100% found this document useful (2 votes)
125 views43 pages

Building and Leading The Team

The document discusses building and leading effective teams. It identifies that teams are groups organized with a common purpose that promote synergy, communication, trust and mutual support. Key aspects of effective teams include shared goals and leadership, open communication, and trust among members. The document outlines various techniques for managing teams such as defining roles, setting goals, providing resources and training, and evaluating performance. It also discusses characteristics of high performing teams and reasons why teams may fail without proper support and management.

Uploaded by

aku_la
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
100% found this document useful (2 votes)
125 views43 pages

Building and Leading The Team

The document discusses building and leading effective teams. It identifies that teams are groups organized with a common purpose that promote synergy, communication, trust and mutual support. Key aspects of effective teams include shared goals and leadership, open communication, and trust among members. The document outlines various techniques for managing teams such as defining roles, setting goals, providing resources and training, and evaluating performance. It also discusses characteristics of high performing teams and reasons why teams may fail without proper support and management.

Uploaded by

aku_la
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 43

Building and

Leading the Team


Objectives
❖ To highlight the importance of
Teamwork in Project Management
❖ To identify the key techniques for
managing project teams
❖ To identify some of the qualities of an
Effective Team.
Introduction to
Teams
What is a
Team?
A team can be defined as a group of people
directed toward a common goal pooling
their skills, talents, and knowledge in order
to solve a problem or accomplish a
common goal.

A team takes advantage of the synergy


created through mutual support and
understanding in a spirit of teamwork.
Types of Groups

Groups

Formal Groups Informal Groups

Command Task Interest Friendship


Groups Groups Groups Groups

Fig. 9.1
Introduction to
Teams
A team is a group whose members:-.
❖Organized with purpose
❖ Committed to goals
❖ Create synergy
❖• Open communication
❖• Promote trust
❖• Encourage mutual support
❖• Solve problems
WHY TEAMS ARE ESSENTIAL
•INCREASE IN OWNERSHIP
•TEAM GETS MORE DONE - MORE EFFECTIVELY
•THE WHOLE IS GREATER THAN THE SUM OF
THE PARTS
• THE TEAM CAN BE A SOURCE OF STRENGTH
AND POSITIVE REINFORCEMENT FOR
EVERYONE
•PARTICIPATION IN DECISION MAKING AND
PROBLEM SOLVING
KEY WORD: SYNERGY!
Making Teams Work is Why You’re
In UniKL
After you graduate, most of your income will
result from your ability to build, lead or
contribute to the efforts of a team.

