Mastering the team approach haj-jun2018

MASTERING THE TEAM APPROACH
Dr. Sandra Palmer
6/28/2018

Dr. Sandra Palmer
Business Guru & Resultant
Above or Beyond

Dr. Leahcim Semaj
Quantum Transformation Psychologist
Above or Beyond
6/28/2018 www.ABOVEorBEYONDjm.com 3

AN ORGANIZATION IS
A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
by the behaviours that are reinforced
This can be by
direct or indirect actions
intended or un-intended
actions

Insert New Department
Acronyms Here
TEAM ACTIVITY

The Newest Departments
• What does the
acronym stand for?
• What are the
objectives of the
department?
• What is the motto
of this
department?
6/28/2018www.ABOVEorBEYONDjm.com 9

The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: The 4 Team Working Styles
• Rule # 8: Working Through The 5 Stages Of Team Development
• Rule # 9: Work With The 7 Team-Building Functions
• Rule # 10: Avoid The Principal Destructive Functions
• Rule # 11: Teams Have Less Need For Managers and More For
Coaches and Leaders

Burn Your Boats

All Working Hard, But Not As A Team

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when he
took off his garment and washed
their feet
–His answer was simple,
• “I am doing this to set an example
for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

The Outcome
6/28/2018
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1
7

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3
Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business
purpose that
requires diverse
skills and talents

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will
require greater
development of
Emotional
Intelligence

Communication & Conflict

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
29

This happens without words
We plug into
thousands of
preconscious cues.
30

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre
6/28/2018 www.AboveorBeyondJM.com 31

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

34
EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have
impact
• ALL FIRST BRAIN
LIKABILITY IS THE SHORTEST
PATH
TO BELIEVABILITY AND TRUST

Good communications
means
• expressing yourself clearly
through verbal and non-
verbal language;
• listening so that you
understand what others are
saying
35

We spend
between 50% and
80% of our
waking hours
communicating
HOW MUCH TIME
DO YOU SPEND
COMMUNICATING?
36

COMMUNICATION IN A TEAM
There can’t be collaboration an
d support without
communication among the peo
ple in a group
37www.ABOVEorBEYONDjm.com6/28/2018

COMMUNICATING IN A TEAM
The way people communicate
with one another-in both
words and nonverbal clues-
Reflects how they feel about
working with one another
Builds (or detracts from) the
team's effectiveness

Good Communication
• Gives clear messages
• conducive to people working
productively and harmoniously
• without misunderstanding and misin
terpretation

Good Communication
• As people on the team le
arn to take other mem
bers at face value
–they build trust and cre
dibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Generations X,Y, Z
and the Others
Can You Gen-Flex?

The 5 Generations
1922–1943
Traditionalists: 1922 – 1943
(over 70)
1944–1964
Baby Boomers: 1944 – 1964
(51– 70)
1965–1980
Generation X: 1965 – 1980
(35 – 50)
1981–1994
Generation Y: 1981 – 1994
(21 – 34)
1995
Generation Z: 1995 - ?
(Under 20)

Intimacy and Communication

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business
purpose that
requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are
assembled with the intent of being
fashionable
• Teams need specific problems to
solve or they flounder

Remember:
A Committee is Not a Team
What is a committee?
•picked from the unfit
•to do the unnecessary
• Richard Harkness
A group of the unwilling

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will
require greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
–as a source of human
energy, information, trust,
creativity and influence

The Case For EQ
6/28/2018 www.AboveorBeyondJM 59

The Emotions of
oEmpathy, Compassion,
Cooperation, and
Forgiveness
oAll have the potential to
unite us as a species
6/28/2018 60

Generally Speaking:
oEmotions unite us
oBeliefs divide us
6/28/2018 61

Emotional Intelligence
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Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

Theme Song for Your Department/ Company

Now to
Rule #6
Yes We Can!

