Team Building

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Team Building

• By
• Jean-Maurice Lafond
• La Cité collégiale

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Who are you?

• Whats your name?
• Where are-you from?
• What are-you doing here?

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Sessions content
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Team Building Five Ws
Team Building Five Ws
Why
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And How
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Why Team Building?

• We want to move from individual to collective
  accomplishment.
• We want to provide a unique social dimension that
  enhanced work.
• We want to have fun together (work, performance,
  parties, celebrations).
• We want to motivate, challenge, reward and
  support individuals who want to be part of
  something larger.

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Why team work

• Because we are facing a situation requiring the
  real-time combination of multiple
• Skills
• Experiences and
• Judgments

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What is a team? Vs
Group of colleagues
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What is Building?
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What is Team Building?
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We build a team by

• Focusing on performance and team basics as
  opposed to trying to become a team.
• Performance any recognized accomplishment
• Performance The results of activities of an
  organization or investment over a given period of
  time.
•  An ounce of performance is worth pounds of
  promises.  Mae West

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Again, what is a team?

• A small number of people
• With complementary skills
• Who are committed to
• a common purpose
• Common performance goals
• and common approach
• For which they hold themselves mutually
  accountable.

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A common purpose

• A joint creation that will exists only because
  of the teams collaborative effort.
• That they own and can translate into specific
  actionable goals.
• That give identity, pride and responsibility.

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Common performance goals

• Specific and measurable goals
• That will allow the team to achieve small and big
  wins as it pursues its purpose.

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Complementary skills

• Technical or functional expertise
• Problem solving and decision making skills
• Interpersonal skills

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Common approach

• How they will work together to accomplish their
  purpose
• Common approach
• Economic aspects
• Administrative aspects
• Social aspects

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Mutual accountability

• Commitment
• Trust
• For performance and joint results

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Team work

• Moving beyond individual roles and
  accountability.
• Taking responsibility for the performance of
  others.
• Letting others assuming responsibility for us.

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Team Basics
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Becoming a team
To a high-performing team
Real team
Potential team
Pseudo-team
From a working group
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Four steps
Team members
Performance goals
Step 1 Formation
Step 2 Storm
Step 3 Acceptation
Step 4 Performance
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Who should be part of the team?

• Selection of team members based on skills and
  skills potential.
• People motivated by the common purpose.
• People ready for hard work and good fun.
• People who want to be part of something larger
  than themselves.
• People who want to change the way they do things.
• People who really do want to make a difference.

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When team building is the thing?

• When we are facing significant performance
  challenges.
• We need multiple skills, judgments and
  experiences.
• We have a clear mission
• Recommend things
• To make or to do things
• To run or manage things

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Where?

• In the office
• Out of the office
• In the field
• First meeting
• Following meetings
• Conflict management
• Last meeting
• Celebration

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Feedback

• On the five Ws
• Situation in our organization and job

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And How?

• Team Building 8 common approaches
• Team Building through Communication and
  Activities

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Common approaches

• Establish urgency and direction
• Focus on skills and skills potential
• Pay attention to first meetings and action
• Set clear rules of behavior

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Common approaches

• Set and seize upon a few immediate results
• Challenge the team with fresh facts and info
• Spend time together
• Exploit the power of positive feedback,
  recognition and collective rewards

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Team Building through Communication

• Communication in the center of Team building and
  Team work
• Active listening
• Art of asking questions
• Art of giving feedback
• Having effective meetings
• Empowering others

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Active listening

• The capacity to
• Focus your attention on the subject
• Listen closely without judging
• Acknowledge any emotional state
• Repeat
• Paraphrase
• Summarize
• In order to check for accuracy of understanding.

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Active listening

• In order to understand the speakers
• Ideas
• Problems and
• Emotions
• Expressed either verbally or non verbally
• Seeing things from the speakers point of view
  (empathy).

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Art of asking questions

• State The Point Of Your Question
• "I am trying to find ways to cut some operating
  costs, so that's why I need to know about what we
  spent on that last project." 
• Open-ended Questions For Information
• "Where can we cut costs in this process?"  
• Closed-Ended Questions For Agreement
• "So, do you feel comfortable moving ahead on the
  project?"
• Ask "Why" Questions With Care
• Ask Positive Questions
• Make Sure That Your Body Language Encourages An
  Answer

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Art of giving feedback

• Owned (I not we) NOT Implied
• Planned NOT Impulsive
• Honest NOT Collusive
• Valid NOT Irrelevant (c.f. shared agenda)
• Concerned NOT Destructive
• Specific NOT Vague
• Behaviour NOT Person

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Art of giving feedback

• Observation NOT Inference
• Sooner NOT Later
• Descriptive NOT Judgemental
• Sharing ideas NOT Giving advice
• Exploring alternatives NOT Providing answers
• Good things NOT Only bad things

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Art of giving feedback

• Feedback should be used
• At the right time
• At the right dose
• With clarity and accuracy
• When indicated

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Having effective meetings

• Regular
• Planning, Organizing, Holding, Leading,
  Evaluating the meeting,
• Producing notes and managing follow-ups.
• Choosing different techniques Gap analysis,
  brain storming, problem solving
• Scrum meetings
• short, daily meetings designed to keep teams on
  track and help members get their work done

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A Gap Analysis Empowering others

• Questions
• Where are-you and where do you want to be?
• What would it take to get from here to there?
• What action steps would you need to put in place?
• How will you monitor your progress?
• How will you evaluate what you have accomplished?
• How can I help?

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Team Building through Activities
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Quick Team Building activities for busy
Coordinators

• Step 1, Before Start with a clear objective in
  mind. Some examples
• Communication Getting to know each other.
• Cooperation Working together as a team.
• Coping Dealing with change and conflict.
• Creativity Solving problems together.
• Team work Appreciating and supporting each
  other.
• Step 2, Before Select an activity thats good
  for your team.
• Step 3, Before Prepare the activity.

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Quick Team Building activities for busy
Coordinators

• Step 4, During Explain the activity, rules and
  expectations and check for understanding before
  beginning.
• Step 5, During Run the activity.
• Step 6, During Debrief the activity.
• Step 7, After Reinforce the learning back on the
  job.

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Feedback

• On How

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Tell your story examples of team building or
team work

• Background
• The Performance Challenge
• How everything started
• How did it go
• What was the results (economics, administrative,
  social)

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In Conclusion

• Your conclusion on team work, team building and
  our job.
• My conclusion
• My references

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In Conclusion

• In a world of individualism and strong
  personalities,
• Team work and team building can revitalize
  departments and encourage faculty to take risks
  and make experiments.
• Team work can produce performance results,
  collective accomplishments and personal growth if
  we have skills, commitment and accountability.
• Team building can be fun, simple, rewarding and
  productive.
• Thank you.

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References

• Jon R. Katzenbach, Douglas K. Smith, The Wisdom
  of Teams, Harvard Business School Press, 1993
• Ann F. Lucas, Strengthening Departmental
  Leadership, Jossey-Bass Publishers, 1994
• Solange Cormier, La communication et la gestion,
  Presses de lUniversité du Québec, 1995
• Brian Cole Miller, Quick Team-Building Activities
  for Busy Managers, American Management
  Association (AMACOM), 2004