For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer. By the end of this workshop, participants will be able to answer the following questions: a. Why are teams key to productive work environments? b. What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team? c. What are types of teams and how to utilize each type to get results? d. What are essential behaviors of leaders and followers on well functioning teams? e. What are the uses, benefits and disadvantages of various team-building activities? f. What teambuilding exercises create bonds and when to use them?

1. Maximize Team-
Building Skills and
Success
February 8 – 10, 2018
Washington Marriott
Wardman Park Hotel
Washington, DC

2. Workshop Objectives
• Why are teams key to productive work environments?
• What are the four phases of the Tuckman team development model?
How can knowing these characteristics help me on a team?
• What are the types of teams and how do I utilize each type to get
results?

3. Workshop Objectives
• What are essential behaviors of leaders and followers on well-
functioning teams?
• What are the uses, benefits and disadvantages of various team-
building activities?
• What team-building exercises create bonds and when do I use them?

4. Module 1:
“The ratio of We’s to I’s is the best
indicator of the development of a
team.”
- Lewis B. Ergen
Why Are Teams Key To
Productive Key Work
Environments?

5. What Is A Team?
• A team is a group of people formed to
achieve a goal. Teams can be temporary or
indefinite.
• With individuals sharing responsibility, the
group as a whole can take advantage of all
the collective talent, knowledge, and
experience of each team member.
• Team building is an organized effort to
improve team effectiveness.

6. Why Are Teams Important To A
Productive Work Environment?
• Teams can accomplish more than individual
members alone.
• Teams benefit from shared experience and
knowledge.
• Tasks can be delegated to solve problems
more efficiently.
• Improves employee relations and company
culture as a whole.

7. Why Are Teams Important To A
Productive Work Environment?
• Allows employees to share ideas among a group.
• Employees can ask questions and get feedback in
a timely manner.
• Teams investigate a problem from many different
perspectives, which can lead to more creative
solutions.

8. Module 2:
“The path to greatness is along
with others.”
- Baltasar Gracian
What Are The Four Phases Of
The Tuckman Team
Development Model? How Can
Knowing These
Characteristics Help Me
On a Team?

9. An Overview of Tuckman and Jensen’s Four-
Phase Model
The
Performing
Stage
The
Norming
Stage
The
Storming
Stage
The
Forming
Stage

10. The First Stage of Team Development:
Forming
• When a new team forms, it concerns itself with becoming oriented.
• A team becomes oriented through testing the boundaries of
interpersonal and task behavior.
• At the same time, the members are establishing dependency
relationships with leaders, fellow team members, and any standards
that existed when the group formed.

11. Strong Leadership Skills Are Essential In The
Forming Stage
The leader must:
• Provide an environment for
introductions.
• Create a climate where participants
can begin to build rapport.
• Present a solid first agenda so that the
goals for the team are clear.

12. Benefits of Forming Stage
• The team determines the purpose and objective.
• The team agrees on goals and begins to tackle the assigned tasks.
• The members of the team get to know each other and become friendly.
• Provides a chance for team members to ask a lot of questions.

13. The Second Stage of Team Development:
Storming
• In the Storming phase, the team starts
to address the objective(s) by suggesting
ideas.
• The Storming phase is characterized by
conflict and interpersonal issues.

14. Storming Phase: Be Careful!
• Different ideas may compete for consideration, and if badly managed,
this phase can be very destructive for the team.
• Egos emerge and turf wars may occur.
• In extreme cases, the team can become stuck in this phase.

15. Common Issues During Storming Phase
• Members questioning leadership methods
• Conflicts may arise because of different working styles
• Members feeling overwhelmed or stressed
• Disagreements between team members
• Members questioning team goals
• Emotional responses
• Power struggles for control

16. The Third Stage of Team Development:
Norming
• Teams gradually move from the Storming phase into the Norming
phase.
• The Norming phase is when team members start to resolve their
differences, appreciate their colleagues' strengths, and respect their
leader’s authority.
• This tends to be a move towards harmonious working practices.

17. Hallmarks of the Norming Phase
• Teams begin agreeing on the
rules and values by which they
operate
• New roles are adopted
• Responsibilities are clarified
• New standards evolve
• Team members begin feeling
comfortable enough to ask each
other for help

18. Hallmarks of the Norming Phase
• Teams may engage in team-building activities
• Big decisions are made by the group while smaller decisions are
delegated to individuals or smaller teams
• Teams develop a cohesive working style
• Processes are clarified

19. The Fourth Stage of Team Development:
Performing
• Once teams move from Norming to Performing, they are identified by
high levels of independence, motivation, knowledge, and
competence.
• Decision making is collaborative and dissent is expected and
encouraged, as there will be a high level of respect in the
communication between team members.

20. Hallmarks of the Performing Phase
• Roles become flexible
• The team is strategically aware of its
purpose
• Team members are now competent to
complete their tasks without supervision
• Structural issues have been resolved
• Working relationships, styles, and
processes are clear

21. Hallmarks of the Performing Phase
• Team members are motivated to reach the team goal
• Team leaders delegate individual tasks
• High degree of autonomy
• Teams may need to revert to earlier phases of the Tuckman model in
order to resolve new challenges

22. Module 3:
“Gettin’ good players is easy.
Gettin’ em’ to play together is the
hard part.”
- Casey Stengel
What Are The Types Of
Teams And How Do I
Utilize Each Type To
Get Results?