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Visionary
• Should be one or more in the
team able to see beyond the
team's own requirements

Pragmatists
• Acts as foil to
the visionary
and his or her
supporters

Explorer
• Seeks information,
material and
support from
outside the team
environment

Challengers
•There will always
be somebody who
challenges the
accepted position

Referee
•Takes as near an
independent view of
team progress and
decisions as is
possible

Peacemaker
• The team will have friction
between its individual members
from time to time

Beaver
• Does all the work!
• The worker bee
• The soldier ant
• The company worker
• The Mr./Ms fix it

Coach
• Morale is not always going to be the
high in a team, even in the best-led
groups
• There will be times when the team
loses its direction or loses its own
focus of its mission

Librarians
• The librarian is the
repository to which
team members can
go for historical
information about
what the team has
been doing

The Confessor
• There is a need for someone
to whom members can tell all
their troubles
• A shoulder to cry on
• A priest to whom to confess

Rule #7:
The 4 Team Working Styles
It doesn’t help if everyone thinks the
same way.
Carson Tate, Harvard Business Review
April, 2015

The Power of Diversity
Most leaders now
recognize that the
best teams leverage
diversity to achieve
long-term success.
01
Many think about it
in pretty narrow
terms:
• gender, ethnicity,
religion, sexual
orientation, and/or age.
02
Sometimes they also
consider
organizational
attributes, like
function or rank.
03

Differing
Work Styles
Can Help
Team
Performance
• But there’s another kind of
diversity that might be even
more helpful:
–differences in work style
–or the way in which we
think about, organize, and
complete tasks.

Sameness Sucks!
• When members of a team, or leaders of an
organization, all have the same style, you’ll quickly
run into trouble.

For example,
• if everyone in your group has a big-picture, strategic,
intuitive approach to work and chafes against the structure
of project plans, you might frequently be over budget and
behind schedule.
• Or, if everyone has a linear, analytical, and planned
approach to work and dislikes disruption, innovative new
product development would be impossible.

Promoting And Leveraging
Work-style Diversity?

Observe your team members
• In poker, they call them tells — betting patterns or unconscious
behavior you can use to guess your opponent’s hand.
• The same rules apply to work style.
• To evaluate a report or colleague, think about the following
questions:
– Does she consistently complete work early, in advance of deadlines or
wait until the last minute?
– Does he send emails with only a few words or write novels?
– Does she gesture and use her hands while talking?
– Or is she more controlled and stoic in their movements?

Team Work Styles
• These tells, both subtle and overt, will give you clues
as to someone’s work style.
• You might also try to take this quick assessment from
the perspective of each team member.
• Because work styles are fairly ingrained,
– recruitment, not development, is the best way to build diversity in
a group.
– If you find that one or two work styles are overrepresented, it’s
probably time to add some fresh blood to your team.

Leverage Everyone’s
Strengths
• DATA
– Your logical, analytical colleague is
at her best when she is processing
data and solving complex problems.
– She will focus like a laser on
achieving any stated goal or
outcome and will ensure that you
stay on budget.
6/28/2018 87

Leverage Everyone’s
Strengths
• DETAIL
– Your organized, detail oriented
colleague’s strengths are in
establishing order, structuring
projects, and accurately completing
tasks.
– He will ensure work is completed on
time.
6/28/2018 88

Leverage everyone’s
strengths
• EMOTIONAL
– Your supportive, expressive
colleague is most skilled at building
relationships, facilitating team
interaction, and persuading or
selling ideas.
– She will keep all stakeholders up to
date on work and effectively
communicate ideas through the
organization.
6/28/2018 89

Leverage everyone’s
strengths
• IDEA
– Your big-picture, integrative
colleague can serve as a catalyst for
change, brainstorming solutions to
problems and synthesizing
disparate thinking.
– He will drive innovation, ensure
variety in both thought and
execution and keep you moving
forward.
6/28/2018 90

Rule # 8: You Must Work Through The 5
Stages Of Team Development
Forming
Storming
TransformingNorming
Performing

Where Are You
in The Stages
of
Team
Development?

