Teams, individuals and leaders

MORNING HAS BROKEN : 

1 MORNING HAS BROKEN INTR 2

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2 Befriending Team Day Wednesday 3 December “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” Dale Carnegie “Hell is other people” – Jean Paul Sartre

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3 (Your organisation)Team Day (Date) Programme Introduction Individuality – Do we really have room in the world for everyone’s opinion? Why can’t we all be the same? Wouldn’t it be easier? Do we need Teams? Wouldn’t it be quicker just to do it our self? If we must have Teams do we really need Leaders? If you say we need all of these (bit greedy) how do they all come together when things change? Can we get rid of some then? How do (Team Name) use individuals, teams and leaders to meet it’s challenges? Can YOU make a difference?

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4 Stimulus Response Gather Information Generate Options Select “Best” Option Take Decision Review Decision The Decision Taking Process

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Puzzle Break A man wakes up from a drunken stupor. He turns on the light Stumbles to the window Looks out Then hangs himself Why?

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6 Individuality Do we really have room in the world for everyone’s opinion? Why can’t we all think and behave the same?

Understanding Self : 

7 Understanding Self INTR 3.2 Important?

Understanding Others : 

8 Understanding Others INTR 3.3 Important?

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9 If I do not want what you want, please try not to tell me that my want is wrong Or if I believe other than you, at least pause before you correct my point of view Or if my emotion is less than yours, or more, given the same circumstances, try not to ask me to feel more strongly or weakly Or yet if I act, or fail to act, in the manner of your design for action, let me be I do not, for the moment at least, ask you to understand me. That will come only when you are willing to give up changing me into a copy of you To put up with me is the first step to understanding me and in understanding me, you might come to understand my differences from you and far from seeking to change me, preserve and even nurture those differences Extract from: Please Understand Me – David Keirsey and Marilyn Bates

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10 Everyone’s Different Different Opinions Different Values Different Backgrounds Different Skills Different Preferences Different Fears and Insecurities Different Hopes and Ambitions

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5/22/2009 11 Is your view of the world the only one? What do you see? What might they see?

How do they see things? : 

12 How do they see things?

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5/22/2009 13 The way an individual perceives, understands and interprets the surrounding world – a mental map Paradigms

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14 “If you want small changes, work on your behaviour. If you want quantum leap changes work on your paradigms” Stephen R.Covey- “The Seven Habits of Highly Effective People” Changing YOUR Paradigm

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Puzzle Break An anthropologist discovers a perfect body frozen in a glacier and exclaims “This is ADAM” How does he know? The body had no belly button

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16 Do we need Teams? Wouldn’t it be quicker just to do it our self?

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17 ASSERTIVE – EMPOWERING – RESPONSIVE Listening – Openness - Rational Persuasion - Stating Expectations. PUSH MY AGENDA or PULL YOUR AGENDA Attack – Dismiss/Ignore – Hold Back – Give Way AGGRESSIVE - DISEMPOWERING - PASSIVE Pushing or Pulling?

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18 Developing a Win – Win Relationship The OK Corral I’m OK Your OK I’m OK Your not OK I’m not OK Your OK I’m not OK Your not OK Win Win Lose Win Win Lose Lose Lose

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19 Thought it was close enough Is this a reflection of real life ... Do we expect the teams within Befriending to develop on this basis? Tuckman’s Theory

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20 Forming Storming Norming Performing Undeveloped Experimenting Consolidating Mature Immature Fractionated Sharing Effective (TUCKMAN) (JONES & BEARLEY) (WHITMORE) Different Writers – Similar Thoughts

Immature Group - FORMING : 

21 Immature Group - FORMING Feelings not dealt with Workplace is for work Established line prevails No ‘rocking the boat’ Poor listening Weaknesses covered up Unclear objectives Low involvement in planning Bureaucracy Boss takes most decisions

Fractionated Group - STORMING : 

22 Fractionated Group - STORMING Experimentation Risky issues debated Wider options considered Personal feelings raised More listening Concern for others

Sharing Group - NORMING : 

23 Sharing Group - NORMING Procedures agreed Established ground rules Structured decision making

Effective Team - PERFORMING : 

24 Effective Team - PERFORMING Flexibility Appropriate leadership Maximum use of energy and ability Essential principles and social aspects of decisions Meet individual needs Continual review Development a priority

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Within (Team Name) we will build effective working relationships by: RESPECT – Respecting and valuing fellow workers COMMUNICATION – Effective two-way communication TRUST – Being open, honest and approachable EQUALITY – Treating everyone equally and fairly ATTITUDE – Being positive and focused SUPPORT – Showing compassion and sincerity DIVERSITY – Respecting individuality

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Within (Team Name ) we will build effective working relationships by: Creating a safe and comfortable working environment Being open, trusting and honest with one another Valuing and respecting all fellow workers Having two-way communication Accepting that you can say “no” without feeling guilty Encouraging equality by showing no favouritism and not allowing cliques to develop

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Puzzle Break A Man gives a woman a bottomless gift to place flesh, blood and bone into. She is delighted. What is it?

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28 Belbin Team Role Norms

Belbin assigned names and descriptions to each team role : 

29 Belbin assigned names and descriptions to each team role Team Contribution Allowable Weakness Belbin Team Types

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30 30 Team Contribution Allowable Weakness Belbin Team Types

Carpe Diem : 

31 31 Carpe Diem If we have Teams do we really need Leaders?

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32 Tuckman’s Stages of Team Development The Changing Role of the Leader

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33 (Name of Team) Team Day (Date) Programme Introduction Individuality – Do we really have room in the world for everyone’s opinion? Why can’t we all be the same? Wouldn’t it be easier? Do we need Teams? Wouldn’t it be quicker just to do it our self? If we must have Teams do we really need Leaders? If you say we need all of these (bit greedy) how do they all come together when things change? Can we get rid of some then? How do (Name of Team) use individuals, teams and leaders to meet it’s challenges? Can YOU make a difference?

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34 Character Competence A person with high character exhibits integrity, maturity and an Abundance Mentality A person with high competence has knowledge and ability in a given area Trustworthiness Trust Being Truly Effective The Foundation Model

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35 “We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing : the last of the human freedoms – to choose ones’ attitude in any given set of circumstances, to choose ones own way” Viktor Frankl – Man’s Search for Meaning Attitude is everything – Who chooses yours?

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Puzzle Break A man walks into a bar and politely asks for a glass of water. The barman pulls out a large handgun and shoves it in the man’s face. The man thanks him and leaves. Explain The man had the hiccups