TEAM DEVELOPMENT - TABLE OF CONTENTS

Module 1 – Forming and Filling a Team 2Stages of Team Development 3Personal Team Strengths 5Benefit to the Team Exercise 7

Module 2 – Creating a Winning Team 8

Introduction 9Leadership 10Synergy 13Regular Meetings 14Team Goals/Vision 16Delegation 18Accountability 19Open Lines of Communication 20Decision Making 21Building Relationships 22Dealing with Conflict 23Problem Solving 24Strategy Adjustment 26Rewards and/or Celebration 27

Module 3 – Generations and Teams 28Generations and the Modern Work Place 29

Module 4 – Self Reflection 32

Self-Reflection Questionnaire 33

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Module 1FORMING AND FILLING A TEAM

Module Duration

75 Minutes

Aim of the Module

By the end of this module you will have briefly studied the 5 stages of team development and identified your own personality type and the diverse nature

of personality types within an organisation and team.

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THE 5 STAGES OF TEAM DEVELOPMENT

Bruce Wayne Tuckman (born 1938) has carried out research into the theory of group dynamics. In 1965, he published one of his theories called "Tuckman's Stages". In 1977, he added a fifth stage named Adjourning.

5 Stages of Group Development

FormingThe first stage, forming, is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Members are testing the waters to determine what types of behaviours are acceptable. This stage is complete when members have begun to think of themselves as part of a group.

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StormingThe storming stage is one of intra-group conflict. Members accept the existence of the group, but resist the constraints the group imposes on individuality. Further, there is conflict over who will control the group. When this stage is complete, a relatively clear hierarchy of leadership exists within the group.

NormingThis third stage is one in which close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group structure identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what definesCorrect member behaviour.

PerformingThe fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. For permanent workgroups, performing is the last stage in their development. However, for temporary committees, teams, taskforces, and similar groups that have limited tasks to perform, there is an adjourning stage.

AdjourningIn this stage, the group prepares for its disbandment. High task performance is no longer the group's top priority. Instead, attention is directed toward wrapping up activities. Responses of group members vary in this stage. Some are upbeat, basking in the group's accomplishments. Others may be depressed over the loss of friendships gained during the work group's life.

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PERSONAL TEAM STRENGTHS

In this section we will examine the diversity of strengths available to us within our workplace through a self assessment exercise of our individual team strengths.

The attachment of an individual strength to an animal is merely for illustrative purposes and should not be seen as a diminishing of the accuracy and validity of this exercise. The more accurately it is done, the more accurately the results will be in identifying what strengths you have and are likely to bring to the team. It also highlights potential flaws in your character and areas of development.

It is important to understand that in the ‘jungle’ of our workplace various ‘animals’ roam and we need to assess each one accordingly. By understanding the nature of each individual we will have a better understanding of what motivational techniques to use, how to lead, how to direct and how to inspire each individual.

The right individuals in the right place, doing the right task is the foundation for creating an effective team!

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EXERCISEPERSONAL TEAM STRENGTHS

                                              

               

 Colo

ur    Colo

ur    Colo

ur      

  Rank     Rank     Rank      

 Scor

e    Scor

e    Scor

e                              

               

 Colo

ur    Colo

ur    Colo

ur      

  Rank     Rank     Rank      

 Scor

e    Scor

e    Scor

e                              

               

 Colo

ur    Colo

ur    Colo

ur      

  Rank     Rank     Rank      

 Scor

e    Scor

e    Scor

e                              

               

 Colo

ur    Colo

ur    Colo

ur      

  Rank     Rank     Rank      

 Scor

e    Scor

e    Scor

e           Yellow Red

Green Brown

Colour

Orange White Blue Pink  

         Score          

                         

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Eagle

Cheetah

Elephant

Wildebeest

Wild Dog

Dolphin

Lion

Monkey

What is the potential benefit of having each of the following on

your team?

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Module 2CREATING AN EFFECTIVE TEAM

Module Duration

175 Minutes

Aim of the Module

By the end of this module you will have identified the key components of an effective team and how the application of those components can bring

success.

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INTRODUCTION

We now know that people have diverse personality types and that each different personality type brings something different to the team. To create an effective and successful team we first need to choose the correct people for the designated task. Thereafter we need to create an environment wherein they will flourish and perform to the best of their ability. Success is never guaranteed but by creating and managing an effective environment we improve the chances of success significantly.