Jamaica’s Greatest Team Achievement

FORMING
• The start-up stage
• Purpose and expectation unclear

Members Test the Waters to Determine
–Acceptable behavior
–The nature of their task
–How the group will get its work done
–They want to be told what to do
–Interactions are superficial
–Tend to be directed to the formal leader

STORMING
• This stage is characterized by con
flict and resistance to the group
’s task and structure
• Team members express conce
rns and frustrations
• Freely exchange ideas and opinio
ns

STORMING
• Team is learning to
deal with
differences in order
to work together to
meet its goals
• A team that
doesn’t get
through this stage
successfully is
usually more
divided and less
creative

6/28/2018 www.AboveorBeyond.com 98
NORMING STAGE
• A sense of group cohesion
develops in this stage

NORMING
• Members accept the team and develop norms for
resolving conflict, making decisions, and completing
assignments
• Members enjoy meetings and freely exchange
information
• Shared leadership emerges
• Risk of stagnating into groupthink

PERFORMING STAGE
• Now team work really begin
•This is the payoff stage

Performing
• Team has structure and purpose
• Ready to tackle task
• Members take initiative
• Problem-solving and decision-making procedures
emphasize results

As the Team GELLS
• It receives recognition from
other parts of the organization
• Complacency is a risk
• May show up in missed
deadlines or a lack of creative
spark
• The bad habits of earlier stages
may reappear

Rule # 9:
The Basic Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

Rule # 9:
More Critical Team-Building Functions
•Trust
•Respect
•Confidentiality
•Accountability

Trust
6/28/2018www.LTSemaj.com 106

13 Behaviors of High-Trust Teams
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust

The Four
Elements of
Trust – The
ABCD Model
Able,
Believable,
Connected,
Dependable
6/28/2018 www.LTSemaj.com 108

1 - Able
is about demonstrating competence.
Do team members know how to get the job done?
Are they able to produce results?
Do they have the skills to make things happen—including
knowing the organization and equipping people with the
resources and information they need to get their job done?

2 - Believable
Acting with integrity.
Honest in their dealings
with people.
Creating and following
fair processes.
People need to feel
that they are being
treated equitably.
Acting in a consistent,
values-driven manner
that reassures all that
they can rely on their
team members.

3 – Connected
Demonstrating care and
concern for other
people.
Focusing on people and
identifying their needs.
This is supported by
good communication
skills.
Share information about
the organization and
about self.
When people share a
little bit of information
about themselves, it
creates a sense of
connection.

4 - Dependable
• is about reliably
following through on
what the team say that
they are going to do.
– © 2010 The Ken Blanchard Companies
6/28/2018 112

Eight Things Your Organization Can Do
to Improve Trust
Demonstrating Trust—If you want to create a trusting work environment, you have to begin
by demonstrating trust.Demonstrating
Sharing Information—Information is power.Sharing
Telling It Straight—Study after study has indicated that the number one quality that people
want in a leader is integrity.Telling
Providing Opportunities for Everyone to Win—Do you want your people to work together or
to compete against each other?Providing

Eight Things Your Organization Can Do
to Improve Trust
5. Providing Feedback—Make sure leaders schedule and hold regular progress-check meetings with
their direct reports.
6. Resolving Concerns Head On—Resolve concerns head on by putting challenges on the table
and giving people an opportunity to influence the process.
7. Admitting Mistakes—An apology can be an effective way to correct a mistake and restore
the trust needed for a good relationship.
8. Walking the Talk—A leader, above all, has to be a walking example of the vision and values
of the organization.
© 2010 The Ken Blanchard Companies

How to Build a Culture of Trust:
Defining Your Strategy
1. Client focus: you need your employees to believe in the
mantra that you're not in business solely to make money, but
actually to help your customer. Money is a byproduct of
success, not the other way around.
2. Collaborative: don't instinctively lead with what you think
should be done or what your competitors aren't doing. Make it
work like any team, and show customers that you want to work
together to reach the best solution.

Defining Your Strategy
3. Transparency: if you want trust, you can't keep secrets from others. One
of the buzzwords of President Barack Obama's campaign in 2008
was "transparency," as it stresses being open and visible without hidden
agendas.
4. Timeframe: perhaps the most important measurement, you need to be
thinking about your business in terms of relationships and not simple
transactions.
• You think about your business in a more medium- to long-term
perspective, with an ongoing, ever-flowing cycle, you're developing a
relationship of trust. Charles H. Green, founder and CEO of Trusted Advisors Associates,.