23. Types of Teams
The Traditional Team
Self-Directed Team
E-Team

24. The Traditional Team
• Traditional teams generally report to a manager or
supervisor
• Solves problems by creating a process of individual
steps
• Each team member is aware of their own role and
how that roles fits into the larger scheme of the
organization
• Multiple minds working on the same problem
increases efficiency
• Traditional teams typically meet in person

25. The Self-Directed Team
• Self-directed teams are responsible for an
entire product or process, typically with very
little input from a manager or supervisor
• Self-directed teams manage its own
workload
• Creates more employee responsibility and
accountability
• Allows greater freedom for team innovation
• Self-directed teams generally meet in person

26. The E-Team
• E-teams meet virtually
• E-teams must have a clear method of
communication (e-mail, online group chats,
Skype, weekly phone meetings, etc.)
• Understanding the structure of the team is
vital since the team does not meet in person
• Provides a flexible work schedule
• Team members can work together from
different locations

27. Tips For Getting Positive Team Results
• Gain a shared understanding of the team’s purpose
• Mutually agree upon operating principles such as agendas,
procedures, and decision-making processes
• A team is interdependent; everyone works for the good of the team,
not for oneself
• How a team does things (processes) is just as important as what they
do (tasks)

28. Module 4:
“When a team outgrows individual
performance and learns team
confidence, excellence becomes a
reality.”
- Joe Paterno
What Are Essential
Behaviors of Leaders
and Followers On Well-
Functioning Team?

29. Essential Behaviors of Leaders On Well-
Functioning Teams
• Communicate clearly
• Set team goals and expectations
• Prioritize tasks
• Be assertive
• Motivate team members
• Be empathetic
• Respect the members of the team

30. Essential Behaviors of Leaders On Well-
Functioning Teams
• Be supportive
• Give constructive feedback
• Be honest
• Delegate tasks effectively
• Be positive
• Lead by example

31. Essential Behaviors of Followers On Well-
Functioning Teams
• Be an active listener
• Communicate clearly
• Have a positive attitude
• Respect fellow team members
• Be empathetic

32. Essential Behaviors of Followers On Well-
Functioning Teams
• Be cooperative
• Ask questions when necessary
• Be open to criticism
• Consult with supervisor regularly

33. Module 5:
“The greater the loyalty of a group
toward the group, the greater is the
motivation among the members to
achieve the goals of the group, and
the greater the probability that the
group will achieve its goals.”
- Rensis Likert
What Are The Uses,
Benefits, and
Disadvantages Of
Various Team-Building
Activities?

34. Use of Team-Building Activities
• Team building is an organized effort to
improve team effectiveness.
• Team members can experience and become
familiar with company culture and values.
• Team building is indicated for regular teams
or for a work team “in trouble”.
• Team building can be used to celebrate
successes or to mold employees into a
team.

35. Benefits of Team-Building Activities
• Improves productivity and motivation.
• Teams gain an increased ability to solve problems.
• Helps break down personal and political barriers and allows for
rapport building.
• Can help a team overcome performance problems.
• Increases employee morale.

36. Benefits of Team-Building Activities
• Improves communication among team members.
• Encourages creativity in problem solving.
• Increases the willingness for team members to share ideas and
cooperate with each other.
• Reduces stress.

37. Disadvantages of Team-Building Activities
• Activities can be time-consuming. Any time spent participating in
team-building activities is time that is not spent working on the team’s
tasks.
• Some team building exercises involve touching or physical movement,
which can make some people uncomfortable.
• Conducting team-building activities can be costly.

38. • Some employees do not like working in teams.
• Conducting team-building activities electronically or by conference
are not as effective as face-to-face sessions.
• If several levels of management are on the team, those members
may be reluctant to open up.
Disadvantages of Team-Building Activities

39. Module 6:
“These meetings all have excited
great attention, and have been of
an exceedingly interesting
character.”
- Lewis Tappan
What Team Building
Exercises Create
Bonds and When Do I
Use Them?

40. Examples of Team-Building Activities
That Create Bonds
Icebreaker games:
• Icebreaker games encourage better communication and allow the
team members to create bonds.
• One example of an icebreaker game is “Two Truths and a Lie”.

41. Examples of Team-Building Activities
That Create Bonds
Problem-solving games:
• Problem-solving games allow team members a chance to use critical
thinking skills to work towards a common goal.
• One example is “Starting a Business” in your workbook.
• Another example is “Making It Real” in your workbook.

42. Examples of Team-Building Activities
That Create Bonds
Company Outings
Company
Retreats /
Picnics
Sporting
Events
Amusement
Parks Bowling Golfing
Scavenger
Hunts
Casino
Night
Hiking
Anything
else you
can think
of! Be
creative
and ask
your team
members
for ideas!

43. When To Use Team-Building Activities
When to Use
Icebreaker Games
• When the team’s
project begins
• When the team
members do not
know each other
very well
When to Use
Problem-Solving
Games
• When the team
members are not
used to working with
each other
• When the team
needs to refine its
problem-solving skills
When to Schedule
Company Outings
• To familiarize the
employees with
the company
culture and values
• To celebrate the
team’s successes
• To improve
company morale

44. Review: Workshop Objectives
• Why are teams key to productive work environments?
• What are the four phases of the Tuckman team development model?
How can knowing these characteristics help me on a team?
• What are the types of teams and how do I utilize each type to get
results?

45. Review: Workshop Objectives
• What are essential behaviors of leaders and followers on well-
functioning teams?
• What are the uses, benefits and disadvantages of various team-
building activities?
• What team-building exercises create bonds and when do I use them?