Below are the key components in creating an effective team that we will discuss in detail throughout this module.

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Leadership

Problem Solving

Strategy Adjustment

Rewards and/or

Celebration

Delegation

Team Goals/Vision

Synergy

Building Relationships

Dealing with Conflict

Regular Meetings

Decision Making

Open Lines of Communication

Accountability

LEADERSHIP

Leadership and Management are two distinctive functions, both very important within the workplace. The essential difference between the two lies in the way they get people to follow them or do work for them.

Leaders have followers, people who willingly do what is required of them by the leader. Leadership is about guiding and influencing, appealing to those who want to follow you and inspiring them to do so. It is about providing vision, energising people, seeking opportunities, motivating, being proactive, selling, taking risks, setting direction and giving credit where it is due.Leaders always have their eyes on the horizon, they are always asking how and why and they invariably have a long term vision.

Managers have subordinates, people who do what they are told to do. Management is about getting things done right and getting paid to do it. It is about seeking and then following direction, coordinating effort, enforcing rules, controlling risks, managing work, telling, keeping stability, minimizing mistakes and getting results. Managers imitate, their view is short term and the key question for them is how and by when.

Leaders are essentially part of the team and lead from within the team while managers manage the team externally. The key components in this workshop apply to both functions. During this workshop we will however use the word leader.

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Leadership is a diverse and dynamic subject and the above leadership techniques are not meant to be an exhaustive list but rather a selection of the various techniques that encompass most of the existing traditional leadership models.

The value of understanding the full range of Leadership types is that we are confronted daily with a variety of situations that demand immediate leadership intervention. One simply cannot apply a single leadership technique to every situation and it is here that the EQ leader is able to identify the necessary technique required to effectively deal with any variable.

The 8 Techniques

1. Autocratic Leadership

Description: In this style the leader makes decisions without consulting others.

Positives: Works when there is no need for input e.g. Evacuating people from a burning building.

Negatives: Very task orientated with little regard for people’s feelings and as a result can lead to a hostile working environment.

2. Charismatic/Transformational Leadership

Description: Charm is needed to create followers, not power or authority.

Positives: If leader is well intentioned they can elevate people to higher levels of performance.

Negatives: Selfish people with a personal agenda can create strong groupings which could undermine company success.

3. Visionary Leadership

Description: Pulls people forward by outlining clearly where they are all heading as well as keeping them motivated along the way.

Positives: People commit to vision and not to personality.Negatives: Dangerous if people cannot grasp the vision or are not

interested in it.

4. Democratic Leadership

Description: Leader involves the people in the decision making process and most popular choice is accepted.

Positives: People feel involved and invariably are more motivated to complete the task.

Negatives: Can be a problem if there is a wide range or strong diversity of opinions.

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5. People Led Leadership

Description: Leader has minimum involvement and the people make all the decisions.

Positives: People make their own decisions and thus should be responsible for their own actions.

Negatives: Can lead to organizational chaos if nobody makes any competent decisions.

6. Consultative/Servant Leadership

Description: Leader asks for input and collaboration from all parties but is responsible for making final decision with integrity and in line with organisations values.

Positives: People have input and feel that their opinions matter, trust relationships are developed and power is used ethically.

Negatives: If people’s opinions are ignored and they are unable to accept it and collaborate, conflict could arise.

7. Chase Leadership

Description: Leader spends a large proportion of their time and energy pushing the team forward.

Positives: Very little opportunity for individuals to fall behind the group.

Negatives: Very exhausting for a leader and people get used to only working when adequately pushed.

8. Manipulative Leadership

Description: Leader coerces people either by disciplinary procedures or token rewards.

Positives: Can create a competitive environment which leads to short term profit.

Negatives: Persistent use leads to passive resistance where people do just enough to avoid discipline.

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SYNERGY

In general, synergy (pronounced SIHN-uhr-djee, from Greek sunergia, meaning "cooperation," and also sunergos, meaning "working together") is the combined working together of two or more parts of a system so that the combined effect is greater than the sum of the efforts of the parts.

In business and technology, the term describes a hoped-for or real effect resulting from different individuals, departments, or companies working together and stimulating new ideas that result in greater productivity.

http://searchcio.techtarget.com/sDefinition/0,,sid19_gci214544,00.html

TIPS TO DEVELOP A SYNERGISED TEAM

Keep a record of the desired result, evaluate progress and score the success rate.