Implementing the Strategy
Capability trust, or allowing people to make decisions, involving them
in discussions, and trusting that their opinions and input will be useful.
Contractual trust, or being consistent in terms of keeping agreements
and managing expectations.
Communication trust, or sharing information, providing constructive
feedback and speaking with good purpose about people.
Lou Dubois - http://www.inc.com/guides/2010/08/how-to-build-a-corporate-culture-of-trust.html

Mastering the team approach haj-jun2018

Accountability

7 Ways to Build An Accountable Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.

Accountability Is Simple

Confidentiality

6/28/2018 www.AboveorBandJM.com 130

Rule # 10: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or Labelling
• Dominating
• Yes-butting
• Naysaying

Rule # 11:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF
MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead
They don't manage
6/28/2018 135

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 138
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading

Teams
•No one is
smarter
than a
team
6/28/2018 139

WHAT IS YOUR POSITION?
6/28/2018 www.ABOVEorBEYONDjm.com 141www.jobbank-ja.com 141

What’s Your Position?
• Up until recently, John Brown worked with Big Timers
International.
– He had worked there for over 20 years
• He used to have a very good income and many benefits
including medical insurance that allowed for treatments
overseas
• His post was made redundant
• Now his family is in crisis
• They are living very marginally as he has not been able to secure
another job and his wife has not been able to work

• She is very ill and needs to have treatments and medication that
is very costly
• Her monthly bill for medicine alone is over J$40,000.00
• They have no health insurance
• She has run out of medication
• John breaks into a pharmacy and steals the medication for his
wife
• He is arrested and charged as he was caught on the security
cameras
• If found guilty, he will be sentenced to 6 years hard labour.

• Do you agree with this?
• Be prepared to argue your point
–Strongly Agree
–Somewhat Agree
–Disagree
–Strongly Disagree
• The participants are allowed to choose their side
and to discuss why they have taken that posture

• Phase Two:
• You are now the members of the jury and
must arrive at a unanimous decision, the
verdict on this case
–Guilty or Not Guilty
• You must also decide the punishment

WHAT IS YOUR POSITION?

A manifesto
for small
teams doing
important
work
We are always under tight deadlines, because time
is our most valuable asset.
If you make a promise, set a date. No date, no
promise.
If you set a date, meet it.
If you can't make a date, tell us early and often.
Plan B well prepared is a better strategy than hope.
Clean up your own mess.
Clean up other people's messes.

A manifesto
for small
teams doing
important
work
Overcommunicate.
Question premises and strategy.
Don't question goodwill, effort or intent.
"I'll know it when I see it," is not a professional thing to say.
Describing and discussing in the abstract is what we do.
Big projects are not nearly as important
as scary commitments.
Seth Godin, Feb 18, 2016

A manifesto
for small
teams doing
important
work
If what you're working on right now doesn't matter to the
mission, help someone else with their work.
Make mistakes, own them, fix them, share the learning.
Cheap, reliable, public software might be boring, but it's
usually better. Because it's cheap and reliable.
Yesterday's hierarchy is not nearly as important as today's
project structure.
Lock in the things that must be locked in, leave the
implementation loose until you figure out how it can get
done.

A manifesto
for small
teams doing
important
work
Mostly, we do things that haven't been done before, so
don't be surprised when you're surprised.
Care more.
If an outsider can do it faster and cheaper than we can,
don't hesitate.
Always be seeking outside resources. A better rolodex is
better, even if we don't have rolodexes any more.
Talk to everyone as if they were your boss, your
customer, the founder, your employee. It's all the same.
It works because it's personal.

Your Action Plan:
Time
Frame YOU
Your
Team
Immediately
Next 4 Weeks
Next 4 Months

www.AboveorBeyondJM.com

DEAL?
6/28/2018 www.AboveorBeyonfJM.com 154

Mastering the team approach haj-jun2018

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