Teamwork Presentation Pat Eglinton Agenda Team Work: benefits/weaknesses Groups and Teams Articles The Discipline of Teams Team Performance in Retail Banking
Leading and Managing Teams Exercises and Practice Routines Ropes Exercise Johari Window Teamwork: Articles The Discipline of Teams Team Performance in Retail Banking Leading and Managing Teams The Discipline of Teams A team is a small number of people with complementary skills who are committed to a
common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Teams differ from a work group Measure of performance: both individual and mutual accountability Translate their common purpose into specific goals The Discipline of Teams Contd
Five elements to the discipline: 1. 2. 3. 4. 5. A common purpose that the team has helped shape no top-down: team must own purpose Specific performance goals that flow from the common purpose compelling goals inspire and challenge A mix of complementary skills
A strong commitment to how the work gets done Agreed upon work/equal contribution Mutual accountability goal agreement helps establish trust/accountability The Discipline of Teams Contd Team Performance in Retail Banking Transformational leadership approach in banking operations to positively influence employees behaviors/increase bank performance
Cultivate the image of competence and vision Motivate subordinates to respond with enthusiasm and commitment New focus: providing a service to internal and external customers to emphasize cost/efficiency Banking operations managers must focus on strategies that positively influence employees behaviors Intellectual stimulation and team competence are critical factors to service quality
Leading and Managing Teams a team is a finely-tuned group. For it to be a successful team, the leadership and management of it has to be fine-tuned too. Three strategies for improving the efficiency and effectiveness of teams: 1. 2. 3. Managing objectives, roles, and performance monitoring
Coaching managing day-to-day interactions and processes Leading the long-term strategic view Leading and Managing Teams 1. 2. 3. 4. 5. Five trip wires to avoid when developing intuition:
Individual performance appraisal can be divisive Falling off the authority balance beam As team size increases, effectiveness decreases Stating challenging objectives without sufficient organization support Assuming team members are equipped as team players Exercises and Practice Routines Johari Window Ropes Exercise Team Activity: Ropes Exercise
Divide into teams: 2-3 people Makes a square out of the rope Now, make a equilateral triangle Team Activity: Ropes Exercise Which of the two activities was harder to perform? Why?
A lot of our daily communication is done somewhat blindly, such as email. What does that mean when we are trying to communicate a complex subject? How does trust come into play during the activities? How does the activity relate to teamwork? Team Activity: Johari Window
Joseph Luft and Harrington Ingram created a quadrant to reveal what we know or don't know about something and what others know or don't know about something. They theorized that the communications process occurs at two levels: The overt level what was actually said The convert or hidden level what is actually meant
When the two levels of the communication process are viewed from the perspectives of the communicator and the listener, it provides four panes into the window on how we give and receive information about ourselves and others of the two activities was harder to perform? Why? A lot of our daily communication is done somewhat blindly, such as email. What does that mean when we are trying to communicate a complex subject? How does trust come into play during the activities?
How does the activity relate to teamwork? Team Activity: Johari Window Team Activity: Johari Window What pane can lead to confusion? Why? What pane is not really troublesome, however it can lead to the most opportunities for improvement? Why?
What are some other reasons that people might hold back (Facade)?
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