Common goals Adopt open, honest and continuous communication Grow team and individual members Develop the quality of relationships, in the team and with others Clearly define roles and responsibilities Play to strengths and support individual weaknesses Make sure everyone knows the rules and plays by them Seek quality and continuous improvement Create a team identity Ensure full participation Develop commitment Build trust and confidence within the team Encourage responsibility and ownership Continually plan and problem solve Constantly recognise achievement Encourage creativity and initiative Have fun

GEESE

The natural unity that exists among geese illustrates the significance of teamwork: Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take advantage of the lifting power of the birds in front. As geese flap their wings, they create uplift for the bird following. By flying in a ‘V’ formation, the whole flock achieves 71% greater flying range than that of a bird flying alone. If you share a common direction and sense of community, you can get where you’re going more quickly and easily because you are travelling on the power created through teamwork.

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REGULAR MEETINGS

What are your greatest frustrations with meetings?

It seems like an unnecessary evil but meetings are a key part of the basic functioning of teams. They are important and vital and if used correctly can only help the team move forward.

The purpose of meetings is to provide a forum for information sharing, brainstorming, problem-solving, setting vision and updating. In essence to inform, guide, discipline, persuade and transfer knowledge.

Meetings become a waste of time when they are not properly planned, an agenda set and the agenda followed. Distractions are a waste of time and with nothing to provide direction to a meeting, distractions are inevitable. Remember, effective meetings produce results. The agenda and minutes help to achieve this.

ORGANISING MEETINGS

Before even planning the meeting:

• Is the time invested worth the cost?• Are all the key team members able to attend?

Prior to the scheduled meeting:

• Is everyone informed about the overall objective of the meeting?• Has the agenda been set and has everyone been consulted? • Has everyone received a final agenda?• Is everyone aware of the starting time?• Have you organised a meeting room, handouts, AV equipment,

pens, refreshments etc?• Has someone formally been appointed as the note/minute taker

and informed of the meeting?

Research shows that:

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• People are most creative at 9am or earlier• Meetings at 10:30am or 3:30pm have built in closure• Avoid 12pm and 5pm to schedule meetings. Team members are

more likely to want to wrap up the meeting so that they can go to lunch or go home.

Revisit your frustrations and indicate how that particular frustration could have been avoided by proving practical solutions.

Frustration Solution

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TEAM GOALS/VISION

Teams need to have a clear idea of where they’re going and how they intend to get there. Every team has to have a vision. This vision is a picture of a reality that they want to create. This vision is like a compass that directs and drives their efforts and activities. They must not only know what they want to create, but also, the leader must ensure that every team member buys in to that vision.

WALT DISNEY

Walt Disney didn’t live to walk down the Main Street of his new Magic Kingdom or stroll around Epcot Centre. He died in 1965, almost five years before Walt Disney World opened. On the day the Florida Park opened,

someone commented to the creative director that it was a pity Walt didn’t live to see the park. The Director replied “He did see it, that’s why it’s here”

THIS IS WHAT WALT DISNEY SAW

Walt Disney World Resort is a 47 square mile, world-class entertainment and recreation centre featuring four theme parks (Magic Kingdom, Epcot, Disney-

MGM Studios and Disney's Animal Kingdom); two water adventure parks (Blizzard Beach and Typhoon Lagoon); 32 resort hotels; 99 holes of golf on six courses; two full-service spas; Disney's Wedding Pavilion; Disney's Wide

World of Sports Complex; and Downtown Disney, an entertainment-shopping-dining complex encompassing the Marketplace, Pleasure Island and West

Side.

Disney employs more than 51,000 cast members. There are 32 resorts in a variety of price points featuring more than 31,000 accommodations, including rooms and campsites. Disney has more than 600,000 square feet of modern meeting space located throughout the resort areas. To connect all the areas in Disney there are monorail trains, ferryboats, launches and motor coach

shuttle services.

Extracts from: http://www.explorethemagic.com

The best way to set team goals is by being SMART!

S = SpecificM = MeasurableA = AttainableR = RealisticT = Timely

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Specific

Don’t complicate things. Keep them simple and state what you want to happen. State what you are going to do, why you want to achieve it and how you are going to achieve it. Make use of action words as these create a positive focus. Remember, simple and clear.Don’t say: “I am going to get fit!”Do say: “I am going to run for 10 minutes every day!”

