Hope you all had a restful long weekend with your family and loved ones. If you celebrate Thanksgiving- I am sure this weekend was special.
The best part of your job, should be to love it . Let’s face it most of us don’t realise what the job is in hold for us, till we have entered it and figure out the reality.
You can opt to make your work meaningful but that certainly mean that it will happen unless of course your team supports you.
So, here are some more theories on team building:
Belbin Team Dynamics
The nine Belbin team roles:
Creative, imaginative, unorthodox. Solves difficult problems. However tends to ignore incidentals and be too immersed to communicate effectively.
Extrovert, enthusiastic, communicative. Explores opportunities and networks with others. However can be over optimistic and loses interest after initial enthusiasm has waned.
Belbin's Co-ordinator is a mature, confident and a natural chairperson. Clarifies goals, promotes decision-making and delegates effectively. However can be seen as manipulative and controlling. Can over delegate by off loading personal work.
Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage. However can be easily provoked and ignorant of the feelings of others.
Even tempered, strategic and discerning. Sees all the options and judges accurately. However can lack drive and lack inspired leadership qualities.
Co-operative, relationship focused, sensitive and diplomatic. Belbin described the Team Worker as a good listener who builds relationships and who dislikes confrontation. However can be indecisive in a crisis.
Disciplined, reliable, conservative and efficient. Acts on ideas. However can be inflexible and slow to see new opportunities.
Conscientious and anxious to get the job done. An eye for detail, good at searching out the errors. Finishes and delivers on time however can be a worrier and reluctant to delegate.
Single minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of this knowledge, said Belbin, the more dedicated the specialist. However can be stuck in their niche with little interest in the world outside it and dwell on technicalities.
Strength Inventory Deployment
People are our/your working Environment
Discover how vital relationship skills are to business success
The cost of neglecting your people
Create a high performance environment
Why people behave as they do
The seven motivational styles
Discover your own personal drivers
Recognise Different Styles
What can you learn from body language, hobbies, pets and work place?
Predict how others will behave
Understand insecurity, self-doubt and de-motivation
Match the other's style
Behaviours that bring dramatic results
Practical tips to get along with difficult people
Understand why people can be difficult
Discover your behaviour pattern in conflict
Recognize individual needs in conflict
How to deal with the angry customer/team member
The secrets of lasting agreement
Manage your impression
How does your style of working come across to others?
Some practical ways to close the perception gap
Actively manage your impression for better results
Feedback not biteback
Practical things to do when there are conflict and perception gaps
Feedback v criticism
Develop competency in giving and receiving feedback
Influence with integrity
Discover your current persuasion strategy
Learn five key processes of influence
Beware of fishing with vindaloo chicken
Communicate organisational change and get commitment
Easy steps to improve motivation and job satisfaction
Become a facilitative leader and empower your team
Implications in your professional life
Implications in your personal life
Decide action agenda
Forming - Storming - Norming – Performing
Developed by Bruce Tuckman in 1965. It is one of the more known team development theories and has formed the basis of many further ideas since its conception.
Tuckman's theory focuses on the way in which a team tackles a task from the initial formation of the team through to the completion of the project. Tuckman later added a fifth phase; Adjourning and Transforming to cover the finishing of a task.
The team is assembled and the task is allocated. Team members tend to behave independently and although goodwill may exist they do not know each other well enough to unconditionally trust one another.
Time is spent planning, collecting information and bonding.
The team starts to address the task suggesting ideas. Different ideas may compete for ascendancy and if badly managed this phase can be very destructive for the team.
Relationships between team members will be made or broken in this phase and some may never recover. In extreme cases the team can become stuck in the Storming phase.
If a team is too focused on consensus they may decide on a plan which is less effective in completing the task for the sake of the team. This carries its own set of problems. It is essential that a team has strong facilitative leadership in this phase.
As the team moves out of the Storming phase they will enter the Norming phase. This tends to be a move towards harmonious working practices with teams agreeing on the rules and values by which they operate.
In the ideal situation teams begin to trust themselves during this phase as they accept the vital contribution of each member to the team. Team leaders can take a step back from the team at this stage as individual members take greater responsibility.
The risk during the Norming stage is that the team becomes complacent and loses either their creative edge or the drive that brought them to this phase.
The rest of this article covers the final stage of Performing and Adjourning and Transforming.
You can read Part 1 here.
(Image Courtesy: Google images)
(Image Courtesy: Google images)