whether or not the team has support from the organization to make decisions regarding how, when, how much, etc. The team members need to know that they have enough control to make things happen. At the beginning of the project, the team needs to list any limitations that may be a barrier to successfully achieving their goals. These limitations should be addressed so that everyone is on the same page on what and how these will be handled. The team needs to have freedom and empowerment in order to feel a sense of ownership needed to complete the Charter it has created. At the same time, team members need to clearly understands their boundaries . This means that each person understand the extent that they can go to pursue a solution. If it is unethical or beyond the authority they have been granted by their group and/or supervisors, then they are outside their boundaries.

The 12 Cs of Team Building

CONTROL How do you know if the team has been given enough control by the organization to achieve their goals? Ask these questions: Has the organization defined the teams authority? To make recommendations? To implement its plan? Is there a defined review process so both the team and the organization are consistently aligned in direction and purpose? Do team members hold each other accountable for project timelines, commitments, and results? Does the organization have a plan to increase opportunities for self-management among organization members?

The 12 Cs of Team Building

COLLABORATION
The definition of the word collaborate is to work together, especially in a joint intellectual effort.

Does the team understand team and group process? Do members understand the stages of group development?
The Team and Group Process includes four stages of development. These stages are essential for the group or team to function well together. The four stages Forming Storming Norming Performing is a model of group development, first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results.

THE FOUR STAGES OF COLLABORATION

1 Forming is the first stage of team building. Supervisors of the team tend to need to be directive during this phase. The forming stage of any team is important because, in this stage, the members of the team get to know one another, exchange some personal information, and make new friends. This is also a good opportunity to see how each member of the team works as an individual and how they respond to pressure. 2 The Storming stage is necessary to the growth of the team. Tolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail. Supervisors of the team during this phase still need to be directive in their guidance of decision-making and professional behavior. The groups will resolve their differences and group members will be able to contribute with one another more comfortably and they won't feel that they are being judged.

At some point, the team enters the Norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. Team members begin to trust each other and motivation increases as the team gets more familiar with the project. The team members can be expected to take more responsibility for making decisions and for their professional behavior.

The Performing stage is not reached by all groups, however it is the goal. These highperforming teams are able to work as a unit as they find ways to get the job done smoothly and effectively . Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now capable, independent, and able to handle the decision-making process without supervision.

The 12 Cs of Team Building

COLLABORATION
Other questions that can be asked to help determine whether or not your team is working together collaboratively are: Are team members working together effectively? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making, and meeting management?

The 12 Cs of Team Building

COMMUNICATION
Communication: is key to the success of any endeavor. People need to be able to talk to one another and be able to work through ideas, objections and differences. To know if your team is communicating well, ask these questions Are team members clear about the priority of their tasks? Each team member needs to be clear about what they are supposed to contribute, know how important their contributions are to the task and be able to prioritize properly to ensure quality work. Is there an established method for the teams to give feedback and receive honest performance feedback? A method should be established when the team first meets between the team and the leadership to ensure positive performance and outcomes.

Creative Innovation is the process of creating a new idea to be put into practice.

The 12 Cs of Team Building

CREATIVE INNOVATION
Most organizations that embrace creative innovation ensure that their employees have an opportunity to access the latest training in a particular field, educational classes, books and films to keep them up-to-date in current trends, as well as trips to see other examples of innovative ideas being implemented in a common industry. The more informed their employees are, the more likely the organization will be in the top of its field. Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? The organization needs to be interested in change. It needs to value and embrace creative thinking, unique solutions and new ideas in order to implement the solution proposed by the team set to task. Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo?

If the organization rewards the status quo people who try to keep the same old ideas in practice, then the team tasked with finding a solution and creating a new idea may lack the support they really need in order to really make a change or difference.
Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?

The 12 Cs of Team Building

CONSEQUENCES
The word consequences usually makes one think about the results or penalties when someone has done something wrongbut when building a successful team, it implies responsibility and reward. The team members need to feel responsible to the team and the organization, as well as the results of the task at hand. They also need to celebrate the teams achievements. Ask these questions to ensure that your team is responsible, respected and rewarded for team work well done. Do team members feel responsible and accountable for team achievements?