Measurable

How do you know when you have achieved you goal? It is for this reason that there has to be measurements in place. It is best if the goal is written down so that you can see the measurement the whole way through. The measurement is what helps you stay on track to achieving you goals as well as giving you that sense of accomplishment when you achieve them.“I am going to get fit!” – You can't measure when you are fit or even if you are getting fit.“I am going to run for 5km before Christmas!” – You can measure your progress every time you run as well as knowing when you achieve your goal.

Attainable

It is the aim of a goal to stretch you, not break you. Before you commit to a goal you have to decide it can be attained. If there is no way that you can attain the goal it is unlikely that you will be committing to it for any length of time. E.g. “I want to own every Picasso!” It would be better to say “I want to own a Picasso,” and when you have achieved this then say, “I want to own another Picasso.”

Realistic

Is your goal do-able? This means that you do not go from 0 to 100 in 1 second. If you start with an extreme target there is a great likelihood that you will not stick to your goal, and the goal will again become a dream. E.g. “I will never watch TV again.” It is better to set a plan in place to phase out TV, e.g. start by saying, “I will watch 2 hours of TV a day.” Once you have achieved this then reduce the time again.

Timely/Time Bound

Your goal must have a deadline. There is nothing like a bit of pressure to help you achieve your goal. Adding a timeframe adds focus to your goal and creates a target in your mind to achieve. A deadline also shows that you have to start now; it is not something that can be put off again and again.

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DELEGATION

It is very clear that we are not able to do everything or control every aspect of every task, this kind of thinking only causes us to become too busy, preoccupied and stressed. It causes us to resent the team and ultimately to impact on its success. The key is to learn to delegate. But how do we do this?

1. Decide that the task is suitable to be delegated

2. Who to delegate toTake into account the reasons for delegating the task. Also take into account your reasons for delegating the task to this person. What are they going to get out of it? What are you going to get out of it? Are they capable of successfully completing the task?

3. Explain the reasons for delegationYou must always explain why the task is being delegated and why you are delegating it to that person. Explain also what the importance and relevance of the task is, and where it fits, in the overall scheme of things.

4. What exactly is required?What must be achieved? Ensure that they understand what they have to achieve and what results you are expecting. Also explain how the task will be measured and how you intend to decide that the job is being successfully done.

5. Consider what resources are requiredDiscuss these with the person to whom the task is being delegated to.

6. Agree to deadlinesWhen must the job be finished? Or if an ongoing duty, when are the review dates? Are there reports due? And if the task is complex and has parts or stages, what are the priorities? All your methods of checking and controlling must be agreed upon with the other person at this stage, as if you do not, it will look like you do not trust them or that you are trying to meddle.

7. Be supportive and communicateBe supportive of the person by informing any necessary parties that you have delegated the task them.

8. Constant feedbackIt is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go according to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success. Remember you are delegating the task, not the responsibility!

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ACCOUNTABILITY

When someone joins a team, they agree to work with other members to complete a common task. One problem with the concept of a team in achieving a goal is that members tend to be lazy, thinking that other members will take the initiative and follow through with the work. This, unfortunately, leads to one or a few team members carrying the full weight of the task at hand while others simply observe and waste time. A very effective way to avoid this problem and make a team more effective is to practice accountability.

Another way of defining accountability is to call it personal liability or responsibility. Whether it is good or bad, each member of a team must be responsible for their involvement in a task. If a person’s actions are unhelpful in regards to the common goal, it must be traced back to them and their behaviour adjusted accordingly.

Keeping account of the team’s progress as well as the progress of each member is a very large part of accountability. The word account has a lot to do with this. The very essence of accountability is to keep track of the team’s progress toward a goal; identifying strengths and weaknesses; and pinpoint areas and members that are successful or unsuccessful in their tasks.

Who are you currently accountable to and what are you currently accountable for in your current work team?