The best way to be successful in business is


to become very skilled at developing
exceptional teamwork!
What Makes a Great Team?
❖Apurpose that is significant to team
members
❖A Leader who inspires
❖ Team members with the skills and passion
to execute well
❖A way to measure progress instructively
❖ Rewards based on performance
Teamwork - A Benefit ?
❖ Ineffective Teams ❖ Effective Teams
✖ Don’t recognise ✔ Find out strengths of team
differences members - and use them
✖ All try to tackle the same ✔ Allocation of tasks &
tasks - or avoid the roles to play to people’s
“difficult” task strengths
✖ One person takes over, rest ✔ Team leader who brings
cruise out the best in others
✖ Lack of shared agenda ✔ Trust and shared goal
Stages of team development – forming
Becoming Acquainted and Organized
How members feel: •Get to know your team
❖ excited
❖ anxious/suspicious •Get to know stakeholders
about the job •Get to know your task-
❖ proud
❖ optimistic goals, responsibilities,
norms
How members act: Forming
❖ confused
❖ unfocused
You are Here
❖ impatient
Stages of team development – storming
Clarifying project needs and goals
How members feel: •Conflicts over control
❖ attitudes fluctuate
•Confrontation between
❖ resistance to new approaches
people
How members act:
❖ argue Storming
❖ defensive/competitive Forming
❖ question wisdom of approach
❖ tension/jealousy
Stages of team development – norming
Determining/diagnosing solution methods
•Issues confronted
How members feel:
❖ acceptance of team •Established and
❖ ability to express constructive agreed procedures
criticism Norming
❖ relieved - it’s going to be OK
Storming
Forming
How members act:
❖ avoid conflict
❖ share
❖ common goals
❖ establish ground rules and boundaries
Stages of team development – performing
Implementing the project
•Productive Stage-team
How members feel:
will look forward to do
❖ better understanding of team
more
strengths and weaknesses
❖ insight into team members and Performing
team processes Norming
❖ satisfied with team
Storming
Forming
How members act:
❖ change their behaviours
❖ prevent and work through
group problems
❖ close attachment to the team
Advantages of Teams
❖ Increase employee involvement and communication
❖ Improve attitudes and team spirit
❖ Improve cooperation and respect for others
❖ Increase feeling and spirit of ownership
❖ Increase talent and expertise needed for addressing
problem
❖ Provide different perspectives on problem
❖ Improve quality of decisions through increased
availability of information
❖ Allows management to concentrate on other
problems
Disadvantages of Teams
❖ Decisions require more time
❖ Some people may try to dominate
❖ Some people may not feel free to participate
❖ Potential for "group think"
❖ Teams need time to develop
❖ Requires additional management duties
❖ Requires new skills for management and team
members
Preparing for Teams
Management must provide
• An improvement plan – how will teams propel the plan
forward? – teams are a strategy to achieve something,
thus you need to make sure that there is a clear
connection between the activities of the team and the
strategic plan
• Clear team goals – (SMART objective). The team must
have a clear understanding of what they are to
accomplish.
• Well defined roles- who will lead, facilitate, record. You
need to determine roles to increase the probability of
success
• Continuous communication – immediate updates
about decisions that impact the team.
Preparing for Teams
Management must provide
• Resources – time, money, equipment to complete
task. Provide a budget
• Training – both for management and team
members on how to operate in teams.
• Dedication and commitment – demonstrate to
everyone that you are behind the team effort.
Form a management team to manage operations
and to show that you are also part of a team
• Patience – do not expect immediate results.
Teams take time.
Preparing for Teams

Within the Team


• Understand the assignment
• Establish and clarify roles and
responsibilities
• Establish operating principles
• Explain the process (both team and project)
• Train the team
• Conduct meetings
Effect of Goal Difficulty on Performance
High
Task Performance

Area of
Optimal
Goal
Difficulty

Low Moderate Challenging Impossible

Goal Difficulty
Management by Objectives
1. Develop action plan
Managers and subordinates
work together to set goals
that are specific and
measurable. They develop
a plan to attain them.

2. Implement Plan
Progress toward the goal is
carefully monitored, making
corrections as needed

3. Evaluate Results
Was the goal reached?

If yes, set If no,


new goals develop
new plan
Fig. 14.4
Team Needs
Pyramid

Goals

Roles

Procedures

Relationships
Characteristics of an Effective Team
❖ Shared purpose and goals
❖ Open communication
❖ Trust
❖ Full participation
❖ Challenging and cooperating
❖ Unity and cohesion
❖ Balance of performance and process
❖ Clarity of purpose / common goals
❖ Shared leadership
❖ Evaluation of effectiveness
❖ Task differentiation - team vs. individual
Reasons For Team Failures
❖ Unclear goals – 50%
❖ Changing objectives – 50%
❖ Lack of accountability – 45%
❖ Lack of management support – 43%
❖ Lack of role clarity – 42%
❖ Ineffective leadership – 40%
❖ Low priority of team – 35%
❖ No team-based pay – 25%
Source: Business Times
Team Building
❖ Everyone wants to feel like
they “belong”
❖ So each team member needs
to:
– Be treated with respect
– Be valued
❖ Goals (SMART)
– Specific,
– Measureable
Support
your – Achievable,
team – Result Orientated
members! – Time Bound
❖ Feedback
Prerequisites are Needed to Build a Team
❖ Agreed team goals
❖ A plan for the work
❖ Established team members-roles
❖ A common teamwork process
❖ A mutual team commitment to the goals, roles,
and plan
❖ A supportive environment in which to work
❖ Open an free communication among team
members
❖ The mutual respect and support of all the team
members
Teamwork is. . .
• The ability to work together toward
a common vision.
• The ability to direct individual accomplishment
toward organizational objectives.
• The fuel that allows common people to attain
uncommon results.
T ogether
E veryone
Achieves
More
Shared Purpose and
_________________
Shared Leadership _________
Goals

