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Teamwork:
A Developmental Plan

For the purposes of this developmental plan, “teamwork” is defined as the establishment and maintenance of respectful, cooperative, and productive working relationships with co-workers, team members, supervisors, and other member of the University community.  This definition is drawn from the University’s Performance Management Process where “teamwork” is one of the process’s Universal Performance Dimensions.
Everyone works on teams whether or not we call them offices, departments, committees, or teams.  These organizational elements have some common characteristics: They have co-workers and team members, require collaboration, and pursue a common purpose.  Someone leads the team formally although there may be numerous informal leaders.   

There are three different developmental suggestions that follow:  Building Blocks for Effective Team Performance, Core Team Leadership Behavior Skills, and Stages of Team Development with suggested developmental activities for each.

 

A.  Building Blocks for Effective Team Performance
The commonly recognized building blocks to achieving effective team performance are respect, trust, and credibility.  For those who wish to increase the effectiveness of their team, we recommend that they take the team members through these three building blocks of development as outlined below; courses listed are Human Resource Development (HRD) offerings:  Check the HRD Training and Development Guide for course descriptions and the current “Schedule of Courses” for when courses will be offered.

1. Respect – people take you seriously, seek your input, listen to you, and value your contributions

Communication
            Communicating with Difficult People (HR600)
            Effective Meeting Skills (MG510)
            Interpersonal Communication Skills (HR560)
            Making Effective Oral Presentation (HR910)
Train-the-Trainer:  The Adult Learner (TR100); Classroom Presentations (TR300);            OJT (TR200)
            Writing in Organizations (HR295)
Delegation—Creating the Climate for Teamwork (MG201)
Listening—Effective Listening (HR920)
Motivation—(MG380)

2. Trust – your actions plus your words:  The following courses explain how to inspire trust and the effect that trust has on teambuilding.

7 Habits of Highly Effective People, Signature Program (LD100)
The Management of Change (MG101)
The Leadership Challenge (LD600)
Leadership:  Great Leaders, Great Teams, Great Results (LD700)
The Emotionally Intelligent Leader (LD500)
Teamwork and Leadership Profiles—The Myers- Briggs Type Inventory (LD450)
StrengthQuest (LD650)

3. Credibility –  the conviction that you have competence, sincerity, and integrity

Professional Ethics (MG120)
Technical Expertise:  Individual development activities that improve one’s capability to do the job
7 Habits of Highly Effective People, Signature Series (LD100)
Innovation (CI100)

B. Core Team Leadership Behaviors and Skills
Good team leaders have the following behaviors and skills (techniques/skills are followed by the courses that will help develop that technique/skill):

1. Employ a communication style that seeks to understand the other person’s needs, position, and situation while simultaneously conveying respect and demonstrating openness and objectivity:

7 Habits of Highly Effective People, Signature Series (LD100)
7 Habits for Managers (LD150)
The Leadership Challenge (LD600)
Leadership:  Great Leaders, Great Teams, Great Results (LD700)
Diversity in the Workplace (MG530)
Effective Listening (HR920)
Interpersonal Communication Skills (hr560)

2. Demonstrate the ability to declare thought and perceptions clearly and credibly; are direct, honest, and objective without attacking, judging, threatening, or controlling others:

Communicating with Difficult People (HR600)
Conflict Management at Work (ER345)
Making Oral Presentations with Confidence and Skill (HR910)
Meeting Skills (MG510)
Professional Ethics (MG120)
Writing in Organizations (HR295)

3. Facilitate group learning and insight by employing the communication style described above and by conveying information objectively:

Coaching (MG520)
Delegation:  Creating the Climate for Teamwork (MG201)
Motivation (MG380)
Train the Trainer Series:  The Adult Learner (TR100); On the Job Training (TR200); and The Preparation and Delivery of Classroom Training (TR300)

4. Envision an inspiring future so as to fix for the team the ultimate destination toward which the team is striving and the goals that will help them arrive there:

Establishing and Explaining Performance Expectations (PM120)
The Management of Change (MG101)
Strategic Planning (MG115)
Understanding the Impact of Four Generations in the Workplace (MG530)
Generations:  M.E.E.T. for Respect in the Workplace (MG550)

5. Advocate action so as to move the team toward achieving the common goals:

7 Habits of Highly Effective People, Signature Series (LD100)
7 Habits for Managers (LD150)
The Leadership Challenge (LD600)
Leadership:  Great Leaders, Great Teams, Great Results (LD700)
Teamwork and Leadership Profiles:  The Myers Briggs Type Inventory (LD450)
The Emotionally Intelligent Leader (LD500)
We recommend that team leaders take the above listed courses to develop and improve the skills and techniques listed.  This should be an individually pursued program.  The courses listed are Human Resource Development (HRD) offerings:  Check the HRD Training and Development Guide for course descriptions and the current “Schedule of Courses” for when courses will be offered.

C. Stages of Team Development
Team development normally passes through four stages:

  1. Forming:  The group explores and determines acceptable behaviors.
  2. Storming:  Members become active and influence team decisions.
  3. Norming:  The team identifies acceptable ways to interact as norms of acceptable behavior and operation are established.
  4. Performing:  Cohesion and collaboration produce effective performance and the attainment of team goals.

We suggest that teams first develop the three building block values by engaging in the recommended courses as a unit when and where possible.  These programs will help teams through the first two stages of team development and into the third.  To attain that fourth stage smoothly, teams should contact the Director of Human Resource Development Patrick Deery (334-844-4145 or deerypd@auburn.edu) for team building exercises and next steps.

Notes:

  1. The framework and definitions for the Building Blocks for Effective Team Performance  and Core Team Leadership Techniques and Skills are taken from “Leading Work Teams”; Kathryn Gaines; Info Line:  Tips, Tools, and Intelligence for Trainers, Issue 0602, Feb 2006, ASTD Press: Alexandria, VA.
  2. The Stages of Team Development are taken from Rene McClay’s “A Collection of Ideas for Being a Team Leader,” ASTD Links, October 2009.