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OPEN LINES OF COMMUNICATION

Good communication between all members of your team, even those “lower down”, can have an effect on their delivery and the overall success of your team. Communication is a vital part of being a good leader and a good team player. If you cannot get your message across to your other team members, stakeholders or shareholders, how can they trust what you are doing? The saying is true, “Communication is KEY!” Teams and leaders must be aware that communication is multifaceted. Leading research in communication has identified three distinct attributes that make up any message that we communicate: - Words 7%, Tone: 38%, Body Language: 55%

As you can see, most of what we communicate is not in the words we use. It is in the way we put the message across. Listening on the other hand is the other 100% of communication. It is said that God gave us two ears and one mouth so that we can listen twice as much as we speak! This is particularly important in a team when many voices all want to be heard at one time and failure to listen can result in disaster.

Who is responsible for communication breakdown in the team? This is an interesting question and we always like to point fingers at everyone else besides ourselves, but we need to understand that in a team it is not about “me, myself and I”. The emphasis is placed on the “we, us and our”. It is YOUR responsibility to watch your attitude, communication and behaviour in the team, especially if you are the one doing the communicating. Ensure everyone has understood and clarify yourself.

What is the potential impact on your team if they don’t listen and communicate effectively?

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DECISION MAKING

In order for a team to move in any direction, decisions have to be made. Who, what and how are the most vital questions that need to be answered. Ultimately there are two ways for a decision to be made where teams are concerned. One is that the leader alone simply takes into account all the circumstances, makes an educated decision and then relays it to the group outlining each person’s individual responsibilities. This approach can often take less time, but isn’t always thorough; because it is difficult for one person to come up with every valid point relating to the task and participants.

When a group makes a decision together, the leader opens the discussion with a brief summary of the task and a few meaningful specifics. It is then open for the team’s concerns and input, often involving discussion between group members as well as the leader. This can often be a lengthy process as team members tend to disagree on aspects of a task that have both pros and cons. After discussion with the group, it is then up to the leader to either make a decision on their own, or to put it to a vote amongst the members. It is vital that these decision making meetings be structured in such a way that the end result is a firm decision - either by vote or executive decision by the leader.

Ways to help a team make an effective decision are to understand that everyone will not always agree, but everyone must be given the opportunity to express their point of view. The most important aspect is in understanding that each view is simply an opinion and that the goal is to decide what the best decision is for the collective group.

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BUILDING RELATIONSHIPS

Team is all about working together to achieve a goal more effectively than each member could accomplish separately. The glue that holds a team together is the relationship between each of the members. Mutual respect and understanding between people means that they are comfortable around each other and willing to strive for success, not only for themselves, but for their team mates as well.

In your group discuss ways in which we could actively encourage people to get to know one another, understand one another, as well as develop trust and mutual respect.

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DEALING WITH CONFLICT

Wow, with so many different personalities on the team you are bound to have many disagreements, differing opinions, ideas and perceptions. This can lead to one almighty clash if one is not careful.

Every team will experience conflict. That is a given. The key is to ensure that the situation that is causing the conflict is resolved. So often we try to ignore conflict and pretend it does not exist but this only makes the problem worse.

What impact does ignoring issues and not resolving conflict have on the team? Brainstorm key points with your group and record your answers in the space provided below. Also relate any relevant stories/examples that you have come across.

How to Resolve Conflict in 7 Steps

If you follow the below tried and tested steps, you truly will find that conflict gets resolved. Remember, however, that conflict resolution is a skill everyone in the team needs to develop and sharpen. It does not come overnight and must be practiced.

1. Ensure that you are truly listening to what the other person is saying. 2. Do not take things personally and do not get personal. Watch your

language for blaming words, i.e. you always.3. Listen to ‘hear and understand’ what the root cause is.4. Before you speak, prepare what you want to communicate. Do not speak

in haste.5. Let the other person know you understand. This will create a level playing

field and show that you are taking them seriously. Note: This is different to saying you agree!

6. Very clearly explain from your perspective. Do not generalise and do not get personal.

7. Always end with what is going to happen next. It communicates that you are taking things seriously and that you genuinely want to help resolve the issue.

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PROBLEM SOLVING

PROBLEM-SOLVING: Describes the process of working through details of a problem to reach a solution. An individual seeking to solve a problem will have to identify the most important elements that influence the answer and then work through a series of operations to determine a logical solution. Problem solving may include mathematical or systematic operations and can be a gauge of an individual's critical thinking skills.

BusinessDictionary.com

How do you currently solve problems together as a team?

The team approach

TEAMWORK: The process of working collaboratively with a group of people, in order to achieve a goal. Teamwork is often a crucial part of a business, as it is often necessary for colleagues to work well together, trying their best in any circumstance. Teamwork means that people will try to cooperate, using their individual skills and providing constructive feedback, despite any personal conflict between individuals.