Unified
________
______________
Mutual Communication
Trust
What Is A Team?
A team is a formal group that
generates positive synergy
through
______________________.
What Is A Team?
A team is a formal group that
generates positive synergy
through
Team Cohesiveness .
Conflict

Conflict may be defined


as a process in which one
party perceives that
another party has taken or
will take actions that are
incompatible with one’s
own interests.
Causes of Conflict

Personality Conflicts
Destructive
Criticism

Grudges
Conflict Inadequate
communication

Competition
over
Scarce Resources Distrust
Constructive Criticism Destructive Criticism
Considerate--protects the Inconsiderate--harsh, sarcastic,
recipient’s self-esteem biting

Does not attribute poor Attributes poor performance to


performance to internal causes internal causes

Specific--focuses on aspects of General--a sweeping


performance that were condemnation of performance
inadequate
Focuses on the recipient--his or
Focuses on performance, not her personal characteristics
on the recipient
Motivated by anger, desire to
Motivated by desire to help the assert dominance over recipient,
recipient improve desire for revenge

Offers concrete suggestions for Offers no concrete suggestions


improvement for improvement
Consequences of Conflict
Negative Positive
Strong negative Enhanced quality of
emotions decisions
Stress Focus on problems
Diversion of attention previously ignored
from task at hand Increased motivation to
Reduced communication understand others’
Reduced coordination positions
Increased consideration
Reduced performance
of new ideas
Managing Conflicts
❖ Suggestion Reasoning
❖ Agree on a process for This way, when a conflict
making decisions before needs to be addressed, everyone
a conflict arises knows how it is going to be
handled.
❖ Make sure everyone Clarifying these things avoids
knows his or her specific potential conflicts when people
areas of responsibility,
authority, and either avoid their responsibilities
accountability or overstep their authority.

❖ Recognize conflicts
stemming from faulty When such conflicts occur, it is
organizational systems better to work to change the
system rather than training
Managing Conflicts
Suggestion Reasoning
❖ Recognize the emotional Conflicts will not go away until
reactions to conflict people’s hurt feelings are addressed.
Questions such as “Why did you do
❖ Consider how to avoid that?” only make things worse. It is
problems rather than
assigning blame for them better to ask, “How can we make
things better?”
❖ Avoid the temptation to Conflicts will not go away by
not speak to the other making believe they don’t exist;
party and discuss your doing so will only make them
misunderstandings worse.
thoroughly
Conflict Resolution
❖ Negotiation is the process in which two or more parties in
dispute with each other exchange offers, counteroffers, and
concessions in an attempt to find a mutually acceptable
agreement.
❖ Alternative dispute resolution refers to a set of procedures
in which disputing parties work together with a neutral
party who helps them settle their disagreements out of
court.
– Mediation involves having a neutral party (the
mediator) work together with both sides to reach a
settlement.
– Arbitration involves having a neutral third party listen
to the facts presented by each side and then make a
final, binding decision.
Tips for Negotiating
Win-Win Solutions
1. Avoid making
unreasonable offers.
2. Seek the common
ground.
3. Broaden the scope of
issues considered.
4. Uncover the “real”
issues.
Characteristics of
Effective Team Members
1. Technically Competent
(Knowledge,Skills)
2. Personally competent
(Qualities, Interpersonal,
Collaborative skills)
3. Willingness to contribute ideas,
participate
4. Willingness to be a team player
5. Willingness to rely and trust
other team member
6. Willingness to follow through on
tasks
Sample Exercise
❖ Reasons For Project Team
Failures
 Unclear
goals
 Changing objectives
 Lack of accountability
 Lack of management support
 Lack of role clarity
 Ineffective leadership
 Low priority of team
Be a good team mate!

Do your part!

You might also like