Effective
Team Building is:
a results-oriented development and
must be both enjoyable and a way of life. It is a continuous
process that helps develop a clear and distinctive identity
for the group and members involved. It helps team members
be more focused and consistent in setting goals. Team building
helps individual members become further aware of the potential
of the team, while at the same time; allowing every one
to recognize the unique contributions each individual can
create.
There are a number of elements
that are necessary for the creation of any team. These include:
two or more individuals, a common team goal, and the necessary
resources of time, materials, space, and perhaps money needed
to accomplish and then sustain the goal. In most organizations
teams are formed to either make decisions or implement decisions.
Decision-making teams are usually made up of people who
provide a variety of expertise and experience.
Teams formed to implement
decisions already made by others are usually selected to
represent an area of influence or authority needed to achieve
a successful implementation.
High Performance Teams are expected to decide
how change will occur and to be responsible for making and
implementing the change. When choosing team members for
High Performance Teams, both individuals who are leaders
and influencers in the organization need to be selected
and also, individuals who have varied backgrounds and experience.
The selection process, if it is an option, should be well
thought out. We have found that sometimes, when team members
are already part of an existing team and a new member or
leader is brought in, there can be serious complications
and sometimes an impossibility to become a High Performance
Team, due to personality conflicts and/or a lack or skill
and/or ability of one or more of the members involved.
An assessment of skills, experience and
abilities is recommended and corrections made through replacement
of members may be necessary. After spending nearly two-decades
of time working as a member of a team in several places
of employment and studying team building, we believe that
High Performance Teams can be implemented to achieve any
significant purpose. They are most often formed to achieve
dramatic improvements within processes. Processes are a
series of activities that have a starting point and an ending
point. In business, the starting point of a process is often
a customer order or request and the end point is the satisfaction
of that order or request. High performance teams are usually
cross-functional. The term cross-functional refers to members
of a team understanding one or more of the functions and
tasks in the series of activities to perform the processes
of the team. A High Performance team will usually have a
person who is in charge of coordinating the team’s activities
and is the communication interface with the rest of the
organization. We believe that the three primary and key
characteristics that distinguish a High Performance Team
are trust, respect, and support.
Team member needs to be coached in the need
to trust and support each other. Support involves actively
keeping an eye on the other team members and demonstrating
a willingness to help each other out when help is needed—even
when it might not be requested. Team members encourage each
other to stretch beyond their comfort zone by offering advice
or assistance when asked or when it is obvious that the
fellow team member needs it. There is little doubt, that
the most distinguishable traits of a High Performance Team
are consciousness of quality and striving to improve quality
of their teamwork, as well as the quality of their output.
High Performance Teams can out-perform other similar teams
and are extremely important to any company and organization
wishing to maximize productivity and performance in their
field. Each phase of this process actively engages participants
and allows the group to emerge with the synergy and focus
with the qualities of a High Performance Team.
More about High
Performance Teams
-
Focus on core communication
skills that allow participants to be more successful in
interactions and relationships with both coworkers and
customers.
-
Incorporates adult
learning processes that induce creativity and lifelong
problem solving skills.
-
Increased relationships
allow for continuous improvement and change within the
organization.
-
Maximizes the organization's
human resources potential.
-
Synergy of teams permits
superior performance against the odds.
Consider Team Building
Paul's proven methodology addresses and overcomes
team-specific issues. The affordable investment of team
building training will sustain long-term results in productivity
and profitability.
Paul's proven methodology addresses and
overcomes team-specific issues. The affordable investment
of team building will sustain long-term results in productivity
and profitability. Find out how easy team building and training
is.
Effective Team Building
is: a results oriented development and must be
both enjoyable and a way of life. It is a continuous process
that helps develop a clear and distinctive identity for
the group and members involved. It helps team members be
more focused and consistent in setting goals.
Team building helps individual
members become further aware of the potential
of the team, while at the same time; allowing every one
to recognize the unique contributions each individual can
create. Each phase of Paul's uniquie team building process
actively engages participants and allows the group to emerge
with the synergy and focuswith the qualities of a High Performance
Team.
The team
building process includes the following steps:
1. Unearthing: Team members diagnose
the group's strengths and challenges utilizing a discovery
process that involves gathering information and utilizing
a Team Development Inventory. The unearthing phase generates
participant buy-in, while the results provide a baseline
for the team's development. The team discovers key issues
and uses the team data for discussion during the development
session.
2. Breaching: The Breaching process
reveals behavioral drivers and explains individual needs.
By understanding personal preferences and those of other
team members, each person can breach the differences, work
to strengthen interpersonal relationships and create a team
dynamics that lead to success.
3. Rendezvousing: The Rendezvousing
process involves discussions and hands-on exercises that
allow participants to experience the team's dynamics. Participants
will learn how the group's current dynamic both helps and
hinders progress. They will also have the opportunity to
adapt behaviors and experience success. The awareness of
team dynamics and personal contributions to the team's success
are formally linked to individual and team improvement processes.
4. Developing: Participants will
bridge the gap between current and desired skill levels
to achieve the highest levels of performance. Individual
development can be conducted in group or one-on-one settings
and focus on building understanding and developing goals
based on topics such as: team communication, understanding
of the stages of a team development, team roles, managing
conflict and team leadership.
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