BusinessDictionary.com

It is true that adults deal with problems on a daily basis and therefore have really honed their skill of problem solving. However, just because this is true does not mean that problem solving in teams will be an easy task. Without a common process in place the team will only end up fighting and disagreeing, with the problem probably going unresolved or being made worse.

When Approaching Team Problem Solving:

It is always best when those in a team have an interest in the problem, are actually impacted by the problem and will do anything to find a solution also having the power to implement the new solution

Ensure that there are specific ground rules laid down for your team that everyone agrees with. Such rules could be: starting the meeting on time, maintaining focus, respecting other ideas and listening to others

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Agree on the operation of the team and take care of details such as how often you will meet, communicating between meetings, roles needing to be filled, who will fill them and who will complete certain tasks/ deadlines. (Before you even attempt to solve a problem together the team members have to know what their role is. This combined with knowing what the team hopes to achieve will aid success.)

The best problem solving as a team

1. Team members readily contribute from their experience and listen to the contributions of others.

2. Disagreements arising from different points of view are considered helpful; they are seen as the crucible out of which unambiguous and honest solutions can flow.

3. Team member’s challenge suggestions they believe are unsupported by facts or logic but avoid arguing just to have their way or to be noticed for their own individual input.

4. Poor solutions are not supported just for the sake of harmony or agreement.

5. Differences of opinion are discussed and resolved. Coin tossing, averaging, straw-drawing, majority vote and similar cop-outs are avoided when making a decision.

6. Every team member strives to make the problem solving process efficient and is careful to facilitate rather than hinder discussion; each member strives to encourage and applaud individual efforts to contribute as well as the contributions themselves.

7. Team members encourage and support co-workers who are reluctant to offer ideas or to offer differing views from those already expressed.

8. Team members understand the value of time and work to eliminate extraneous and/or repetitious discussion.

9. Team decisions are not arbitrarily overruled by the leader simply because he/she doesn't agree with them; each member is committed to respecting each other's views and to honouring the sources of these views as being legitimate and sincere.

10.The team understands that the leader will make the best decision he or she can if a satisfactory team solution is not forthcoming; they each agree to support and promote the decision that results from the problem solving process whether it is made collectively by the team or individually by the leader of the team.

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STRATEGY ADJUSTMENT

One of the greatest stumbling blocks to a teams’ success is the inability to change its strategy when it becomes clear to all that the strategy is not working. There are always ‘good’ reasons for not changing a particular strategy midstream but the reluctance to address glaring problems will ultimately lead to the demise of even the most promising teams.

Changing strategy is not a weakness and it is not an admission of defeat. It takes courage and a desire to succeed to admit that something is not working, to seek advice on how it could be done better (either internally with your team or externally with a consultant, for example) and to make the change.

It is advisable that a team builds in mechanisms that actually force the team to regularly evaluate the strategy against set goals and make adjustments if necessary.

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REWARDS AND/OR CELEBRATION

Not every member of a team can feel a sense of individual achievement and pride in their work because they are not always individually evaluated. Each team success must be met with an appropriate celebration. For everyone to feel the satisfaction of a job well done, and for the team to be encouraged for their next task, they must receive affirmation for what they accomplished. Small accomplishments could possibly be met with a few hours set aside for coffee and socializing one afternoon. Other, larger accomplishments can merit a team excursion doing a leisure activity best suited to their interests.

Keep in mind that the most important part of celebrating success is identifying the job well done and not the reward itself. This affirmation reinforces trust and confidence that propel a team to reach its potential.

Affirmation

Why is this important in team building? Well when anyone has done a good job or made progress they need to be acknowledged. The need for acknowledgement is a basic human need. Affirmation is not a task of the leader only but should be practised by all team members. Why are affirmations necessary?  

They motivate.  They keep the mind focused on your goal.  They enter the subconscious mind, and use its power to push you

toward your goal from within.  People sometimes intuitively perceive your affirmations and help you

make them come true.  Your affirmations become thoughts. If repeated often, their

accumulated power influences behaviour.  Remember that your affirmation and encouragement must be:-

Sincere. People know and can sense when you are being false or fake. Failure to be sincere can have a detrimental affect not only to your coaching relationship with the person, but with your whole work team.