Are rewards and recognition supplied when teams are successful?

Is reasonable risk respected and encouraged in the organization? Is the organization designing reward systems that recognize both team and individual performance? Can contributors see their impact on increased organization success?

The 12 Cs of Team Building

COORDINATION The word coordination comes from the word coordinate. This word means to organize: bring order and organization to; to bring into common action, movement, or condition; "coordinate the painters, masons, and plumbers"; "coordinate his actions with that of his colleagues"; "coordinate our efforts; to align: bring (components or parts) into proper or desirable coordination and association or correlation. Because there are a number of teams functioning together as one big team a company organization, it is important to have all teams and members working together, coordinating their efforts to ensure that the each individual teams goal is achieved, as well as the organizations ultimate goal.

The 12 Cs of Team Building

COORDINATION
Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success?

Is the organization developing a customer-focused processfocused orientation and moving away from traditional departmental thinking?

Have priorities and resources been planned across departments?

Are cross-functional and multidepartment teams common and working together effectively?

Do teams understand the concept of the internal customerthe next process, anyone to whom they provide a product or a service?

The 12 Cs of Team Building

CULTURAL CHANGE In many ways, culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a persons behavior. Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of generally unspoken and unwritten rules for working together. An organizations culture is made up of all of the life experiences each employee brings to the organization. Culture is especially influenced by the organizations founder, executives, and other managerial staff because of their role in decision making and direction.

The 12 Cs of Team Building

CULTURAL CHANGE In light of wanting to change an organizations culture to make it more of a team-culture, you first have to determine, define, and understand the organizations current culture.

Culture = Behavior. Culture is a word used to describe the behaviors that represent the general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress.
A norm of accountability will help make your organization successful. A norm of spectacular customer service will sell your products and engage your employees. Tolerating poor performance or exhibiting a lack of discipline to maintain established processes and systems will impede your success.

The 12 Cs of Team Building

CULTURAL CHANGE Culture is Learned. People learn to perform certain behaviors through either the rewards or negative consequences that follow their behavior. When a behavior is rewarded, it is repeated and the association eventually becomes part of the culture. A simple thank you from an executive for work performed in a particular manner, molds the culture. Culture is Learned Through Interaction. Employees learn culture by interacting with other employees. Most behaviors and rewards in organizations involve other employees. An applicant experiences a sense of your culture, and his or her fit within your culture, during the interview process. An initial opinion of your culture can be formed as early as the first phone call from the Human Resources department.

The 12 Cs of Team Building

CULTURAL CHANGE Sub-cultures form through rewards. Employees have many different wants and needs. Sometimes employees value rewards that are not associated with the behaviors desired by managers for the overall company. This is often how subcultures are formed, as people get social rewards from coworkers or have their most important needs met in their departments or project teams. The main idea is that cultural norms are learned through interactions and rewards.

The 12 Cs of Team Building

CULTURAL CHANGE To know whether or not the organization where you work or would like to work embraces Cultural Change, ask the following questions: Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs? Does the organization plan to use failures for learning and support reasonable risk? Does the organization recognize that the more it can change its climate to support teams, the more it will receive in pay back from the work of the teams?

TEAM WORK, EFFECTIVE WORK TEAMS AND TEAM BUILDING BE IN THE KNOW
Did you know that team work, effective work teams, and team building are popular topics in todays organizations? Successful teams and team work fuel the accomplishment of your planned goals. Effective work teams increase the accomplishments of individual employees and enable you to better serve customers. Teams require resources, and especially, time. Your teams are most effective when: a diverse group of employees is able to participate you limit the number of teams on which any one employee may participate the teams establish a regular meeting schedule you require periodic team goal setting minutes or notes are posted from team meetings or projects teams self-achieve by regularly adding newer employees

Thank you for participating in this Tampa Bay WorkForce Alliance E-Course.