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Effective team performance
1. The document discusses key factors that define and contribute to effective team performance such as having a common purpose, putting people together to work cooperatively, and being mutually accountable. 2. Six critical skills for team members are identified: interpersonal communication, systematic problem-solving, planning and goal setting, collaborative conflict resolution, group decision making, and meeting management. 3. The "Seven C's of Effective Team Performance" are outlined as clarity, capability, collaboration, commitment, communication, continuous improvement, and creativity.
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Effective team performance
- 1. Effective Team Performance
- 3. Effective Team Performance
- 4. Introduction Activity • What is your name, department? • Where did you grow up? • Tell us about your first car? • What was your first job?
- 5. How do you define…… TEAM?
- 6. TEAM A group ofpeople organized to work together to accomplish a common purpose for which they share accountability
- 7. 3 Key Factors •Putting people together to work • Having and overall common purpose • Being mutually accountable
- 8. How do you define…… TEAMWORK
- 9. Teamwork is…. Cooperative effort by the members of a group or team to achieve a common goal
- 10. The Terrible Twenty Why Some Teams Struggle
- 11. Six Critical Skillsof Team Members • Interpersonal communication • Systematic problem-solving • Planning and goal setting • Collaborative conflict resolution • Group decision making • Meeting management
- 12. Activity Systematic Problem Solvingand Conflict Resolution
- 13. Ten Qualities ofAn Effective Team Player • Demonstrates reliability • Communicates constructively • Listens actively
- 14. Ten Qualities ofAn Effective Team Player • Functions as an active participant • Shares openly and willingly • Cooperates and pitches in to help
- 15. Ten Qualities ofAn Effective Team Player • Exhibits flexibility • Works as a problem-solver • Treats others in a respectful and supportive manner • Shows commitment to the team
- 16. 8 Roles ofa Team Leader • Provide Purpose • Establish Shared Ownership • Develop Team members to the fullest potential • Build a star team, not a team of stars • Motivate and inspire team members • Lead and facilitate constructive communication • Monitor, but don’t micromanage
- 17. Supervisors as Coaches • Meet Regularly • Give lots of feedback • Help resolve problems and conflicts • Push accountability • Mentor
- 18. Encourage Excellence • Review Progress Regularly • Provide constructive feedback • Support Professional Development • Address problems constructively and timely • Recognize successes
- 19. Seven C’s ofEffective Team Performance Clarity An understanding of the teams purpose, expected outcomes, roles, responsibilities, and expectations
- 20. Seven C’s ofEffective Team Performance Capability Having the necessary skills and knowledge to complete tasks efficiently and appropriately.
- 21. Seven C’s ofEffective Team Performance Collaboration An understanding of how to work together and use resources effectively to achieve team goals
- 22. Seven C’s ofEffective Team Performance Commitment A high degree of commitment to the team’s mission and to each other.
- 23. Seven C’s ofEffective Team Performance Communication An understanding of positive communication practices, including active listening, and giving and receiving feedback
- 24. Seven C’s ofEffective Team Performance Continuous Improvement An commitment to continuously improve work processes and team effectiveness.
- 25. Seven C’s ofEffective Team Performance Creativity Conditions that encourage diverse thinking, new ideas, and innovative solutions
- 26. What is Teambuilding? TwoCategories of Team-Building • Social Activities •Team-Related Exercises
- 27. Team Building Exercise Shipbuilding Shipbuilding SHIPBUILDING
- 28. Comparison of aTeam Coach and a Work Group Boss Function Coach of Team Boss of Work Group Control and Plays leadership role and Nearly total control responsibility of group pushes accountability so and responsibility for that team members the group; the share in what affects the authority figure team as a whole Outcomes focused on Performance results and Business, work development of team getting done Extent of guidance Frequent. Teaches, Rare. Guides more supports, clarifies by telling people what direction, gets resources, to do gives feedback, encourages, challenges
- 29. Comparison of aTeam Coach and a Work Group Boss Function Coach of Team Boss of Work Group Communication flow Group level and one- Moore often one-on- with staff on-one one Two-way interactions More one-way interactions Decision making, Involves team in Makes more planning, problem issues affecting the decisions, plans solving group Solves most problems Consults to seeks affecting the group consensus
Editor's Notes
- #2 It is easy to think that teamwork is natura, and that people instinctively have the interpersonal skills to work together. Perhaps that was more true 150 years ago when tema success – in the form of families or viallages working togeter to rais a barn or bring in the crop might have been rewarded. However, since the industrial lage, performance of the individual has been paramount. One gets hired on his or her individual merit. Companies hire individuals to fill specific needs and those getting hired stand alon or wlk on their individual skills. While so many things are given attention in the workplace, attention to the team as a whoe may not be given enough attention. Resulting in dysfunction and failure
- #4 It is easy to think that teamwork is natura, and that people instinctively have the interpersonal skills to work together. Perhaps that was more true 150 years ago when tema success – in the form of families or viallages working togeter to rais a barn or bring in the crop might have been rewarded. However, since the industrial lage, performance of the individual has been paramount. One gets hired on his or her individual merit. Companies hire individuals to fill specific needs and those getting hired stand alon or wlk on their individual skills. While so many things are given attention in the workplace, attention to the team as a whoe may not be given enough attention. Resulting in dysfunction and failure
- #20 The clasrit of a teams mission goal and roles hel to define the teams direction Clarity iof purpose focuses a team on what to accomplish and how it fits within an organizations larger priorities. When the directions is clear it is easier to accomplish work together
- #21 The teams collective skills, knowledge and experience form its foundation and help to determin the extent to which the team is able to perform to its potential. This is everybody’s job – to make sure that team members are capable….
- #22 Individuals must be anle to work individually and intedependently, in order to maximize performance and accomplish goals.
- #23 Every team member should demonstrate some commitment. Commitment to the team, to high performance standards, customer satisfaction , to name a few are critical to effective team performance.
- #24 A team must keep itself connected, informed, and coordinated. The quality of a teams communication can shed some lite on their effectiveness. High performing teams have open, honest communication,. This communication should not be hindered by fear or other problems.
- #25 This allows the team to adapt to new challenges. Efforts as individuals and as a team should be rigorously evaluated. The team must be able to react to changes in a way that masimizes and continually enhances team performance.
- #26 The environment should support taking appropriate risks, effective prroblem solving and tolerance for new and different ideas. Making new connections is important.