Incident Specific. NEVER generalise affirmations or encouragement. Person Specific. People need to feel special. You can’t keep saying

that your whole team is doing a fantastic job if there are a few people that are really carrying the department.

Verbal or written not inferred. In the Correct Place. This can be done in front of the peer group on

selective occasions however what is done for one must be consistently done for others.

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Module 3GENERATIONS AND TEAMS

Module Duration

20 Minutes

Aim of the Module

To examine the differences between the various generations that currently make up our modern work force.

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GENERATIONS AND THE MODERN WORK PLACE

The Modern workplace is a very complex place. Not only are we confronted with the diversity of different personality profiles and the complex differences in cultural backgrounds but we are further challenged with the different views, attitudes and motivations of the different generations which make up our modern work force.

In this section we will give a little insight into the differences in the generations. By understanding them and their attitude toward work, motivation, conflict and communication you may be able to capitalize on their strengths to enhance the effectiveness of your team, division or company.

The Silent Generation

They have mostly retired or are very near retirement. Born between 1927 and 1945, they are known for being hardworking and loyal. They appreciated their jobs and invariably worked for one employer their entire life. They are team players, prefer face to face communication and are less technologically driven. They are also able to listen longer and are able to sit and concentrate during extensive training and meetings.

Baby Boomers

Are currently well into their careers and typically in management. Born between 1946 and 1964, they are known for being cynical, work centered and loyal. As a result of this they value praise and benefits. They like challenges and responsibility, their salary is a measure of their success and they like

respect and face to face contact in the work place. They are usually workaholics who believe in the value of a long work week and as a result they bemoan the lack of work ethic and commitment in both Generation X and Y. They are independent and self-reliant and are not afraid of conflict. Generally Baby Boomers come across a highly competitive and career focused. It is important to note as well that they believe strongly in hierarchy and

organizational structure and are easily frustrated by relaxed and flexible work environments.

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Generation X

Family time and a better work/family balance defined this generations’ attitude toward employment. Born between 1965 and 1980, they are ambitious and hardworking but don’t enjoy a rigid work environment. They enjoy the freedom to set their own work hours, work place and schedules and these are the key factors in keeping and motivating them. This probably explains the fact that this generation is also fairly entrepreneurial and enjoys being creative. They don’t enjoy long meetings or lectures and generally happy to correspond via email. Authoritarian bosses, being micro managed and highly structured work hours frustrate Generation X’s immensely and will invariably result in them leaving the organization. They enjoy fun in the workplace and are less inclined to work for one employer their entire life as the flexibility of two income families gives them more options.

Generation Y (Millennials)

Meaningful careers, mentorship and work/life balance are highly important to this generation. Born between 1981 and early 2000’s, they are smart, technologically switched on, optimistic and creative. Personal growth is very important and they are concerned with making a meaningful contribution. Prefer tech communication as opposed to face to face and enjoy multi-tasking, however they need frequent communication, feedback and praise. Don’t enjoy lectures and enjoy nontraditional ways of training. They can effectively work and communicate remotely and their desire for a better work/life balance means that if an effective balance can be found, employers

can keep them and keep them highly motivated. On the personal side they are more inclined to living longer with their parents then any generation before them and putting off the traditional rites of passage, like marriage, until later in their lives. Ironically this delay is as a

result of the picture presented by their parents, higher divorce rates and job unhappiness. Millennials would prefer to wait and get it right, rather than make the same mistakes their parents made.

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Module 4SELF REFLECTION

Module Duration

As long as you need….

Aim of the Module

To reflect on your role within a team and to self-evaluate areas where you could improve and add value.

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Identify one of the teams you are currently involved in (department, marriage, sport, cultural, committee etc.) Taking into consideration the information covered in this course, reflect on and answer the following questions:

1. What teams are/have you been apart of? (Think public & private sectors, sport, business, religion, culture, hobbies etc)

2. What impact did being in a team have on you as a person?

3. What is the most important thing you learnt from working in a team?

4. What skills did you learn that you will be able to bring to your current/future department?

5. What is your role/s within your team?

6. Are you happy with the role you have in the team? If you do not know you role or are unhappy with it, what role would you like to play?

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7. What are the strengths of my team?

8. What needs to be done by other team members, to improve team work?

9. What can I do personally to improve teamwork within my team? (Think back on the information covered in this course.

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