Transcript Managing Teams Effectively

Building and Leading
High-Performing Teams
Lectures Based on
Leadership Communication
By Deborah J. Barrett, Ph.D.
McGraw-Hill/Irwin
Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Communication by Deborah J. Barrett
Discussion Topics
 Building an effective team
 Establishing team work processes
 Managing the people side of teams
 Handling team issues and conflict
 Helping virtual teams succeed
Chapter 8 - 2
Leadership Communication by Deborah J. Barrett
Chapter 8 - 3
Katzenbach and Smith’s Team Basics
Performance
Results
Skills
Problem
solving
Technical
function
Interpersonal
Mutual
Accountability
Individual
Small number
of people
Specific goals
Common approach
Meaningful purpose
Collective
Work Products
Commitment
Personal
Growth
Source: Katzenbach, J. R. and Smith, D. K., (1993). The Wisdom of
Teams, Boston: Harvard Business School Press.
Leadership Communication by Deborah J. Barrett
Chapter 8 - 4
Establishing Team Work Processes
 Create a team charter
 Establish a team communication protocol
 Create action and work plans
 Conduct effective meetings
 Use common team problem-solving methods
Leadership Communication by Deborah J. Barrett
Creating a Team Charter
A charter should include the following:
 Project purpose/objectives
 Guiding principles (ground rules)
 Major tasks or action items
 Team members with role definitions
 Communication protocol
Chapter 8 - 5
Leadership Communication by Deborah J. Barrett
Chapter 8 - 6
Developing a Team
Communication Protocol
When
Why?
Who?
How?
To whom?
Leadership Communication by Deborah J. Barrett
Chapter 8 - 7
Establishing Team Action Plans
1. Establish your overall project goal.
2. Break the project down into phases.
Research
Current
Image
Determine
Value
Proposition
Develop
Marketing
Plan
3. Specify your team action steps for each phase.
4. Determine timing for each phase.
5. Create work plan actions linked to each phase.
Leadership Communication by Deborah J. Barrett
Chapter 8 - 8
Creating Work Plans
Action item
Responsibility
Insert very
specific
action
items, steps
to be
included in
each highlevel action
plan phase.
Assign to
specific
person(s),
not the
entire
team.
End product
Due Date
Describe
as a
tangible,
completed
product.
Determine
the target
date for
completion.
Leadership Communication by Deborah J. Barrett
Chapter 8 - 9
Managing the People Side of Teams
 Position and responsibilities
 Team experiences
 Expectations
 Personality
 Cultural differences
Leadership Communication by Deborah J. Barrett
Chapter 8 - 10
Types of Team Conflict
1. Analytical – usually constructive disagreement
over issue or problem
2. Task – goal, work process, deliverables
3. Interpersonal – personality, culture,
communication styles
4. Roles – leadership, responsibilities, power
struggles
Leadership Communication by Deborah J. Barrett
Chapter 8 - 11
Approaches to Handling Team Conflict
1. One-on-one – individuals work it out between
themselves
2. Facilitation – individuals work with a facilitator
3. Team – Individuals discuss it with the entire team
Leadership Communication by Deborah J. Barrett
Chapter 8 - 12
Keeping Teams out of Trouble
1. Have an official team launch
2. Obtain any needed training in team management
3. Develop and post team ground rules and
expectations in team behavior
4. Educate team members on what to expect in
team development
Source: Adapted from Bens, I (1999). “Keeping Your Teams Out of Trouble.”
Journal of Quality and Participation, 22 (4): 45- 47.
Leadership Communication by Deborah J. Barrett
Chapter 8 - 13
Keeping Teams out of Trouble (continued)
5. Anticipate the roadblocks to team
performance early and deal with them
6. Use feedback among team members properly
and regularly
7. Provide feedback to the team leader on what
is working and what isn’t
8. Build in team process checks to monitor the
effectiveness of the team
Source: Adapted from Bens, I (1999). “Keeping Your Teams Out of Trouble.”
Journal of Quality and Participation, 22 (4): 45- 47.
Leadership Communication by Deborah J. Barrett
Chapter 8 - 14
A Traditional Team Vs. A Virtual Team
Traditional team
• Face-to-face
• Communication primarily in
person
• Limited by time and distance
Virtual team
• Geographically dispersed
• Communicating through
technology
• Unrestrained by distance
and time
Leadership Communication by Deborah J. Barrett
Chapter 8 - 15
Virtual Team Needs
 An in-person meeting to launch the team
 More structure than a co-located team
 More time allowed for team processes
 Frequent communication and electronic meetings
 More attention to the people issues and a high-
sensitivity to cultural differences
Leadership Communication by Deborah J. Barrett
Discussion Summary
Building and leading a high-performing team
requires the following:
 Skills, commitment, and accountability
 Common team work processes
 Understanding of the people side of teams
 Ability to handle team issues and conflict
Chapter 8 - 16